Challenges and Obstacles in Talent Management in UK Retail Sector: A Study on Unilever

This study aims to analyze the challenges and obstacles faced by the HR manager of Unilever in managing talent within the operations department. It explores the concept of talent management, assesses its impact on operational aspects, identifies challenges, and recommends strategies for effective talent management.

MANAGING A SUCCESSFUL
BUSINESS PROJECT

TABLE OF CONTENTS
P1. Devising project aim and objectives referring given scenario ..............................................1
P2. Producing a project management plan (300).........................................................................1
P3. Producing a work breakdown structure (WBS) and Gantt chart ..........................................3
......................................................................................................................................................5
P4. Carrying out small scale research by applying both primary and secondary methods .........5
Literature Review.........................................................................................................................6
P5. Presenting findings using appropriate tools and techniques .................................................7
P6. Drawing conclusion and recommendations.........................................................................15
P7. Reflecting own learning and performance ..........................................................................16
REFERENCES..............................................................................................................................18
APPENDIX ...................................................................................................................................19
Questionnaire ............................................................................................................................19

Topic- To evaluate the key challenges and obstacles facing by operations department in UK
retail sector with regard to talent management: A study on Unilever
P1. Devising project aim and objectives referring given scenario
Background:
In the era of Industrialization, the UK retail sector is also growing at a faster pace
generating significant growth and development in the economy. With the increase in
employability and the workplace complexities, talent management becomes need of the
workforce. Talent management can be referred to as the process of recognizing and developing
the talented employees leading to operational efficiency in the organization. Moreover, there are
several challenges and obstacles that facing by the HR manager in the application of talent
management strategies. In respect of the current investigation, Unilever has been selected, a
multinational company which provides customers with everyday hygiene, personal care and
nutritional products. The project will shed light on the challenges associated with talent
management in operational department through the means of both primary and secondary
research. It will present the techniques to analyse the issue and recommend effective strategies
for the betterment of the organization.
Aim- The aim of current study is to analyse the key challenges and obstacles facing by
HR manager of Unilever in relation to managing talent within operations department.
Objectives:
 To develop understanding about the concept of talent management and its significance
within UK retail sector.
 To assess the impact of talent management practices on operational aspects of Unilever.
 To identify challenges and obstacles arising in operational sector in the context of TM in
Unilever.
 To recommend effectual strategies to Unilever pertaining to talent management.
P2. Producing a project management plan (300)
Particulars Aspects
Aim and deliverables The research is conducted to fulfil all the objectives of the
study. So in order to conduct na efficient and effective
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research the aim and objectives must be properly compiled
and further all the activities that are performed must be
integrated to such objective.
Time Time is the most important aspect of the research project
signifying the time frame within which the project shall be
completed. This project finding out the challenges that are
faced by Unilever in the talent management of its employees
in the operations department, shall be consuming
approximately a month to fulfil the objectives of the research
work.
Quality Quality management is also one of the major elements of the
research and it should be ensured by the researcher that
relevancy and validity of the data is maintained. Apart from
that the sample that is collected for the data analysis and
interpretation should also be viable and free from biases
(Khilji and Schuler, 2017). The conclusions drawn must also
depict true and fair view.
Communication Communication throughout the project must be through using
the formal lines and by avoiding any sort of
miscommunications leading to misjudgements. Informal
communication can promote unnecessarily spreading of
rumours causing misinterpretations.
Risk There are certain risks which are pertaining to particular
research activities and which needs to be planned for prior to
its occurrence. Such risks can be namely limited availability
of resources, accuracy of the data collected free from biasses.
Resources Resources are scarce and its availability is also limited. So the
researcher needs to identify how to employ these limited
resources such that the research objectives are fulfilled. The
major resources can be time, money, human resource which
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are to be carefully used by the surveyor.
P3. Producing a work breakdown structure (WBS) and Gantt chart
WBS
GANTT CHART
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4

