People Resourcing and Development in UK Biscuit Manufacturing Case

This case study examines people resourcing and development strategies in the UK biscuit manufacturing industry, comparing them to those in the Netherlands. It analyzes the impact of the COVID-19 pandemic and Brexit on these practices, focusing on changes needed to enhance employee branding and maintain competitive advantage. The report explores how UK companies can adapt their resourcing activities, training programs, and employee engagement strategies to meet new challenges and leverage opportunities in the post-Brexit marketplace. It concludes that strategic investments in workforce development and employee well-being are crucial for success. Desklib provides students access to similar case studies and solved assignments for academic support.

National training &
competitive advantage

Table of Contents
INTRODUCTION ..........................................................................................................................3
People resourcing and development strategies, used in biscuit manufacturing companies in UK
compared to those of Netherlands................................................................................................3
External context of current Covid-19 pandemic, key changes to impact people resourcing and
development practices for biscuit manufacturing companies in UK .........................................5
People resourcing and development activities to increase their employee brand in the post
Brexit marketplace.......................................................................................................................6
CONCLUSION................................................................................................................................8
RERENCES.....................................................................................................................................9

INTRODUCTION
National training and competitive advantage can be understood to be highly essential
within business working scenarios, where it further plays keen role for companies to develop
stronger rise on new working grounds significantly. Case study of national training infrastructure
and competitive advantage in Biscuit manufacturing, will be further analysed within report to get
recent findings worked on strategically. The recent report will discuss people resourcing and
development strategies used within biscuit manufacturing companies in UK, compared to those
of Netherlands where two are most competitively advanced places. Study will determine further
external context of current Covid-19 pandemic, key changes likely to impact the people
resourcing and development practices for biscuit manufacturing companies within UK. Research
will also discuss people resourcing and development activities that can be introduced further to
increase employee brand in Post Brexit marketplace.
People resourcing and development strategies, used in biscuit manufacturing companies in UK
compared to those of Netherlands
The people resourcing and development strategies, used within biscuit manufacturing
companies in UK is different to those of Netherlands where this further forms competent
working scope significantly. People resourcing and development strategies, used within biscuit
manufacturing companies in UK is also widely different to those of Europe where there are
various factors which are comparatively varying from each other. UK's plant drew on very high
degree of advanced technology to mechanize, automate and standardize where production in

continental European plants are less standardized. When it comes to analysis of people
resourcing, and development strategies productivity of workforce in plants of Netherlands,
France and Germany is variedly diverse. It has been also found that continental plants,
supervisors with advanced vocational qualifications were not able to perform routine machine
maintenance significantly ( Sarvaiya and Arrowsmith, 2021).
German and French companies were focused more on small and medium-sized batch
production, where Netherlands also had high degree of customization, leaving no scope for trial
runs and requires more advanced degree of adaption and improvisation. The British plants on
other hands, focused more on standardized mass production, emphasis on economies within scale
which means to compete towards basis of prices. The Netherlands country resourcing strategies
used within biscuit manufacturing are structurally advanced, as compared to British companies
within biscuit manufacturing industry. People resourcing has been found to be also another
parameter, where the British plants have been integrally evolving towards technical working
vision for determined scope for extensive growth technically.
The British plants were those, where companies had to wait for skilled technicians to be
trained actively, on other hand continental plants in turn facilitated emphasis towards product
quality, product extensions and customization. Smoother production procedures has been
allowed to spend more time on experimenting with new ideas and advanced new productive
technical changes within biscuit fillings (Von Trapp and et.al, 2021). People resourcing, in UK
has to be further improvised, as Netherlands has been significantly rising towards to resource
good hard-working workforce within production. This further also enhanced working rise, where
Netherlands workforce is more technically trained as compared with UK where it determines
stronger competencies to be evolved on for extensive growth.
European plants had majority of workers who came from apprenticeship in bakery, where
most of supervisory staff had been working with advanced training and certificates as masters of
trade. Advanced training was there in area of production technology as well as within logistic
functional arenas for supporting production advancement significantly. However, brutish
companies and plants lacked supervisors and also lack of vocational qualifications was there
which has impacted overall functional levels rapidly. It can be analysed in detail that UK and
Netherlands both have been imperatively advancing to bring on competent working rise on
biscuit manufacturing companies (Pritchard and et.al, 2021).There is also functional scope to

