Resource and Talent Planning in British Gas

This document discusses the resource and talent planning in British Gas, focusing on the current labour market trends, legal requirements, job descriptions, person specifications, recruitment methods, and selection techniques. It provides insights into the factors influencing talent management and workforce planning in the company.

UNIT 19 RESOURCE
AND TALENT
PLANNING

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
LO-1.................................................................................................................................................3
P1-Explaining the current labour market trends that influence talent management and
workforce planning.....................................................................................................................3
P2-Different types of legal requirements an organisation must take into account when
workforce planning.....................................................................................................................4
LO2..................................................................................................................................................5
P3 Current labour market trends and legal requirements determining anticipated skills
requirements ...............................................................................................................................5
LO-3.................................................................................................................................................7
P4 Job Description and person specification..............................................................................7
P5-Different recruitment and selection methods for effective talent resourcing and planning.. 9
LO-4...............................................................................................................................................11
P6 Stages of HR life cycle........................................................................................................11
P7 Evaluation of stages in HR life cycle at British Gas ...........................................................12
CONCLUSION..............................................................................................................................13
References......................................................................................................................................14

INTRODUCTION
Resource and talent planning means coordination between the recruitment team and the
business tare related to the networking and selection of proper hiring channel. British gas deals
in supplying power and electricity in UK. It is the multinational company that have business in
many countries. They have more than 9000 employees working with them. The purpose of
company is to use energy efficiently and supporting households to build up the skills for bright
future. Also, provides services that are related to home wiring and electrical white goods. This
project will analyse what are the current labour trends that are used by company while
appointing new workforce. Further report will evaluate market trends and legal requirement used
to finding out the required skills. In addition to this information related to current and anticipated
skills using appropriate documents for specific job description will be discussed. Along with this
different recruitment and selection methods for planning of new employees will be outlined.
Lastly importance of managing the human resource life cycle using HR strategy will also be
highlighted.
MAIN BODY
LO-1
P1-Explaining the current labour market trends that influence talent management and workforce
planning.
Workforce planning is the process of assessing company’s current and future labour
needs. Various markets trends that influence the talent planning are:
Demographics: Demographics are the statistical information related to the human
population that is age and income. These are factors that are used to define the characteristics of

a person or a population. Some commonly used demographic factors include variables such as
race, age, income, marital status, and educational achievement, among others. These practices
are used by organizations to respond to increasing labour markets. Diversity are related to the
need of employees as well as objective of services. Company should adapt new technologies
that are related to the need and desire of not only employees but also for country's citizen. These
also includes economically beneficial partnerships, new markets, social and environmental
responsibility that are related to the current markets trends.
Changing skill requirements: It is necessary to change or update the skills on time to tie
up with updated technology adapted by organization. This skill is to be gained through training
and development of the employees. It assists company to reduce cost and time of production.
This will also lead talent to reduce stress and greater sense of control. Change in skill
management is good for the leaders as their will be change in the organization sills that will deal
in growth of British Gas. The talent must have different types of skill so that they can cop up
with the new changes in the organization. By changing the performance if the data to spot the
talent gaps for long term labour.
Training: British Gas needed to increase its workforce to meet customer demand. They
provide training to their employees (King., 2021). That ensures that they are kept up-to-date
with new information and technologies to enable them to provide the best service possible.
Graduate strategy: If the employee has full knowledge about current trends then they
can easily achieve a clear action plan that business needs. That are also related to talent planning,
developing and retaining graduates. The percentage of the UK population that are working are
76.1% on the other hand the unemployed rate is 3.8%
Flexible working: In today's era or trend the employees need flexibility towards work. It
is the necessity for every person and management to be flexible towards the work. Flexibility
doesn't mean standard they are related to the employment.
P2-Different types of legal requirements an organisation must take into account when workforce
planning.
Workforce planning is the process of assessing company’s current and future labour needs.
Legal requirement that British gas use at time of appointing new workforce are:

