Employer Engagementa strategic human resource management

perspective

Richard Pettinger

Purpose, aims and objectives

Presentation of a body of experience Addressing some perceptions and pre-

conceptions– Many of which are very influential and affect the

creation and implementation of HR strategy

Proposing a possible way forward that places SHRM at the core of effective engagement

A note on methodology

A synthesis– Not fully evidenced

‘The plural of anecdotes is not evidence’However:

Enough of substance and resonance to:– provide a basis for discussion– suggest possible ways forward

The foundations of an SHRM approach to employer engagement

Define the nature of SHRM as the starting point for evaluation of kind of approaches needed to and with particular organisations

Define the stakeholders – Specific roles and functions for NGOs, schools, colleges and

universities

Define the cohort(s) to be targeted– Cohort differentiation – Specific interests for different education levels

Define the investment and returns demanded

The components of engagement

Organisational attitudes and priorities– Actual, not stated

Employability of cohorts targeted The nature of investment in employee and

organisation development The attitudes and approaches of other

stakeholders– schools, colleges, universities, NGOs

Strategic HRM and employer engagement

SHRM at the hub Fully institutionalised and integrated Strong focus/priority on employee and organisation

development – Identity and empathy with the cohorts of young people

A focus and hub for managing and developing engagement

A note on the cohort(s)

‘Young people’– Of all ages; bottom of range may be getting younger; and

top of range is getting older

Many different qualification ranges and types– From PhD to nothing

Many different experiences along the way for all parts of the cohort

Which part or parts of the cohort are in question?

Levels of engagement

Skunk working Present, though not actively engaged

– Some lip service Some engagement

– In some activities– For some types and kinds of staff and expertise

Fully and actively engaged and participative

Levels of SHR influence

Fully integrated with organisation strategy and priorities and business drives

Partly integrated– Problem solving

Parallel – Policies in place but ignored

Not influential

Foundations of effective engagement (1)

Identify the SHR approach at the organisations in question

Relate approaches and proposals from other stakeholders to the SHR approach

Know the desired outcomes

Know and understand what is likely and possible from the SHR organisational approach

Foundations of effective engagement (2)

Identify the level of engagement that the organisation presently has

Identify and structure the response accordingly

Identify levers for change for those that are either skunk working, passively or partly engaged only

Foundations of effective engagement (3)

The need for engagement to be adopted and internalised by the organisations in question– Without this, all takes place around them– Stakeholders are continually frustrated

The need for empathy on the part of other stakeholders in relation to the organisations in question

Foundations for ways forward: some conclusions

The critical position of SHRM in employer engagement

The attitudes of employers to engagement

The critical nature of relationships – The management of these relationships– The nature of the involvement of all parties

A collective shift of attitude on the part of all stakeholders

Critical factors

Availability of potential employees

Approach of NGOs

Intended outcomes on the part of all involved

Carrots and sticks

What works and does not work– Targets– Grant and levy systems– Everyone must want to be involved and see the

value of being involved

Value of carrots and sticks is therefore limited