Recruitment of British American Tobacco

Table of Contents
Introduction.......................................................................................................................2
British American Tobacco.................................................................................................2
Recruitment of British American Tobacco.........................................................................3
Human resource planning.................................................................................................4
1 – stage: Analysis and Investigation............................................................................................4
2 – stage: Forecasting the demand..............................................................................................5
3 – stage: Planning and Resourcing..............................................................................................5
4 – stage: Implementation and Control........................................................................................5
UK legislation and changes...............................................................................................5
Impact to British American Tobacco and changes in HRP.................................................6
Conclusion........................................................................................................................7

Introduction
The COVID-19 has shook all organizations to their foundations, creating a complex and
challenging environment for managers and human resource management (HRM) practitioners
who must devise novel solutions to ensure their businesses' continuity and assist their
employees in coping with this extraordinary crisis. There are few studies examining the
impact of this crisis on human resource management. This paper is a systematic evaluation of
the literature that intends to widen the area of management research by examining the impact
of the COVID-19 on human resource management. It highlights the primary problems and
opportunities created by this new pandemic and provides managers and human resource
management practitioners with insights into probable future organizational directions created
by these opportunities. Human resource professionals are working around the clock to keep
their businesses running and to assist their staff in adapting to the new work environment
created by the pandemic. This paper is a general literature review with an educational goal. It
will look at recent and relevant studies that looked at the effects of COVID-19 on HRM and
will discussed the Human Resource Planning models of organization and the impact of
pandemic.
British American Tobacco
The company was founded in 1902. It has market-leading brands, a successful strategy,
talented employees, and a goal to build a better tomorrow, which is why it is still going
strong today. They are a well-known company on the FTSE 100 index. United States of
America; the Americas and Sub-Saharan Africa; Europe and North Africa; Asia-Pacific and
the Middle East are just some of the places where people live. They spread across six
continents: There are more than 55,000 BAT people in the world. They have had to change
how and where they work since 2020. Many of them are in offices, factories and R&D
centers. But a lot of them also go out to help tobacco farmers and retailers who sell their
products; both important partners who have always played a big part in their success. The
company's priorities are to promote high performance, develop the next generation of leaders,
value the diversity of our employees, encourage and reward entrepreneurial behavior, and
foster an engaging culture conducive to individual and team success. The BAT Ethos, which
defines their culture and how they accomplish the company's goals, embodies how people
operate. The Group's culture promotes internal talent development by challenging and
supporting the high-performing managers who will execute the strategy. When businesses

recruit externally, they look for individuals who can add fresh skills and capabilities to their
teams, thereby strengthening the business. The organization is enhancing its internal
capabilities for engaging and attracting individuals that will enable it to compete in growth
markets and categories, including low-risk items. On social media platforms such as
LinkedIn, Facebook, and Instagram, the employer brand – 'Bring your Difference' – is well-
established. They have exceeded several significant FMCG companies in terms of social
media engagement. Additionally, it is vital to maintain a secure work environment, protect
employees' well-being, and listen to employees' viewpoints. In summary, the organization
seeks a challenging and supportive culture that values individual responsibility and
accountability and attracts, engages, and retains the most talented and diverse personnel.
Recruitment of British American Tobacco
Prospective employee recruitment and selection continue to be a significant strategic part of
human resource management. Recruitment is defined as the process of locating and acquiring
competent job candidates in sufficient quantity and quality to enable a business to choose the
most qualified persons to fill open jobs. The process of selection entails collecting data,
evaluating candidates, and deciding who should be hired for specific tasks. The Human
Resources Department at British American Tobacco has developed over the course of the
company's history. Indeed, British American Tobacco was one of the first firm to understand
the value of human resources and initiate the process. The company's primary relationships
and influences are with the employees of its core operations. The purpose of these Principles
is to assist the organization in developing goals that are appropriate for its current position
within its sphere of influence. They do, however, understand their own impact on supply
network partners – and the responsibility to engage in dialogue with those in their area of
influence. When confronted with such wide and complex employment-related challenges,
various elements of society share responsibility. National governments are primarily
responsible for improving local labor standards through legislation, regulations, and
compliance. Employees' sense of belonging and trust in British American Tobacco is
bolstered by a significant emphasis on internal communications, a sense of brand pride, and
membership in a socially responsible Group of Companies. BAT aspires to be open and
transparent, and to provide timely, accurate, and useful company and industry information to
all employees via a number of internal communication channels. Contractual responsibilities
and other competitive considerations are factored into disclosure/communication policies.
Nonetheless, we promote and enable the open exchange of ideas and information between