P4. Carrying out small scale research by applying both primary and secondary methods
Research type
In order to meet the research objectives while conducting the study, two types of research
can be undertaken. One is the qualitative research type which in turn used to analyse the
theoretical facts and data pertaining to the topic of study. Another type of research includes
quantitative which emphasizes on analysing numerical figures using the statistical tools. In the
current study, qualitative research has been used to ascertain the talent management practices in
Unilever.
Research approach and philosophy
To assess the qualitative aspects of the study, inductive research approach has been used
by the researcher. Apart from that interpretivism philosophy of conducting the research has been
effective to interpret challenges faced in the operations department of Unilever company. It has
been used to derive meaningful conclusions and recommendations to be applied on the human
resource of the organization.
Data collection
The data can be collected from two prominent sources, one is the primary and the other is
the secondary source. The primary data refers to one which is collected for the first time by the
researcher having no prior existence. On the contrary the secondary data is one which is already
published in the journals, magazines etc. For addressing the issue in the current study primary
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data has been collected via questionnaire filled by the employees of Unilever company. This data
has been used to evaluate the impact of talent management in various aspects of the business.
Sampling
The sampling technique is used to meet the purpose of the survey, where an appropriate
sample has been selected to derive required outcome. To satisfy the objectives of the current
study, a random sample of 30 employees working in the Unilever's operation department has
been selected. The responses of the sample population has been observed to evaluate the
obstacles faced by the employees and the simultaneous impact on their performance.
Data analysis
The qualitative data has been analysed through the thematic perception test technique
using the graphs, charts and figures. Whereas the quantitative numbers can be understood using
the SPSS technique of analysation (Collings, Scullion and Caligiuri, 2018). In order to meet the
objectives of the current research thematic analysis has been done with respect to simplify the
data and develop understanding about the topic of study.
Ethical considerations
The ethical consideration is duly maintained by the researcher during the study as well as
in the project work. While conducting the sampling survey of the data consent forms has been
signed by the respondents. This act of the surveyor conveys that willing participation is ensured
while collecting the sample. Apart from that the references which are quoted at the end of project
signifies the data is not copied from secondary sources.
Reliability and validity
In order to meet the reliability and validity criteria it has been ensured that secondary
sources of relevant data are used belonging to the recent years. Also, it has been made sure that
the referred articles are copyright protected. This has been contributing to maximizing the overall
effectiveness of the data under consideration.
Literature Review
As per the opinion of Krishnan and Scullion (2017) the major challenge that is faced in
incorporating talent management practices can be employee turnover ratio. Because of the
general perception of resisting to change the employees don't welcome newer training and
development activities. Rather they decide to switch the organization instead of changing with
the business environment. Since both employee turnover and talent management practices are
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interrelated so the impact is high. On the contrary Taylor (2018) presents that HR manager
experiences more obstacles in managing the talent in the operations department because of the
lack of motivation and will to take initiatives among its employees. Lack of motivation can be
due to fewer incentives, rewards and interdepartmental conflicts. They first need to get motivated
for getting trained for updated version of the technology.
P5. Presenting findings using appropriate tools and techniques
Data analysis
The analysis of the data that has been collected by the surveyor is the most critical path
during the research. Under this process the data is scrutinized to generate relevant findings and
further relevant recommendations can be derived from the study. In the current research, data has
been collected through questionnaire and analysed by applying the thematic perception test
technique.
Theme 1: Majority of the employees believes that talent management practices are conducted
in Unilever.
Particulars Views of
respondents
Percentage of
respondents
Yes 22 73.33%
No 8 26.66%
Total 30 100.00%
7
Yes No
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00% 73.00%
27.00%

