Strategic Employee Resourcing and Its Impact on Organisational Performance

Strategic employee resourcing is a key function of strategic human resource management, as it ensures that organisations have the right people with the right skills at the right time. Employee resourcing is not limited to recruitment and selection but also includes workforce planning, employee development and retention. When organisations manage employee resourcing strategically, it helps to improve organisational performance and employee engagement.

Strategic employee resourcing refers to identifying, attracting, selecting and retaining employees to meet organisational needs (Armstrong, 2014). It includes workforce planning, recruitment and selection and retention strategies. Competency-based recruitment is also an important approach where employees are selected based on their skills, knowledge and behaviour rather than only academic qualifications (CIPD, 2015). This helps organisations to recruit employees who are suitable for the job role and organisational culture.

In practice, organisations use workforce planning to identify future employee requirements and skill gaps. This helps organisations to plan recruitment and training programmes in advance. For example, if a company plans to expand its operations, it needs to recruit new employees and train existing employees to meet future business requirements.

Today, many organisations use online recruitment platforms, such as LinkedIn and professional job portals, to attract skilled employees. Organisations also use structured and competency-based interviews to select suitable candidates.

Employee resourcing is not only about recruitment but also about employee retention. Many organisations introduce training and development programs, career advancement opportunities, and reward systems to retain talented employees. These practices improve employee engagement and reduce employee turnover.

The banking and IT sectors provide a practical example of strategic employee resourcing. Many banks use structured interviews and assessment centers to select employees because these methods help evaluate candidate skills, communication, and problem-solving abilities.

Similarly, IT companies focus on workforce planning to identify future skill requirements, such as data analysis, programming, and cybersecurity skills. These companies recruit fresh graduates and provide training programmes to develop their skills. This helps organisations build a skilled workforce and reduce recruitment costs over the long run. The evidence shows that strategic employee resourcing contributes to organisational performance and long-term success.

Strategic employee resourcing helps organisations improve productivity and efficiency by ensuring that their employees are skilled and competent. It also helps to reduce employee turnover and recruitment costs.

However, recruitment and training programs require significant investments, and there is always a risk of selecting the wrong candidate. Poor recruitment decisions can lead to poor performance and increased costs. Therefore, organisations should use effective recruitment and selection methods, such as competency-based interviews, structured interviews, and proper workforce planning.

In my opinion, strategic employee resourcing is very important because employees are one of the most valuable assets in an organisation. If organisations recruit the right employees and provide training and development opportunities, it improves employee performance and organisational success. Therefore, organisations should focus on long-term employee resourcing strategies rather than only short-term recruitment.

In conclusion, strategic employee resourcing is an important part of strategic HRM. It includes workforce planning, recruitment, and selection, as well as employee retention. Organisations that effectively manage employee resourcing are more likely to improve organisational performance and achieve long-term success.

References:

Armstrong, M. (2014) Armstrong’s Handbook of Human Resource Management Practice.
CIPD (2015) Workforce Planning Practice.
Baron, A. and Armstrong, M. (2007) Human Capital Management.
Bratton, J. and Gold, J. (2017) Human Resource Management: Theory and Practice.
Taylor, S. (2018) Resourcing and Talent Management.