Workforce Planning and Recruitment: Analysis of Market Trends and Skills Requirements

This document provides an analysis of the current market trends that influence talent management and workforce planning. It explains the difference between legal requirements and organizational requirements. It also discusses the importance of job description and person specification documents for active recruitment and selection. Additionally, it determines the current and anticipated skills requirements based on legal requirements and labor market trends.

Workforce planning and recruitment and selection documentation
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Table of Contents
Introduction:....................................................................................................................................3
Task 1:.............................................................................................................................................4
P1: Analysis of current market trend that influences talent management and workers planning:...4
P2: Explanation of the difference between legal requirement and organisation.............................6
Task 2:.............................................................................................................................................7
P3: Based on current labour market trends and legal requirement determine current and
anticipated skills requirements........................................................................................................7
Task 3:...........................................................................................................................................10
P4: Importance of jobs description and person specification documents for active recruitment and
selection:........................................................................................................................................10
P5: Application of different recruitment and selection methods for useful talent resource and
planning:........................................................................................................................................13
Task 4:...........................................................................................................................................16
P6: Evaluation of the stages of HR life circle................................................................................16
P7: Various stages of the HR lifecycle are intergraded within organisational HR strategy..........17
Conclusion.....................................................................................................................................20
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References:....................................................................................................................................21
Introduction:
As said by Steiner (2013), planning is the process of predicting the uncertain future, make
premises and allocate resources and workforce accordingly. The method of preparation requires
satisfying of few questions like what to do and when to do and by whom the job is to be done by.
Amount of labour, completion time, location is to be kept in mind in fulfilling organisational
goals while planning. For a growing firm, it is mandatory to participate in proper workforce
planning. As directed by Anthony (2010), recruitment bodies too should be sound for the
appropriate selection of available choices. The carbonation is to be collected and moulded
according to the industry principles, to get the best out of the candidate.
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Task 1:
P1: Analysis of current market trend that influences talent management and workers
planning:
Contrary to customer management, talent management is the process of matching organisational
goals with the employee goals by managing and directing the employees. The selection
procedure, placement in individual departments, retention all these processes must be looked
after by the managing committee. As opined by Michael (2016), the number of workers to be
selected, whom to choose for the right kind of job, and other such situations are very influential
for the outcome of a firm’s success and growth. A link is created between the hirers and the
candidates through the process of talent planning. The present market trend shows more
emphasis on talent management than the last decade. Companies which hire prospects on an as-
needed basis, do not give stress on talent management. As directed by Zunker (2015), goal-
oriented firms provide attention to Management by Objective which cares about just the
completion of a project, not the process followed towards attaining the end. These firms do not
use talent planning as a business tool. Employee lifecycle Model as proposed by McKinsey
depicts the transition of candidates from competency level to a developmental stage and finally
reaching to retention.
In 2016, Mclaren Group Hotels realized that they needed a joint alignment for the employees
and they set up a new set of goals that helped in new brand direction. The change included
performance evaluation, goal management, succession planning. The crystal clear transparent
working environment helped to reach both company and industry satisfying goals. As opined by
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Cascio (2017), business leaders who indulge in the act of talent planning, are more prepared, and
give better competition in the global economy as they are flexible and open to handling all
opportunities and capitalize from them. Goal alignment is the matching of the individual aim to
the company’s target. It is a handy effective business tool, engaging the employees in a better
working environment and gets them committed to the work. Executives often follow ‘gut
feelings’ to drive the workforce in a more efficient manner than a routine plan. Low employee
engagement results in low retention rate and efficiency with more chances of unexpected failures
and risks. As directed by Harel (2015), a strategic talent management has always needed a great
training department for the novice and the retraining employees, to excel in the business market,
creating real opportunities and grasping every bit of it. This procedure is a simultaneous process
that always rotates employees- cutting the poor ones, and retraining the fit ones accordingly, as
the work demand offers. Proper talent management and workers planning attracts star performers
that work as a compensation in the recruitment department as well as the training department.
