Strategic Employee Resourcing and Talent Management

The transformation of the talent management sphere has occurred due to switching to remote work and hybrid models. These models are flexible, cost-effective and increase access to talent, but they also pose with serious challenges on the HR professionals and organisational leaders, particularly on the realm of communication, performance management, and engagement of employees. It is one of the primary risks that are connected to collaborating and keeping a team united. The employees could be at varying locations and time zones in hybrid environments, and strong working relationships cannot be established, nor can quick problem-solving happen at the spur of the moment. The digital collaboration technologies should be methodically combined as the team collaboration has to be efficient without digital fatigue (Briscoe, Schuler and Tarique, 2023). The other problem is performance tracking and accountability. In a situation where there is no physical supervision, it means managers have ...

Digital transformation is accelerating in most industries to the extent that Artificial Intelligence (AI) is changing how organisations attract, assess and recruit people in the market. In the context of the recruitment process, AI in talent acquisition describes the process of applying any of the techniques of machine learning, natural language processing, and data analytics to recruitment, including job advertisements, shortlisting, and evaluation. Through artificial intelligence, it is easier to work through thousands of applications and find a couple of suitable ones in a very short time in the competitive job market. Applicant Tracking Systems (ATS) and artificial intelligence (AI)-based screening algorithms can be used to find the employees who would best fit the requirements of a particular job, leading to an increase in the quality and speed of hiring (Mousa & Mahmood, 2021). It is particularly helpful in high volume hiring or in the case of sourcing globally dispersed tal...

In the more globally-integrated world, the Global Talent Management (GTM) has become a vital constituent of strategic human resource practices. GTM involves planning, attracting, developing and retaining talent across national boundaries. It allows multinational enterprises (MNEs) to compete successfully across a wide variety of markets by treating people in a globally consistent and locally adaptable service to customers (Collings, Mellahi & Cascio, 2021). The global talent management is especially applicable to organisations operating across various countries with diverse cultures, labour laws, availability of skills, and expectations towards talent. Consequently, MNEs have to consider striking a balance between standardisation (the development of a universal HR system) and localisation (the regionalisation of management processes). This encompasses the need to match the talent practices with global approaches, and be sensitive to the differences in culture, nationality (Brisco...

Operational organisations are constantly confronted with the choice of a make-or-buy situation: develop internal talent or bring in outside talent. Published evidence after 2021 indicates that every pathway has unique strengths, as well as it reveals unique risks. The effective solution tends to be a portfolio approach within which the sourcing process reflects the strategic purpose of the role and strategic time perspective. What is the benefit of internal promotion? Retention and engagement. Based on the LinkedIn global mobility data, employees that relocate internally tend to remain 40 % longer (three or more years), as compared to their colleagues who do not (LinkedIn Talent Blog, 2024). Performance stability. With the firm-specific knowledge, the ramp-up time is reduced; a massive EU study has documented greater initial productivity of internally filled vacancies (Bertheau, 2021). Reduced cost of hiring. Internal transfers do not require an agency and do not go through a long proc...

By 2025, Diversity, Equity & Inclusion (DEI) has evolved to be a support mechanism of talent management as opposed to a fringe activity of people management. Meta- reviews indicate that organisations that have mature DEI practices record intense innovation pipeline, high levels of employee engagement, and better financial returns than peer organisations that use diversity as a compliance activity (van Dijk, Stokes and Goodall, 2024). A new systematic literature review also connects high levels of creativity with improved financial performance and the employee well-being with talent development in inclusive cultures (Kaliannan, et al., 2023). In comparison, the performance of cosmetic diversity programmes is unlikely to carry over, inclusion is the pivot which will transform demographic variability into worth  (Li, Christie and Baranik, 2021) . Survey experiments in European companies have found that workers view wide-open and inclusive talent philosophies, under which ...

The pool of quality candidates is shrinking in an increasing number of industries as new demands emerge in terms of skills, such as data analytics, AI literacy, and sustainability expertise, among others. In order to beat this talent arms race, organisations should shift beyond vacancy filling and create a strategic, skills-centric and data-empowered recruitment system.    There are five evidence-based principles which can be considered;  Live and communicate a great Employer Value Proposition (EVP): Spelt-out EVP is an identifying factor as to why the high-performers are supposed to choose (and remain with) the organisation. Prediction longitudinal studies in Indian IT sector indicates, a believable EVP creates employee engagement in first months after entry, which further predicts direct lower early-exit rates (Saks, 2021). On the other hand, the notion of over-promising or brand washing is a quick hack to lose trust and word-of-mouth within digital forums. Practical ti...

An effective people strategy does not start and end with Strategic Employee Resourcing. In order to convert the value of resourcing into long-term performance, companies need to view talent management as a chain that should commence at the earliest stage (planning) and proceed until the leadership transition.    Each of the stages below is based on peer-reviewed papers that have been published between 2020 and 2025. Plan & talent acquisition:  By accessing scenario models based on data, the leader can be led to anticipate head-count and skill shortages to ensure that they cannot bite (Collings et al., 2021). Once the specifics of the positions have been established, organisations have increasingly resorted to AI-enabled recruitment software that scans candidate databases, rapidly interviews them, and labels the best ones. A 2022 systematic review of 54 empirical studies on the matter concluded that these tools could be used to shorten time-to-hire by about 15 to 35 pe...

Strategic Employee Resourcing (SER) has moved from a transactional HR activity to a strategic level that shapes organisational performance. The pandemic highlighted this trend when decisions concerning people emerged as the most important consideration in company survival and rebuilding. Companies that strategise, recruit, implement, and retain talent through a coordinated and proactive system are more successful than companies that simply staff when it becomes necessary (Collings et al., 2021). Definition of Strategic Employee Resourcing (SER) SER is a methodical, prolonged procedure that matches business strategy to the workforce planning, selection, employer branding, onboarding, development and succession. Unlike reactive staffing, SER is proactive: it prospectively predicts the future needs in skills and develops pipelines in advance of the gaps closing, thus connecting the human-capital decisions to delivering value. How SER Makes Business Successful SER promotes performance by ...