Challenges in Manufacturing Sector Talent Management

This document discusses the challenges faced by the manufacturing sector in talent management and its impact on performance. It explores the concept of talent management, challenges associated with poor talent management, and strategies for better talent management and staff retention. The study is based on a case study of Unilever, a British multinational consumer goods manufacturing company.

Managing a Successful Business
Project
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Table of Contents
Table of Contents.............................................................................................................................2
INTRODUCTION...........................................................................................................................3
P1 Project’s aim and objectives...................................................................................................3
Research question........................................................................................................................3
Rationale......................................................................................................................................4
P2 Producing project development plan......................................................................................4
P3 Producing work breakdown structure and Gantt chart...........................................................5
Gantt chart...................................................................................................................................7
RESEARCH METHODOLOGY....................................................................................................8
P4 Small scale research applying primary and secondary research............................................8
FINDINGS AND ANLYSIS.........................................................................................................10
Presetting findings and data using appropriate tools.................................................................10
RECOMMENDATIONS...............................................................................................................15
P6 Communicating appropriate recommendations on the basis of analysis..............................15
REFLCETION...............................................................................................................................15
P7 Reflection on the value of undertaking project....................................................................15
CONCLUSION..............................................................................................................................15
REFERENCES..............................................................................................................................17
APPENDIX....................................................................................................................................18
Questionnaire.............................................................................................................................18
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Topic- TO DISCUSS CHALLENGES THAT MANUFACTURING SECTOR BUSINESS ARE
FACING RELATED TO TALENT MANAGEMENT.
INTRODUCTION
Talent management is a process that starts with talent acquisition, learning and development,
performance management and ends to staff retention (Pandita and Ray, 2018). When companies
have talented employees with them then it makes them able to develop business and meeting
their goals. For better talent management and increasing staff retention, companies require
developing effective recruitment strategy. After recruitment they need to motivate employees.
On the other hand, when companies do not make use of recruitment strategy and satisfy needs of
employees then they leave organization that affects performance and growth of companies. Poor
talent management and dissatisfied employees can affect image and productivity of employees
and it is the main challenge associated with talent management.
Research background
Satisfying employees’ needs and making them able to help company in meeting goals is
known as talent management. This present study is based on Unilever, British multinational
consumer goods manufacturing company, founded in the year of 1929. It wants to know
consequences of poor talent management for developing better strategies for retaining and
developing talented employees with it. This preset study will collect data related to strategies of
talent management. It will further discuss all activities that are included in talent management
along with challenges that companies of manufacturing industry is facing because of poor talent
management.
P1 Project’s aim and objectives
Aim- “To identify talent management challenges that are affecting performance of
manufacturing sector”. Case study on Unilever.
Objectives
 To identify the main concept of talent management.
 To discuss challenges and impacts associated with talent management on Unilever’s
performance.
 To recommend strategies for better talent management and increasing staff retention rate.
Research question
1. What is included in talent management?
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2. How poor talent management can affect Unilever’s overall performance?
3. How can companies can recognise and develop talented people and can have positive
impacts on it?
Rationale
Manufacturing companies in the UK are facing several problems because of increasing
competition. They can develop their businesses only when they have skilled employees with
them. So, the main reason of selecting this topic is to help manufacturing companies in knowing
better strategies by which they can manage talent and satisfy them (Pandita and Ray, 2018). This
topic is one of my interested topics, it can help to students at academic level and they can help
employers in the future in getting and developing talented workforces.
P2 Producing project development plan
Covered in template
LITERATURE REVIEW
Concept and activities included in talent management
According to the view Nasir, Mohtar and Ariffin, (2017) talent management long process
that includes several activities and it starts from identifying talented candidates and end to retain
them with the company for the long run. For better talent management, HR requires performing
all of its functions such as recruitment, selection, performance appraisal, motivation and training.
van Zyl, Mathafena and Ras, (2017) argued and said that the meaning of talent
management is managing all skilled and recruited employees and this process starts after
employing people. The main function that needs to be focused and performed for better talent
management is motivation and training to employees. Overall it can be said that satisfying
employees’ needs lead to better talent management.
