National Training & Competitive Advantage in Biscuit Manufacturing Companies in UK

National training &
competitive advantage

Table of Contents
INTRODUCTION ..........................................................................................................................3
People resourcing and development strategies, used in biscuit manufacturing companies in UK
compared to those of Netherlands................................................................................................3
External context of current Covid-19 pandemic, key changes to impact people resourcing and
development practices for biscuit manufacturing companies in UK .........................................5
People resourcing and development activities to increase their employee brand in the post
Brexit marketplace.......................................................................................................................6
CONCLUSION................................................................................................................................8
RERENCES.....................................................................................................................................9

INTRODUCTION
National training and competitive advantage can be understood to be highly essential
within business working scenarios, where it further plays keen role for companies to develop
stronger rise on new working grounds significantly. Case study of national training infrastructure
and competitive advantage in Biscuit manufacturing, will be further analysed within report to get
recent findings worked on strategically. The recent report will discuss people resourcing and
development strategies used within biscuit manufacturing companies in UK, compared to those
of Netherlands where two are most competitively advanced places. Study will determine further
external context of current Covid-19 pandemic, key changes likely to impact the people
resourcing and development practices for biscuit manufacturing companies within UK. Research
will also discuss people resourcing and development activities that can be introduced further to
increase employee brand in Post Brexit marketplace.
People resourcing and development strategies, used in biscuit manufacturing companies in UK
compared to those of Netherlands
The people resourcing and development strategies, used within biscuit manufacturing
companies in UK is different to those of Netherlands where this further forms competent
working scope significantly. People resourcing and development strategies, used within biscuit
manufacturing companies in UK is also widely different to those of Europe where there are
various factors which are comparatively varying from each other. UK's plant drew on very high
degree of advanced technology to mechanize, automate and standardize where production in

continental European plants are less standardized. When it comes to analysis of people
resourcing, and development strategies productivity of workforce in plants of Netherlands,
France and Germany is variedly diverse. It has been also found that continental plants,
supervisors with advanced vocational qualifications were not able to perform routine machine
maintenance significantly ( Sarvaiya and Arrowsmith, 2021).
German and French companies were focused more on small and medium-sized batch
production, where Netherlands also had high degree of customization, leaving no scope for trial
runs and requires more advanced degree of adaption and improvisation. The British plants on
other hands, focused more on standardized mass production, emphasis on economies within scale
which means to compete towards basis of prices. The Netherlands country resourcing strategies
used within biscuit manufacturing are structurally advanced, as compared to British companies
within biscuit manufacturing industry. People resourcing has been found to be also another
parameter, where the British plants have been integrally evolving towards technical working
vision for determined scope for extensive growth technically.
The British plants were those, where companies had to wait for skilled technicians to be
trained actively, on other hand continental plants in turn facilitated emphasis towards product
quality, product extensions and customization. Smoother production procedures has been
allowed to spend more time on experimenting with new ideas and advanced new productive
technical changes within biscuit fillings (Von Trapp and et.al, 2021). People resourcing, in UK
has to be further improvised, as Netherlands has been significantly rising towards to resource
good hard-working workforce within production. This further also enhanced working rise, where
Netherlands workforce is more technically trained as compared with UK where it determines
stronger competencies to be evolved on for extensive growth.
European plants had majority of workers who came from apprenticeship in bakery, where
most of supervisory staff had been working with advanced training and certificates as masters of
trade. Advanced training was there in area of production technology as well as within logistic
functional arenas for supporting production advancement significantly. However, brutish
companies and plants lacked supervisors and also lack of vocational qualifications was there
which has impacted overall functional levels rapidly. It can be analysed in detail that UK and
Netherlands both have been imperatively advancing to bring on competent working rise on
biscuit manufacturing companies (Pritchard and et.al, 2021).There is also functional scope to