Analyzing ASDA's Talent Management Strategies

The assignment provided is an analysis of ASDA's talent management strategies, which includes a detailed examination of their recruitment, selection, equality, and other related HRM practices. The document also explores the impact of these strategies on the organization, including their influence by relevant acts such as the Equality Act and Workman Compensation Act. Additionally, it highlights the importance of effective job behavior, knowledge, and skills in talent management, which can lead to achieving organizational targets.

Talent managment

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
IDENTIFYING THE FIRM'S CURRENT TALENT MANAGMENT STRATEGY
INCLUDING RECRUITMENT, SELECTION AND PERFORMANCE MANAGMENT
ETC.............................................................................................................................................1
INDENTIFYING THE RELEVANT REGULATORY FACTORS THAT IMPACT ASDA
AND HRM PRACTICE IN GENERAL.....................................................................................4
INDENTIFYING ENVIRONMENT FACTORS THAT MIGHT IMPACT ON HRM
PRACTICES IN ASDA..............................................................................................................6
IDENTIFYING AND ANALYSING A CORE POSITION WITHIN THE ASDA AND
DEVELOP DETAILED INFORMATION ABOUT DESIRABLE JOB BEHAVIOURS,
KNOWLEDGE AND SKILLS THAT CONSIDER KEY TO EFFECTIVE PERFORMANCE
IN TALENT MANAGER...........................................................................................................7
RECOMMENDATIONS..........................................................................................................12
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
Talent management refers to the anticipation of required human capital for an
organisation and the planning to meet those needs. It is the science of using strategic human
resource planning to improve business values and to make it possible for companies and
organisations to reach their goals. Present study is based on Asda company which is the largest
food retailers in the United Kingdom. The company's stores sell a wide variety of merchandise
including food and apparel, along with housewares, music, videos, and books.
Report will includes the asda's current talent management strategy such as recruitment,
selection and performance management etc. This report is also based on identifying the relevant
regulatory factors that impact asda and HRM practices.
TASK 1
IDENTIFYING THE FIRM'S CURRENT TALENT MANAGMENT STRATEGY
INCLUDING RECRUITMENT, SELECTION AND PERFORMANCE MANAGMENT
ETC.
Talent management:-
It is an organisation's commitment to recruit, hire, retain, and develop the most talented
and superior employees available in the job market.
A well-crafted Talent Management Strategy should enable HR and talent management
leaders to benchmark their organizations, design and follow a path toward recruiting and
retaining more a players and deploying them against business goals at a better rate than their
competition(Taylor,2018).
Asda's current talent management strategies:-
Recruitment strategy:-
It is formal plan of action involving an organization's attempts to successfully identify,
recruit, and hire high-quality candidates for the purpose of filling its open positions. There are
two types of recruitment strategy:-
11 Internal recruitment strategy11 External recruitment strategy
1

The Asda follows internal recruitment strategy whenever there is a need for recruitment,
the Asda's talent managers need to know exactly what they are looking for. They need to develop
clear job descriptions so that they know the skills, abilities and experiences needed from new
employees. They should focus on success profiles – which are profiles designed to manage talent
in relation to business objectives. As success profiling allows to quickly and accurately identify
the competencies and motivations needed for successful job performance. It includes the
identification of characteristics that describe the ideal candidate such as work experience,
knowledge, skills, personal attributes and competencies, as well as a business focused
description of performance. Such an activity allows to define what is required for an exceptional
performance in a given job role(Gërxhani and Koster,2015).
Selection strategy:-
It is the result of many design decisions and safe to say that no two strategies are the
same. The purpose of this entry is to describe different selection strategies and evaluate the
effectiveness of those strategies in different employment situations. There are so many selection
strategy such as interview method, aptitude test and group exercises etc.
The Asda can increase hiring success by applying the right tools to the job, including
effective interviewing techniques, thoughtful interview questions and well-orchestrated
candidate meetings, Create a list of interview questions before the candidate arrives etc. This all
comes in selection strategy of Asda.
Performance management strategy:-
A process to allow feedback from employees and managers should be implemented. It
can provide a business with a competitive advantage as well as improving employee morale and
overall productivity.
In Asda performance management strategy helps employee feel more connected to their
job and goals, increase transparency and collaboration, boost the frequency and effectiveness of
feedback and help drive succession planning. Asda is implemented regular employee feedback
have turnover rates that are 14.9% lower than for employees who receive no feedback.
Training and development strategy:-
2

