Resourcing - PowerPoint PPT Presentation

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Resourcing

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Title: Title in yellow Author: Pearson Education Last modified by: DRB Created Date: 4/15/2004 1:31:58 PM Document presentation format: On-screen Show – PowerPoint PPT presentation

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Title: Resourcing


1
Part 2
  • Resourcing

2
Employee Resourcing Can Often -
Slide 4.1
  • Be a reactive activity without any link to
    organisational strategy
  • Lack internal coherence
  • Resourcing strategy should be proactive
    facilitating the future direction of the business
    and providing choices for managers

3
The Employee Resourcing Environment
Slide 4.2
The labour market or pool of available talent
that employers compete to recruit and retain
staff
4
Major Trends in the UK Labour Market
Slide 4.3
  • Demographics
  • Diversity
  • Skills qualifications

5
Demographic Trends (1 of 2)
Slide 4.4
  • 2003 UK population 59.25 million
  • 2003 27.9 million UK population in work
  • Overall population is increasing even though
    birth rate falling

6
Demographic Trends (2 of 2)
Slide 4.5
  • The number of people who are economically active
    is increasing
  • Over longer term the proportion of population
    that is of working age will shrink in comparison
    to total population

7
Demographics Implications for Employers
Slide 4.6
  • Will become harder to recruit and retain the more
    talented younger workers
  • State pension provision will become more
    difficult to source so people will look more at
    the organisational occupational pensions being
    provided

8
Diversity
Slide 4.7
  • Increased female workforce participation has been
    one of the most significant social trends over
    recent decades
  • Most recent Government figures indicate 84 men
    and 73 women are either in work or actively
    seeking work

9
Growth of Female Workforce Participation
Slide 4.8
  • More women with young children have decided to
    work whilst men have taken more early retirement
  • Growth of part time work

10
Mapping Diversity Trends
Slide 4.9
  • In 1980 employment rate for women of working age
    59 - figure has risen steadily since then
  • Gender gap in overall pay levels - womens
    average salary is 82 of mens salaries
  • Early 1980s 4.5 of employees were from ethnic
    minorities - early 2000s 6.5 of employees are
    from ethnic minorities
  • 1980 two thirds of workplaces employed no-one
    from ethnic minorities - now over half of
    workplaces employ an ethnic minority

11
Diversity Challenges For HR Managers
Slide 4.10
  • Taking into account needs of dual career
    families
  • Compliance with discrimination laws
  • Challenging and removing sexual and racial
    harassment in the workplace

12
Job Growth Areas In Recent Years
Slide 4.11
  • These have been in
  • Managerial and professional
    occupations
  • Service industries

13
Declining Job Areas In Recent Years
Slide 4.12
  • Manufacturing
  • Agricultural sectors

14
Demands For Graduates
Slide 4.13
  • Strong increase over the last twenty years for
    graduates
  • Graduate unemployment much lower than rest of
    population

15
Skills Shortages
Slide 4.14
  • There are insufficient people with high level IT
    and scientific qualifications entering the labour
    market
  • There are too many people lacking basic numeracy
    and literacy skills
  • An estimated 20 of UK adults are innumerate and
    only able to read at the most basic level

16
Ways of Analysing Labour Markets
Slide 4.15
  • Geographical differences
  • Tight versus loose
  • Occupational structure
  • Generational differences

17
Geographical Differences
Slide 4.16
  • For most jobs in most organisations the relevant
    labour market is local
  • Comparison required of what is being offered by
    competitors in local area
  • Travel infrastructure will affect the working
    population in local area

18
Tight Versus Loose
Slide 4.17
  • Tight labour market where it is difficult to
    recruit and retain staff
  • Loose labour market few problems in finding and
    retaining staff of required calibre

19
Approaches Depending on Degree of Tightness
Slide 4.18
  • Relatively loose labour market- little employee
    resourcing effort - intelligent organisations
    sought people with capacity to innovate and
    develop their roles
  • Tight labour market- many organisations just
    muddled through- intelligent organisations
    restructured, introduced flexible working
    practices, etc
  • (Windolf 1986)

