RESOURCING AND TALENT MANAGEMENT

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN620377
Module Leader Samantha MacLean
School Glasgow School for Business and Society
Subject Human Resource Management
Trimesters
  • A (September start)
  • B (January start)

Summary of Content

As the mobilisation, utilisation and retention of key skills and knowledge in an organisation becomes increasingly complex and competitive so organisations require human resource professionals and managers to develop a strategic global perspective of employee resourcing. The aim of this module is to develop a critical understanding of resourcing and talent management issues to promote fair and effective decision making in key aspects of human resource management. This module will consider a range of approaches to resourcing and talent management at operational and strategic levels and critically analyse their impact from contrasting organisational, cultural and societal perspectives. Considering the professional and ethical aspects of these approaches and the evaluation criteria of different stakeholders in the process the module equips students with an appreciation of the global employment issues which may impact on resourcing and talent management strategy across a variety of sectors. It will also contribute significantly to a deeper understanding of organisational, environmental and societal drivers and how they influence resourcing and talent management policies and practices.

Syllabus

Theme 1: Sourcing and selecting in contemporary contexts -360 - Introduction to Talent Management principles - Cultural, demographic, organisational and global impacts on employee resourcing - Critiquing contemporary issues in resourcing and talent management e.g. ethics, cultural differences, use of technology Theme 2: Analysis of Recruitment and Selection Techniques. -360 - Assessing the influence of job analysis, person specifications and competence approaches to resourcing - Critical evaluation of recruitment processes - Critical analysis of selection methods - Analysis and development of the skills of selection interviewing Theme 3: Utilising and Releasing Talent: Issues within organisational planning -360 - Investigating and analysing the role of flexibility, diversity and retention policies and practices - Future challenges and issues - managing retirement, redundancy and dismissal in a professional, legal and ethical context

Learning Outcomes

On successful completion of the modules students should be able to:-1. Discuss the major features of national and international employment markets and their evolution 2. Critically evaluate a range of recruitment and selection techniques and their relevance to different roles, sectors and cultures3. Critically evaluate the use of diversity management in resourcing decisions and practices4. Critically discuss issues regarding strategy and practice in succession planning, retention and flexible working5. Critically assess future global trends and potential implications for resourcing and talent management strategy and practice6. Evidence the practical application of interviewing skills

Teaching / Learning Strategy

The approach to learning and teaching aims to build a critical evaluation of key concept, principles and professional practice, from different stakeholder and cultural perspectives. Lecture input will provide key principles and underpinning concepts, supplemented by directed reading on each part of the syllabus. Employability will be enhanced by participation in work related practical activities, such as defining a person specification, practicing question techniques used in interviews, assessing competency profiles. Video and text case studies will illustrate examples of organisations practice in different countries and industry speakers will provide insights on leading practice on specific issues. Group discussions will focus on issues of professional practice from organisational case studies and student's own experiences, providing opportunities for peer to peer knowledge exchange. The use of a skills activity in relation to selection interviewing will not only provide professional skills development but also increase employability by providing experience of a competency based interview. Extensive use will be made of the BlackBoard vle. This will be primarily used to house electronic media such as appropriate video clips and podcasts. These materials will be used to supplement the taught material and strengthen the bridge between theory and practice. Optional formative development will be available to students by the provision of themed discussion boards related to the syllabus and linked to directed and supplementary reading. These self selecting and self managing groups will encourage student discussion and reflection on their experiences and future expectations of talent management and assist in the preparation of summative coursework. This assessment structure will provide students an opportunity to articulate knowledge and understanding of the generic principles of resourcing and talent management through critical review of research and through critical evaluation of practice in an organisational setting. The summative assessment will be a 4,000 word report (100% of total) which involves the investigation and discussion of a particular aspect of people resourcing, including critical review of research and best practice. Part A (c 2000 words) will require a critical analysis of a contemporary issue in talent management (from a choice) related to either the student's organisation or to a case study Part B (c 1500 words) will require application of the theoretical perspectives in the form of a personal analysis of talent management from student's own experiences or through analysis of a case study. This assessment structure will provide students an opportunity to articulate knowledge and understanding of the generic principles of talent management and through the reflective element synthesise this knowledge and understanding through application to their own experiences or the organisational context (through the aforementioned case study).

