Identifying Talent Management strategy of ASDA

This article discusses the talent management strategy of ASDA and how it enhances the productivity of the organization.

TALENT MANAGEMNT
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Table of Contents
1. Identifying Talent Management strategy of ASDA...............................................................3
2. Identifying relevant regulatory factors that impact the organisation.....................................5
3. Identifying environmental factors that impact HRM practices..............................................6
4. Identifying and analysing core positions within the organisation..........................................7
5. Recommending persuasive strategies..................................................................................10
6. Providing recommendations as operationalising these strategies........................................12
Reference List..........................................................................................................................13
Appendices...............................................................................................................................15
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1. Identifying Talent Management strategy of ASDA
In the opinion of Vaiman and Collings (2013, p.1738), talent management strategy
determines an effective performance of an organisation. The human resource department of
an organisation needs to focus on the talent management of the organisation in order to
enhance the productivity of the entire business. Talent management refers to managing
talents within the organisation to acquire business objectives and goals. ASDA also develops
the firm strategy to management the talent within their organisation by retaining the talented
people in their organisation. Based on the modern competitive market in the retail sector it
has become important to develop the management practice within an organisation properly.
Through Talent management, the concerned company tries to acquire the high performance
from the employees and sustainability of the company in the competitive market.
Recruitment and selection process:
As opined of Morris et al. (2014, p.725), in order to develop effective talent management, an
organisation needs to hire proper talent available in the market who can actually enhance the
productivity of the organisation. The human resource department of an organisation has to
attract the true talent in the organisation through the integrated process of recruitment. While
selecting ant candidate for particular post the concerned make their choice by acquiring the
information regarding the capability of the concerned candidate. ASDA also recruits the
employees by judging their talent properly to analyses whether they are eligible to enhance
the productivity of the same. To recruit proper talent it uses online portal where they go
through the CVs of the candidate, even before recruiting employees, they acquire proper
information of the candidate regarding the efficiency through a practical test. After making
sure that the candidate is capable enough to enhance the productivity of the organisation, the
concerned company selects an employee.
Performance management:
In performance management the management of an organisation works together to strategies
the plan enhance the performance of the organisation, monition the proper implementations
of the strategies and reviews the whether the plan is able to achieve the objective of the
organisation as well as the individual objective of the employees. The management of ASDA
also manages the performance of the organisation by developing different programmes on
performance management where they review the employee’s objective and the business
organisation.
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Reward system:
The reward is given to the employees to motivate them and provide proper recognition to
efficient and talented employees. ASDA also provides rewards to the employees who are true
talent and contribute to the performance enhancement of the concerned company. Through
reward system, the concerned company tries to manage and motivate the talent within the
organisation.
Training and development process:
As opined by Oladapo (2014, p.19), after recruiting employee, the organisations provide
training to them in order to develop an idea of the job role which they need play with the
workplace. ASDA also develops this type of the training and development process where the
concerned company provide brief knowledge of the job to the employees through which the
management of the concerned company tries to generate talent within the organisation and
sharpens the existing talent within the same to acquire business objectives.
Equality and diversity management:
Talent can be managed within the organisation by motivating the employees. By ensuring
equality within the organisation and managing diversity, the employees can be motivated.
ASDA also maintains the equality management and diversity management through several
programmes. In these types of programmes, the concerned company ensures that they will
treat each employee equally and will be unbiased in every factor. This helps to motivate the
employees and successfully manage talent with the concerned company.
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2. Identifying relevant regulatory factors that impact the organisation
In order to develop proper HRP practices, the organisation need to follow certain regulation.
ASDA also maintain the regulations mentioned in the governmental laws, which are Equality
Act 2010, Equal pay act 1970, disability discrimination act 1995.
Equality act 2010:
This concerned act determines that the management of an organisation provide equal
attention and recognition to the employees without being biased regarding the gender of the
employees, economic status or any kind of disability (Equality Act 2010, 2017). ASDA being
one of the renowned retail companies in the UK follows this legislation while developing the
Human Resource of their organisation in order to acquire the business objectives through
proper talent management.
