People Resourcing And Talent Planning: Hrm In Practice PDF
Preview People Resourcing And Talent Planning: Hrm In Practice
Stephen pilbeam & marjorie corbridge Stephen pilbeam & marjorie corbridge aP ne PeoPle ResouRcing PeoPle ResouRcing o d P t and talent planning and talent planning al e l hrm in practice fourth edition e hrm in practice fourth edition R n e t s this engaging textbook offers a comprehensive examination of people resourcing and talent po planning in organisations, achieving a balance between academic rigour and practitioner relevance. thoroughly revised and updated, the fourth edition of People Resourcing and Talent Planning addresses l u a broad range of hr issues and covers all the activities that are essential for acquiring, managing and a retaining talent – from hr planning through to release from employment. it describes and analyses contemporary hr practice and puts it into context, covering the latest developments in people R n resourcing and talent planning. c n this balanced approach, together with the breadth and versatility of the content, enables the book to i be used effectively for cipd modules and other upper-level hrm courses. in n Substantially revised and updated to reflect the new cipd hr profession map, this fourth edition g integrates contemporary issues in hrm, avoids prescriptive solutions and encourages critical evaluation. g readable and clear, People Resourcing and Talent Planning uses examples and case studies to examine how hr theory and concepts apply in practice. this text meets the knowledge and understanding requirements for the Cipd’s Resourcing and fourth talent Management module. edition c Stephen pilbeam is a principal lecturer in hrm, and the course leader for the masters in hrm, at the University of p o portsmouth business School. Stephen is a chartered Fellow of the cipd and serves on the cipd Quality assurance i l panel. prior to working at the university Stephen held senior hr positions in the private sector. r b b e Marjorie Corbridge is a principal lecturer in hrm at the University of portsmouth business School. She is a r a chartered member of the cipd and has undertaken many consultancy projects. prior to working at the university i marjorie held senior hr positions in the public sector. d m g www.pearsoned.co.uk/pilbeam & e www.pearson-books.com Front cover image: © getty images CVR_PILB9540_04_SE_CVR.indd 1 17/3/10 15:21:47 A01_PILB9540_04_SE_FM.QXD 26/02/10 11:47 Page i People Resourcing and Talent Planning .. A01_PILB9540_04_SE_FM.QXD 26/02/10 11:47 Page ii We work with leading authors to develop the strongest educational materials in human resources, bringing cutting-edge thinking and best learning practice to a global market. Under a range of well-known imprints, including Financial Times/Prentice Hall, we craft high quality print and electronic publications which help readers to understand and apply their content, whether studying or at work. To find out more about the complete range of our publishing, please visit us on the World Wide Web at: www.pearsoned.co.uk .. A01_PILB9540_04_SE_FM.QXD 26/02/10 11:47 Page iii STEPHEN PILBEAM People Resourcing and AND MARJORIE CORBRIDGE Talent Planning HRM in Practice FOURTH EDITION .. A01_PILB9540_04_SE_FM.QXD 26/02/10 11:47 Page iv Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published 1998 Second edition 2002 Third edition 2006 Fourth edition published 2010 © Stephen Pilbeam and Marjorie Corbridge 2010 The rights of Stephen Pilbeam and Marjorie Corbridge to be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS. ISBN 978-0-273-71954-0 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress 10 9 8 7 6 5 4 3 2 1 14 13 12 11 10 Typeset in 9.5/12pt Sabon by 35 Printed and bound by Ashford Colour Press Ltd., Gosport The publisher’s policy is to use paper manufactured from sustainable forests. .. A01_PILB9540_04_SE_FM.QXD 26/02/10 11:47 Page v Brief Contents List of Figures and Tables xi List of Exhibits xiii Preface to the Fourth Edition xvi Acknowledgements xx 1 People Resourcing: the changing world of work and contemporary human resource management 1 2 Human Resources Strategy: perspectives and theories 38 3 Competencies in People Resourcing 61 4 Human Resource Planning, Talent Planning and Worker Flexibility 90 5 HR Information Systems and e-enabled HR 132 6 Recruitment: attracting the right people 154 7 Selection: choosing the right people 185 8 Managing Diversity 226 9 Pay, Reward and Resourcing 253 10 Reward, Financial Benefits and Pensions 292 11 Managing and Appraising Performance 316 12 Human Resource Development 350 13 Managing Health and Safety at Work 387 14 The Strategic Management of Employee Well-being 414 15 Employment Relations in Context 447 16 Employment Relations Processes 473 17 Conflict Resolution: discipline and grievance 499 18 Termination of Employment 526 19 Managing Redundancy 564 Index 589 .. A01_PILB9540_04_SE_FM.QXD 26/02/10 11:47 Page vi .. A01_PILB9540_04_SE_FM.QXD 26/02/10 11:47 Page vii Contents List of Figures and Tables xi Case Study: Polygon University – the List of Exhibits xiii challenges of developing a human Preface to the Fourth Edition xvi resources strategy 54 Acknowledgements xx Developing an emergent human resource strategy 54 1 People Resourcing: the changing world of work and contemporary human resource 3 Competencies in People Resourcing 61 management 1 Introduction 62 Introduction 2 Definitions and concepts 62 A contingent approach 2 The competency movement 64 A critical perspective and no right HR Who uses competency frameworks? 68 answers! 4 Why do employers use competency Changes in the world of work 5 frameworks? 