Indicative Reading

Indicative Reading Brewster, C., Sparrow, P., Vernon, G., & Houldsworth, E. (2011) "International Human Resource Management", 3rd edition, CIPD, London Devonshire-Ellis, C. Scott, A. & Woollard, S (2011), Human resources in China (3 rd Ed). Springer: Kowloon, Hong Kong, Heidelberg, New York Available as an e-book at GCU Library (Athens username and password required) Dowling, P., Festing, M., & Engle, A.D. (2007) "International Human Resource Management: managing people in a multi-national context", 5th edition, Thomson Learning, London Goldsmith, M. & Carter, L., (2010) "Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop and Retain Top Talent", John Wiley and Sons, USA Iles, P. & Jiang, T. (2013) "Employee resourcing: Staffing, recruitment and Selection in International Contexts" in Iles, P. & Zhang, C. International Human Resource Management: A Cross Cultural and Comparative Approach, London: CIPD McCormack, A., and Scholarios, D., (2009) "Recruitment." Chapter 3 in Redman, T & Wilkinson, A., (2009), "Contemporary Human Resource Management: Text and Cases", FT Prentice Hall, London Newell S. (2005) "Recruitment & Selection", Chapter 5 in Bach S. (2005) "Managing Human Resources: Personnel Management in Transition", 4th edition, Blackwell, Oxford Pruis. E. (2011) "The five key principles for talent development", Industrial and Commercial Training, Vol. 43, No. 4, pp. 206-216 Ready. D. A., Conger. J. A. & Hill. L. A. (2010) "Are you a high potential?", Harvard Business Review, Vol. 88, No. 6, pp. 78-84 Ross. S. (2013a) "How definitions of talent suppress talent management", Industrial and Commercial Training, Vol. 45, No. 3 Ross. S. (2013b) "Talent Derailment: a multi-dimensional perspective for understanding talent", Industrial and Commercial Training, Vol.45, No. 1, pp. 12-17 Tansley. C. (2011) "What do we mean by the term "talent" in talent management?", Industrial and Commercial Training, Vol. 43, No. 5, pp. 266-274 Thorne, K., Pellant, A., (2007). The Essential Guide to Managing Talent. London: Kogan Page Limited Walker. J. W. & La Rocco. J. M. (2002) "Talent Pools: the best and the rest (perspectives)", Human Resource Planning, Vol. 25, No. 3, pp. 12-14 Warren. C. (2006) "Curtain Call: Talent Management", People Management [Online] Available from: <http://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2013/01/29/curtaincall-2006-03.aspx> Williamson. D. (2011) "Talent management in the new business world", Human Resource Management International Digest, Vol. 19, No. 6, pp. 33-36 Yarnall. J. (2011) "Maximising the effectiveness of talent pools: a review of case study literature", Leadership and Organisation Development Journal, Vol. 32, No. 5, pp. 510-526 Sparrow, P.R. (2006), "International Recruitment, Selection and Assessment", CIPD, London Taylor, S. (2014), "Resourcing and Talent Management", 6th edition, CIPD, London Taylor, S. (2008), "People Resourcing" 4th edition, CIPD, London Torrington D., Hall L., & Taylor S. (2011) "Human Resource Management", 8th edition, Pearson Education, Harlow Journals/Publications: CIPD (2014) Resourcing and Talent Planning, CIPD, London CIPD (2010) The talent perspective: what does it feel like to be talent managed?, CIPD, London CIPD (2009) Recruitment, retention and turnover, CIPD, London CIPD (2006) Reflections on Talent Management, CIPD, London CIPD (2006) Research Insight: Talent Management, CIPD, London CIPD (2006) Talent Management: Understanding the Dimensions, CIPD, London Maxwell, G. & MacLean, S. (2008) "Talent Management in Hospitality and Tourism in Scotland: Operational Implications and Strategic Actions". International Journal of Contemporary Hospitality Management, vol. 20 (7), pp 820- 830 Personnel Today People Management Human Resource Management Journal Human Resource Development International I.D.S. Briefs & Journals IRS Employment Industrial and Labour Relations Review International Journal of Human Resource Management Creating value through people [electronic resource]: discussion with talent leaders, Dawsonera Collections. [Available at <http://ilink.gcal.ac.uk/uhtbin/cgisirsi/JM38JWQxpA/GCAL/132730095/9> ] Chartered Institute of Personnel and Development www.cipd.co.uk <http://www.cipd.co.uk/> The Work Foundation www.theworkfoundation.com <http://www.theworkfoundation.com/> ACAS www.acas.org.uk <http://www.acas.org.uk/> Equality and Human Rights Commission www.equalityhumanrights.com <http://www.equalityhumanrights.com/>

Transferrable Skills

-360b7 Critical thinking skills b7 Verbal and written communication skills b7 Synthesising and collating information b7 Problem solving skills b7 Information retrieval skills b7 Time management b7 Professional practical skills - -360 o Preparation of person specifications o Questioning techniques, listening & providing feedback

Module Structure

Activity Total Hours
Lectures (PT) 24.00
Collective Learning (FT) 8 hours Directed Study (FT) 20 hours Online discussion/vle (FT) 6 hours 74.00
Seminars (PT) 12.00
Assessment (PT) 40.00
Assessment (FT) 40.00
Collective Learning (PT) 8 hours Directed Study (PT) 20 hours Online discussion/vle (PT) 6 hours 74.00
Seminars (FT) 12.00
Lectures (FT) 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 1 n/a 100.00 50% Report, 4000 words
Coursework 2 n/a 0.00 45% Interviewing Skills Workshop