Managing Talent Assessment

This assessment focuses on talent management strategies, regulatory factors influencing HRM practices, and environmental factors affecting HRM practices. It also provides recommendations for improvements within the organization. The subject is talent management and the document type is an assessment.

Managing Talent Assessment
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Table of Contents
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
1. Current talent management strategy........................................................................................3
2. Regulatory factors influencing HRM practises.......................................................................4
3. Environmental factors affecting HRM practises.....................................................................5
4. Identification and analysis core position within the organisation...........................................6
5. Recommendation for improvements within the organisation..................................................9
6. Recommendation that how these strategies can be operationalised......................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Talent management is an organisation commitment which includes recruitment;
development and retail of talented people at workplace for achieve goals and objectives. It is
very useful element which demonstrates commitment to hire, manage and develop their value to
attain outcomes and profitability (De Vos and Dries, 2013). In this context, present report is
based on Vodafone PLC which is the largest telecom services company of UK. They are
providing different types of services such as internet, calling, SMS recharge and many other
activities which assist to make profitability at workplace. For gaining insight knowledge of the
company present report covers talent management strategy which includes recruitment, selection,
performance management and development of people within the organisation. Furthermore, it
includes regulatory factors which create impact on organisation and HRM practices. Moreover, it
identifies core position of the business to make effective results and performances. In addition to
this, it provides recommendations for the organisation to develop results and performances at
workplace.
TASK
1. Current talent management strategy
Talent management strategies are those techniques which help in organising and utilising
acquired talents or skills of employees effectively. Vodafone PLC is an organisation known for
its efficiency in providing best in class telecommunications services. Talent management is
essential for increasing productivity of organisation. It is the responsibility of Human Resource
Management to strategically plan business activities for effective talent management (Tatoglu,
Glaister and Demirbag, 2016). Recruitment, selection, performance management, incentives,
rewards, training, diversity, equal opportunities, etc. are the basic functions which are involved
in talent management strategies. Vodafone has a complex recruitment and selection process. The
company uses multiple stages for hiring candidates that are qualified for respective positions.
Organisational goals and objectives are accomplished when efficiency of candidates
meets company requirements. Talent management strategies are developed in accordance with
potential requirements of recruitment and selection. Once, an applicant manages to pass all the
barriers and meet necessary requirements then HRM has to evaluate performance. This
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evaluation has to be regularly conducted to consider whether employees are working according
to company’s performance standards (Al Ariss, Cascio and Paauwe, 2014). Vodafone provides
rewards and incentives to employees and staff members who show extra-ordinary qualities
during their functioning in the company. It is important to understand that talent management has
recruitment and selection as the foundational stage.
Employee motivation is a factor that helps in developing possibilities of greater retention
and more willingness to handle work pressures. Rewards and incentives are two important
methods of increasing employee motivation. Moreover, appraisals helps in making employees
believe that they hold great opportunities of development with the organisation. Talent
management strategy helps in handling all these factors and brings in more benefits for the
company (Cascio and Boudreau, 2016). Amongst all the HRM practises talent management is
considered as crucial because they help in undermining profitability capabilities of a company.
Current talent management strategy of Vodafone is oriented with factors which focus towards
employee motivation.
The company analyses shifts that have taken place in employee expectations and
manages these through different activities like training and development, regular competitive
opportunities and elimination of discriminatory laws and principles. Every individual is given
chance of improvement and advancement on the basis of their skills and knowledge rather than
on any influence or other subjective basis. It can be stated that current strategies of Vodafone are
quite relevant to the objectives which have been developed by company (De Vos and Dries,
2013).
2. Regulatory factors influencing HRM practises
Regulations and legal frameworks are devised for monitoring and supervising every
activity of the organisation. It helps in curbing unfair or unethical practises which often take
place due to negative politics in the workplace atmosphere. Following regulations have a deep
influence over HRM practises of Vodafone PLC.
Equality Act (2010): Whenever diversity is considered, a group of individuals belonging
to different cultural, social and economic background are visualised. This kind of diversity is
present in the working atmosphere of Vodafone. The Equality Act was devised by the
government for handling discrimination over different sections of the workplace and wider
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implications of society. Discrimination at workplace is often subjected because of racism,
religious beliefs and economic capabilities (Gelens, Hofmans and Pepermans, 2014). HRM
practises of the company must be in accordance with this legislation so that discrimination is
handled effectively.
Employment Rights Act (1996): This legislation regulates HR practises and formulation
of policies. Right from the protection of wages to equal opportunities, the employment
legislation helps in guiding the HRM practises of company. Vodafone has to make sure that
wages, working hours, access to certain resources, disciplinary actions and basic human rights
are some of the subjects which need to be considered by HRM while devising employment
legislation. Moreover, the relevance of this joining document should be according to the
Employment Rights Act (Dries, 2013).