Challenges associated with poor talent management
Poor talent management is all about staff turnover. In this context Pauli and Pocztowski,
(2019) said that skilled workforces are considered one of the main key of success because they
perform several functions and help companies in meeting goals. But dissatisfied employees do
not stay with the company and also talk bad behind them that affects image of company. In
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addition Taylor, (2018) also stated that poor talent management leads when companies do not
develop effective strategies for recruitment, motivation and training to employees then it de-
motivates employees and employees do not put efforts in meeting companies’ objectives. It leads
poor performance and productivity of companies.
Strategies for better talent management and staff retention
Praise and Kah, (2020) stated that for developing and identifying skilled workforces,
companies should focus on making use o appropriate recruitment strategy and set criteria for
employing people. It can help companies in employing only skilled, experienced and dedicated
employees. On the other hand, Borisova and et.al., (2017) stated that motivation plays a vital role
in developing talented workforces and it also helps companies in retaining them with business
for the long run. They also said that for talent management it is important to increasing trust and
it is possible when companies focus on performance appraisal and consider their needs and try to
fulfil them.
P3 Producing work breakdown structure and Gantt chart
Work breakdown structure is known as an effective tool that breaks project down into
smaller parts that can be managed effectively.
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Gantt chart
Acti
vitie
Wee
k 1st
week
2nd
Week
3rd
Week
4th
Week
5th
Week
6th
Week
7th
Week
8th
Week
9th
Week
10th
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s
Selectio
n of
topic
Literatu
re
review
Developi
ng aim
and
objectiv
es
Project
develop
ment
plan
Primary
research
conducti
on
Developi
ng
question
naire
Data
analysis
Reflecti
on
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Conclusi
on and
Recom
mendati
on
Submiss
ion
RESEARCH METHODOLOGY
P4 Small scale research applying primary and secondary research
Research type: There are mainly 2 forms in which data can be gathered such as
qualitative and quantitative. In qualitative research, researcher gathers data in the form non-
numerical and based on feelings, experience. On the other hand, in quantitative type of research,
data are being gathered in the form on non-numerical. For this study, researcher has conducted
qualitative research and has gathered non-numerical data or in words form because it gives
detailed information to them and can also help in making decision regarding the topic.
Research philosophy: Research philosophy is all about a belief regarding strategies in
which data can be gathered in an effective manner. It is being categorized into 2 types such as
interpretivism and positivism. Interpretivism believes that researcher should interpret all
collected data in an effective manner by becoming engaged social actor and considering human
interest in it. Whereas, in positivism philosophy, it is believed that data can be analysed and
interpreted by observing society as social world or society changes human behaviour.
Interpretivism is associated with inductive research approach so, scholar has selected
interpretivism philosophy.
Research approach: when researcher follows some steps from broad assumptions for
collecting, analysing and interpreting data, then it is known as research approach. Inductive and
deductive are 2 research approaches. In inductive research approach, scholar generates a brand
new theory and on the basis of that theory, he collects and analyse appropriate data in a detailed
manner (Maurya and Agarwal, 2018). Whereas, in deductive research approach, scholar
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develops an existing theory that is being generated already. For this study, researcher has used
inductive research approach because it is suitable with interpretivism research philosophy.
Data collection: As per the type of data, it is being categorized into 2 types such as:
primary and secondary. When researcher focuses on gathering only new and first hand data then
such data are known as primary data. Whereas, gathering all second hand data that have been
published many years ago and before then it is known as secondary data. There are some
appropriate sources via which, both types of data can be gathered (Tuffour, 2017). Some sources
of primary data collection are questionnaire, survey, interview and others. Internet, books and
journals, library, articles are sources of secondary data. For this study, researcher has collected
primary data by developing questionnaire because it can give accurate and authenticate data
related to talent management.
Data analysis: A process for making collected data reliable and making them able for using
in research is known data analysis. It is also categorized into 2 types such as qualitative and
quantitative. If researcher conducts qualitative research then qualitative data analysis tools are
being used. For analysing numerical or quantitative data, quantitative data analysis tools are
being used. As this is qualitative research so, researcher has made use of qualitative data analysis
tools (Lovarelli and Bacenetti, 2017). With thematic analysis, all non-numerical data will be
analysed as it can help in taking better decision.