Disability discrimination act 1995
This act determines that an employee cannot be discriminated for their disability (Disability
Discrimination Act 1995, 2017). It impacts the potentiality of the employee through which
influences the productivity of the entire organisation. ASDA while designing the HRM
practices in order to manage talent within their organisation follows this regulation and
provide recognition to the talent without being bias to any employee for any sort of disability.
Equal pay act 1970:
This act determines that the organisation has to pay equal wages to the employees who are
working in the same post and have the same knowledge. The government should entertain no
discrimination regarding the pay scale of the employees. ASDA to manage the talent within
their company provides equal salary based on the performance, which motivates the
employees and enhances the performance of the same.
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3. Identifying environmental factors that impact HRM practices
The human resource practices determine the strategies, which are being, developed in order
to acquire the competitive advantage and other business goals and objectives, the human
resources practices have a larger influence on the customer's perception regarding social
responsibility of an organisation. The condition of an organisation within the competitive
sector also influences the HRM practices.
Impact social responsibility on HRM practices:
In the opinion of Okpara and Idowu (2013, p.30), the social responsibility of the organisation
is to provide the employees equal opportunity. Employees should be given healthy working
atmosphere, which can enhance the performance of the employees. As an organisations goal
is to acquire a maximum number of market shares, which can be acquired, they need to
consider the societal views on the social responsibility of the HRM practices of the
organisation. ASDA being one of the renowned retail multinational retail companies, it has to
design the HRM practices, which can meet the social responsibilities of the concerned
company. The concerned company considers the societal views by maintaining the
governmental laws regarding the employment and an environment, which helps the
concerned company to acquire a brand image.
Industry specific conditions:
In the opinion of Deery and Jago (2015, p.453), the characteristics of the different sectors
affect the HRM practices of an organisation. The organisations need to design the human
resources practices through which they can acquire the competitive advantage in the
competitive market and achieve the business objectives. While talking about the retail
companies in the multinational field, the competition is high. Thus ASDA, in order to achieve
the competitive advantage, needs to design their HRM practices according to their condition
in the competitive sector. While competing in a competitive sector, the concerned company
has to establish their policies through they can manage talent within the organisation and can
increase the productivity of the entire organisation.
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4. Identifying and analysing core positions within the organisation [Refer to
appendix1]
In the perspective of Okpara and Idowu (2013, p.27), the business organisations in this
modern era are functioning in an highly competitive business environment, thus the business
organisation are influenced to inculcate certain strategies, planning, as well as, techniques
which will encourage the organisation to develop, as well as, to grow on the path of success.
In the perspective of Dries (2013, p. 272), Talent Management is one such very necessary and
important practice conducted or undertaken by the business organisation in order to help the
development of the organisation. The employees of an organisation are the most important
element of the organisation, those who work for the growth of the organisation. The
employees of an organisation are directly proportional to the development of the particular
business sector. The development of the work force of an organisation will in turn encourage
the development or the progress of the organisation. For this cause of developing the
employees of the organisation, it is very necessary for the organisation to analyse the talent
existing within the organisation, as well as, work towards the polishing of those talents, in
order to develop the productivity of the business organisation. In the perspective of
Armstrong (2016, p.140), the employees of the organisation are the most necessary and
beneficial resources of talent, which the organisation holds. In the perspective of Meyers and
Woerkom (2014, p.192), the organisation must work towards improving these talents by the
means of providing them training, by incorporating the strategy of learning and development
for the employees of the organisation. These methods will be beneficial in managing the
talents existing within an organisation, which will further work towards increasing the
productivity, as well as, the profitability of the business organisation. In this present section
of the assignment, an analysis of the core positions of an organisation will be conducted with
respect to the talent management practices for those positions. The business organisation
taken for this purpose is ASDA. ASDA is an UK based retail business organisation.