20
Occupational Structures
Slide 4.19
  • Craft
  • Organisation career
  • Unstructured
  • (Mahoney 1989)

21
Craft Structure
Slide 4.20
  • People tend to be more committed to their
    occupation over the long term
  • People tend to be less committed to their
    organisations
  • To develop their career they will move from
    organisation to organisation
  • Remaining in one organisation for too long is
    viewed as damaging to their careers
  • (Mahoney 1989)

22
Organisation Career Structure
Slide 4.21
  • Progress is made by climbing the promotion ladder
    within an organisation
  • Movement between organisations is less frequent
  • People will stay with an organisation whilst
    their careers are progressing in the right
    direction
  • (Mahoney 1989)

23
Unstructured Market Structure
Slide 4.22
  • Consists of lower skilled jobs for which little
    training is necessary
  • Professional advancement opportunities are
    limited
  • People move in and out of jobs for many different
    reasons
  • (Mahoney 1989)

24
Generational Differences (1 of 2)
Slide 4.23
  • Veterans are attracted to workplaces that offer
    stability and which value experience
  • Boomers place a high value on effective
    participation
  • Xers enjoy ambiguity and are at ease with
    insecurity
  • Nexters are wholly intolerant of all unfair
    discrimination
  • Xers require a proper work life balance

25
Generational Differences (2 of 2)
Slide 4.24
  • Veterans are loyal to employers and less likely
    to look elsewhere
  • Xers are strongly resistant to tight control
    systems and set procedures
  • Nexters prefer to work for ethical employers
  • Xers and Nexters work more easily with new
    technology than Veterans and Boomers

26
Flexible Resourcing Choices
Slide 4.25
  • Numerical flexibility
  • Temporal flexibility
  • Functional flexibility
  • Financial flexibility

27
Numerical Flexibility
Slide 4.26
Figure 4.1  Atkinsons model of the ?exible ?rm
(Source J. Atkinson (1984) Manpower strategies
for ?exible organisations, Personnel Management,
August. Used with the permission of the author.)
28
Temporal Flexibility
Slide 4.27
  • Concerns varying patterns of hours worked to
    respond to business demands and employee needs
  • Increased use of part-time work, job sharing and
    flexible working hours
  • Increased use of this approach in recent years

29
Functional Flexibility
Slide 4.28
  • Where employees have capacity to undertake a
    variety of tasks as opposed to specialising in
    one area
  • Horizontal flexibility involves staff becoming
    multi skilled so that they can be deployed as and
    when required at any time
  • Vertical flexibility capacity to undertake work
    previously done by those higher or lower down the
    organisational hierarchy

30
Flexibility Debates
Slide 4.29
  • Atkinsons flexible firm is it a description of
    trends or a prescription for the future
  • Managers aspire to adopt the flexible firm
    approach but the extent to which it has been
    actually adopted is questioned
  • The drive for economies of scale has led some
    companies to become more bureaucratic
  • Flexibility used in a pragmatic and opportunistic
    way rather that as a strategic HRM manner

31
Desirability of Flexibility Debate
Slide 4.30
  • Theoretical advantages arise from productivity
    gains
  • Many equate flexibility with insecurity
  • Staff turnover is likely to increase in response
    to flexible working practices, recruitment of
    talented people will be harder
  • Too much flexibility can have damaging longer
    term economic consequences

32
Ready Made or Home Grown
Slide 4.31
  • External labour market - Make use of talent
    available
  • or
  • Maximise opportunities in internal labour market
    -Invest heavily in training and development and
    career systems

33
A Typology of Career Systems
Slide 4.32
  • Relates entry and exit movements of staff with
    promotion and development
  • Fortress organisations
  • Baseball team
  • Club
  • Academy
  • (Sonnenfield et al 1992)

34
Summary
Slide 4.33
  • A strategic resourcing approach takes into
    account changes occurring in the labour market
  • Individual labour markets vary in key respects
  • The key respects of the different labour markets
    need to be considered when formulating the
    resourcing policy
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