69 Human resource management (HRM) 10 How to construct a competency framework 71 The changing role of the HR professional 14 Techniques for constructing competency HR strategy and people resourcing – the frameworks 75 fundamentals 22 Assessing competencies 76 Adding value through HR practices 23 Using competencies 78 e-HR, the three-legged model and the Activity: The competency framework of a outsourcing of HR activities 24 large housing association 84 Case Study: Call centres in the financial The pros and cons of competency servicessector – just putting you on management 84 hold... 26 Brave new world or more of the same? 29 4 Human Resource Planning, Talent Planning and Worker Flexibility 90 2 Human Resources Strategy: perspectives and theories 38 Introduction 91 Human resource planning 91 Introduction 39 The process of human resource planning 92 Strategy: misconceptions, concepts and Developments in human resource planning 99 typologies 39 Talent planning and talent management 101 Strategy, business performance and human Employee retention 107 resources management 41 Flexibility at work 111 Best-practice models 43 Patterns of work 118 Best-fit models 48 Case Study: Introducing flexible working The resource-based model 51 at Safelife Insurance Limited 125 .. A01_PILB9540_04_SE_FM.QXD 26/02/10 11:48 Page viii viii CONTENTS Selection trends 210 5 HR Information Systems and Successful transition through pre-engagement e-enabled HR 132 and induction 213 The contract of employment and the written Introduction 133 particulars of employment 215 Information needs 133 Exit interviews – the initial stage of the HR information and business partnering 135 recruitment and selection process? 216 e-HR and the transformation of HR services 135 Managerial decision-making and the HRIS 138 The benefits of an HRIS 141 8 Managing Diversity 226 Case Study: Young People’s Fashion PLC and HRIS 145 The managing diversity concept 227 Security of personal data 147 UK discrimination and equality legislation 231 Data protection – rights, access and security 147 Case Study: Review of age discrimination Employee Internet and email policies 151 at Family Fitness 234 The Equality Bill 2009 235 Equal pay 240 6 Recruitment: attracting the right people 154 Case Study: Equal pay review at Greenacres College of Further Education 245 Introduction 155 Work–life balance 247 Contingency in recruitment and selection methods 155 Recruitment, selection and the systems 9 Pay, Reward and Resourcing 253 approach 156 Recruitment and selection sub-systems 157 Introduction 254 Pre-recruitment 159 Reward 254 Recruitment methods – attracting applications 164 New pay and old pay 254 Case Study: A-B-Zee: Human resource planning Pay determination 256 and recruitment for new superstores 175 Reward strategy 257 Recruitment methods – analysis and trends 178 Total reward philosophy 260 Responding to enquiries and the Pay strategies 263 candidate’s view 179 Graded pay and job evaluation 264 Criminal certificates – Police Act 1997 180 Market-related pay 269 UK immigration system and the UK Border Performance-related pay 273 Agency 181 Competence-based pay 284 Profit sharing 284 Case Study: Reward systems at City in the 7 Selection: choosing the right people 185 Woods City Council 285 Introduction 186 Subjectivity, discrimination, professionalism 10 Reward, Financial Benefits and Pensions 292 and ethics 186 Elimination and reduction 187 Introduction 293 Validity, reliability and popularity of Employee financial benefits 293 selection methods 188 Flexible benefits 295 Selection methods 191 Pensions 299 Case Study: Recruitment and selection of Case Study: Pensions change at Goodwins 307 graduate trainees 208 Contemporary trends in reward 310 .. A01_PILB9540_04_SE_FM.QXD 26/02/10 11:48 Page ix CONTENTS ix 1996 and Amendment Regulations 1999 11 Managing and Appraising Performance 316 and 2003) 396 The Health and Safety (Offences) Act 2008 Introduction 317 and the Corporate Manslaughter and Performance management and corporate Corporate Homicide Act 2008 404 strategy 317 Protection against dismissal – health and The performance management process 319 safety duties and concerns 404 Case Study: Objective setting and appraisal 324 Special groups – young people and pregnant The balanced scorecard and performance women 405 management 327 The Working Time Directive 1993 405 Managing underperformance 329 Case Study: Health and safety in Cobras Managing employee absence 331 department store 406 The management of sick absence 333 Creating an active health and safety Case Study: Managing absence and culture 407 attendance: comparative strategies 342 Health and safety – principle and reality 409 A framework for analysis 409 12 Human Resource Development 350 14 The Strategic Management of Introduction 351 Employee Well-being 414 Human resource development 351 The systematic approach to training and Introduction 415 learning 352 A strategy for employee well-being 415 Case Study: LSC Clothing: four stages of Stress and distress 418 the training cycle 360 Case Study: Stress management policy Strategic HRD 361 and responsibilities at Goodwins Case Study: SPS Research: HRD strategy of department stores 426 ‘build not buy’ 367 Case Study: United Biscuits and the stress Management development 367 management standards 429 Knowledge management and human capital Harassment and bullying at work 430 management 370 Alcohol and drug misuse 434 Skills and human capital development: Violence at work 438 a national perspective 374 Case Study: Central Bar: workplace violence 442 13 Managing Health and Safety at Work 387 15 Employment Relations in Context 447 Introduction 388 Introduction 448 Health and safety at work and the Employment relations and people performance imperative 388 resourcing 448 From prescription to responsibility – The changing nature of employment 449 statutory regulation to self-regulation 390 The role of the state 450 Reconciling the tensions 391 Case Study: Union recognition at Key Common law duties of care 391 Bits Ltd 457 The Health and Safety at Work Act European social policy 461 (HASAWA) 1974 391 Management strategies and employment A practical guide to the Health and Safety relations 463 Regulations 1992 (consolidated in ERA Trade unions 465 ..
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