Solved Assignment on Resource and Talent Planning

RESOURCE AND TALENT
PLANNING

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
LO 1.................................................................................................................................................1
P1 Workforce planning and talent management affected by labour trends ................................1
P2 Numerous legal requirements for workforce planning..........................................................2
LO 2.................................................................................................................................................3
P3 Current as well as anticipated skills necessary for organization...........................................3
LO 3.................................................................................................................................................4
P4 Person specification and job description................................................................................4
P5 Hiring as well as selection methods for talent resourcing.....................................................6
LO 4.................................................................................................................................................7
P6 Life cycle stages in HR..........................................................................................................7
P7 Evaluation of stages in organizational context.......................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Resource together with talent planning is fundamentally the vital function that
encompasses coordination with HR team along with business in various aspects like analysis of
particular resources, selecting the proper hiring channels and overseeing talent pool for
recruitment in future.
TESCO is highly acclaimed and prominent multinational grocery with retailer that is
established by well known Jack Cohen in year 1919 and situated in London, UK. It basically
addresses superstores, metro, banks etc. This report gives a brief about workforce planning and
talent management affected by labour trends, Numerous legal requirements for workforce
planning, current as well as anticipated skills necessary for organization, Person specification
and job description, Hiring as well as selection methods for talent resourcing, Life cycle stages
in HR, Evaluation of stages in organizational context.
MAIN BODY
LO 1
P1 Workforce planning and talent management affected by labour trends
Talent management is primarily the estimation and prediction of the concerned human
capital within an organization as well as a consolidated strategy which is designed to assist the
organization for making the best use of this human capital. On the flipside, Workforce planning
encompasses the procedure of analysing, predicting and planning the supply along with demand
of workforce and thus ensuring that the companies have right type of people. Numerous varying
trends in current labour dominates the planning of workforce and talent management in TESCO
like demographic situations, changes in the stability of economy in country, legal restrictions etc.
The discontinuous demographic situation of a country has a direct impact on HR strategies and
the processes of TESCO (Adamsen and Swailes, 2018). Due to foreseen scarcity of skilled and
qualified employees in different labour markets, the HR processes of the company are now
shifted to attract the retired employees in order to increase the older employees ratio in
employment. Besides this, HR of TESCO would have to revise their HR programs from
recruitment to employee benefits due to increasing diversified workforce in view of age.
Moreover, the rising globalization of UK has eventually resulted in migration of highly
employable population hence increasing the cultural diversity. Because of this, the size along
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with the composition of hiring pool in organizations are affected which has directly impacted the
recruitment policies of TESCO.
Economic condition of different countries are influenced by the level of unemployment.
In 2017, the unemployment level in UK raised to about 4.3% which has led to the dearth of
skilled employees (Tafti, Mahmoudsalehi and Amiri, 2017). The HR managers of TESCO
generally faces the problem to recruit qualified employees due to difference between the labour
force qualification and market demands. This factor hampered the process of talent resourcing in
the company and compelled them to confide on traditional methods for attracting.
The social trends prevailing in the country also influences the HR planning and talent
management of TESCO where the increasing varied diversity and cultures are taken into
consideration. While attracting the talent, HR of the company now have to keep in mind the
different cultures that exist in UK as well as the other countries from where the applicants are
applying. Apart from this, for effectively managing the workforce the HR needs to focus on
career development of an individual and as the employees varies in terms of culture and
language, it has now become necessary for the HR department of TESCO to provide effective
training on cross culture in order to retain them.
P2 Numerous legal requirements for workforce planning
During the management of procedure and programmes of workforce planning, Every
organization whether big or small have to take care of the various legal restrictions which
becomes crucial for successful retention of employees and for establishing a good position
within marketplace (Legal requirements, 2018). They need to adhere to the following
legislations established by government.
Equal employment opportunity act(1964)
This act primarily constitutes the commitment to offer equal & similar opportunities to
each and every individual who are directly or indirectly involved in the process of employment
or are the part of company. Under this legislation, neither manager nor employer are allowed to
attract or hire the applicants based on sex, colour, age etc and an equal opportunity would be
given to every candidate irrespective of the above attributes (Carbery and Cross, 2015).
Moreover, discrimination of the candidates regarding job applications, referrals, advertising by
the employer or other personnel of the company related to employment process would be
regarded as illegal. TESCO while attracting the talent, adhere to this law and provide similar
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opportunities to all employment dimensions. Besides this, the HR of TESCO also make sure that
all personnels are fairly treated while making the decisions for promotion, transfer, training etc.
