Role of HR in Acquiring Talent for Business Objectives

This article discusses the key roles and responsibilities of HR in acquiring talent to meet business objectives. It explores the importance of talent management and its impact on productivity. The article also provides insights into workforce planning, recruitment and selection, development and training, and performance management.

Human Resource
Management
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Contents
Assessment Part 1: Employee Induction Manual..................................................................................2
1.0 Introduction....................................................................................................................................2
2.1 Key roles and responsibilities of the HR function..........................................................................2
2.2 Role of HR in acquiring talent to meet business............................................................................4
3.0 An assessment of the approach to:................................................................................................4
3.1 Workforce planning...............................................................................................................4
3.2 Recruitment and selection...................................................................................................4
3.3 Development and training....................................................................................................5
3.4 Performance management...................................................................................................6
4.0 Different methods used in HR practices.........................................................................................6
References............................................................................................................................................8
Assessment Part 2: Recruitment and selection documentations portfolio............................................9
1.0 Job description for the position of marketing manager.................................................................9
2.0 Specification for the position of marketing manager.....................................................................9
3.0 A job offer letter for the selected candidate..................................................................................9
4.0 An evaluation of the process appropriate HR practices.................................................................9
An evaluation summary of employee relations and employment legislation that relate to HR
practices..............................................................................................................................................10
5.0 Flexible working practices............................................................................................................10
6.0 Aspects of employment legislation within the organisation.......................................................10
7.0 Employment legislation inform decision making and meets business objectives.......................11
References..........................................................................................................................................11
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Assessment Part 1: Employee Induction Manual
1.0 Introduction
An introduction to the chosen organisation including mission statement, purpose and core
business objectives.
Unilever is British multinational company. It is a consumer goods company. Headquartered
in London, England (Sidibe, 2020).
Statement
The company mission is to fulfil the needs of the consumers and it is done by the
providing the consumer with brands for their nutritional needs, personal care as well as
hygiene care so that the consumer will feel good, look good and get more from life.
Purpose
Unilever is providing consumers with the branded products as well as services, along
with offering customers with good price and quality products. The products are safe to use
for their particular usage and the products and services are purposefully labelled and
advertised.
Business objectives
The company’s objective is to bring commonplace sustainable living and finding more ways
so as to help in the development for the long term.
2.1 Key roles and responsibilities of the HR function
The HR at Unilever performs many functions and managing the staff for the organisation is
a difficult task. This requires skills and time to expertise it. The HR play important functions
that are necessary for the development of the company and for the employees working
there. The functions are:
Staffing
The HR recruit employees for the organisation like the part-time and the full-time
workers, along with that the HR also terminate the employees when in need. The HR
identifies the needs of the company and hire the talent needed for the progress. This is done
by the recruiting and the primarily processes. Recruitment are done by various technological
platforms to attract the talents in huge amounts and filter out the people who have the
potential to work (De Stefano, Bagdadli and Camuffo, 2018). The HR assigns the employees
work according to their skills and experiences. The HR can terminate the employees
according to the needs of the organisation. HR maintains the hiring in ethical ways and align
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then according to the company’s needs. Decides the salaries and benefits for the
employees.
Development
The HR is responsible for on boarding new employees and providing them with the tools
so as to increase the efficiency of the development of the company. HR is also responsible
of the investments they make for the development of the company. The development
activities can include:
 Training and development of the employees for their job.
 Keeping the employees up to date with the technologies and providing then
with the training opportunities like educational programs, conferences as well
as internal training.
 They prepare strategies and provide feedbacks to the employees and the
managers.
Compensation
HR decides the salaries as well as the benefits of the employees on the basis of the role,
performance and the legal requirements. This includes:
 The compensation are matched to the market level by using the industry standards
as the benchmark for the job role.
 Third party providers are included for the negotiation of the health care plans,
retirement plans and the insurances (Indriyani, 2017).
 Discussion for the increase of the decrease rates of compensation with the
employees.
 Aligning the compensation with the legal and the cultural expectations.
Safety and Health
The safety and health of the employees are also the responsibilities of the HR
department that includes:
 Aligning the legal requirements of safety measures for the functioning of the job.
 Providing with new safety measures when the laws of industries are changed.
 Discuss safety measures with different departments of government.
 Discuss safety measures with the unions.