A training and development strategy is a mechanism that establishes what competencies
an organisation requires in the future and a means to achieve it. There are so many training and
development strategy
On-boarding Training
Orientation
Technical Skills Development Training
Soft skills development training
Products and services training
Mandatory training
On-boarding is a part of Asda talent management strategy. Strategic on-boarding is the
process of acclimating new hires to the social, cultural and work environment to new employees
in a smooth and quick manner. An effective on-boarding process which makes new recruits feel
welcomed is a key foundational building block to Asda's successful talent management strategy.
An on-boarding process should be well planned – starting from even before the employee joins
and focusing on long term engagement even after the employee has spent quite some time at the
new workplace. It can be infused with activities which include highly interactive recruitment
practices, realistic job previews and ensuring long term engagement and retention(Hughes,
2018).
Reward strategy:-
It describes how an organisation will use reward policies, practices and processes to
support the delivery of its business strategy. Within it, every reward issue or initiative should be
viewed through the prism of how helps the business.
Non-monetary rewards are designed to recognize a special achievement or the completion of
something that enhances an employee's job performance or value to Adsa. Such a meritorious
category might include the attainment of a sales goal, the culmination of a special research
project or graduation from a training program that leads to a desirable certification(Sheehan,
Grant and Garavan,2018).
3

In asda, a non-monetary rewards does not take the form of cold, hard cash, but this doesn't mean
an employee cannot discern its monetary value. Some traditional favorites among employers
include healthcare benefits,life insurance, promotion and vehicle or vehicle allowance etc.
INDENTIFYING THE RELEVANT REGULATORY FACTORS THAT IMPACT ASDA AND
HRM PRACTICE IN GENERAL
The Equality Act 2010:-
It is an Act of Parliament of the United Kingdom with the primary purpose of
consolidating, updating and supplementing the numerous prior Acts and Regulations. It defines
nine projected characteristics: age, disability, gender reassignment, marriage and civil
partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation(Ferreira
and et.al.,2016).
Illustration 1: Equality Act,2010
(source:-Equality and diversity,2010)
Generally an employee does not have to tell their employer about their condition. In asda
company, with the help of human resource management practices they makes a compulsory rule
4

for their employers and managers that they have a duty of care to their staff and must take
reasonable steps to ensure the well-being of their staff. Manager may find having a conversation
with a member of the team who has cancer and HIV challenging. Often an outcome of
conversations with employee can reveal the need for reasonable adjustment. Employer always
support them and take their condition into consideration in Asda.
Health and safety at work etc. Act,1974:-
It is an act of parliament of the united kingdom that as of 2011 defines the fundamental
structure and authority for the encouragement, regulation and enforcement of workplace health,
safety and welfare within the united kingdom. The act defines general duties on employers,
employees, contractors, suppliers of goods and substances for use at work, person in control of
work premises, and those who manage and maintain them, and persons in general(Sirrs, 2016).
In asda, the human resource management practises ensure the duty of every employer
regarding the health, safety and welfare at work of all employees. Such duties are provision and
maintenance of plant and systems of work that are safe and without risks of health, arrangements
for ensuring safety and absence of risks to health in connection with the use, handling, storage
and transport of articles and substances and Provision of such information, instruction, training
and supervision as is necessary to ensure the health and safety at work of his employees.
The workmen's compensation Act,1906:-
It is an act of the parliament of the united kingdom which deals with the right of working
people for compensation for personal injury. A right against his employer to a certain
compensation on the mere occurrence of an accident where the common law gives the right only
for negligence of the employer(Johnson, 2015).
The asda's human resource management practices makes many provision related to
compensation such as provide payment of compensation as well as employment to their
dependants in case of injury and accident arising out of and in the course of employment and
resulting in disablement or death.
5

