1. CHARLES COTTER
26 NOVEMBER 2012
ATTRACTING AND RETAINING TOP CALIBRE
EMPLOYEES

2. PRESENTATION OVERVIEW
Introduction
Key presentation topics
Summary
Questions

3. DEFINING A RESOURCING STRATEGY
Resourcing is what organizations do to ensure that they have
the people they need
Resourcing strategy is concerned with identifying how many -
quantitative – and what sort of people – qualitative are required
and making plans to procure, retain them and utilize them
optimally
Matching people to the strategic and operational needs of the
organization and ensuring full utilization of these resources
Recruiting, selecting and promoting people who fit the
organizational culture and strategic requirements
“Getting the right number of people, with the right skills, at the
right time, in the right place to deliver on the short and long-
term organizational objectives”


4. LEARNING ACTIVITY
Based on the definition and objectives of a
resourcing strategy, evaluate/rate on a scale
of 1-5, the degree of efficiency and
effectiveness of your current organizational
resourcing practices
Identify the gaps of your resourcing strategy

5. COMPONENTS OF A RESOURCING
STRATEGY
HR Planning
Employee Value Proposition
Resourcing Plans
Retention strategy
Flexibility strategy
Talent and Succession Management strategy

6. HR PLANNING PROCESS
Consultation and Alignment with
Business Plans and Strategies
Demand Forecasting
Supply Forecasting
Forecasting requirements – surplus or
deficit
Appropriate HR Action Plans

7. EMPLOYEE VALUE PROPOSITION
A resourcing strategy is concerned with shaping what
the organization has to offer to people to attract
prospective employees and to retain them
A statement of what an organization will provide for
people that they will value
Positioning/re-positioning the organization as an
Employer of Choice – branding
Financial and non-financial pull factors

8. EVP NON-FINANCIAL PULL
FACTORS
The general attractiveness of the organization
Corporate Social Responsibility – corporate conduct
and ethics
Compelling values – respect, diversity and
inclusiveness
Work-life balance – quality
Opportunities for personal and professional growth
and development - viable future prospects

9. LEARNING ACTIVITY
By referring to both the financial and non-
financial pull factors of your current EVP,
evaluate/rate on a scale of 1-5, the appeal
thereof as a magnetic attraction force
Identify the gaps of your current EVP and
recommend how it can be improved

10. RESOURCING PLANS
Internal resourcing strategy
External resourcing strategy
Relative Advantages
Which resourcing strategy is the most
effective?

11. BEST PRACTICE RESOURCING AND
SELECTING STRATEGIES
 Where?
 Current employees with potential/talent
 External candidates with the right credentials e.g Head-hunting
 Internet and Social Networks
 Campus recruitment
 Recruitment agencies
 How?
 Competency-based techniques
 Structured job selection interviews
 Performance testing
 Psychometric testing
 Assessment Centres
 Referencing checking and Vetting

12. BEST PRACTICE RETENTION
STRATEGIES
 Competitive, above market related remuneration – salary and benefits
 Performance bonuses and incentives
 Job design
 Learning and Development
 Flexible work practices
 Employee Engagement
 Career planning and development
 Employee Relationship Management

13. SUMMARY
Key points
Questions
Contact details:
 Charles Cotter
 084 562 9446
 charlescot@polka.co.za
 Linked In