The pitching job shifts from the recruitment board to the candidate’s side. Issuance of budget
takes a big turn due to this process. If a company chooses to capitalize though talent management
program, it may has to allocate lesser funds in the training and the selection department. About
66% of top CEO's crown strategic talent management as a top priority tool. The management
world has seen a difficulty in hiring in the last five years, at an alarming rate. Retention rate,
internal or external recruitment, applicant feedback, successful hires, contender number, are few
essential tools to measure talent management and workers planning.
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P2: Explanation of the difference between legal requirement and organisation
Many measures are being taken to put an end to discrimination in the work life, the most
significant issue in the world right now. As stated by Jarvis (2016), prejudice or segregation in
the fields of religion, sex, skin tone, caste, and nationality has been diminishing in the scope of
recruitment procedures. It is unlawful to classify candidates into any categories depending upon
these factors. Title VII of the Civil Rights act 1964 ensures equal rights in training and
developmental programs for all. Pregnancy discrimination Act stopped discrimination based on
child birth, and an employee cannot be fired due to pregnancy. Sexual persecution has been put
an end to. Apprenticeship and understudy training have been made upon and are judged by
knowledge and mastery. Any firm that has 15 or more members mandates to show a strong
payroll to the higher authority. As opined by Neely (2017), management of every organization
should abide by a specific rule to recruit new staffs of their organization. Apart that due to
deprivation of other candidates organisation can committed into a scandal.
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Task 2:
P3: Based on current labour market trends and legal requirement determine current and
anticipated skills requirements
Learning the current labour market trends, a set of most attractive key skills can be enumerated
as follows:
 Communication Skills: In the vast, growing global market, communication skills are of
the most anticipated skills of this era. As intended by Jones (2015).Proper verbal and
non-verbal communication leads to better understanding of a project and clearance of
doubts. Proper encoding and decoding are very important for the proper process of
communication. Thoughts expression and interpretation of the person at the front can
land a great deal.
 Teamwork: In today's world, every goal is achieved in groups. No project is done single-
handedly. A team player is thus preferred who can bring out the best out of himself and
from others when working together as a unit.
 Analytical Skills: As stated by Neely (2017), Aptitude, reasoning, experience together
build a trait that helps in quick identification of points of disputes and rapid problem-
solving techniques. This test by the requirement department is must for all firms as this
tests the adapting power of an applicant.
 Management Skills: Multiple projects handling leads to messy and pressurised working
conditions that need to be tackled effectively through self-management skills of
organising, goal setting, and time management, fixing priorities and allocating work
efficiently.
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 Self-potency: Judgment by self-development and mixing skills is apt in -leading
companies. The self-judgment of what one is capable of, and finding one's strong field is
very significant in job life.
 Technical Knowledge: With time, problem-solving techniques, training processes have
transacted from manual to digital in the developing world. So acquiring basic computer
knowledge and handling of interface quickens up the learning procedure and saves time n
the job too. Veterans who have been working throughout also should take professional
coaching for software uses to avoid retention.
 Leadership skills: Taking charge of colleagues and at times, leading them to better
achievement of goals may bring out the leadership role in a person. As opined by Fowler
(2015),to find promotion in the global pyramid, ones need to possess or acquire
leadership to climb up the corporate chain. An absence of a good leader leads to a faulty
organisation.
 Learning skills: In the ever-changing world of now, one cannot always find a job in
his/her comfort zone, so one needs to master the trait of quick learning to adapt to new
subjects and excel in any field of employment. Due to job saturation in few industries,
one has to switch industries to earn a living. Hence, being flexible and learning
techniques are a rare and needful trait in today's world. As stated by Parrish (2018),if
there is an absence of this skill, there is a vast possibility of never finding a breakthrough
in the professional life. In one's department too, learning of new technology is asked for,
else detention may be unavoidable.
 Morale: Positive attitude and behaviours towards co-workers and subordinates and
seniors help in the making of the anaesthetic working condition and personal integrity to
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is maintained. As directed by Politis (2014), the principle of honesty, friendliness helps
build a better team that eventually leads to the refined achievement of goals. Self
Confidence is another trait one needs to explore.