INDENTIFYING ENVIRONMENT FACTORS THAT MIGHT IMPACT ON HRM
PRACTICES IN ASDA
Societal views is one of the important environment factor. Societal views are the
quantification of the relative importance that people place on the changes they experience in their
lives. In UK, they believe that social views have a huge potential to help us change the way they
understand the world around us, and make decision about where to invest resources.
It involves developing business with a positive relationship to the society in which they operate.
Socially responsible HRM practices are established within ASDA that affect workers
primarily in terms of human capital investment that is capacities, talents, qualifications, and
experiences accumulated by an individual, health and safety. The main objective of ASDA in
applying responsible practices is to attract and keep qualified workers within their
infrastructures, with specific stakes for HRM(Unger and Luetz, 2019).
Corporate social responsibility towards employees has been promoted by HRM in ASDA
that produced recommendations, conventions, principles and other documents to enhance job
quality and well-being at work. A dedication to social responsibility can actually turn into
profits, as the idea inspires investors to invest and consumers to purchase goods and services
from the ASDA. Social responsibility helps ASDA to develop good reputations.
This encompasses programmes and systems that human resource management of ASDA
can put in place to increase the safety and good-fortune of individuals. ASDA can seek to
establish systems to ensure that human rights are upheld within the supplier network and to help
improve the livelihood and welfare of its suppliers.
HRM raises three types of challenges within the social responsibility framework:
1. The maintenance of employee motivation and the management of skills development
2. The institution of confidence in management
3. The development of employability
Impact of social responsibility on ASDA's HRM practices
ASDA's human resource
roles
HRM practices CSR concept impacting
ASDA's HRM practices
6

Employee advocate Recruitment
communication and dialogue
well-being
Diversity (employment access
for minority groups), fairness
health and safety
Human capital developer Training
career development
health and safety
diversity(but only gender)
ASDA concerned to increase their social performance as a factor of profitability, while providing
to their workers socially responsible human resource management practices that can positively
influence their working conditions and generally well-being at work.
IDENTIFYING AND ANALYSING A CORE POSITION WITHIN THE ASDA AND
DEVELOP DETAILED INFORMATION ABOUT DESIRABLE JOB BEHAVIOURS,
KNOWLEDGE AND SKILLS THAT CONSIDER KEY TO EFFECTIVE
PERFORMANCE IN TALENT MANAGER
A job description:-
Job Title Talent manager
Reports to Ceo of ASDA
Roles & Responsibilities  Setting up meetings with clients or possible employers
 Arranging performances or publicity events for clients
 Creating advertising strategies
 Establishing professional relationships with people and
organizations
Qualification  5 years of experience as similar HR role
 In-depth knowledge of full-cycle recruiting and employer
branding techniques
 Hands on experience with posting jobs on social media
and job boards
7

A person specification:-
Title of the job Talent manager
Date: 15/03/2018
Qualification required Essential Desirable Met
5 years of
experience as
similar HR role
In-depth
knowledge of
full-cycle
recruiting and
employer
branding
techniques
Familiarity with
a variety of
different selection
methods
Hands on
experience with
posting jobs on
social media and
job boards
Experience with
HRIS, ATS,
Sourcing and
Recruitment
5 years of
experience as
similar HR role
Strong
knowledge of
Human Resources
law
5 years of
experience as
similar HR role
Hands on
experience with
posting jobs on
social media
Ability to
motivate
employees
In-depth
knowledge of full-
cycle recruiting
and employer
branding
techniques
Familiarity with a
variety of different
selection methods
Experience with
HRIS, ATS,
Sourcing and
Recruitment
Marketing tools
8

Marketing tools
Ability to
motivate
employees
A sense of
ownership and
pride in your
performance and
its impact on the
company’s
success
Critical thinker
and problem-
solving skills
Team player
Good time-
management
skills
Great
interpersonal and
communication
skills
MA in human
resources,
business
administration or
similar relevant
field
9

Strong
knowledge of
Human Resources
law
Need of Experience
5 years of experience as
similar HR role
4-5 year
experience More than 5 year
Personal characteristics
& conduct
 Higher-
performing teams
due to
leadership
matching skill
sets, strength, and
weaknesses.
 Reduced
turnover, from 38
percent to 8.9
percent.
 Increased morale
due to a greater
focus on
employee's
personal and
Higher-
performing teams
due to
leadership
matching skill
sets, strength, and
weaknesses.
Reduced turnover,
from 38 percent to
8.9 percent.
10

professional
growth(Visser
and Schaap,
2017).
Roles and
Responsibilities
1. Setting up
meetings with
clients or possible
employers
2. Arranging
performances or
publicity events
for clients
3. Creating
advertising
strategies
4. Establishing
professional
relationships with
people and
organizations
5. Assessing the
talent of
prospective
clients
Setting up
meetings with
clients or possible
employers
Arranging
performances or
publicity events
for clients
Creating
advertising
strategies
Establishing
professional
relationships with
people and
organizations
Assessing the
talent of
prospective clients
Making travel
arrangements
Handling
accounting
matters
Recruitment channels:-
11

