Essays on People Resourcing People Essay

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The paper 'People Resourcing People' is a perfect example of a Management Essay. Companies no longer rely on specific selection techniques in identifying best-suited employees for an organization. Today people are the most important asset of any organization. The current complex and competitive situation require the selection of the right personality to enhance organizational performance. Properly selected and the well-placed employee will enhance the organizational effective running and will offer significant potential for future replacement. The hiring process starts with human resource planning (HRP) which determines the number and sort of people needed by an organization.

Analysis and job design facilitate the assignment of tasks and duties and identification of the expected qualification of a prospective job. HRP job analysis and design help an organization to identify and hire the right people (Wong, 2007). Employee hiring is a continuous process not restricted to the formative steps of an organization. Employees always move from organizations in search of better places, some retire and some die in the saddle. These make enterprises grow to diversify; acquire the other units and facilitate the hiring of new men and women.

The hiring function will only stop when the organization's existence ceases (Taylor, 2005). When HR planning needs additional labor, organizations have various choices to make. An organization must consider alternatives to recruiting; these include outsourcing or contingent labor, instead of hiring regular employees. For a temporary fluctuation in work volume, the best solution is part-time labor or overtime by existing employees (Beardwell & Claydon, 2010). Recruitment and selection costs are staggering; hiring new employees should be recruited after careful consideration especially when an organization plans for a lasting need of additional labor.

Cost estimates for replacement of supervisory, technical, and management employees run for above 50 percent of employee salaries. HR planning must carefully consider the general growth prospects of the organization and the proper forecast of future labor needs. Recruitment planning starts after consideration and estimation of other alternatives. Employees are acknowledged by most employers as the best asset, thus correct recruitment and induction processes are essential in ensuring the effectiveness of new employees in the shortest time. An organization can only succeed if it employs enough employees with the right skills and abilities.

Organizations may comprise dedicated personnel or human resource function to oversee the staffing process, or they may delegate these tasks to line managers and supervisors. People in this process involved should know the principles of good practice. In big organizations with expert personnel departments, it is essential to engage others in the undertaking of recruitment and induction (Muller, Croucher. R, & Leigh, 2008). Recruitment and selection of employees It’ s a reality that companies can not rely on single or double selection techniques to identify which individuals will be best suited for working for an organization.

There are various dimensions and sub-dimensions under which employees can be evaluated for suitability and compatibility. The employer analyses the job prior to recruitment to establish both physical and mental personalities they would expect from the applicants, and the desired qualities and attitudes. Critically, the selection is the exchange of an employee and the price is the wage times period of service hence selection is an expensive process. Therefore some firms choose to employ external professionals or advisors to carry out recruitment and selection exercises on their behalf.

Regularly, medium-sized organizations attract employees with a good reputation from existing employers to the recruiting employer. However, the price of poor selection is that personnel responsible for selecting and recruiting must be highly qualified to determine the suitability of applicants (Rowena Barrett, 2008).


Anna P. Y. Tsui, K. T. 2009. Professional practices of human resource management in Hong Kong: linking. Hong Kong: Hong Kong University press.

Beardwell, J and Claydon, T. 2010. Human Resource Management: A Contemporary Approach. Harlow: Prentice Hall

Chris Brewster, H. H. 1999. International HRM: contemporary issues in Europe. New York: Routledge.

Donald, L., Gail, D. and Pane, S. 2009. Staffing the Contemporary Organization: A Guide to Planning, Recruiting, and .selection of human resources. West Port: Preager Publishers.

Muller, C. Croucher. R, & Leigh, S. 2008. Human Resource Management: A case study Approach. London: CIPD.

Rowena Barrett, S. M. 2008. International Handbook of Entrepreneurship and HRM. London: Edward Elgar.

Sims, R. R. 2002. Organizational success through effective human resources management. London: Library of congress.

Taylor, S. 2005. People Resourcing People. London: CIPD.

Warner, M. 2005. Human resource management in China revisited. New York: Routledge Curson.

Wong, Z. 2007. Human Factors in Project Management: Concepts, Tools, and Techniques for. San Francisco: Jossy-Bass.

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