Operating Companies and their workers. Working-Class Representation and Associational
Freedom: Businesses respect both the freedoms of association and non-association. They
acknowledge employees' rights to be represented by locally registered trade unions or other
bona fide representatives, as well as to consult with the relevant company when necessary -
within the limitations of applicable legislation, regulations, customary labor relations and
practices, and corporate policies. BAT recognizes the activities of recognized worker
representative organizations like as unions (when such activities are carried out in compliance
with applicable national legislation) and ensures that they are able to carry out their
representative functions in accordance with established protocols.
Human resource planning
The technique of matching labor supply (skills) against demand is known as workforce
planning (numbers needed). An organization's strategic strategy, mission, and goals can be
achieved by doing an analysis of its current workforce, determining future workforce needs,
and identifying the gap between the present and the future. Is a matter of getting the proper
number of people with the right abilities employed where they need to be and when they need
to be there, for a company's current and future goals. An organization's long-term success can
be aided by a better understanding of its future workforce demands. Dedicated workforce
planning teams may exist in larger organizations. Others may initiate the process in response
to a specific event, such as a merger, acquisition, or project involving transformational
change. However, a focus on broader workforce planning is critical at any point in time. It
can reveal impediments or unrealistic ambitions that could stymie strategy change and
suggest ways to manage risks to strategic objectives. The human resource planning process
consists of four broad steps: analysis and investigation, forecasting, planning and resourcing,
implementation and control.
1 – stage: Analysis and Investigation
Human resource planning begins with an assessment of the current labor pool and
identification of its strengths and limitations. It entails an audit of each employee's skill set,
demographic factors, academic aptitude/qualification, and work experience. The final results
of the audit are compared to the company's criteria to assess whether the audit matched the
company's objectives. To remain competitive, the human resources department determines
whether the firm needs to hire extra workers, replace existing staff with better qualified
candidates, or expand machine automation; less human labor. If the status quo is deemed
untenable, plans for reorienting the human resource are launched.

2 – stage: Forecasting the demand
Strategic objectives of a corporation have a considerable impact on future labor demands.
Market trends, technical improvements, and industry assessments are taken into account, as
well as predicted personnel turnover rates owing to retirements or other reasons. For instance,
expansion plans may demand the hiring of additional workers, but the integration of new
technology may minimize the need to replace retiring employees, and so forth.
3 – stage: Planning and Resourcing
Balancing demand and supply is a critical component of human resource planning. Typically,
a gap analysis is used to plot the supply of labor against predicted demand. Additionally,
employees are evaluated to determine whether they are performing at their maximum
capacity in their current positions. For instance, a business may decide that training existing
employees on new abilities is a better solution than hiring new personnel.
4 – stage: Implementation and Control
The final phase is the HR aligning its plan with the company's strategy. Involving all of the
company's departments in the planning process is essential.
UK legislation and changes
The UK government's reaction to the outbreak is evolving constantly, and businesses in the
UK are encouraged to closely watch UK government and National Health Service
recommendations and legislation developments in the coming days and weeks. Employers
must consider how to securely reintegrate employees to the workplace as the UK government
gradually relaxes lockdown rules, particularly if they are unable to work from home – at least
temporarily. This procedure generates passionate debate among companies, employee
representation organizations, and legal experts about how persons can safely return to work.
The government of the United Kingdom has released a variety of guidance documents to
assist businesses in resolving these issues and operating their workplaces safely. Numerous
unanswered questions, however, persist. Employees are concerned about their safety, while
employers are uncertain whether just following the instructions will protect them from legal
consequences. This Action Plan addresses numerous essential issues and establishes a
framework for companies to begin the return to work process. Key changes in legislation are:
Added Clarification Regarding the Coronavirus Job Retention Program. The government
of the United Kingdom has issued more practical instructions about the Coronavirus Job
Retention Scheme. Employers may utilize a portal to collect up to £2,500 per month for up to
80% of the regular monthly pay costs of furloughed employees, including associated