Employee and Labour Relations
The activities that involve employee and labour are included:
 The HR shares the disagreement between the employees and the employers.
 Shares disagreements between the employees.
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 Understanding the seriousness of the harassment and abuses regarding the
workplace and acting over it.
 Discuss the employees’ rights with the stakeholders, management and the unions.
 HR is the voice of the employees and the organisation when a broader issue pertains
to the employee’s welfare.
2.2 Role of HR in acquiring talent to meet business
objectives
The HR helps in making strategies for the talent management to gain the talents for the
organisation, this will not only increase the productivity of the organisation but also bring
more talent to the company. Strategic talent management keeps the employees motivated
and make them work for the companies for a longer period of time. The talent management
in the company helps the company to solve the issues that are critically skilled based and
can give the tasks that are highly skilled to the employees. The workers can work easily
without getting exhausted. Talent management is the skill that is necessary for the HR to
manage the employees and helps them feel empowered by providing with the skills, keeping
them engaged and motivated, this allows the HR to keep the progress of the employees in
accordance with the company’s objectives (Héder, Szabó and Dajnoki, 2018).
3.0 An assessment of the approach to:
3.1 Workforce planning
The work force planning is done according to the objectives of the Unilever Plc and can
be changed according to the objectives of the company (Willis, Cave and Kunc, 2018). The
professional at the company can ensure:
 Make a team of HR members for the management of the workforce.
 Make a leader who can take the plan to the new heights.
 The stakeholders of Unilever can be involved in the workforce planning.
 Plans can be made in accordance to meet the company’s aims and objectives.
 The workforce plans can be linked with the succession and the career development
plans.
 The workforces development should be considered and ongoing activity so as the
employees can always be developing.
3.2 Recruitment and selection
Recruitment and selection can be done by:
Job description
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The job description should be provided with detailed information about the job. It
should consist of the job salary, selection criteria and the aspects of job, to help the
candidates chose more accurately in the interest for their job.
Skill inventory
The company need to provide with a skill set for particular candidates for the specific
jobs. This will help the company to opt the right candidates for their job (Rudolph, Toomey
and Baltes, 2017).
Job posting strategy
The company must follow strategy for the posting a job opening. Making a skill set
and make an outlet that is more likely to share the views you are seeking in a candidate.
Multistep recruitment
Setting up an interview to select the candidate that best fir the skill set needed for the
company and fit in the specific job criteria for the organisation. The organisation can break
the interview into several steps to collect the desired and the potential employees for their
company.
3.3 Development and training
Training is given to the employees so as to develop the performance for the position
they are in and the responsibilities are about to get. It is done to increase the professional
growth of the employees so they can be useful for the company. The new employees of the
organisation are provided with the induction or the orientation training on the day of their
joining. It is done so the employee get clear with the aims and the goals of the company and
for introduction with the other employees are the organisation. The new employees can be
moulded at the joining for good habits in the organisation that will help them in near future for
the company. The new employees are also provided with the foundation training to make
their service career strong (Gopinath, 2021).
In the development and the training there are three types of approaches:
Traditional approach
In this approach the training is done by providing the employees of Unilever by
designing the objectives, teaching techniques, test, evaluation and motivation.
Experimental approach
The trainer use the experiences of the employees and make then active in the
training. The employees are provided with the real situations where they have to operate.
Trainer in the organisation act as a catalyst to achieve a certain goal.
Performance-based approach
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In this approach the goals of the company is decided and the employees are trained
according to meet the needs of the company. The employees are focused in making
proficient in the roles they are required to serve for the company.
3.4 Performance management
The performance management and rewards system can be assessed by:
Establishing goals
Letting the employees know about the goals and then aligning it with the strategies
and plans on each level of framework. Make the employees understand about the outputs of
the plans and then assign the employees their roles and responsibilities (Meyer and et.al,
2019).
Developing plan
Short and long term development goals can be discussed with the employees.
Identifying the need of development according to the company’s goals. Plans needs to be
created for the growth and development that meet the desired results.
Take action
Providing employees with the feedbacks for their work time to time so then are kept
directed towards the goal of the company.
Performance assessing
Evaluate the performances and ensure the feedbacks of the performances of the
employees in the formal and informal basis.
Performance based rewards
The acknowledgement of the performances of the employees in their work by organising
various organisational programs. Also providing with the advice for the poor performance
that will boost the positivity of the employees.