There are many more regulations like Health and Safety at workplace Act and certain
other laws which influence the HRM practises of the company. It is important to develop these
particulars in the employee legislation because it helps in safeguarding individuals from
exploitation activities and unethical situations.
3. Environmental factors affecting HRM practises
Business environment is comprised of micro and macro environmental factors. Micro
factors are considered as the internal factors which affect the business functioning. Vodafone
PLC has employees, shareholders, suppliers and shareholders in the internal environment. HRM
practises are affected by certain environmental factors in the following ways:
Economic factors: When company’s economic capabilities are challenged, there is a
significant impact on HRM activities like recruitment and selection. In case of severe recession,
the organisation needs to cut down its expenses and detain some employees. This implies
negative impact is assessed on HRM practises (Tatoglu, Glaister and Demirbag, 2016). On the
other hand, when organisation aims to expand business, positive effects are experienced.
Simultaneously, unemployment rates, low skills, global credit crunch, etc. are some of the
economic factor of business environment.
Social factors: Demographics and societal changes are quite important part of the
business environment. The gender status or sex ratio of segment, skill levels of potential
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candidates, size and compositions of country and the diversity present in particular regions are
considered as demographic and social factors (De Vos and Dries, 2013). HRM practises are
affected according to these aspects and the expectations which employees have according to their
segment. Discrimination on the basis of age, skills of candidates, cultural beliefs of employees
must not take place in the company.
HRM practises have to be maintained in such a way that more flexibility is provided to
employees and no discriminatory activities are conducted. Moreover, HRM has to encourage
effective positive atmosphere so that willingness of employees to work for Vodafone increases.
This not only helps in managing productivity and meeting business objectives effectively. Apart
from human resource practises, talent management strategies are also regulated because of the
environmental factors and various legal frameworks (Al Ariss, Cascio and Paauwe, 2014). Any
changes that occur in the business environment of company affects choices and management
strategies of Human resource department of Vodafone. The nature of impact can only be
assessed by the type of change company addresses.
4. Identification and analysis core position within the organisation
In order to make effective outcomes and performances, every organisation requires
dealing with recruitment, selection, training and development program (Tatli, Vassilopoulou and
Özbilgin, 2013). Vodafone PLC is multinational company which deals with various international
markets. They are providing different types of telecom services to make effective results and
performances at workplace. For enhance market share and profitability, the cited firm has
responsibility to deliver effective information and outcomes of the company. In this aspect, they
have to recruit sales person to enhance their market share in various part of the nation and
outside the nation (Sparrow, Scullion and Tarique, 2014). It assists to increase knowledge and
skills of people to attain profitability and performances for achieve goals and objectives. For
recruit new people, the company need to make various documentations that are as follows:
Job description
Job title: Sales assistance
Department: Sales and administration department
Report to: Supervising
Responsible for:
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Purpose: For undertaking sales and customer services duties that require operating to make
effective results and performances at workplace.
Duties and responsibility
Operating cash till efficiency, ensuring money receive correctly to attain profits and revenue at
workplace.
Responsibility to serve effective services to each customer to make loyalty towards them
Monitoring stock which assists to creates more profits and revenue at workplace.
Ensure that all stock handle to make effective results and performances at workplace.
Ensure that all products and services are displayed to maintain standard of the company.
Carry all activities accordance with requirement of customer (Raman, Chadee and Michailova,
2013).
Key working relationship
In order to make effective results in Vodafone PLC, sales assistance need to concentrate to
maintain relationship with various people at workplace so that they will easily enhance profits
and revenue. In addition to this, they have also duty to maintain relationship with staff member
to assign duty and responsibility to each member within the business environment (Sparrow,
Scullion and Tarique, 2014).
Working hour
Sales assistance need to work 36 hours in a week.
Person specification of sales assistance
In order to recruit sales assistance, Vodafone PLC needs to require following elements:
Requirement Essential Desirable
Skills
Personal skills 
Ability to attract customer 
Experience
In marketing 
Customer services 
Qualifications
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Master in Marketing 
Full knowledge of internet 
Recruitment method
Recruitment methods are particular aspect which develops practices of each stage of life
and process from different sources. In this aspect, three basic steps are includes such as resume
selection, testing and interviewing. In order to recruit member in Vodafone PLC, manager use
internal sources through they can easily hire candidate from their own elements. It is beneficial
to the company because they have no needed to give them training (Tatli, Vassilopoulou and
Özbilgin, 2013). Thus, it creates low cost services to determine effective results and
performances at workplace. In addition to this, the chosen organisation has no requires create
advertisement for select member within the business environment. However, it is not consider
fresh employee so that the company unable to enhance their skills and knowledge for dealing
with various situations.