Interpretation- The data above indicates that majority of the respondents agreed that talent
management practices are being carried in Unilever company as a part of human resource
management activity. Out of 30 employees, 22 employees have accepted that talent management
is conducted to boost the morale of the employees. Previously it has been stated that such
practices are very important to motivate and train the employees for the purpose of maximizing
the operational efficiency and accordingly achieve the organizational objectives of the business
(Thunnissen, 2016).
Theme 2: Maximum employees think that every quarter talent management is undertaken in
Unilever company
Particulars Views of
respondents
Percentage of
respondents
Every month 5 16.66%
Every quarter 15 50.00%
Half-yearly 7 23.33%
Once in a year 3 10.00%
Total 30 100.00%
8
16.66%
50.00%
23.33%
10.00%

Interpretation: From the above chart it can be interpreted that maximum proportion of the
employees of Unilever thinks that the talent in them is being managed every quarter to improve
their performance in the organization. The results indicate that approximately 50% of the staff is
with the view that Unilever has been organizing talent management sessions once in three
months. It is the general perception that the workforce and their pattern of working must be
frequently updated by the company as per the trends followed in the external business
environment. So with the updating technology the company has to train its employees.
Theme 3: Training and development proves to the best strategy used by Unilever to manage
the talent of its employees
Particulars Views of
respondents
Percentage of
respondents
Training and development 12 40.00%
Performance appraisal system 8 26.66%
Professional mentorship 3 10.00%
Leadership and motivation 7 23.33%
Total 30 100.00%
9
Training and development
Performance appraisal system
Professional mentorship
Leadership and motivation
Total
0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

Interpretation: The above specified information states that majority of the employees are with
the opinion that training and development proves to be the most effective strategy for talent
management in the employees. Two-fifth of the responding employee population of Unilever
company believed this fact and agreed that this practice leads to motivation and increasing the
satisfaction level of the employees. Past researches have evaluated that training sessions have
always proved to be effective in reducing the resistance to change and simultaneously reduces
the employee turnover of the company.
Theme 4: Employee turnover ratio is the biggest challenge at the time of incorporating talent
management practices
Particulars Views of
respondents
Percentage of
respondents
Employee turnover ratio 18 60.00%
Inexperience in the latest technology 10 33.33%
Resistance to change 2 6.66%
Total 30 100.00%
Interpretation: The above diagram clearly indicates that increased number of employees believe
that the biggest challenge that is faced by the HR manager is regarding the higher employee
turnover ratio of the company (Biggest talent management challenges. 2021). On an average
60% of the staff considers employee turnover as the problem that is highly faced and is big
10
60.00%
33.33%
6.66%
100.00%

obstacle in managing the talent in Unilever company. It has been identified that both the
employee turnover and talent management are interdependent and associated with one another
(McDonnell and et.al., 2017). If there is lack of talent management in an organization
simultaneously there shall be high turnover ratio. And on the other hand if there is high turnover
then talent cannot be managed effectively in the organization.
Theme 5: Lack of motivation is the main obstacle faced by HR while talent management in
operations department
Particulars Views of
respondents
Percentage of
respondents
Lack of motivation 13 43.33%
Unappealing rewards and recognition 5 16.66%
Interdepartmental conflicts 10 33.33%
Complex work culture 2 6.66%
Total 30 100.00%
Boosts employee performance
Motivates the employees
Total
0
0.2
0.4
0.6
0.8
1
1.2
Percentage of respondents
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Interpretation: From the above graph it can be interpreted that large number of respondents
states that major obstacle faced by the operations department is the lack of motivation and
guidance provided to them. From the 30 responses, approximately 13 of them were in favour of
the argument that lack of motivation poses more threat to talent management in Unilever. The
commonly agreed fact is that when the employees are less motivated, in that case they are
equally less receptive and resistant to learning new techniques (Ras, Mathafena and van Zyl,
2017). This is the barrier to the effective talent management in an organization.
Theme 6: Talent management enhances employees performance
Particulars Views of
respondents
Percentage of
respondents
Boosts employee performance 14 46.66%
Increases employee retention rate 9 30.00%
Motivates the employees 4 13.33%
Develop leadership and initiation 3 10.00%
Total 30 100.00%
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Interpretation: From the above pie chart it can be analysed that large group of respondents are
with the view that major impact of the talent management practices can be experienced in
boosting of the employee performance. Closely 50% of the sample population has presented that
employee performance is the key driver to talent management. The popular notion is that human
resource management is conducted with the objective of increasing the employee performance
and if that is achieved then the business shall have brighter future with growth prospects ahead.
Theme 7: Employees are satisfied with the talent management scheme of Unilever
Particulars Views of
respondents
Percentage of
respondents
Highly satisfied 5 16.66%
Satisfied 16 53.33%
Neutral 8 26.66%
Dissatisfied 1 3.33%
Highly dissatisfied 0 0
13
Boosts employee
performance
Increases employee
retention rate
Motivates the employees
Develop leadership and
initiation
Total

