Article 1: The Drivers of Strategic Employee Resourcing and Talent Management

Talent management can be described as the activities and processes that involve the systematic attraction, development, engagement and deployment of those talents to create sustainable success (Gallardo, 2019).The increasingly complex business environment characterised by globalisation, technology, and societal changes makes talent identification and management even more imperative. Talents are regarded as key strategic assets in achieving sustained competitive advantage, and organisations use Talent Management to capture, leverage, and protect these valuable resources. The scarcity of essential skills and capabilities has been identified as a significant threat to the growth prospects of organisations. Despite the growing recognition of the importance of Talent Management, there remains a need for practical answers and a better understanding of its application in real-world contexts. The empirical research on Talent management has often neglected the impact of contextual factors and the role of actors in shaping its conceptualisation and implementation. In order to attract and manage top talents, and achieve their long-term objectives. There are several key to success for this strategic management. 

Ensuring a reciprocal relationship between employees and the organization

Enabling the convergence of individual aspirations with organizational objectives represents a strategic methodology, ensuring that employees' personal goals seamlessly intertwine with the company's overarching objectives.

Establishing a visible link between personal growth and organizational success catalyzes heightened motivation, engagement, and significant contributions from employees.

Social Exchange Theory: Reciprocity in Engagement. At the heart of employee engagement lies the Social Exchange Theory, which posits that individuals engage more when they perceive a fair exchange of resources and support. Blau's conceptualisation of social exchange dynamics, as presented in "Exchange and Power in Social Life" (1964), provides a theoretical lens through which to understand how organizations can foster engagement by ensuring a reciprocal relationship between employees and the organization (Blau, 1964).

Recruitment and Selection play a crucial role in long term strategic employee restoring as they have a lasting impact on an organization’s ability to build a capable and high performing workforce. An effective recruitment process help  identify and bring top talent into the organisation. By consistently hiring the right people, an organisation can build a talent candidates from the early of their career which can lead to the development of future leaders within the organisation. 

An effective recruitment practices can also bring in fresh ideas and diversity in values contributed from the employee. To sum up, recruitment process impact extends beyond immediate hiring process, but it influences the quality, the culture of the organisation in a very long term. 

Comprehensive Recruitment and Selection 

Build a strong employer brand to attract top talent. It goes beyond promoting your products or services and focuses on promoting the workplace culture, values, and the overall employee experience. Having a strong employer brand can significantly benefit the selection process to acquire talented employees. According to a report by LinkedIn, organisations with strong employer brands are 50% more likely to receive applications from top-tier candidates. This reflects the ability of a strong employer brand to attract high-quality talent organically (LinkedIn, "Global Recruiting Trends 2016," 2016).

A strong employer brand aids in talent acquisition and recruitment by making the organisation stand out in a competitive job market. According to a study by LinkedIn (2016), "Companies with a strong employer brand receive two times as many applications per job post and typically have a lower cost per hire.” This means that the selection process becomes more efficient as a result of the increased pool of high-quality applicants.

Development and Training Programs 

These programs are designed for the employees have significant impact on talent management in the long run by influencing employee growth, improving job satisfaction. Such programs empower employee to take on higher responsibilities, improve productivity, creativity. One of good example that has been practiced very well by Google Academy is a unique training initiative that offers employees a wide range of course and resources, including leadership development. The basis of training and development at google focuses on employee to employee interaction which they call it g2g. The learning program is created to offer first hand knowledge in different fields, from employees to employees. According to Google “Your own employees are perhaps the most qualify instructors available to you”

Conclusion 

In conclusion, exploring the drivers of strategic employee resourcing and talent management unveils a multifaceted landscape where theoretical foundations intertwine with practical applications. The intricate dance between organizational strategies and individual employee needs underscores the importance of aligning personal aspirations with broader company objectives.

The Social Exchange Theory, highlighted in the reciprocal relationship between employees and the organization, emphasizes the significance of fair resource exchange (Blau, 1964). Concurrently, the Job Characteristics Model and its emphasis on designing engaging roles provide a theoretical lens into tailoring positions to individual attributes (Hackman & Oldham, 1975). These frameworks underscore the importance of customization and illuminate how tailored roles contribute to higher job satisfaction and commitment.

The key elements of talent management highlight the significance of talent in today's complex business world. Organizations must foster a relationship between employees and the company, aligning with organizational goals for long-term success. Effective recruitment, strong employer branding, and innovative development programs, all play essential roles in attracting top talent and nurturing employee growth. Together, these components form a strategic talent management approach that addresses current challenges and paves the way towards success. 

References

Blau, P. (1964) Exchange and power in social life. Routledge.

Deci, E.L., Ryan, R.M., Deci, E.L. and Ryan, R.M. (1985). Conceptualizations of intrinsic motivation and self-determination. Intrinsic motivation and self-determination in human behavior.

Sartain, L., & Schumann, A. (2006). "Brand From the Inside." Wiley. 

Highhouse, S., Lievens, F., & Sinar, E. F. (2007). "Measuring Attraction to Organizations." Educational and Psychological Measurement, 67(1), 152-168. 

LinkedIn. (2016). "Global Talent Trends 2016." Retrieved from https://business.linkedin.com/content/dam/me/business/en-us/talent-solutions/talent-acquisition/pdfs/linkedin-global-recruiting-trends-global-talent-trends-2016-en-us.pdf 

Ambler, T., & Barrow, S. (1996). "The employer brand." Journal of Brand Management, 4(3), 185-206.

Gallardo, E. G. (2019, July 19). Talent management

Hackman, J.R. and Oldham, G.R. (1975). Development of the job diagnostic survey. Journal of Applied psychology, 60(2)