Selection method
For making positive results and performances, Vodafone PLC determines effective
results and performances for select member at workplace. In this aspect, they have to make
results and performances from the help of external method. In this way, candidates are selection
from outside the firm. With the help of advertisement in newspaper, magazines and many other
elements, the cited firm can get profits at workplace. In this way, they have responsibility to deal
with various situations and outcomes (Raman, Chadee and Michailova, 2013). In addition to this,
the chosen organisation can hire person from college, recruitment agency and many other
sources. It determines technical availability of people at workplace to demonstrate various
benefits and profitability. Thus, business will easily get effective results and outcomes for
dealing situation. External method is the best element for the cited enterprise because they
getting fresh candidate at their workplace to make high profits and revenue at workplace. Thus, it
creates effective results and performances within the business environment (Sparrow, Scullion
and Tarique, 2014).
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Performance management criteria
Performances management is the criteria which are used to assess effective results and
outcomes at workplace through demonstrating benefits and results within the organisation. In
order to assess performance management, Vodafone PLC need to concentrate on objectives,
goals and outcomes through they can easily deliver effective results at workplace (Tatli,
Vassilopoulou and Özbilgin, 2013). Performance appraisal is the best method which determines
effective results and performances to analysis employee outcomes. It is the method which
measure employee performance to deal with various situations. In this way, the cited firm can
easily get positive response of customer towards the business objectives and goals. On the other
hand, feedback from customer is also essential element which demonstrates information to
determine outcomes and results at workplace. In this way, satisfaction level of customer
determining effective performance management at workplace (Vaiman and Haslberger, 2013).
5. Recommendation for improvements within the organisation
In respect to meet with business objectives and goals, there are various strategies which
can be used by Vodafone PLC. It assists to make more benefits and outcomes at workplace to
deals with various situations. In this way, marketing department of the company need to select
appropriate strategy which determine various benefits at workplace. Internet advertisement is the
best strategy which creates various advantages to attract candidates at workplace (McCracken,
Currie and Harrison, 2016). As results, it makes high profits and revenue within the chosen
organisation. Thus, the company will easily attain profitability and measurement to enhance their
revenue and profits at workplace. In addition to this, it also encourages to new candidates and
customer at workplace so that they can get more money at workplace. In this way, ideas to
enhance profits can be develops through taking view from different candidates at workplace. As
results, they can easily attain profits and revenue to make criteria for achieve goals and
objectives (Valverde, Scullion and Ryan, 2013).
In addition to this, marketing strategy is also effective element which can be used by the
organisation to deal with various outcomes. In this aspect, they have to ensure that all special
criteria are used to make profitability and positive results at workplace (Oltra and Vivas-López,
2013). In this way, improvements can be maintained at Vodafone PLC to develop their
performances and results at workplace. Ideas can be enhancing that creates positive impact on
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the company and its operations. As results, it could be recommended that the chosen organisation
has to concentrate on various elements for development of the business operations and results
(Raman, Chadee and Michailova, 2013). Further, communication is also very important aspect
which determines to attain positive outcomes and performances at workplace. In this way, the
cited firm has responsibility to make interaction between various people so that goals and
objectives can be achieved through design outcomes of the company. Promotional material is
also helpful to enhance profits and revenue at workplace so that the company will easily deal
with different customer easily. It also makes concentration on activities which perform through
measuring outcomes within the business environment. As results, goals can be achieve easily
(Tatli, Vassilopoulou and Özbilgin, 2013).
6. Recommendation that how these strategies can be operationalised
In order to achieve goals and objectives, there are various strategies that can be used by
Vodafone PLC. In this way, marketing strategy assist to develop operations and outcomes of the
company through enhance functions in different areas (Church and Silzer, 2016). In this way,
they can attract potential customer to determine effective results at workplace. It assist to
develop market and their operations for accomplish targets and goals. In this way, the cited firm
can analysis customer requirement so that they can serve accordingly. As results, it will assist to
make profitability and enhance market share for dealing with different situations. With the help
of marketing strategy, the company can easily identify their customer and market to make
concentration on each of them for achieve business targets and results (Lopes, Sarraguça and
Duarte, 2015).
In addition to this, the company is also using promotional activities which develop
through enhancing profits and revenue for achieve goals and objectives. There are different
elements which need to be taken for accomplish targets and outcomes at workplace so that it is
beneficial to make concentration on customer requirement. As results, Vodafone PLC can attract
potential customer through introduce new strategy and results. In this aspect, customer get right
product and services according to their requirement and needs. It is also helpful to measure the
business performance through analysis market and revenue at workplace (Sparrow, Scullion and
Tarique, 2014). As results, customer attention can be get through monitor their performances and
outcomes for accomplish desire results.