Equal pay act(1963)
According to this act, Receiving the equal amount for the work performed having similar
responsibilities, nature, risks is the right of every individual including employees both on full
and part time, workers like self employed and apprentices. Under this, discrimination relative to
compensation payment based on sex, religion within the jobs which requires similar efforts,
skills is prohibited strictly (Hedayati Mehdiabadi and Li, 2016). Thus, during the workforce
planning, HR department have to make sure that pay is equal among the employees working on
the same role whether women or men. TESCO, being a multinational company strictly amend on
this act as the company comprises diversified workforce having different roles. The HR
department maintains equal remuneration in order to retain the employees.
Anti discrimination act(1967)
Under this law, discriminating the employees having 40 years of age or more in the
organization is strictly forbidden. It particularly prohibits the use of personnel's or candidate's
age for promoting, transferring as well as firing them. Throughout the process of workforce
planning, a recruiter or hiring manager is not allowed to select a candidate or analyse their
mental abilities and knowledge base based on their age. In context to the existing employees, the
HR needs to ensure that no older employees are being denied of the benefits and compensation
by considering their age. The HR department of TESCO considers this act while recruiting the
candidates or taking the decisions for the employees related to pay, benefits, promotion etc.
LO 2
P3 Current as well as anticipated skills necessary for organization
For estimating the skills which the employees need to have for managing their current
work as well as those required in future, Organizations creates a job design which is a well
structured brief that highlights the various responsibilities, duties required to perform the
particular task effectively (Waheed and Zaim, 2015). With the view to analyse the anticipated
skills, organization is developing a succession planning which is predominantly the procedure
for recognizing together with developing the potential leaders who have the ability to replenish
the existing ones when they leave the organization or retire.
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The essential skills which the HR department requires in an employee for meeting the future
uncertainties are:
Tech-savvy
With the rapid globalization along with unemployment in UK, being upgraded of the
recent technology has become crucial factor which need to be present within an individual.
Employees are learning the new technologies and applying them at the workplace which is
important for them as the unemployment rate is higher due to which attracting the skilled
employees is becoming difficult. Employees are making themselves proficient in the softwares
and applications and are having a good grasp of technology through various workshops that
helps the organization to attain competitive advantage (Hedayati Mehdiabadi and Li, 2016).
Being placed in the UK where unemployment is high, HR department of TESCO are finding
various strategies which will ultimately help employees in understanding new technologies and
apply at workplace. As this skill will also help the employees in future as well the organization
to meet the future contingencies, employees are undergoing various technological programmes
to boost their skills.
Teamwork
This is one of the important skill which an organization require within an employee for
performing their current work effectively and taking more challenges in the near future
(Madhavi and Mehrotra, 2019). An organization comprises of diverse workforce and varying
cultures thus having a team spirit would help an employee to understand the cross culture
differences and collaborately achieve the goals & objectives. Besides this, having a sense of
teamwork will help an employee as well as organization to have healthy competition and capture
large market share. TESCO is developing various programmes and tactics for encouraging
employees to work in a team as well as selecting the candidates who have the ability to work in
collaboration with others. Besides this, the organization is giving various sessions to the
employees for inculcating team spirit in them.
LO 3
P4 Person specification and job description
TESCO
Post: HUMAN RESOURCE MANAGER
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Job Profile:
To perform in collaboration with basic key managers to ensure the close alignment of HR
processes with the organizational strategy. To execute the entire process of personnel
management and to work within the departments of training together with development,
coaching and evaluation. To govern the performance management process for achieving
business goals.
Job Description:
 Compiling of numerous statistical data together with the construction of reports as well
and their analysis via existing systems in addition with records.
 Maintenance plus development of appropriate records of employment with systems.
 Formulation and planning of diverse strategic practices and programmes for committee
including hoc projects.
 To maintain coordination with Chief manager in HR for strategic direction as well as
analysis of the effect of policies besides legislative changes.
 To supervise the teams involved in the creation of strategic HR, programming of
projects etc.
 To impart feedback along with the updates to operations head in HR on the utilization of
different operational systems due to their relation with open HR, digital technologies etc.
 To undertake numerous projects being assigned by head of HR operations including
monitoring and reviewing of HR programmes and practices and collaborating with the
changes in organization.
Qualifications
The concerned applicant should have an undergraduate or post graduate degree in similar filed
or within the relative field as well as should have attained 50% or more on average.
Experience
 The candidate need to have a minimum experience of 5 years or more within HR
processes as well as should have in hand experience of dealing with HRIS systems.
 Extensive experience of efficiently utilizing electronic techniques of HR for hiring with
selection.
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 Experience of functioning under intense pressure as well as deploying flexible approach
for various strategic problems.
Desirable:
 Great experienced of coordinating and performing in association with any of the
international organization.
 Experience of addressing the online assessment and different selection tools.
Key skills
 Highly exhibited and demonstrated teamwork sense.
 Strong communication skills as well as efficient in writing thorough business
presentation.
 Should demonstrate the spirit of constant learning.
