Employee Resourcing

  Do new recruitment technologies influence the type of HR activities with regard to recruitment and selection and what is the impact on organizational performance and applicant experience?  A study carried out by Tilburg University sheds some light upon this question. This study showed a likeness of transactional HR activities (recruitment, assessment, and selection) decreasing in the future as a consequence of the implementation of new recruitment and selection technologies. Daisy Bax et al emphasized and that HR professionals will spend more time on transformational activities or traditional activities. She concludes that, due to the changing HR activities, other HR traits are requested like being proactive, analytical, critical, pragmatic, and strategical , which in turn has the potential to improve organizational performance and applicant experience. The most important finding is that the interviewed applicants and HR professionals indicate that a good balance between technology a

Assessment centers are “a standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behaviors are made, in major part, from specifically developed assessment simulations. These judgments are pooled in a meeting among the assessors or by a statistical integration process”.  (Task Force on Assessment Center Guidelines, 1989)  Video1 - All About Assessment Centres  Through the years the original conceptualization of assessment centers has changed dramatically (Howard, 1997). Three changes seem most noteworthy; 1. The output of assessment centers is still important, much more attention has been paid to assessment center ‘processes’.  2.  The application of assessment centers has moved beyond selection/placement/promotion purposes.  3.  Multiple stakeholders are involved in assessment centers. These stakeholders include assessees, assessors, assessment center users, and the organization. Assessment centers by definition

  Brands and Employees A brand is “essentially a seller’s promise to consistently deliver a specific set of features, benefits, and services to the buyers [and …] is intended to identify the goods and services of one seller […] and differentiate them from those of competitors (Kotler 1997, p. 443)”. However, in the context of employer marketing, the employer brand is to be understood as the set of distinctive images of a prospective employer which are manifest in the minds of the target groups- potential employees (Meffert, Burmann & Koers 2002; Petkovic 2004). The difficult task for any organization is to manage the multiple brands it presents to its various stakeholders (e.g. consumer brands, company brand, employer brand). Important in this context is the link between the human resource management function and marketing (Martin et al. 2005). Both marketers and HR specialists need to be aware of the impact of their actions on each other’s branding objectives, and as much as possi

Human Resource Management Strategy According to Torrington et al, 2005 and Armstrong, 2009, strategic human resource management has three theoretical approaches  1. The concept that there is one best way of managing human resource in order to improve business performance.  2. The need to align employment policies and practices with the requirements of the business strategy in order that the later will be achieved and the business will be successful.  3.The resource based view of the firm and the perceived value of the human capital. This approach is grounded in the nature of the reward–effort exchange and, more specifically, the degree to which managers view their human resources as an asset as opposed to a variable cost. Video: - The Resource Based View (RBV) The resource-based view of the firm is a model of firm performance that focuses on the resources and capabilities controlled by a firm as sources of competitive advantage (Perce and Robinson, 2007). Employee resourcing strategies