In the opinion of Oladapo (2014, p.19), every business organisation has some important
positions within their business organisation. For the proper functioning of a business
organisation, it is of utmost necessity that all the departments of an organisation perform their
task properly and with complete dedication. The business organisations perform the task of
dividing the work among the various departments of the organisation, so that the workload is
reduced and every department will be able to function properly with particular or specific
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work to manage. ASDA, like the other business organisations also consists of various
departments, such as: Production department, Purchasing Department, Research and
Development department, Accounting and Finance Department, Human Resource
Management Department, as well, as Marketing department.
In the view of Deery and Jago (2015, p.453), all of these departments work towards the
growth of the organisation, different departments work towards achieving different goals, but
the departments having different functions, works towards the achievement of the
organisational objective.
In the view of Derous and De Fruyt (2016, p. 10), among the various departments within an
organisation, the Human Resource Department is one of the most important departments,
which performs some of the major functions of the business organisation. The HRM
department of a business organisation perform various activities such as recruitment of
eligible candidates for the organisation, perform the task of providing proper training to the
employees of the organisation, work towards the welfare of the employees etc. There are
many positions within the HRM department of a business organisation. The positions are as
such: HR Assistant, HR Specialist, HR Generalist, HR Recruiter, HR Advanced Specialist,
the HR Manager, Senior Recruiter, Expert of Subject Matter, HR Director, Recruiting
Manager, as well as, VP of HR. Members in these positions work dedicatedly for the
expansion of the business organisation. For this assignment, the position of HR Recruiter of
ASDA is taken into consideration. Job description
In the view of Festing and Schäfer (2014, p.262), the function of HR Recruiter is to
recruit capable and eligible candidates for the growth, as well as, the development of
the business organisation. The employees are the building blocks for an
organisation, the growth and the progress of an organisation is determined by the
productivity of the employees of that particular business organisation. Therefore, the
major task, which is to be performed by the HR Recruiter of ASDA, is to perform
the task of proper recruitment. Person specification
In the perspective of Schiemann (2014, p.281), for proper recruitment the
organisation has certain specification for the candidates. The candidates having the
specified qualities are selected for the position of HR Recruiter. Some of the
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specifications analysed by the ASDA Company for recruitment of candidates for the
position of HR Recruiter are that the candidate must have excellent communication
skills, computer skills, written skills, as well as, relationship building skills. These
skills are necessary for conducting the process of recruitment, in which the HR
Recruiter will have to interact with potential employees of the organisation.
Moreover, Person specification also includes analysing the behaviour of the
candidates, as well as, the education qualification of the interested candidates.
 Recruitment channels
In the perspective of Thompson (2016, p. 55), recruitment channel refers to the
process undertaken by a business organisation for the recruitment of the potential
employees of the business organisation. For the recruitment process ASDA
undertake both online, as well as, offline process of recruitment. The online process
is the most profitable process undertaken by the organisation in this modern era. The
ASDA Company forms an online account, in which all the information, as well as,
the vacancies of the organisation is mentioned. The interested candidates could
apply for the position of HR Recruiter from the online medium. Moreover, the
organisation also incorporates offline mode of recruitment. Selection methods
The methods undertaken by ASDA, refers to the process undertaken by the
organisation for the recruitment of the workforce for the betterment of the business
organisation. The business organisation selects the interested candidates via the
process of conducting examinations, as well as, interviews.
 Performance Management Criteria
In the perspective of Medeiros et al. (2014, p.76), the performance of the employees
in the position of HR Recruiter is managed by the process of reviewing the work of
the employees. The employees could be encouraged to perform by the process of
rewarding the employees.
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5. Recommending persuasive strategies
ASDA Company undertakes numerous strategies for the management of various talents
within the business organisation. However, the business organisation must incorporate DDI’s
Talent Management Approach for the benefit of the employees of the organisation, as well as,
for the benefit of the organisation itself.