 Ability to operate efficiently in continual changing environment.
 Good catch of Microsoft word, excel together with thorough knowledge of numerous
integrated systems of HR.
P5 Hiring as well as selection methods for talent resourcing
Recruitment is primarily the technique of searching together with recruiting the best
capable and skilled candidates for filling the vacant job in cost efficient manner. On contrary to
this, Selection is essentially the means wherein the organizations endeavours to choose the
correct and extremely potential candidate who ultimately meets the requirements of job in
appropriate manner.
On account of the process of recruitment, TESCO uses some sources for enticing the candidates.
Recruitment
Internal
Promotion
It is the highly used source of hiring wherein the employees and subordinates are being
upgraded to much high level in the company, thus imparting them with greater responsibilities
and more prestige (Mayfield, Mayfield and Wheeler, 2016). TESCO uses this approach for
extensively placing the employees on higher level that ultimately motivate them as well as
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enhance their productivity. Moreover, by upgrading them, TESCO generally incur minimal cost
for recruiting because the employees are acquainted with working environment.
External
Social media
Advertisements via social media is an important recruitment mode whereby the
companies post vacant jobs on internet such as employment websites, journals. They contact
through emailing or other online mode. Through the use of technology, TESCO put up various
job vacancy either on the website or employment journals as well as mails the concerned
candidates who the company thinks are fit for the job.
Selection
Assessment test
These are basically the pre-employment aptitude tests that are being utilized by
organizations to analyse the verbal , mental and numerical ability of candidate. These are
considered as the evaluation tool to assess varied competencies in candidates. TESCO creates
their own tests such as reasoning ability, knowledge tests that finally help the company in
assessing the candidate's technical skills and analytical skills.
Interview
It is chiefly the discussion between applicant and the recruiter which is entirely formal
and where the vital information is extracted about candidate to scrutinize their capabilities. With
the use of this process, employers are able to deduce whether the applicant is fits the vacancy or
not. This help TESCO to choose the highly qualified candidate which can efficiently fulfil
objectives of organization and also help them in knowing the skills which the candidate can
contribute to company in future as an employee.
LO 4
P6 Life cycle stages in HR
 Recruitment- Recruitment affects the attraction of the right standard of candidate if they
will apply for vacancies. It is the process of hiring the best individual for a job. Tesco
advertise there jobs in different ways. This process depends on availability of job.
Tesco has two process for recruitment which are internal and external recruitment and the
other methods of recruiting which come under internal and external are job posting, advertising,
promotion and transfers ,temporarily workers, e-recruitment etc.
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Internal recruitment- Tesco looks for internal plan talent to fill a opportunity. In this process
workers looks for the promotion at a higher or at the same level (Human resources life cycle,
2019). if no one was suitable for this talent plan or development of management program then
Tesco post internally or advertise on their Intranet for two weeks.
External recruitment- Tesco have their websites through which they advertise their vacancies or
put them in the board of their stores. Applications for executive positions are created online.
People which are interested in store jobs in Tesco can access stores with their register job centre
plus or CV(Wahyuningtyas, 2015). Store prepare a list of applied candidates and place them
when the job is available.
 Attraction- Tesco have their cost effective way of attracting the right candidates
because this is very expensive to give advertisement on television, radio and magazines.
But this is necessary to make sure that the right people are learning about vacancies.
Their strategies are very effective and attractive to run their business successfully. By
these strategies in market are attracting other companies to compile their business with
them. Tesco attracts people through its offline media and its website. They can put
advertisements on google and some magazines also. Tesco attracts people and make it
easy for their applicants to find out jobs and easy application process.
 Motivation- Tesco staff is motivated, well trained and flexible because Tesco knows
that motivation of employees is very important for the continuous growth of the
company. The effective system of the Tesco is ready to face all challenges that will arise
because of globalisation and employees of Tesco are ready to face all problems because
their employees are highly motivated and prepared for all kind of situations (van Zyl,
Mathafena and Ras, 2017). We can also motivate them by increase their skills,
knowledge and satisfaction of job through training and development and provide
significant and rewards on time and recognition.
 Development- development of Tesco by improving their future and current management
performance by discover knowledge, increasing skills and make change in attitudes.
That's not easy to decide from where the development begins and training ends.
Managers are performing excellent task of picking up the actual need and from where the
program of development should be formed. Tesco provides personal development
programs which includes activity plans. Tesco invest a lot in training and development
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programs because development and positive feedback provide to the employees will
increase their confidence and this will improve their behaviour towards their customers.
