6. RESOURCING STRATEGY
According to Keep (1989) the objective of HRM resourcing strategy is to obtain the right basic
material in the form of a work force endowed with the appropriate qualities, skills, knowledge and potential for
future training. The selection and recruitment of workers best suited to meeting the needs of the organization
ought to form a core activity upon which most other HRM policies geared towards development and motivation
could be built.
The strategic capability of an organization depends on its resource capability in the form of people.
This concept provides the rationale for resourcing strategy. The aim of this strategy is, therefore, to ensure that
an organization achieves competitive advantage by employing more capable people than its rivals. These people
will have a wider and deeper range of skills and they behave in ways that maximize their contribution. The
organization attracts such people by being the employee of choice. It retains them by providing better
opportunities and rewards than others. It also develops a positive psychological contract which increases
commitment and creates mutual trust. Besides, the organization deploys its people in ways that maximize the
added value that they supply.
The resourcing strategy determines.
The number of people needed in each of the key operational or functional areas in the short term and long
term.
The type of skills needed in the future.
The way to meet the needs from the existing resources.
The Place to find them.
The things needed to develop or extend skills base.
To identify people with potentialities and abilities.