1. Discrimination: Company should not treat their employees on the basis of different
categories that are related to caste, sex and age. The various laws that are to be faced by
company if they discriminate with the employees:
 Rights' act : This rights is related to deal in fair way with their employees. By giving
equal opportunities to all people and by not discriminating on the basis of caste and
colour (Khilji, Tarique and Schuler., 2017).
 Age discrimination in employment act : There must be no discrimination at the time of
hiring, retirement, lay off and terms & conditions. All the age group are treated on
equally basis so that there will be no conflict between the employees
2. Health and safety: This is the basic need for every company that must be provided to the
employees. As per government it is important for British gas to have policy related to health and
safety as it has more than five employees working. The laws that are related to this are:
 Family and medical leave act: In this the employee of company are eligible to take leave
if they are suffering from any diseases, family member is sick or birth of the child.
 Workers safety rights: British gas must provide all the equipment’s that are essential for
employees. They also have to give right to people working if they have an issue related to
the safety so that they can raise the voice.
3. Harassment: The employees of company cannot harass other people on basis of membership
or class (Collings., 2017). They are not allowed to hassle in form of sex discrimination by
rejecting the decisions of them. Various laws made are:
 This gives all the legal rights to person who has been harassed in company in form of
terms and conditions.
 The women of company can take legal action if they see that there is physical contact and
employee is demanding for a sexual favour.
LO2
P3 Current labour market trends and legal requirements determining anticipated skills
requirements
The new labour market trends can be analysed based on varied range of innovative
functional strength, where career performance growth has been found to be widely essential.
Labours in today’s competitive market need to work with smart training and education, which
creates fundamental progression towards new potentialities. Based on new fast pacing

competitive industry labour market trends such as widespread experience has to be adhered.
Legally British Gas need to possess dynamic work growth operational aspects for technical
profound surging pace, connecting on new target skills among employees. The skills which
British Gas employees need to possess in future anticipated aspects can be understood with wide
range of innovation, high scale diversity which enables motivation to sink in.
Legal requirements play essential role for formatively expanding within new parameters
profoundly and to commercially also expand on new aspects. British gas has to evolve on new
surging pace aspects for keeping up with the best skilled employees for strengthening company
quality commitments, raising goodwill horizons and to employ wider scale advance functioning
on new competent domains. Problem solving skill: Employees need to possess strong problem solving skills where it
harnesses profound stable competent scale connectivity. British Gas by training
employees with smart problem solving skills will be able to evolve on best performances
among customer’s services. Problem solving skill also informatively generates stable new
keen strength in productive aspects by employees, on which HR professionals will be
able to evolve on competent scale goals. Leaders within labours need to have problem
solving skills informatively and profound leadership skills, by training innovation (Malik,
Froese and Sharma, 2020). Best decision making skill: This is also one of the widely essential skill where labours
should be active to take best decisions as situations demands, which build in sinking
commercial growth. Best decision making skill is also determinant where leaders are
able to put forward effective decisions, within all teams variably and also gives the best
motivation. In order to be adhesive towards new performance growth horizons there are
larger performance oriented domains on which evolving towards best decisions gives
effective autonomy.
 Time management skill: Labours in today's creative business world need to have strong
time management skill which up scales productive varied growth informatively. By using
best time management skill employees will be able to evolve on competitive performance
growth benchmarks on which stronger commercial performance aspects. Time
management also enables to keep projects complete at specific time frame, keeping up

with effective work performance objectives and motivate change (New HRM Trends to
Look Out for in 2020, 2019).
Companies determine current and future skill requirements based on varied range of skill
analysis aspects, under which management needs to focus on talent management, succession
planning and new range of future operative skills informatively. British gas by enhancing talent
management and succession planning, within present and future working skills need to
strategically invest on training employees fundamentally toward varied range of new skills
actively.
LO-3
P4 Job Description and person specification
The job description and person specification can be understood to be widely crucial for keeping
up with recruitments and selection strategies, on which new scale advancement can be reached
on. By analysing job description and person specification British Gas will be able to cater to the
best candidate selection, specifically raise up profound new scale innovative business surge and
to ideally form the best HR strategies in longer time run (Training & Development in 2020,
2020).
Job description
Formal job position: Production Manager at British gas
Reports to: Senior management in top level departments
Job overview: The production manager has to focus in organizing and planning production
schedules within all teams and assessing resource requirements fundamentally. Individual has to
be professionally active for ensuring health and safety regulations, determine the best quality