Employer National Insurance obligations and minimum automatic enrolment employer
pension contributions. Furloughed employees hired after 28 February 2020 are not eligible
for this arrangement. Additionally, an employee must be furloughed for a period of at least
three weeks in order to be eligible for payment. Employers must pay employees at least 80%
of their regular remuneration, or £2,500 per month, and employers may choose to "top up" an
employee's pay to 100% of their contractual pay, but are not obligated to do so under the
scheme. Separate employee instructions state that employers will "converse" with employees
about putting them on furlough and then allowing them to participate in the plan. This begs
the question of whether a business may unilaterally lay off people and reduce remuneration to
the amount recoverable under grant. Employers should therefore strive to negotiate an
agreement with employees regarding their furlough placement and compensation during the
furlough period. Employers may be forced to make redundant employees who would have
been furloughed without their cooperation.
Impact to British American Tobacco and changes in HRP
The epidemic of COVID-19 has had a major effect on the world. At BAT, we are thinking of
everyone who has been harmed by this virus. It has had a broad impact on society and altered the way
we operate.
BAT acted immediately at the start of the crisis, ensuring the company could continue operating
successfully and, most crucially, safely. BAT accomplished this via the incredible commitment,
energy, and enthusiasm of employees worldwide. They have done their utmost during the epidemic to
protect the health and well-being of our 55,000+ global workers and to assist our customers and those
with whom we deal closely. Many employees at BAT have worked remotely in the past. Where this
is not practicable, safeguards have been implemented to ensure the safety and security of our citizens.
Most importantly, BAT has strived to preserve the health, safety, and well-being of employees who
are unable to work from home and those who work in nations without lockout limitations. BAT has
ensured that all employees are aware of the numerous wellness resources accessible to them, which
include online medical consultations, counseling services, and mental health support.
BAT is aiding communities that plant tobacco and may be particularly vulnerable to the virus and its
long-term economic effects. BAT has strived to ensure the safety of farms and trading floors by
distributing personal protective equipment (PPE) and other critical items. Meanwhile, in nations such
as Kenya, they have increased access to safe drinking water and handwashing facilities.

Supplier engagement - BAT has developed a two-way contact channel with suppliers. This suggests
that BAT can adapt successfully as a team when circumstances change. Additionally, they have
benefited cash-strapped suppliers by guaranteeing that they are paid earlier than their typical payment
periods require.
Employee training - BAT is committed to continuing to provide appropriate training to all employees
in compliance with the Standards of Business Conduc. For persons without easy access to the internet
who would normally attend face-to-face group training sessions, BAT has created a training booklet
that is securely accessible via the SoBC app. And all of this was done after legislations and changes in
the world situation, as seen the changes in HRP stages.
Conclusion
Crises are unavoidable in the corporate world. However, no one could have predicted a crisis
of the magnitude of COVID-19, which accelerated the disruption of traditional human
resource management practices and created significant challenges for managers and human
resource management practitioners who were not fully equipped in terms of information,
resources, and competencies to deal with the pandemic's complexity and novelty. Apart from
these obstacles, COVID-19 has uncovered opportunities that organizations should be aware
of in order to effectively direct their future human resource management efforts.