The absence of any of the qualities leads to a faulty structure that retards the growth and stability
of a department. Currently, many issues are being faced due to inappropriate skill sets of
candidates. Some entrants are increasing that lack a particular part of the skill sets required for a
job. The hiring committee is not at fault to ask for what a job post needs. As directed by Price
(2015), wrong hiring can result in a loss of resources for the firm. One excelling in technical
skills and lacking in managerial and leadership skills can never climb up the corporate ladder and
never prize promotion for individual as book knowledge is not enough. Often students having the
best grades end up suffering in the field jobs where the practical knowledge and experience do
the work.
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Task 3:
P4: Importance of jobs description and person specification documents for active
recruitment and selection:
A job description consists of a set of written specifications of a particular job that includes the
responsibilities to be taken, range of the situation, details of working conditions, the designation
or the post, to which the employee has to report his/her career to, and an outline of the duties
under that post. As opined by Sheldon (2017), a detailed job description at selection includes a
vivid knowledge of the principles of working hours, office principles, salary, extra facilities etc.
Job description must be as follows, if depicted in a tabular form:
Hiring Mechanical & Automobile Engineer Fresher
Department: Production, Quality, Maintenance, Designing
Benefits: Food / Transport / Accommodation
Directly Walk-in to the below mentioned address
Contact: 04448505166
Salary: 5.560 GBP
Industry: Automobile
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Functional Area Production, Manufacturing and Maintenance
Role Fresher
Employment Type Full Time Job
Key Skills Production and Maintenance, Quality Control,
Analysis, Designing, Autocad specialist ,
Plastic modeling Robotics
Desired Profile UG or Completed: B.E. in Automobile or
Mechanical,
Post Graduate not required
Doctorate not required
Table: An Example of Job Description format
(Source: Sheldon, 2017)
Thorough checking of documentation of application of candidates is a very important tool for
effective recruitment. As stated by Jones (2017), a very vivid and clear knowledge of the
specialty and key skills of a candidate must be examined as there may be problems later in the
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training and selection processes. McLaren group in 2002 faced a huge problem in the recruitment
batch of hiring employees with the necessary skills of the applicants. Adding to that, an
employee may adapt to unfavorable working conditions but the morale will go down. So, the
selection board must examine the specialty areas of the candidates and put them in the best suited
departments.
When a post needs a very proficient use of computer interface, the recruitment board must take a
test of that beforehand. As intended by Hendry (2016),a front office job requires proper
communication skills which must be adequately tested by the Human Resource Department. The
interview board must interrogate the candidates in the primary stages of the knowledge they
possess, what job they need them to do. If required communication between the hiring firm and
the former firm of the candidate can be created to know about the morale, set of skills, character
certificate.
 Qualifications- McLaren group ensures that a candidate has the minimum requirements
for the job role one is opting for, there are various screening processes for the filtering of
the lot.
 Specialization- A general knowledge about automotive is asked for, by this firm who can
implement the experience in the field of automobiles. Data analysis techniques are
suitable equipment for strategic methods. Analysis and simulation software like
MATLAB and N-CODE should be well equipped and proficient in, for the candidature.
As stated by Parrish (2016), acquisition and diagnostic tools must be familiar to use.
Microsoft Office is almost a constant requirement for all top companies. For a high house
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like McLaren, they stress on prospects that are excellent in written and verbal
communication.
 Key Features- A quick learner and a better adapter in any working condition, leadership
qualities, team worker are the few critical personal features that attract the hirers
All the traits must be cross-checked with the received documentation proof of the entrant. The
firm checks the authenticity by possessing regular contact with the educational boards for the
user authentication of the files submitted.
P5: Application of different recruitment and selection methods for useful talent resource
and planning:
Recruitment of talented individuals as member and staff cannot be done through merely scanning
resumes. It requires considerable planning how the recruitment can enhance or boost in
achieving the goals set during planning stages. It also demands the qualities are looking for in the
candidate to do so. McLaren's recruitment steps are as follows:
 Recruitment Preparation is a process of identifying a specific skill set required to grow
the business. In several cases, it is seen that the employers hire a candidate who is willing
to work hard. Later, they notice that the hired candidate has low productivity and
turnover is so high that the company is paying more than the candidate is making.