There are no. of channel available for the recruitment of the talent manager. The top three
recruiting channels that ASDA uses for recruiting talent manager that is employee referral,
online job boards and social networking sites. ASDA mostly used employee referral channel for
recruiting talent manager. It is an internal recruitment method employed by organisation to
identify potential candidates from their existing employee's social networks. This method
encourages ASDA's existing employees to select and recruit the suitable candidates from their
social networks as well as helps in finding qualified talent manager(Larquier and Rieucau,2016).
Selection methods:-
finding and keeping great manager is a top priority for business owners. business owners
consider human resources selection techniques such as interview method, personality test,
presentation and many more that help vet out prospects more effectively and to find the best
combination for hiring talent manager that produces the desired results.
performance management criteria:-
The criteria for effective performance management which can be adopted by ASDA that
is strategic congruence, validity, reliability and specificity etc. the performance management
extracts job performance that is matching with the organisation's aims, strategy and
culture(Ishizaka and Pereira,2016).
RECOMMENDATIONS
 Sell off some unproductive assets of the company that is not focused on the core business
of providing people with their basic grocery needs
 Restructure the way in which products and services are distributed to the shelves by using
real time marketing analysis and just in time delivery from distribution centres
 Managers on the ground may have only a few channels to go through formally and
opening up informal channels through regular site visits can improve the communication
between store managers and senior managers
 create a best practices team and implement a mentorship program
 create a customer feedback system via the internet or telephone
12

 have an employee of the year,month and quarter program
 decentralize informal management structures and delegate responsibility to the lowest
level in the ASDA
 include individual store managers in the rotation of senior management meeting via
conference call
CONCLUSION
From the above study it can be concluded that talent management is very essential in order to
achieve the determined goals and objectives of an organisation. Present report has concluded that
the talent management of ASDA company helps in achieving success. It helps in identifying the
ASDA's current talent management strategies including recruitment, selection, equality etc. The
organisation and their HRM practices influence by relevant acts such as equality act, workman
compensation act etc. With the help of talent management, ASDA company identified the impact
on HRM practices by social factors. It has also developed a detail job behaviour, knowledge and
skills that consider to effective performance in talent management which helps an organization to
select right candidate. The final observation reveals that all these factors can lead a company to
achieve its target.
13

REFERENCES
BOOKS AND JOURNALS
Ferreira and et.al.,2016. Editorial–the Equality Act 2010: Five Years on.
Gërxhani, K. and Koster, F., 2015. Making the right move. Investigating employers’ recruitment
strategies.Personnel Review.44(5).pp.781-800.
Hughes, C., 2018. The role of HRD in using diversity intelligence to enhance leadership skill
development and talent management strategy. Advances in Developing Human
Resources.20(3). pp.259-262.
Ishizaka, A. and Pereira, V.E., 2016. Portraying an employee performance management system
based on multi-criteria decision analysis and visual techniques. International Journal of
Manpower. 37(4). pp.628-659.
Johnson, V., 2015. Florida Workers' Compensation Act: The Unconstitutional Erosion of the
Quid Pro Quo. Stetson L. Rev.. 45. p.119.
Larquier, G.D. and Rieucau, G., 2016. Matching dynamics as explained by recruitment channels.
In Annual Conference of the International Working Party on Labour Market
Segmentation (No. 37è).
Sheehan, M., Grant, K. and Garavan, T., 2018. Strategic talent management: A macro and micro
analysis of current issues in hospitality and tourism. Worldwide Hospitality and Tourism
Themes.10(1). pp.28-41.
Sirrs, C., 2016. Risk, Responsibility and Robens: The Transformation of the British System of
Occupational Health and Safety Regulation, 1961–74. In Governing Risks in Modern
Britain (pp. 249-276). Palgrave Macmillan, London.
Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
Unger, J.M. and Luetz, J.M., 2019. Engaging Employees in Corporate Social Responsibility
Projects—A Case Study from the Lufthansa Group Showcasing. Social Responsibility
and Sustainability: How Businesses and Organizations Can Operate in a Sustainable
and Socially Responsible Way. p.241.
14

Visser, R. and Schaap, P., 2017. Job applicants’ attitudes towards cognitive ability and
personality testing.SA Journal of Human Resource Management. 15(1). pp.1-11.
ONLINE
Equality and diversity.2010[Online].available
through<https://www.southampton.ac.uk/diversity/how_we_support_diversity/
equality_act.page>
15