Total 30 100.00%
Interpretation: The data presented above specifies that majority of the employees have
mentioned that they are satisfied with the talent management scheme that is currently applicable
in the Unilever company. More than half the population has voted in favour of the current policy
of managing talent by the human resource department. The general idea is that the business shall
be successful and can grow in the market only when its employees are satisfied and happy with
the policies of the company (Claus, 2019). The level of satisfaction shall boost their morale
which is ultimately leading to the success of the organization.
Theme 8: Talent management has positive impact on the operational efficiency of business
Particulars Views of
respondents
Percentage of
respondents
High 21 70.00%
14
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total
0
0.2
0.4
0.6
0.8
1
1.2
Percentage of respondents

Medium 8 26.66%
Low 1 3.33%
Total 30 100.00%
Interpretation: From the chart specified above, it can be evaluated that maximum employees
feel that the operational efficiency is highly effected by the talent management strategies that are
employed in an organization. More than two-thirds of the sample population projected the view
that the operational efficiency in Unilever shall be boosted with the betterment in the talent
management practices. It is commonly observed fact that the more employees get trained and
polished in their job, the less will be wastages and cost of production. It shall help the company
generate economies of scale (Cappelli and Keller, 2017).
P6. Drawing conclusion and recommendations
Conclusion
It can be summarized from the above project that talent management is an essential
component of human resource management and plays efficient role in boosting the operational
efficiency of the employees. The research shows that the best way to manage the talent of the
15
High
Medium
Low
Total
0 0.2 0.4 0.6 0.8 1 1.2
Percentage of respondents