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Further, internet advertisement strategy also assists to develop market and profits through
measuring customer base at workplace (Swailes, 2013). In this aspect, Vodafone PLC need to
concentration on their results and performances through measuring outcomes from social media
such as you tube, facebbok, Twitter and many other elements. It assists to capture whole world
together to assess market demand and profits at workplace. As results, the company will easily
get high amount of products and services for accomplish desire results and performances. As
results, it assists to develop whole market through analysis performances and results (De Vos
and Dries, 2013). Thus, the chosen company can easily make brand value for their products and
services in the market. There are various elements which can be support by the company to make
effective results and performances at workplace. In this aspect, the organisation can develop their
outcomes and performances for measuring their results at workplace. There are various events
which need to be monitor to analysis whole market and performances can be evaluated to deal
with various situations at workplace. To assess the business requirement, the cited firm has
responsibility to concentration on their values and results at workplace (Kulkarni and Scullion,
2015).
CONCLUSION
In order to perform functions and operations, talent management play very important role
in each business enterprise. In this aspect, it assists to measure employee outcomes and
performances to deal with different elements. As results, goals and objectives are monitor
through managing business revenue and profits. Thus, Vodafone PLC needed to concentrate on
their activity which perform various task for assess revenue and profits at workplace. In this
aspect, report also summarized about regulatory framework which can be impact to the
organisation performances and outcomes. Furthermore, it also concluded about environmental
factor which creates impact on HRM practices of the company to deal with various situations
and outcomes. Moreover, it analysis core position of the company which need to be ascertain for
development of the organisation in systematic way. Therefore, the company will easily analysis
there market and their revenue to ascertain effective results and performances.
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REFERENCES
Books and Journals
Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and future
research directions. Journal of World Business. 49(2). pp.173-179.
Cascio, W.F. and Boudreau, J.W., 2016. The search for global competence: From international
HR to talent management. Journal of World Business. 51(1). pp.103-114.
Church, A. H. and Silzer, R., 2016. Are We on the Same Wavelength? Four Steps for Moving
From Talent Signals to Valid Talent Management Applications. Industrial and Organizational
Psychology, 9(3), pp.645-654.
De Vos, A. and Dries, N., 2013. Applying a talent management lens to career management: The
role of human capital composition and continuity. The International Journal of Human Resource
Management. 24(9). pp.1816-1831.
Dries, N., 2013. The psychology of talent management: A review and research agenda. Human
Resource Management Review. 23(4). pp.272-285.
Gelens, J., Hofmans, J. and Pepermans, R., 2014. Talent management and organisational justice:
employee reactions to high potential identification. Human Resource Management
Journal. 24(2). pp.159-175.
Kulkarni, M. and Scullion, H., 2015. Talent management activities of disability training and
placement agencies in India. The International Journal of Human Resource Management. 26(9).
pp.1169-1181.
Lopes, S. A., Sarraguça, J. M. G. and Duarte, M. E., 2015. A new approach to talent
management in law firms: Integrating performance appraisal and assessment center
data. International Journal of Productivity and Performance Management, 64(4), pp.523-543.
McCracken, M., Currie, D. and Harrison, J., 2016. Understanding graduate recruitment,
development and retention for the enhancement of talent management: Sharpening ‘the edge’of
graduate talent. The International Journal of Human Resource Management, 27(22), pp.2727-
2752.
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Oltra, V. and Vivas-López, S., 2013. Boosting organizational learning through team-based talent
management: what is the evidence from large Spanish firms?. The International Journal of
Human Resource Management, 24(9), pp.1853-1871.
Raman, R., Chadee, D. and Michailova, S., 2013. Effects of partnership quality, talent
management, and global mindset on performance of offshore IT service providers in
India. Journal of International Management,19(4), pp.333-346.
Sparrow, P., Scullion, H. and Tarique, I. eds., 2014. Strategic talent management: Contemporary
issues in international context. Cambridge University Press.
Swailes, S., 2013. The ethics of talent management. Business Ethics: A European Review, 22(1),
pp.32-46.
Tatli, A., Vassilopoulou, J. and Özbilgin, M., 2013. An unrequited affinity between talent
shortages and untapped female potential: The relevance of gender quotas for talent management
in high growth potential economies of the Asia Pacific region. International Business
Review, 22(3), pp.539-553.
Tatoglu, E., Glaister, A.J. and Demirbag, M., 2016. Talent management motives and practices in
an emerging market: A comparison between MNEs and local firms. Journal of World
Business. 51(2). pp.278-293.
Vaiman, V. and Haslberger, A. eds., 2013. Talent management of self-initiated expatriates: A
neglected source of global talent. Springer.
Valverde, M., Scullion, H. and Ryan, G., 2013. Talent management in Spanish medium-sized
organisations. The International Journal of Human Resource Management, 24(9), pp.1832-1852.
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