Resourcing Strategy Essay

According to strategic Human Resource Management Foundation (2008), a human resource strategy means a system of human resource practices for a specific job or a collection of jobs aimed at the best employee performance to meet the firms’ ultimate goals. It is the broad array of HR practices that matter in terms of employee performance. The concept that the strategic capability of a firm depends on its resource capability in the shape of people (the resource-based view) provide the foundation for resourcing strategy. Employee resourcing strategy is concerned with ensuring that the organization obtains and retains the right personnel it needs and employs them resourcefully. It is a key part of the strategic human resource management process,

The selection and recruitment of workers best suited to meeting the needs of the organization ought to form a core activity upon which other human resource management policies focused towards development and motivation could be build. The endeavor of this strategy is, therefore, to ensure that a firm achieves competitive advantage by employing more capable people than its competitors in the market. These people will have a wider and deeper range of skills and will perform in ways that will maximize their involvement (Armstrong, 2010).The organization attracts such people by being ‘the employer of choice’. It retains them by providing better rewards and opportunities in work environment than others and by developing a positive psychological contract that increases commitment and creates mutual trust. Furthermore, the organization deploys its people in ways that maximize the added value they supply. Resourcing Strategies exist to provide people and skills required to support the business

Armstrong, M(2009), found that a good resourcing strategy must determine: the number of people required to meet the business needs, the skills and behavior required to support the execution of business strategies, the impact of organizational restructuring as a consequence of decentralization, delayering, mergers, product or market development, or the introduction of new technology, the plans for changing the culture of the organization in such areas as ability to deliver, performance standards, customer services, team working and flexibility that indicate the needs for people with different attitudes, beliefs and personal characteristics. These factors will be strongly influenced by the kind of activity and the nature of business strategy adopted by the institution. Resourcing strategies thus go beyond recruitment and selection and even include rewarding people for the acquisition of extra skills. Resourcing strategies exist to support the business strategy but they should also contribute to the formulation of the