Sampling: Sample refers and known as people that are being selected by researcher for
gathering data in primary data collection. Random and non random are 2 types of sampling. In
random sample, people are being targeted randomly as there are no specific criteria of selecting
them. Whereas, in non-random, researcher set criteria of targeting people and it may be based on
age, gender, race, experience and others. For this study, random sample has been selected for
making people feel valued and promoting diversity (Zhao and et.al., 2018). 30 employees of
Unilever have been selected as sample.
FINDINGS AND ANLYSIS
Presetting findings and data using appropriate tools
Theme 1: According to you which is the main problem, your company is facing because of poor
talent management?
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Answers Frequency
 Poor productivity 12
 Poor image 10
 Increasing staff turnover rate 8
0
2
4
6
8
10
12
Poor
productivity
Poor image
Increasing staff
turnover rate
Interpretation: The main aim of conducting this research is to know challenges that
manufacturing sector and Unilever is facing so, employees of Unilever were asked about the
main challenge associated with talent management. In this context, 12 or majority of employees
said that it leads to poor productivity because employees do not put extra efforts. 10 employees
said that poor talent management leads poor image and it is the main challenge that Unilever is
facing. 8 employees stated that their company is facing increasing staff turnover rate because of
poor talent management.
Theme 2: Which types of benefits your company can take by employing and developing skilled
workforces?
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Answers Frequency
 Loyalty of customers and employees 13
 Improved image of brand 10
 Increases sales and productivity 7
0
2
4
6
8
10
12
14 Loyalty of
customers and
employees
Improved image
of brand
Increases sales
and productivity
Interpretation: From the above data it can be said that an effective strategy of talent
management can have several positive impacts on performance of company. In this regard, 13
employees said that customers’ loyalty is the main key benefit that their company can take. 10
employees said that if their company develops and makes use of effective talent management
strategy then it can improve their image. 7 employees said that talent management can increase
productivity and sales.
Theme 3: For motivating and guiding employees, which leadership style your company follows?
Answers Frequency
 Autocratic 15
11

 Democratic 9
 Transactional 6
0
5
10
15
Autocratic
Democratic
Transactional
Interpretation: for managing talent within company, leadership style also plays a vital role so, it
is asked from employees that which style of leadership their company follows. 15 employees
said that their company follows autocratic and 9 employees said that democratic leadership style
is being followed by them. 6 employees said that as per the situation of company, Unilever
implements transactional and rewards as well as punish them as per their performance.
Theme 4: For employing skilled workforce which recruitment strategy is being followed by your
company?
Answers Frequency
Internal 8
External 22
12

0
5
10
15
20
25
Internal
External
Interpretation: In the context of recruitment strategy that is one of the main activities of talent
management, it is found that majority of employees or 22 said their company recruits candidates
by external recruitment strategy. They also said that sometimes it de-motivates them and makes
them feel de-valued. Whereas, 8 employees said that sometimes their company focuses on
internal recruitment strategy and by promoting employees within business, they complete
recruitment process.
Theme: 5 Recommend the best strategy that your company should develop for retaining and
developing talented workforces?
Interpretation: This open ended question is also being asked from target people or 30
employees of Unilever for giving them opportunity to share views without any limitation. So, in
this context, some employees said that they believe if their company focuses on implementing
policy related to health and safety to employees, then it can retain them. It can give health and
family medical insurance. Some other employees said that according to them financial and non
financial rewards to employees as per their needs can help their company in better talent
management. Whereas, some employees said that after employing candidates, company can
increase knowledge by providing training and help them out in improving performance.
