ABSTRACT
So far, the book has examined the origins, different components and recent developments in strategic HRM. This has been presented as a useful framework for people management in many industries, including construction. The previous chapter discussed the research findings and results of a study conducted with seven major contractors, and identified a performance specification for a more appropriate approach to employee resourcing decisionmaking. This chapter introduces the early development of a Strategic Employee Resourcing Framework (SERF), which is intended to support strategic HRM-style employee resourcing decision-making in construction organisations. Clearly, to propose a prescriptive solution to the complex and multifaceted challenges confronting the resourcing function would be both naïve and grossly simplistic. The aim here therefore is summarise some salient issues that must be taken into account when developing resourcing strategies for a large construction company. Firstly, an overview of the framework is followed by details of the design and the main functions. The components are summarised in Figures 5.1 and 5.2. Figure 5.2 also shows the chapter structure. Finally, SERF’s potential to support and enhance managerial decision-making is discussed.
