Exploring Talent, P-O Fit, & Employer Branding in HRM Practices

This essay delves into the critical aspects of Human Resource Management (HRM), focusing on talent management, person-organization (P-O) fit, and employer branding. It discusses human resource planning, employee retention, and turnover, emphasizing the importance of aligning employee values with organizational culture to improve retention and productivity. The essay also highlights how employer branding, akin to marketing strategies, attracts top-tier talent by showcasing a company's brand power and employee-centric culture. By ensuring P-O fit and building a strong employer brand, organizations can effectively acquire, manage, and retain knowledgeable employees, ultimately boosting their competitive advantage.

Running head: EMPLOYER AND EMPLOYEE RELATIONSHIP
Employer and Employee Relationship
Name of the Student
Name of the University
Author note

1
EMPLOYER AND EMPLOYEE RELATIONSHIP
Table of Contents
Introduction:....................................................................................................................................2
Discussion:.......................................................................................................................................2
Question 1 Answer:.........................................................................................................................2
Question 2 Answer:.........................................................................................................................3
Question 3 Answer:.........................................................................................................................4
Conclusion:......................................................................................................................................4
References:......................................................................................................................................5

2
EMPLOYER AND EMPLOYEE RELATIONSHIP
Introduction:
The aim of the study would be to delve into three areas related to the HRM which have
tremendous significance to organisations of today. They are talent management, P-O fit and
employer branding.
Discussion:
Question 1 Answer:
Marchington et al.(2016) mention in their several major themes pertaining to human
resource management and staff sources in organizations. Their work is not restricted to mere
discussion of the concepts of human resource management but expand to cover crucial human
resource management issues organizations need to consider. The first theme which Marchington
et al.(2016) visit on page 198 is human resource planning. Human resource planning according
to the authors today not only encompass sourcing of talent to carry out the operations of
companies. HRP today plays a very important role in forecasting the future human resource
needs of the organizations and ensuring they are able to retain the employees. The second theme
which follows covers two adversely related aspects of HRM namely, retention and turnover. The
human resource department should aim to recruit who are strategically fit for the operations of
the company. This would enable companies to retain their employees and reduce turnover. The
third theme covered is talent management which revolves around training employees to improve
their skills. The business organisations view their employees as stakeholders whose support play
significant role in achieving competitive advantage in the market. The HR departments are also
required to forecast the specific category and number of employees aligned with the business
requirements of the companies. This shows that human resource departments can improve

3
EMPLOYER AND EMPLOYEE RELATIONSHIP
their recruitment by recruiting employees aligned to the requirements of the business
organisations. This enables them to obtain highly talented and educated workforce
especially in markets where trained manpower is scare and there is intense competition
between companies to obtain the talent manpower resources.
Question 2 Answer:
Ng and Burke (2005) in their article visit the significant issue of person-organisation fit
which points out that employees are more interested to serve companies whose organisational
culture are aligned to their personal values. They point out that this P-O fit have serious
implications while companies in order to exist in the face of the stiff competition would be
required to satisfy the needs of their employees in order to retain them. There are several
implications of the P-O fit when organisations would recruit employees for their diverse
operations. First, knowledge about diverse fields like customers, markets and technology have
emerged to play significant role in ensuring the organisation make more appropriate business
decisions. This has earned knowledge the status of a capital which business organisation manage
aggressively. Secondly, this is necessitated the organisations to acquire and manage their
employees having knowledge especially at higher levels in the long run. The third implications is
that employees today serve organisations whose value are aligned with theirs. For example,
employees which high professional goals prefer to join organisations with a reward and
recognition system in place. Thus, in this light it can be pointed out that organisations seeking to
recruit employees with knowledge and experience should establish P-O fit with them.
The theory of person-organisation strategic fit is of tremendous importance in the
organisation because it would play a significant role in ensuring they are able to retain their
knowledgeable employees to boost their productivity in the long run. The population of highly

4
EMPLOYER AND EMPLOYEE RELATIONSHIP
talented employees is low in comparison to unskilled or semiskilled employees. The knowledge-
based employees play a tremendous role in ensuring appropriate decision making. That is why
organisation today ensure P-O fit to recruit employees whose interests are aligned to those of the
company. They acquire appropriate knowledge based employee base by presenting a transparent
picture of themselves before the interested candidates. This enables the candidates take
appropriate decision whether to join the company based on the P-O fit.
Question 3 Answer:
Russell and Brannan (2016) deal with the important concept of employee branding with
respect to recruitment and selection of talent and integrating them to the workforce of
organisations. The authors advance with their discussion of the aspect of employer branding in
the lines of marketing since the concept of branding is more related to marketing than human
resource. They go on say that organisations today concentrate on using their brand power and
employee centric organisational culture to attract the best quality human resources from the
market.
It can be pointed out that employer branding is of tremendous importance as far as the
organisation mentioned in the article in question, Collina Trade is concerned. The article
mentions that North England based multinational company served as the supplier to the
construction industry. It can be pointed out that employer branding is of tremendous importance
to the company since it would require to attract highly qualified staffs to manufacture its high
quality products.

5
EMPLOYER AND EMPLOYEE RELATIONSHIP
Conclusion:
It can be concluded from the study that talent management plays a significant role in
organisations. They must ensure person-organisation fit while recruiting highly skilled
manpower. They must also establish their brand power as employers of high brand value to
ensure appropriate acquisition and management of talent.
References:
Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource
management at work. Kogan Page Publishers.
Ng, E. S., & Burke, R. J. (2005). Person–organization fit and the war for talent: does diversity
management make a difference?. The International Journal of Human Resource
Management, 16(7), 1195-1210.
Russell, S., & Brannan, M. J. (2016). “Getting the Right People on the Bus”: Recruitment,
selection and integration for the branded organization. European Management
Journal, 34(2), 114-124.