1. Employer Engagement a strategic human resource management perspective
Richard Pettinger

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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?

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. Critical factors Availability of potential employees Approach of NGOs
Intended outcomes on the part of all involved

15. 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