Resourcing and Talent Management by Stephen TaylorAnother core book for my course,this focuses on resourcing and talent management,the third of the eight modules. Ive approached this module with some nervousness. As a recruiter myself, this will either enhance my knowledge or have the opposite effect.
Chapter 1 - As always, these textbooks start off with an introductory chapter that covers off the outline of the book. The difference for me at this point is I feel much more interested in the topic at this stage than I have with any of the others but perhaps that is because I am a recruiter...
Chapter 2 - this focuses on the environment behind the recruiting scene. covering the legal side of the recruitment process this opens up your eyes to what you can and cant do
Chapter 3 - this is all around flexibility and the flexible firm. I find this material really interesting, and whilst quite heavy reading this presents the pros and cons clearly and in an understandable way
Chapter 4 - again interesting food for thought. this focused on diversity and fairness and all the ways you can dicriminate against people,
as a recruiter it makes you think twice about what you are doing
Chapters 5,6 and 7 - interesting material but difficult for me to associate to as these are not really areas I focus on in my day to day job.
Chapters 8 and 9 - Alternative Recruitment Methods and Employer Branding. two important topic areas that as a recruiter in a day to day role not much thought is given to, but this provides you with areas that you ought to remember.
Chapter 10 - Selection: the classic trio. I think this will be useful for part of my assignment and writing about the things I would do for my fictional assessment centre. A lot of this is familiar to me in day to day recruitment, but it makes me realise that as a central function we only do part of the process and there is much more there for HR and line managers to be doing.
Chapter 11 - Advanced Methods of Employee Selection - this section has some useful areas in if you are planning your own assessment centre. It is an area that I will come back to as I do my assignment to make sure that I have covered everything, but also because there were some good points that I could use for referencing.
Chapter 12 - 20 - this material falls outside of the recruitment process and is what happen afterwards. Unfortunately in my current role this is not something I get involved in so I find it a little bit meaningless, but it is certainly something I can come back to if, and when, my role becomes something where this is relevant.
All in all an interesting read. In some places eye opening about things that we should be doing but perhaps dont, and in other areas very familiar from my own experience.
Jo Taylor: What is the difference between recruitment and resourcing?
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This text provides a comprehensive overview of fundamental management issues through practical guidance and theoretical underpinning. Mapped to the CIPD unit Resourcing and Talent Management, this text boasts a broad coverage of an accessible writing style, making it ideal for all students studying all resourcing, talent management and recruitment and selection modules. Read more Read less.
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Not in United States?, Mapped to the CIPD unit, this textbook offers broad and accessible coverage of topics such as employment markets, flexibility, fairness, diversity, human resource planning, recruitment, employer branding, retention and retirement.
I have been looking at this really closely as we evolve our resourcing model at TalTalk, which has primarily looked at simply recruitment. I am not saying that is a bad thing at all, but as businesses develop in a changing economy the need for a joined up approach to resourcing models which deliver value as well as cultural change is going to become more important. Therefore a resourcing model which embraces and builds an end-to-end talent management strategy for employees is critical to success. Making decisions on whether you go in-house, out-house or hybrid is the wrong question to ask. In my opinion, the question should be: What do you want your talent and future talent to think, feel and do in relation to your brand?