The managing director needs to consider:
- What sorts of people are needed for the organization to compete effectively in the present as well as the future?
- What does the managing director need to do to attract, develop and keep these people?
A suitable plan for employee resourcing involves the following:
- Human Resource Planning (HRP)
- Recruitment
- Selection Interviewing
- Psychological Testing
- Introduction to organization
- Release from organization
The HRP is defined as “ a plan of action for the future, answering the questions first of what to do, then how to do it. A strategic plan should have a long-term focus…. and are generally developed for a 5 year period” (Foot and Hook, 2005). Additionally it addresses the current issues that the organization is experiencing mainly because it is an integral part of business planning, which examines the concerns in relation to the methods in which the current employees are employed and they are then developed, this is in order to improve organisational effectiveness.
The managing director must focus on identifying and attaining the right employees who are suitable for the job. They must play the role of then attracting them to achieve high levels of operation. Furthermore it is important that the manager compares demand and supply forecasts, the human resources should be compared with the available internal and external supple.
It is important that the organization is continually reviewing its business objectives, for supply to meet demand.
In order to improve the director must examine the internal supply of human resources, this includes figures of turnover, skill base, retirement and maternity leave, as this is influential in the figures of the business, as often the company has to employ new staff to cover this.
Employee resourcing strategy plays a part in both a formulation and implementation of a strategy. The managing director must consider this. Within formulation of a business strategy the managing director must make the best use of the existing human resources system, this may involve restrictions including skill shortages and high recruitment training and employment costs, this may affect the implementation of proposed business plans. If using an implementation strategy the managing director must consider the following strategies:
- Acquisition strategies, resources essential to meet the forecast needs.
- Retention strategies, how the managing director aims to retain the employees it requires
- Development strategies, what the managing director as well as the other managers need to do to extend and increase the skills so as to make employees have a greater responsibility
- Utilization strategies, intentions to improve productivity and cost effectiveness
- Flexibility strategies, organizations can develop more flexible work arrangements.
- Downsizing strategies, these are used to define what the employer needs to do to reduce the number of people employed.
As RPS is looking for a strategy for both current and future requirements, the employee resourcing strategy is suitable for this. In the future the organization has new demands for skills and competences, also by reducing the cost of the business, through perhaps reducing the number of employees the supermarket employs, this could be through subcontracting the work to another company or taking on more part time workers. The managing directors strategy must involve plan and budgets to meet the required demands, As the supermarket employ s 50 staff the supply of future staff must be considered, as The ‘demographic time bomb’ in which there is a lack of young people entering the labour market, this means that the lack of young employees means that there will be a lack of young specialized workers. Also the supermarket may experience a lack in workers, which are flexible as well as specialized in the field required.
In the future RPS will need scenario planning; this is to examine the environmental changes that would influence the organization, this is also important because the situations that may occur in the future will need to be considered. Scenario planning can be conducted through the PEST approach, which investigated the political, economic, social and technological factors that affect an organization. Demand forecasting may also be required, in which the RPS estimates the number of people that will be required in the future and the types of skills they will require.
As perhaps RPS requires a higher number of staff there can be ways in which this can be achieved, this is through managerial judgment, ratio-trend analysis, work study techniques, modeling. Managerial judgment is described as a representative method of forecasting; as it needs managers to consider their future workloads and distinguish weather the company needs more staff. A ratio trend analysis takes place whilst studying past ratios, through studying the number of direct and indirect workers, and considering the number of direct and indirect workers needed to work alongside each other.
Work-study techniques can be used to analyze the number of people required to for the level of work that the supermarket requires. Modeling makes use of the mathematical requirements that the supermarket requires in order to ensure the right supply of employees meets the demand.
The manager should also analyze existing human resources strategies, and look at the ways in which the supermarket had the least number of employee turnover. As a high level of changes in staff, means that there will be constant changes in the way the staff are managed and the ways in which they can be boosted. For example promotions would mean that the employees would have more motivation to work.
In conclusion there are many ways in which RPS may boost its employees, and this would ensure that the employees would work best for the organization. Furthermore it is essential that it is up to management within the organization to handle any new situations and furthermore any quality management, this would help the organization to improve.
Bibliography:
Armstrong, M. (2003), A Handbook of Human Resource Management Practice, Kogan Page
Foot, M & Hook, C. (2005), Introducing Human Resource Management, Prentice Hall
www.cipd.co.uk
Total Words: 1247