control standards.
Education and qualifications: Masters in business management.
Job responsibilities:
 Accomplishes department objectives by managing staff; planning and evaluating
department activities within British Gas
 Maintaining proper work record and training employees.
 Ensures a safe, secure, and legal work environment.
 Develops personal growth opportunities for employees
Person specification:
BRTISH GAS
Responsible to Top management
Working hours 8 hours
Job role Production manager
SKILS REQUIRED Hard skill required:
 Estimating and agreeing budgets, timescales with
top management
 Analytical skills
 Production and mechanical skills
Soft skills required:
 Communication skills
 Leadership skills
 Decision making skills
Experience Working in production department before
Desirable criteria  Ability to relate to desired set of skills and
responsibilities
 Be confident and a reassuring commitment to all

authorized responsibilities
P5-Different recruitment and selection methods for effective talent resourcing and planning.
There are different methods that are used by company at time of appointing new employees.
Internal Recruitment: They are the process of filling the vacancies with the company
using different workforce planning (Training & Development in 2020.). It is type of recruitment
takes place under organizations. It helps in increasing employee’s motivation level and
productivity.
The various types of internal recruitment are transfer, promotions and Re-employment of ex-
employees.
Advantages Reduces time to hire: Deals in recruiting employees on rapidly basis with the help of
history, part performance and background checks. Although if they find that the
employees is familiar with company culture then without wasting time they appoint that
talent (Barron., 2018).
Disadvantages
 Creates conflict between the employees: Hiring new employees will result in conflict
between them as they have to adjust new rules and regulations. They have to share their
work with them.
External recruitment: They are related to the joining of new people in the British gas through
specific recommendations that are related to different type of interviews. All the recruitment
activities that takes place outside the organisation but cost lot of time and money.
The various types of external recruitment are advertisement, employment agencies, exchanges
and at factory level, labour contractors, recommendations etc.
Advantages Increased chances: This factors helps company to find out which candidate is suitable for
the job as the company have variety of options.
Disadvantage
 Higher risk: Company have to face the risk if they have selected the wrong person for the
position offered.
Types of selection method that are used by the British gas are:

 Preliminary screening: Once British gas have received all applications for the interview.
It starts selecting the best candidates which have good knowledge, experience, skills that
are basic requirements for job.
Advantages
Better competition: There will be high amount of competition between candidates. The
company is looking for the person who is capable to handle job at its best level.
Disadvantage
British gas can choose the candidate which have written wrong information about them
and it’s difficult to find out (Al Ariss., 2017). Telephone interview: After preliminary screening British gas have selected few
candidates at first round. That helps them in finding who are interested in the job and
consumes less time as compared to other interviews.
Advantages
Saves money: when the time of hiring the employees is reduced that have result in saving
the money. There was less use of resources.
Disadvantages
Nobody language: British gas don't know what is the mind- set of the candidate at the
time of attending the call. In face interviews: In these methods leaders of company asks face-to-face questions to
candidates that helps them to find out whether they are suitable for the culture of
organization.
Advantages
Captures emotions and behaviours: By asking question face to face British gas finds out
that all the information related to the candidate are correct.
Disadvantages:
Cost: Company requires the staff to conduct the interview which will result in personnel
cost.

LO-4
P6 Stages of HR life cycle
Human resource life cycle is related to phases where employees goes through various
procedures while working in company. Every stage at HR life cycle brings opportunities and
challenges for employees, which motivates profound informative growth on wider domains for
expanding towards innovation. Stages can be evaluated as follows: Recruitment: This being initial stage specifically focuses on generating requirements and
skills on which employees will be hired. Importance of recruitment in context of wider
primitive fundamental growth can be understood based on which stronger, talented
workforce is created. Recruitments strategies such as creating best job posts for attracting
new talent, investing applicants in tracking system generates stringent innovation on
longer time. Education (training): At this stage of HR cycle diverse new skills are being trained
among employees where training and development informatively generates wide scale
growth. The new strategies of working departments generates profound scale efficiency
to bring on competency evolved within competitive market strength. Motivation: HR professionals focus on intrinsic and extrinsic motivation among
employees to generate commitment professionally, explore new talent management
platforms for competitive performance. Motivation generates stringent diversity among
employees within workforce for best talent exploration within longer time run. The Best
competitive motivation theories generate base for future stronger vision oriented
strategies and implementing wider scale operations (Odhiambo, 2020). Evaluation: At this stage performance of employees are measured, where evaluation b
supervisors generate stronger viable performance aspects on which empowered vision is
developed on longer time. Providing feedback to employees generate wider working
functional strength competently, by which evaluation specifically raises strength of HR
management.
 Celebration: Employees are appreciated at this final stage for all achievements and work
related responsibilities where benefits such as incentives, flexible working hours
motivate. It creates specific work growth profoundly by creating autonomy in their
responsibilities and generating higher commitment. This stage will ensure that all above