4.0 Different methods used in HR practices
Unilever provides with efficient and effective HR practices for the smooth functioning of the
organisation.
Recruitment and selection process
The organisation use the internal sources like the present employees, retired
employees, employee referrals, trade unions, head hunting and E-recruitment for the
recruitment process. Along with that the company also uses the external sources like the
campus recruitment, private employment consultant, data banks and casual applicants for
the process to be done (Iqbal and et.al, 2020).
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The company then shortlist the candidates and schedule interviews for them. After the
interviews the employees are selected and giving the joining letter. The new employees at
the organisation are provided with the induction program.
Performance management
The organisation maintains the performance by following the given methods:
360 degree performance
By this method the organisation provide the employees with the feedbacks from the
superiors, leaders, subordinates to give a more realistic evaluation of the employee’s
performance. The employees are assisted on their potential with transparently
communicating and share them with the career paths (Gorman and et.al, 2017).
Management by objectives (MBO)
The managers and the superior subordinates identify the goals and objectives of the
company, then they direct the employees with their roles and responsibilities to fulfil the
company’s objectives. MBO is used as the guide for evaluation of the performances of the
employees and afterwards use this information for deciding the appraisal of the employees.
This helps them know what level of performances from the employees is required for
benefitting the company.
Training and development
Unilever provide the employees of all the business units with the vertical and the
lateral growth. The employees of the organisation can move according to their interest
between the business divisions- Research, Development, Testing, Consulting, Support,
Sales and Marketing. The employees are provided with the exposure of different units
present by the managers and the superiors.
Compensation
Unilever provide the employees with the compensation on the basis of their skills and
experiences. The benefit programs are revised twice a year and the scheme are:
 Medical benefits to aim the health and safety of the employees.
 Employees are provided with the tuition assistant programs where they can continue
their education while working.
 Professional counselling as well as support services are provided for the employees
and their eligible family members.
 Facilities are provided for the employees who are transferred to new places for their
easily settlement at the new place.
Employee engagement activities
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Unilever provide various ways to engage the employees for the high performance in their
work. The company rewarded the employees with the vouchers of Uber Eats. They try to find
ways which keep the employees excited. The reaction they received was positive and the
employees were happy (Matthews, 2018).
References
Sidibe, 2020. Brands on a mission: How to achieve social impact and business growth
through purpose. Routledge.
De Stefano, Bagdadli and Camuffo, 2018. The HR role in corporate social responsibility and
sustainability: A boundary‐shifting literature review. Human Resource Management. 57(2).
pp.549-566.
Indriyani, 2017. Effect of compensation and benefit to employee engagement through
organisation brand in Indonesia’s startup company. Jurnal Manajemen Teori dan Terapan|
Journal of Theory and Applied Management. 10(1). pp.83-92.
Tenugu and et.al, 2020. Development and organisation of gonadal steroidogenesis in bony
fishes-A review. Aquaculture and Fisheries.
Héder, Szabó and Dajnoki, 2018. Effect of labour market changes on HR functions. Anali
Ekonomskog fakulteta u Subotici. (39). pp.123-138.
Willis, Cave and Kunc, 2018. Strategic workforce planning in healthcare: A multi-
methodology approach. European Journal of Operational Research. 267(1). pp.250-263.
Rudolph, Toomey. and Baltes, 2017. Considering age diversity in recruitment and selection:
An expanded work lifespan view of age management. In The Palgrave handbook of age
diversity and work (pp. 607-638). Palgrave Macmillan, London.
Gopinath, 2021. A Study on Training and Development in BSNL with special reference to
Job Satisfaction in three different SSAs using Modeling.
Meyer and et.al, 2019. Convergence between performance and amateur management of a
social organisation. International Journal of Productivity and Performance Management.
Iqbal and et.al, 2020. Human resource practices and organizational innovation capability:
role of knowledge management. VINE Journal of Information and Knowledge Management
Systems.
Gorman and et.al, 2017. An exploratory study of current performance management
practices: Human resource executives’ perspectives. International Journal of Selection and
Assessment. 25(2). pp.193-202.
Matthews, 2018. Employee engagement: what’s your strategy?. Strategic HR Review.