employees is by providing them with appropriate training and development which shall develop
leadership qualities and shall help them take initiatives. Apart from that the major challenge that
is faced by the employees is the high level of employee turnover ratio in the business which
results in building inefficiencies in the organization. The obstacle that restricts efficient talent
management in the operations department is the lack of motivation provided to the employees. It
is also observed that managing the talent in the company leads to betterment of the e4mployee
performance and also leads to achievement of organizational objectives. Lastly some important
recommendations are suggested which can improve the talent management practice in a
company.
Recommendations
There can be some recommendations that can be followed by HR manager for incurring
the talent management practices in the operations department which are as follows:-
 The most prominent way of managing the talent in the operations department is by hiring
the right people on the right place at the right time. The distribution of roles and
responsibilities must be properly undertaken by the human resource department. This
shall further contribute to the operational efficiency in the business (Morris, Snell and
Björkman, 2016).
 Another way of efficiently carrying out the talent management strategies in the operations
department is by way of taking feedback and accordingly arranging the training and
developmental sessions which can contribute to boosting the morale of the employees.
 By frequently undertaking the performance appraisal system and awarding the desired
rewards and recognition to the employees shall motivate them to take better initiatives
and contribute their best in the achievement of the organizational objectives.
 The continuous improvement in the performance of the employees can be only generated
when proper incentives, guidance and flexibility in operations is provided to them. There
should be integration of the personal as well as the organizational objectives of the
business.
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P7. Reflecting own learning and performance
Throughout the project I believe that with the fulfilment of project objectives, my all
round personality developmental goals have also been achieved. There are lot of learnings that I
have derived while conducting the research work which can be implemented in my routine life.
One of the major findings were the ability to work within the limited availability of the resources
in timely and efficient manner. As I proceeded with the work it was realized that with limited
time and money it is difficult to fulfil the objectives of the project undertaken. But gradually I
built the understanding of how to meet the designed milestones effectively.
The most prominent values that were received during the research work were that I
developed understanding of the research methodology and analysing the data efficiently to derive
the various findings and conclusions regarding the study. Apart from that it was also ensured that
diversified and the appropriate sample selection is undertaken such that it maximizes the
efficiency of the study. The interpretations drawn from the sample were free from biasses. The
study was completed within the time frame that was provided and meeting all the necessary
deadlines as specified. This was maintained by doing multiple activities at a time which were
separate yet integrated with the objective of the research that were formulated.
One of the understandings that were developed with the completion of this project was
that it is not always necessary to work hard and meet the targets, the fulfilment of goals can also
be ensured by working in a smarter way. The overall project was successful in developing the
research and analytical skills, improve knowledge base, thinking logically and the value of
managing talent in any organization.
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REFERENCES
Books and Journals
Krishnan, T. N. and Scullion, H., 2017. Talent management and dynamic view of talent in small
and medium enterprises. Human Resource Management Review. 27(3). pp.431-441.
Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
Thunnissen, M., 2016. Talent management: For what, how and how well? An empirical
exploration of talent management in practice. Employee Relations. 38(1). pp.57-72.
McDonnell, A. and et.al., 2017. Talent management: a systematic review and future
prospects. European Journal of International Management. 11(1). pp.86-128.
Ras, J., Mathafena, R. B. and van Zyl, E. S., 2017. The development of a talent management
framework for the private sector. SA Journal of Human Resource Management. 15(1)/.
pp.1-19.
Cappelli, P. and Keller, J. R., 2017. The historical context of talent management. The Oxford
handbook of talent management, pp.23-42.
Collings, D. G., Scullion, H. and Caligiuri, P. M. eds., 2018. Global talent management.
Routledge.
Morris, S., Snell, S. and Björkman, I., 2016. An architectural framework for global talent
management. Journal of International Business Studies. 47(6). pp.723-747.
Claus, L., 2019. HR disruption—Time already to reinvent talent management. BRQ Business
Research Quarterly. 22(3). pp.207-215.
Khilji, S. E. and Schuler, R. S., 2017. Talent management in the global context. The Oxford
handbook of talent management, pp.399-420.
Online
Biggest talent management challenges. 2021. Online. Available through:
<https://www.randstad.com/workforce-insights/talent-management/5-biggest-talent-
management-challenges-hr-2017/>.
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APPENDIX
Questionnaire
Name- --------------
Age- -------------
Gender Male ()
Female ()
1) Are talent management practices conducted in Unilever?
a) Yes
b) No
2) How often is talent management undertaken in Unilever?
a) Every month
b) Every quarter
c) Half-yearly
d) Once in a year
3) What strategies are employed for talent management of the employees in Unilever?
a) Training and development
b) Performance appraisal system
c) Professional mentorship
d) Leadership and motivation
4) What are the challenges faced while incorporating talent management practices?
a) Employee turnover ratio
b) Inexperience in the latest technology
c) Resistance to change
5) What obstacles are faced by HR while talent management is practised in operations
department?
a) Lack of motivation
b) Unappealing rewards and recognition
c) Interdepartmental conflicts
d) Complex work culture
6) What is the impact of talent management on the employees?
a) Boosts employee performance
b) Increases employee retention rate
c) Motivates the employees
d) Develop leadership and initiation
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7) Rate the talent management scheme of Unilever.
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied
8) What is the level of impact of talent management on the operational efficiency of the
business?
a) High
b) Medium
c) Low
9) Recommend effective strategies to improve talent management in Unilever.
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