further connect towards new manufacturing expertise innovation rise, dynamic expertise
management and also leveraged scope for connecting towards new demands as per changing
pace of time effectively. New investments, expansion as per new range of creative avenues forms
up scope for leveraged new range of vision and determine extended commercial growth for new
companies to emerge.
External context of current Covid-19 pandemic, key changes to impact people resourcing and
development practices for biscuit manufacturing companies in UK
The current Covid-19 pandemic has changed working scenarios, where there are key
changes to analyse impact of people resourcing and development practises for biscuit companies
in UK. Pandemic has externally created significant impact within people resourcing and
development practices, for biscuit manufacturing companies in UK (Shipton, Whysall. and Abe,
2021). External impact, such as rising rapid people resourcing and development practices for
biscuit manufacturing companies has to be also analysed significantly with changing time period.
The Covid-19 pandemic, has been further creating impact severely on people resourcing and
development practices where manufacturing has been also declined.
The manufacturing industry has faced decline in production quantities and people
resourcing has been also found to be impacted due to restricted guidelines rapidly. Key changes
likely to impact people resourcing and development practices for engaged fundamental rise on
biscuit manufacturing companies in UK, are connected to restrictions in mass production
techniques. There is also significant decline among resourcing people within business domains,
where the proper practical training to employees cannot be given. It can be also analysed that
resourcing and development practices for biscuit industry has to be further evolved on for
technical working advancement and integrated wellness, based on specific factors for competent
functional growth (Kapur, 2022). Biscuit manufacturing companies in UK have been further
taking up steps to intricately improvise new working goals practically, where development of
competent pathways enhances scope to dynamically evolve new synergy growth rapidly. There
is also scope for companies to bring on new investments in sanitation and hygienic business
places for all employees, which develops crucial growth for extended working growth goals and
determining new targets. Safety of employees working pace, further holds huge importance for
brand to connect towards untapped expertise technically and generate operative working growth

for extended working channels significantly (Human resource management and the COVID-19
crisis: implications, challenges, opportunities, and future organizational directions, 2021).
Also restrictions within development practices, manufacturing guidelines and specific
aspects connected to biscuit manufacturing companies have been lowering manufacturing
working efficacy among UK. As most transactions and operations are shifting to digital media,
and smart usage of technical multimedia for faster completion of technical paradigms UK biscuit
manufacturing companies. This further heads on specific factors that significant new investments
have to be further engaged on for creating effective working reach dynamically on extended
parameters. Also proper contactless manufacturing, is the new significant aspect where
companies are productively heading to further practically engage on proper new working
scenarios diversely. Covid-19 pandemic, has been found to be also one of the most sever crisis
where challenges have been dynamically creating significant rise extensively for extended
working specifics within extended domains. As workforce security comes as one of the major
concern for workforce, where people resourcing also comes as highly essential factor to be
further worked on to be determined as key factor. The biscuit manufacturing companies in UK
has been also significantly evolving to bring on new working guidelines worked on, where there
is extensive working growth analysed diversely. Pandemic has been also determined to be also
one of the key aspect which has created significant havoc among people diversely for which
strengthened new steps have to be formulated (Hirsh, 2021).
People resourcing and development activities to increase their employee brand in the post Brexit
marketplace
The post Brexit marketplace, holds huge commercial scope for strengthening employee
brand diversely within strengthened working vision and rapid functional connective working
reach for new strengthened paradigms. People resourcing and development activities, have to be
further evolved for increasing employee brand functionally within corporate working paradigms
dynamically. With changed international business activities, there has been structural
determinants connected towards developing employee brand value management profoundly on
extended working rise. UK biscuit manufacturing companies have been found to be also
intricately advanced, where adoption of new functionally effective people resourcing and
development activities determine key untapped goals rapidly. Future of international business