 Reviewing Resumes is an essential aspect as it provides the candidate's past education
and experiences which helps in making a good impression if it suits the profile. Finding
out the right blend of a pattern by looking at an excellent resume boon to any recruiter.
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 Pre-Hiring Test serves the purpose of testing the necessary capabilities also it provides
the mindset and thinking of the candidate to the employees. Many companies have
implemented this strategy to check the candidate profile. This step involves doing team
jobs as a sample whereas sometimes it can be as easy as pure mathematics, grammar and
typing skills.
 Lookout for Core Competencies qualities that are dominating character. As stated by
Neely (2016), companies nowadays are using core competencies ratings to evaluate
individual’s job description. Here, core competence can be integrity and loyalty,
competitiveness or problem solving some cases.
There are three selection and recruitment methods used for McLaren’s;
 External Recruitment Method: Developing a relationship with proper guidance and
career counselors at universities and colleges to recruit in openings. Reaching out to
organisations that share the same value and request them to list out open positions
through newsletters and email to members. As opined by Hendry (2015),companies
should opt to work with recruitment firms if the opening is for high level or demands a
specific set of skills, provided that the company has enough resources to afford it.
 Internal Recruitment Method: It requires a specific set of skill and experience. In this
process, an inner opening is circulated within the organisation to check whether there is
any available candidate available for the post. Here, interns, volunteers, temporary
workers or consultants who have been working for the same position are taken into
considerations as well.
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 Selection Methods: After initial stages of recruitment, the pool of candidates has been
narrowed down. As stated by Wheeler (2014), the recruiter should think of long-term
whether the candidate brings in experience, fresh ideas and new perspective to the
company. Under circumstances where the company is not making much profit, the
candidate should be chosen as such that he/she does not adapt to the situations but
flourishes under such conditions. Lastly, the recruiter should look for diversity and
provide equal employment opportunity to all.
Figure: Different types of Recruitment Methods
(Source: Parrish, 2017)
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Internal Recruitment
Method
External
Recruitment
Method
Selection
Methods

Task 4:
P6: Evaluation of the stages of HR life circle
Every job is unique and different in its way. So is the life of an HR. The life cycle of an HR is
also unique in its way. Significantly the life cycle of an HR is of utmost importance for a
company. As directed by Jones (2014), the life cycle of an HR involves the various steps/stages
that an employee has to go through in a particular company to retain themselves in the company.
The full employment of an employee is in the hands of an HR, and as such, it is very important.
Usually, most companies follow the five stages of the HR lifecycle. One phase of the cycle
follows the other. Each step of the life cycle is unique and has its importance. Thus, the five
stages of the HR lifecycle can be elaborated as: -
 Recruitment - This is the first stage of the HR lifecycle. Every company requires
employees for it to perform. Without an efficient employee, the company will not be able
to make profits. Hence, the hiring a valuable t employee who will be to work effectively
is essential. As opined by Parrish (2017), the recruitment is the first stage where the HR
knows the requirements of the company. He/she screens the candidates' profile according
to the eligibility criteria and finally chooses appropriate candidates for the company.
 Education - Education starts when the recruited candidate begins with the job. An
employee has to be well known with the company's expectations, rules and norms.
He/she has also to be made clear of the roles which are expected of him/her. This is the
second stage where the HR educates the candidates with the knowledge of the company
and the work they need to perform.
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 Motivation- For a company to get maximum profit, it should ensure that it brings out the
best from its employees. Promotions, incentives, social security and other such benefits
motivate the employees to work more efficiently. So the HR motivates the employees
from time to time to perform their work.
 Evaluation - This is the most critical step of HR and also the burdened step for an HR.
In this stage, the HR looks into the employees' work, evaluated the employees'
performance and based on their performance decides on their promotion or whether they
should be kept in the company or should be fired. As directed by Neely (2015), 'Hiring
slow and firing fast' is the policy which every company follows and if an employee is
unable to perform well, firing is done very fast.
 Celebration - Not only are the employees made to work every time, but their work is
also recognised. This step provides the opportunity to the HR to know the employees'
hard work and to thank them for their work and support.
Every cycle comes to an end, and so is the life cycle of an HR. Thus, these are the five stages
which sum up the life cycle of an HR.
