evaluate the competencies and skills needed by an HR strategist
Identify, assess, and evaluate the competencies and skills needed by an HR strategist.
HR Resourcing
Reading
Textbook
Pilbeam, S. &Corbridge, M. (2010) People resourcing and talent planning: HRM in practice. 4th ed. London: Prentice Hall
International.
(Please note that the references to these readings can be found in the Lecture Notes text under the headings of the
topics to which they relate.)
• The strategic significance of people resourcing
Pages 38–41 in Chapter 2 provide background information into the importance of developing HR strategy as well as the
difficulties encountered in this process.
• Strategy, business performance, and human resources
Pages 41–42 in Chapter 2 deal with the links between HR strategy and business performance and organisational objectives.
• Best-practice models
Pages 43–47 in Chapter 2 examine the application of a particular set of HR policies and practices for bringing about
improved performance. You will learn about the Harvard model, the partnership approach, high commitment HR practices, and
the ‘black box’.
• Best-fit models
Pages 48–51 in Chapter 2 explore the possibility of organisations needing to adapt HR practices based on specific
conditions, rather than applying a universal approach. The authors outline and discuss the business life cycle,
structural configuration, and matching models.
• The resource-based model
Pages 51–60 in Chapter 2 cover the resource-based model and examine how this strategy views the human resources within
the firm as unique assets that create a sustainable competitive advantage. This approach emphasises the development of
these resources while also focusing on the skills, knowledge, and attitudes of human capital.
Place this order with us and get 18% discount now! to earn your discount enter this code: summer17 If you need assistance chat with us now by clicking the live chat button.