holds huge scope, where determining new potential working frameworks and strengthening key
untapped working goals further opens up scope for new range of working efficacy diversely on
new paradigms diversely. For creating innovative people resourcing, high scale dynamic HR
platforms new strategies to train them with strengthened vision can be leveraged towards gaining
stronger productive growth targets. As per changed business expertise, laws of companies have
further scope to be evolved for developing untapped new growth rise based on structural goals as
per key working scenarios for extended new leveraged motivational goals (Maddox-Daines,
2021).
It can be also analysed that UK business market place holds huge scope for technical
expertise expectancy parameters, on which primitive growth rise has to be also shaped on
developing workforce with integrated rise on technical pathways variedly. People resourcing
activates, such as pooling talent engagement and motivational working goals extensively forms
huge working pace for new advanced HR structured policies. Brainstorming sessions, creative
working sessions and ideas formation activities will further enable people sourcing to be
advanced on within marketplace for competent work synergy variedly for extensive commercial
growth rise (David, Rice. 2021,). Usage of the best technologies, advance machinery and
digitalized business scale services have been found to be one of the major determinant which
holds huge commercial growth to be practically worked on for extended new range of vision for
attending towards new range of technical domains
It can be also analysed that post Brexit era hold huge change scope for companies to
adopt, where intricate findings have been found that it is also crucial to primitively innovate new
scale fundamental working rise for keen productivity. Also, new fundamental expertise evolved
among determined growth towards technical growth scope for connecting towards new range of
vision strategically on extended working goals significantly. This can be also analysed that UK
manufacturing companies are further extending new sale technical goals, for practical working
engagement of workforce with the latest working expertise significantly evolved towards
achieving the best goals. National training and competitive advantage holds huge importance,
were the brands are currently investing to bring on structural working efficacy and generate
productive imperative functional surge (Pepple and Zhang eds., 2021).

CONCLUSION
From the above analysed aspects within report it can be concluded that people resourcing
and development strategies used within biscuit manufacturing holds huge fictional scope for
companies. UK and Netherlands have been further taking up steps to further enhance optimistic
competitive strategies to determine new end effective. Recent research, has also summarized
people resourcing and development activities for extended employee brand development in the
post Brexit marketplace.

RERENCES
Books and Journals
Hirsh, W., 2021. Supporting career development in organisations: Drivers, practices and
challenges. Journal of the National Institute for Career Education and Counselling,
46(1). pp.47-55.
Kapur, R., 2022. WORKFORCE PLANNING AS A WAY OF LEADING TO
DEVELOPMENT OF HUMAN RESOURCES. International Journal of
Information, Business and Management. 14(1). pp.149-158.
Maddox-Daines, K. L., 2021. Delivering well-being through the coronavirus pandemic: the role
of human resources (HR) in managing a healthy workforce. Personnel Review.
Pepple, D. and Zhang, C. eds., 2021. Financial and Managerial Aspects in Human Resource
Management: A Practical Guide. Emerald Publishing Limited.
Pritchard, R., and et.al, 2021. Lessons from the field: The role of agility in a coproduction
project encompassing the COVID‐19 pandemic. Health Expectations.
Sarvaiya, H. and Arrowsmith, J., 2021. Exploring the context and interface of corporate social
responsibility and HRM. Asia Pacific Journal of Human Resources.
Shipton, H., Whysall, Z. and Abe, C., 2021. Turnover and Retention in the United Kingdom:
Change, Uncertainty and Opportunity. In Global Talent Retention: Understanding
Employee Turnover Around the World. Emerald Publishing Limited.
von Trapp, L., and et.al, 2021. OECD Review of the Office for Budget Responsibility in the
United Kingdom. OECD Journal on Budgeting. 21(2).
Online
David, Rice. 2021, Challenges of HR And Its Shift Post COVID-19 Pandemic, 05/09/2021.
[Online]. Available Through<hrexchangenetwork.com/hr-talent-management/articles/the-6-
biggest-challenges-hr-faces-in-a-post-covid-world>.
Samila Hamouche, 2021, Human resource management and the COVID-19 crisis: implications,
challenges, opportunities, and future organizational directions. 2021. [Online]. Available
Through :<https://www.cambridge.org/core/journals/journal-of-management-and-organization/

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