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Assessment Part 2: Recruitment and selection documentations
portfolio
1.0 Job description for the position of marketing manager
Unilever is searching for a marketing manager who can build awareness on how the
products are helping people to meet their nutritional and personal needs. Our manager
needs to deal with the activities related to the marketing, strategy planning, adapting the
changes according to the needs of the company (Felix, Rauschnabel and Hinsch, 2017).
2.0 Specification for the position of marketing manager
Preferred skills/qualification
 Bachelor’s degree in marketing and business (Holmaa and et.al, 2020).
 Strong management and decision-making skills.
 Excellent control on written and verbal communication.
 Expert in online and social media marketing strategy.
 Willing to travel for the company.
3.0 A job offer letter for the selected candidate
Dear [candidate’s name]
We are pleased to offer you the offer of employment on behalf of the Unilever. We believe
your knowledge and skills will be best suited for our organisation and help the company grow
more. You are selected for the marketing manager’s position. Congratulations!
You are required to review the offer letter for the detailed information (Gomez, 2019).
Position: Marketing manager
Working hours:
Location:
Compensation:
Sincerely,
[Your name]
4.0 An evaluation of the process appropriate HR practices
There six steps to evaluate the HR practices at Unilever
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Step 1: The manager needs to make sure that the employees are given the attention
required and positive interaction. The productivity is more where the manager are focusing
on the employees.
Step 2: The manager needs to gather information and collect the feedbacks about the
employees and the budget items that influence the employees. This will help in getting the
performance evaluation of the employees (Daspit and et.al, 2018).
Step 3: Make sure that the HR is involved in making the strategies and plans that are in
accordance with the company’s goals and objectives. This will help the company stay
directed towards the objectives.
Step 4: The recruitment and selection process needs to done with the objective to meet the
company’s needs.
Step 5: It is important for the HR to involve in the corporate level meetings. This will help HR
to understand the needs of the market and make plans accordingly.
Step 6: the HR functions needs to be considered and understand the progress they are
making. Changes can be done according to the needs and requirements.
An evaluation summary of employee relations and
employment legislation that relate to HR practices
5.0 Flexible working practices
The organisation that can easily adapt according to the external working environment and
give high performance to get an advantage over the other organisation is called flexible
organisation (Daspit and et.al, 2018). The flexible working practices includes:
 Flex time
 Reduced hours/part-time
 Compressed work week
 Working remotely
 Job sharing
 Annualized hours
 Gradual retirement
 leaves
6.0 Aspects of employment legislation within the
organisation
The organisation must keep the following aspects in consideration while working (Lukes and
Stephan, 2017):
 General labour market and litigation trends
 Litigation trends
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 Redundancies, business transfers and reorganisations
 Business protection and restrictive covenants
 Discrimination protection
 Protection against dismissal
 Worker consultation, trade union and industrial action
7.0 Employment legislation inform decision making and
meets business objectives
 The employment legislation ensure the duties and rights for the organisation to carry
the business is working fairly (Horita and et.al, 2017).
 Protect the employees from the organisation where the employees are harmed.
 The employees are treated with discriminatory.
 Legislation protects the investors, consumers as well as creditors.
 Ensure a regulation between the dealing between the suppliers and the business.
 Gives a level for the companies to compete in the business.
References
Matthews, 2018. Employee engagement: what’s your strategy?. Strategic HR Review.
Felix, Rauschnabel and Hinsch, 2017. Elements of strategic social media marketing: A
holistic framework. Journal of Business Research. 70. pp.118-126.
Holmaa and et.al, 2020. Service specification in pre-tender phase of public procurement-A
triadic model of meaningful involvement. Journal of Purchasing and Supply
Management. 26(1). p.100580.
Gomez, 2019. Impact of Conditional Job Offer on Applicant Reactions to Social Media in the
Selection Process.
Daspit and et.al, 2018. The emergence of bifurcation bias from unbalanced families:
Examining HR practices in the family firm using circumplex theory. Human Resource
Management Review. 28(1). pp.18-32.
Chung and Van der Lippe, 2018. Flexible working, work–life balance, and gender equality:
Introduction. Social Indicators Research, pp.1-17.
Lukes and Stephan, 2017. Measuring employee innovation. International Journal of
Entrepreneurial Behavior & Research.
Horita and et.al, 2017. Bridging the gap between decision-making and emerging big data
sources: An application of a model-based framework to disaster management in
Brazil. Decision Support Systems. 97. pp.12-22.
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