1. PEOPLE RESOURCING Chapter One Introduction

2. People resourcingis the range of activities undertaken by P&D to ensure that the organisation has the resources required to meet its key goals: Staffing Performance Administration Change management P&D specialists must continually evaluate these practices for effectiveness, efficiency and fairness.

3. Adding value P&D specialists can ‘add value’ by: delivering business objectives providing an excellent administration service championing effective people management. Organising P&D for added value: 1.One team performs all key resourcing activities 2.Ulrich’s ‘three-legged model’: - central shared service centre for administration - business partners for case work at a local level - centres of expertise (specialists in law/reward/diversity, etc)

4. Constraints to people resourcing Factors influencing resourcing activities Labour market conditions Regulations Employee attitudes (equity, respect, involvement) Line management Trade unions BUSINESS OBJECTIVES RESOURCING CONSTRAINTS PEOPLE RESOURCING ACTIVITIES

5. Integrating people resourcing People resourcing does not exist in isolation. Activities should be integrated on two levels: Horizontal integration with the other key P&D activities of employee relations, training and development, and reward Vertical integration with the overall business strategy.

6. Integrating people resourcing (cont.) 1.Traditional paradigm (‘good practice’) 2.Contingency-based paradigm (one size does not fit all – the approaches used vary according to context) 3.New paradigms (embrace innovation).