implemented strategies are interconnected with all benchmarks, where brand aims to
reach on commercially.
 British Gas by heading on HR life cycle stages, will be able to generate effective
recruitment strategies done for resourcing young skilled employee with high range of
innovative professional growth synergies. Furthermore, it can be also analysed that
recruitment, training, motivation, celebration are the most prominent aspects within HR
life cycle stages to evolve on wider domains professionally towards gaining commitment
form workforce. Also, professionally there are varied HR stages to bring on competent
scope within business horizons to imperatively expand among new range of long term
goals.
 Examples : Talent management is widely crucial aspect where companies need to
potently focus for varied functional growth synergies, informative profound goals'
connectivity. Scottish Power is also another company being competitor of British Gas
where brand has been actively moving ahead on smart talent management strategies and
smarter employee motivation. Continuous advanced training is being provided to all
employees, by cultivating innovative career path effectively which has shaped longer
stable committed workforce (Nadeak. and Naibaho, 2020).
P7 Evaluation of stages in HR life cycle at British Gas
The evaluation of HR Life cycle stages will enable in depth effective analysis towards
new market essential scenarios for building best platforms, wider productive market reach.
Goodwill within customers and profitable revenue are benchmarks which can be achieved by
talented trained staff within departments, professionally as well as commercially where British
Gas has wide scope. At the first stage of recruitment British Gas assesses personal attributes of
staff through role play and questionnaires for recruiting the best talented employees at all
departments. It will ensure selection and recruitment programmes to be framed as per ensuring
viable domains among workforce, maximizes benefits form company large investments. British
Gas being one of the best brand aims to reach customers satisfaction and competitive goodwill,
by keeping up with employees training and development also making new advanced innovative
work culture. It will ensure bringing dynamic work culture for employees at departments,
professionally select employees based on best talents and wider operative skills. Further, at the
stage of education, training delivery motivates employees for working towards new competent

skills. Next stage of motivation will create British Gas to explore new profound varied growth by
keeping up with benchmarks actively, yielding wider surging pace of low turnover rates.
Extrinsic motivation and intrinsic motivation will be able to motivate employees
fundamentally for new strength oriented motivation, by which British Gas will be able to evolve
on new target performance. HR cycle at last stage brings forward monitoring of all new skills
learnt and also potentially enriches stable new varied measures, which needs planning
fundamentally. Then within evaluation monitoring of all employee’s skills enable platforms to be
evocatively framed, by which British Gas aims to keep competent workforce. At the last step of
celebration all the progression is measured by framing technical productive shift in new expertise
domains, also British Gas will be able to reach revenue growth. HR cycle will be able to evolve
on wider potentialities by enriching viable new market aspects competitively by trained staff,
smart usage of technical skills and for overall productive diversity. By conducting in depth
profound specific varied growth new performance metrics can be in built on fundamental work
horizons (Harris, O., 2020).
CONCLUSION
From the above report it has been concluded that British gas deals in supplying power
and electricity in the world. By the evaluation the current markets trend that influence talent
management and workforce are described using change in skill management. Also, different
types of legal requirements that the every organization have to use at the time of appointing new
employees are given. Further current and anticipated skills are mentioned that are useful for
British company which are related to problem solving skills and time management. By analysis
of above study different methods that are used at the time of selecting and recruiting talent for
position of company are properly briefly mentioned. Using effective organizational methods that
consumes less time and money. Lastly stages of HR life cycle is given that will enable in depth
effective analysis towards new market essential scenarios for building best platforms, wider
productive market reach.

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