P7 Evaluation of stages in organizational context
 Improving strategy(Motivation)- Motivation is important strategy of Tesco's human
resource management to make organization better place to work and helps them in
achieving goals of organization effectively, so consistent efforts are needed to improve
them and it need special care too. For improvement Tesco need to identify and maintain
the main employees of the organization (Adamsen and Swailes, 2018). Provide constant
training and development programs plan for sound communication system. Provision for
fair compensation system. Plan for flexible working hours. Provide freedom and
responsibility to employees. By adopting these such measures will maintain employee
motivation. Employees motivation is important for the companies health because when
employees are fully motivated they will give their best to organization.
 Organisation performance(Development)- Tesco's management has develop
effective training programs for there employees. Except the programs held by
organisation, employees can also develop there skills which they want to improve. It will
increase the interest of employees on work and HR can help to develop much as they
prefer and it will result in the development of individual and it has a great impact on the
development of organization and this will improve its level (Carbery and Cross eds.,
2015). There are some negative impacts too which are like training is for everyone and
Tesco cant take training in the same time. Employees of Tesco leaves Tesco when they
get the skills what they want. All these negative impact are remove by development
programs of employees and HR will help to boost the organisation performance.
 HR Recruiting strategy(Recruitment)- Hiring decisions are playing key role in
productivity, turnover and growth. HR life cycle affect department to get success in
recruitment stage. By creating a strategic staff plan that includes understanding position
that need to be filled. According to recruiting strategy at Tesco the program of training is
effective in human resource development and a good working environment. Tesco posted
vacancy internally for the two weeks in the Intranet of firm. Internal recruitment approve
the firm's employees in the organization to be loyal since there are high chances of career
development.
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 Rewards and Benefits(Attraction)- This is the direct and basic strategy of HRM. This
will lead to put more efforts by employees and they work hard because sometime this is
attach to their salary and own portfolio. Provide discount to the employees is very kindly
for the. It will attract other employees to work hard and put more efforts because of extra
rewards pay to hard workers. Individual development and training is also a kind reward
for them. At the other hand, some employees want more bonus, but the position of them
cannot get more, they will unhappy, they don't work like before. So Tesco have to look
for rewards and benefits which will provided to the employees because if they want
attraction and more growth in there business they have to keep their employees happy.
HR have the different value for there employees. Managers have the different
responsibility that's why they have to operate HR strategies.
CONCLUSION
It has been summarized from above study that unstable market trends aids the companies
to attain competitive advantage as well as is regarded as deciding factor in effective planning for
workforce. Apart from this, different legal requirements compels the organizations to effectively
maintain the workforce for which both employers as well as employees should have necessary
skills which are advantageous in future. Numerous selection along with recruitment methods and
stages of HR life cycle assist in alignment of business objectives with strategic goals.
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REFERENCES
Books and Journals
Adamsen, B. and Swailes, S., 2018. Managing Talent. Springer.
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Hedayati Mehdiabadi, A. and Li, J., 2016. Understanding talent development and implications
for human resource development: an integrative literature review. Human Resource
Development Review.15(3). pp.263-294.
Madhavi, T. and Mehrotra, R., 2019. Competency-Based Talent Management––An Effective
Management Tool. In Proceedings of the Third International Conference on
Microelectronics, Computing and Communication Systems(pp. 291-299). Springer,
Singapore.
Mayfield, M., Mayfield, J. and Wheeler, C., 2016. Talent development for top leaders: three HR
initiatives for competitive advantage. Human Resource Management International
Digest.24(6). pp.4-7.
Noe, R. A and et.al., 2017. Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education.
Oseghale, O. R., Mulyata, J. and Debrah, Y. A., 2018. Global Talent Management.
In Organizational Behaviour and Human Resource Management (pp. 139-155).
Springer, Cham.
Sparrow, P., Hird, M. and Cooper, C. L., 2015. Strategic talent management. In Do We Need
HR? (pp. 177-212). Palgrave Macmillan, London.
Tafti, M. M., Mahmoudsalehi, M. and Amiri, M., 2017. Critical success factors, challenges and
obstacles in talent management. Industrial and Commercial Training.49(1). pp.15-21.
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(1).
pp.1-19.
Veluchamy, R. and Krishnan, A. R., 2016. Talent Management Pattern for Human Resource
Professionals Using Fuzzy Relational Maps (FRM). International Journal of Applied
Engineering Research.11(1). pp.564-572.
Waheed, S. and Zaim, A. H., 2015. A model for talent management and career
planning. Educational Sciences: Theory and Practice.15(5).pp.1205-1213.
Wahyuningtyas, R., 2015. An integrated talent management system: Challenges for competitive
advantage. International Business Management.9(4). pp.384-390.
Online
Human resources life cycle. 2019. [Online] Available Through:
<https://smallbusiness.chron.com/human-resources-life-cycle-62078.html>
Legal requirements. 2018. [Online] Available Through:
<https://www.business.qld.gov.au/starting-business/licensing-obligations/legal-
obligations/meeting-obligations/requirements>
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