 Training to employees
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RECOMMENDATIONS
P6 Communicating appropriate recommendations on the basis of analysis
On the basis of above discussion and analysis it can be said that Unilever and companies of
manufacturing sector should motivate their employees. They should give high perks to them
because after recruiting them, it becomes difficult to retain. In this competitive era, employees
have too many options to switch companies so, for retaining them for growing and developing
business, companies should focus on satisfying their needs by providing either financial or non-
financial rewards. In addition, it can also be suggested that by gathering secondary data along
with primary, better decisions could have been made regarding topic. Primary and secondary
both types of data play a vital role in accomplishing goals and making better decisions. So, it
could have been developed better if it had gathered some secondary data. But this study has been
developed in a timely manner. In addition, in regard to talent management it can be suggested
that companies should focus more on developing their recruitment strategies as they should
recruit employees within the organization or internal recruitment by giving transfer and
promotional opportunities. It makes them feel valued and motivated.
REFLCETION
P7 Reflection on the value of undertaking project
Covered in template...
CONCLUSION
It has been summarized from the above study that talent management is the main key of
success of organizations. It is all about recruiting, selecting, performance appraisal and training
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to employees. It has shows some problems that manufacturing companies are facing in regard to
talent management and ways as how poor talent management is affecting their performance and
productivity. It has also shown some positive impacts and benefits that companies can take if
they manage their skilled workforces with business. Poor talent management can decrease sales
and image of the company. Effective talent management strategies related to recruitment,
motivation and training can increase staff retention rate, help companies in meeting goals. It has
lastly discussed effectiveness of research methodology and all its elements as how it can help
scholar in gathering accurate and reliable information. There are some better ways by which
manufacturing industry can manage and develop its skilled workforces and all strategies have
been discussed in this study.
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REFERENCES
Books and journals
Borisova, O.N. and et.al., 2017. Talent management as an essential element in a corporate
personnel development strategy. Academy of strategic management journal, 16, p.31.
Lovarelli, D. and Bacenetti, J., 2017. Bridging the gap between reliable data collection and the
environmental impact for mechanised field operations. Biosystems engineering, 160,
pp.109-123.
Maurya, K.K. and Agarwal, M., 2018. Organisational talent management and perceived
employer branding. International Journal of Organizational Analysis.
Nasir, Y.S., Mohtar, S. and Ariffin, A.S., 2017. A conceptual framework of an effectiveness of
talent management in improving organisational performance at BSN: leadership style as
a moderator. Journal of Advanced Research in Business and Management Studies. 7(1).
pp.67-78.
Pandita, D. and Ray, S., 2018. Talent management and employee engagement–a meta-analysis of
their impact on talent retention. Industrial and Commercial Training.
Pauli, U. and Pocztowski, A., 2019. Talent Management in SMEs: An Exploratory Study of
Polish Companies. Entrepreneurial Business and Economics Review. 7(4). pp.199-218.
Praise, A.S. and Kah, J.M., 2020. Talent Management Practices in Institutions: Impact of
Recruitment and Culture on Employee Performance. Journal of International Business
and Management. 3(3). pp.01-14.
Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
Tuffour, I., 2017. A critical overview of interpretative phenomenological analysis: A
contemporary qualitative research approach. Journal of Healthcare
Communications. 2(4). p.52.
van Zyl, E.S., Mathafena, R.B. and Ras, J., 2017. The development of a talent management
framework for the private sector. SA Journal of Human Resource Management. 15.
p.19.
Yousf, A. and Nika, F.A., Effectiveness of Talent Management Strategies in Services.
Zhao, Z. and et.al., 2018, May. Random sampling over joins revisited. In Proceedings of the
2018 International Conference on Management of Data (pp. 1525-1539).
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APPENDIX
Questionnaire
4. According to you which is the main problem, your company is facing because of poor
talent management?
 Poor productivity
 Poor image
 Increasing staff turnover rate
5. Which types of benefits your company can take by employing and developing skilled
workforces?
 Loyalty of customers and employees
 Improved image of brand
 Increases sales and productivity
6. For motivating and guiding employees, which leadership style your company follows?
 Autocratic
 Democratic
 Transactional
7. For employing skilled workforce which recruitment strategy is being followed by your
company?
 Internal
 External
8. Recommend the best strategy that your company should develop for retaining and
developing talented workforces?
 Health and safety to employees
 Financial and non financial rewards to employees
 Training to employees
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