P7: Various stages of the HR lifecycle are intergraded within organisational HR strategy
Recruitment process in McLaren – McLaren hires people who have the mindset to play an
essential role in the productivity, turnover and growth of the company. As stated by Wheeler
(2017), to get the best of the best available, McLaren conducts regular strategic staffing plan to
fill a position that is required and what kind of skillset is required for the candidate to be hired.
McLaren has an interviewing protocol which comprises of written test, multiple interviews and
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active listening. It also looks after the employees by providing compensation and packages of
benefit; it also ensures that the company employees are attracted to the job as well.
Training procedure in McLaren –McLaren ensures the knowledge of the employee begins the
moment he joins. They are made aware of their role, expectations and responsibilities associated
with the post of the employee. It makes sure that the employee gets well accustomed to
company’s culture and values. No intern is given full employee status until and unless they fully
understand their duties and responsibilities. As intended by Jarvis (2018), any new employee
who joins McLaren is given a co-worker make them better understand their job, and the
transition becomes easy. As soon as the employee he/she is introduced to the rest of the
employees and is given the email passwords, parking passes, voice mail, etc. to feel comfortable
and get started without wasting any time.
Motivation strategy in McLaren –McLaren has been very consistent in motivating their
employees by keeping them engaged in producing high results and showing commitment to
them. McLaren has been very fruitful to the employees who grab opportunities with both hands
by giving them proper compensation, benefits, the opportunity for growth, providing recognition
and appreciation.
Evaluation method in McLaren – McLaren recruits top-level HRs and supervisors to evaluate
and analyse the performance of the employees. It conducts performance evaluation tests based on
the facts provided without getting any emotional attachment. It looks for employee worthy of
their jobs more often than not, rather than criticising. As opined by John (2014), those lagging in
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their roles and responsibilities are provided with training and professional help to acquire their
goals and help the company in the long run.
Celebration in McLaren – This step helps in reenergizing the employees and appreciating them
for their hard work and labour. It is important to celebrate milestones and show appreciation to
the employees by giving those benefits like flexible working hours, gift cards and bonus
paycheque. This step helps in achieving company goals and providing a sense of ownership to
the employees.
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Conclusion
This report demonstrates how proper talent and workforce planning can contribute to active
recruitment and selection to meet the strategic needs of the organisation within appropriate legal
requirements. This report starts by analysing the current market trends that influence talent
management and workers planning, also explaining the legal requirements for McLaren. It then
further demonstrates the current labour market trends and legal requirement and anticipated skills
requirements. Illustrating the importance of job description and person specification is significant
for active recruitment and selection. It goes on to explain the application of different recruitment
and selection methods for useful talent resource and planning. It summarises with the stages of
HR life cycle and its relevance with McLaren.
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References:
Cascio, K (2017) Human Resources, Information Science Reference, pp-154
Cox, L. (2016) The Theory of Workforce Planning, Singapore: Candid Creation Pub, pp-22
Fowler, T. (2018) “Journal of Organization of Human Resources and Workforce Planning”
Journal of applied psychology, PP-1094(1)
Harel, GH (2015) Effects of Workforce Planning, Hoboken: Wiley, pp-89
Hendry, C. (2014) Human Resource Management, Business Management, pp-144
Jarvis, S. (2015) Organization of Resources, New York: Nova Science Publishers, pp-56(1)
Jones, M. (2017) The Talent Management Handbook, New York: McGraw-Hill, pp-113
Mclaren.com, (2018) Available at https://www.mclaren.com [Accessed on 28 May 2018]
Neely, A. (2013) “Journal of Intellectual Capital”, Plymouth: Alta Mira Press pp45
Parrish, J (2012) Workforce planning and occupational adjustment, Public Service Commission
of Wisconsin, PP-51(a)
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Politis, J. (2012) Leadership & Organization of Resources, LAP LAMBERT Academic
Publishing, PP-71
Price, L. (2016) “Recruitment Strategy Journal”, Emerald Group Publishing Ltd, pp-52
Sheldon, L. (2013) “Journal of Workforce Planning and Recruitment procedure”, Leadership
Management, pp-123
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