DDI’s Talent Management Approach, refers to the practice performed by the business
organisation in which the organisation distinguishes the various priorities of the organisation
and then work towards the betterments of those priorities. The changes with respect to the
development in the field of leadership are considered in this form of talent management
approach. The leaders are the responsible for managing the performance of the employees of
an organisation. If the leaders of an organisation are effective and efficient they can
encourage the other employees of the organisation to work productively for the expansion of
the organisation. The leaders of an organisation are the key drivers of the organisation,
functioning towards deriving productive and even profitable work from the employees of the
organisation. Moreover, ASDA could also work towards talent management process by
providing proper training to the employees of the organisation, so that they may understand
there functions properly and work accordingly benefitting the business organisation. Goal
Alignment is another such strategy, which the business organisation could undertake for the
proper management of the talents possessed by the employees of the organisation. The Goal
Alignment is a process in which the employees are specifically assigned their job or task, as
well as, the employees are demonstrated about their value that they hold in the organisation.
This process of Goal Alignment encourages the workforce to work dedicatedly and flexible
towards achieving the objective of the business organisation. Moreover, the business
organisation must focus towards proper recruitment of the potential candidates, so that they
work profitable for the business organisation. The business organisation can also incorporate
the utilisation of modern technology for the purpose of talent management of the
organisation. If the company implements these recommendations for two years, the
organisation will be able to visualise the profitable changes leading to the growth of the
organisation.
SPECIFIC Managing the talent of the employees of
ASDA is necessary for the growth of the
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business organisation. The above mentioned
strategies such as the DDI’s Talent
Management Approach, Goal Alignment etc.
are specific for the cause of talent
management, as these approaches will help
the organisation to encourage the employees
to perform or function productively.
MEASUREABLE The strategies recommended for the process
of talent management are measureable, which
can be measured by measuring the
profitability of the organisation.
ACHEIVABLE All the recommended measures are
achievable, as the organisation will not have
to spend a lot of money for undertaking these
approaches; they are economically friendly,
as well as, beneficial for the growth of
ASDA.
RELEVANT In this modern competitive era, these
recommendations are relevant, as they will
not harm the financial condition of the
organisation, rather help the organisation to
grow and prosper. In this technologically
advanced world all the competitors use
technology, thus it becomes highly beneficial
for ASDA to incorporate technology in the
functioning of the organisation.
TIME- ORIENTED The recommendations must be implemented
for 2 years to analyse the profitability gained
by the organisation.
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6. Providing recommendations as operationalising these strategies
The provided recommendations need to be implemented in the Human Resource
Management practices of ASDA in order to acquire improvements in the talent management
of the concerned company. In order implement the DDI approach ASDA has to work with the
key drivers of the organisation. The concerned company can provide proper training to the
leaders so that they can guide the team members properly in order to sharpen the existing
talent in them. In order to train the leaders HR management has organisation training session
where professionals will provide trainings to the leaders and the management of the
concerned organisation has be involved in this process.
For managing talent within the organisation recruitment process is important. To recruit
talented employees, ASDA can use university campusing. ASDA can recruit direct form
Management University to acquire proper talent for their company.
Employee motivation is another aspect to manage talent within the organisation. In order to
motivate the employees ASDA can acquire the innovative way which will make them feel a
part of the company. The management of ASDA can involve the employees in the decision-
making process where they will be provided the information regarding business goals. After
acknowledging the business goals the employees will work according to the same and try
increases their capability acquire the goals. to motivate the employees in order manage the
talent within the organisation, HRM practices can includes fun time within the working hours
which will the stress of the employees and they will perform their operations properly.
Not only the leaders but the employees can also be provided training to manage talent with
the organisation. In order to provide training the employees, ASDA can acquire innovative
ways which will make the interesting and effective. ASDA can provide training to the sales
department through several videos where different sales issues and their suggestive way outs
are shown. The training can be given to employees through several a games to make the
training process more interesting.
Another way to improve talent management within organisation is the use of technology.
ASDA can develop an online portal by using technological advancement. Where ASDA can
acquire different views of employees through which they can identify the different talent of
the employees. In order to recruit employees this way can be used. Different online training
programmes can be organised by ASDA to manage talent within organisation.
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Meyers, M.C. and van Woerkom, M., (2014). The influence of underlying philosophies on
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Appendices
Appendix 1: Positions in HRM department
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