People Resourcing And Talent Planning: Hrm In Practice

625 Pages·2010·6.194 MB·English

by  Pilbeam, Stephen;Corbridge, Marjorie

Stephen pilbeam & marjorie corbridge Stephen pilbeam & marjorie corbridge
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and talent planning and talent planning
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hrm in practice fourth edition e hrm in practice fourth edition
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this engaging textbook offers a comprehensive examination of people resourcing and talent
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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
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a broad range of hr issues and covers all the activities that are essential for acquiring, managing and
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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
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resourcing and talent planning.
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this balanced approach, together with the breadth and versatility of the content, enables the book to
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be used effectively for cipd modules and other upper-level hrm courses.
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Substantially revised and updated to reflect the new cipd hr profession map, this fourth edition
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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
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Stephen pilbeam is a principal lecturer in hrm, and the course leader for the masters in hrm, at the University of p
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portsmouth business School. Stephen is a chartered Fellow of the cipd and serves on the cipd Quality assurance i
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panel. prior to working at the university Stephen held senior hr positions in the private sector. r
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Marjorie Corbridge is a principal lecturer in hrm at the University of portsmouth business School. She is a
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chartered member of the cipd and has undertaken many consultancy projects. prior to working at the university
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marjorie held senior hr positions in the public sector. d m
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www.pearsoned.co.uk/pilbeam &
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Front cover image: © getty images
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People Resourcing and Talent Planning
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We work with leading authors to develop the
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STEPHEN PILBEAM
People Resourcing and
AND
MARJORIE CORBRIDGE Talent Planning
HRM in Practice
FOURTH EDITION
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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.
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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
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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
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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
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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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