CW1 Individual Research Portfolio: Leadership and Talent Management

This report provides an analysis of leadership and management, training and development, and talent management within the context of a selected organization, Nissan. It explores the operational context of Nissan, a Japanese multinational automobile manufacturer, and discusses relevant theoretical models such as trait theory, human relations management theory, reinforcement theory, expectancy theory, and the 5 B's of talent management. The report offers recommendations focusing on the required knowledge, skills, and behavior needed by management in each area, emphasizing the importance of communication, technological proficiency, employee safety knowledge, and conflict resolution skills. It highlights the role of HR management in talent acquisition, training, and employee motivation, particularly in navigating challenges such as the Covid-19 pandemic to maintain business productivity and achieve organizational goals.

CW1 Individual
Research Portfolio

Contents
Contents...........................................................................................................................................2
INTRODUCTION...........................................................................................................................1
Area 1: Leadership and management..............................................................................................1
The operational context of the organisation................................................................................1
Relevant applicable theoretical models.......................................................................................2
Recommendations with a focus to required knowledge, skills and behaviour needed by
management.................................................................................................................................2
Area 2: Training and development..................................................................................................2
The operational context of the organisation................................................................................2
Relevant applicable theoretical models.......................................................................................3
Recommendations with a focus to required knowledge, skills and behaviour needed by
management.................................................................................................................................3
Area 3: Talent management.............................................................................................................4
The operational context of the organisation................................................................................4
Relevant applicable theoretical models.......................................................................................4
Recommendations with a focus to required knowledge, skills and behaviour needed by
management.................................................................................................................................5
CONCLUSION................................................................................................................................6
REFERENCE..................................................................................................................................8

INTRODUCTION
In business industry number of people working collectively where it is important to arrange
and manage effectively as it contributed to organizational activities. In organizations role of HR
is important as it identify vacant position and make efforts to fill by finding right candidate at the
workplace. The working of HR professional is hard as it creates postings and handling payrolls.
It is also responsible to team building by analysing skills and interest of working that supports to
develop business productivity (Armstrong and Taylor, 2014). Management is the essential part of
organization that involves planning, organising, directing, staffing, and controlling the business
activities that supports to complete the business functions. Having HR in organization is helpful
as it filling vacancy and gets work done from staff. To understand about managing people and
attraction at workplace Nissan has been selected that is Japanese multinational automobile
manufacturer headquarter in Nishi-Ku-yokohama, Japan. In this, HR plays important role of
managing people and completing work effectively. The report covers different areas of
development such as leadership & management, training & development and talent management.
Topics which are discussed in this report that are organisational context, theories and
recommendation about all areas.
Area 1: Leadership and management
The operational context of the organisation
Nissan is a Japanese multinational automobile manufacturer that operates its business
worldwide. Japan is one of the best technological based country that is running 20 years forward
than other countries. The management of such organization understand requirement and bring
changes in their task that can help to develop business productivity. The organization uses new
technology and build new model of motor and cars that influences number of customers and
maintain high network position in market. In this industry, department such as finance,
marketing, HR, sales, accounting, and others are managing by HR managers by recruiting and
selecting best people. This helps to increase the operational activities and functions in changing
environment. The HR management also understand the problems of their employees and provide
best solution by analysing all areas to develop business activities. Moreover, payroll is also
handling by HR department where it keep all records and attendance of their staff and give salary
accordingly (Collings, Wood and Szamosi, 2018).
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Relevant applicable theoretical models
Nissan is larger automobile sector that understand upcoming trend and manufacture
vehicles to influencing people and increasing sales. The aim of organization is to become a
leading industry in automobile sector after bringing changes or challenges that supports to
develop organizational productivity (Stark, 2015). To complete their roles and responsibilities
different theories are applied by management of selected organization that described below:
Trait theory – This is effective theory, states managers and leader are born who is not
made. The theory mainly related to traits, characteristics, and personality that create a different
from others. If a manager and leader is having good traits, then it will be good opportunity to
grow their business and develop the business performance. In relation to Nissan, leader and
managers works collectively as they possess good skills and traits to understand and complete
work. This theory helps to manage the people in business activities as per their interest and skills
that could help to develop business productivity and performance in changing environment
(Pool-Funai, 2018).
Human relation management theory – This theory relates to managing good relation
between employer and employees in order to attaining desired goals. This is important for
organization to have effective team members who understand their roles and perform it
appropriately that supports to increase business productivity. In relation to Nissan, human
relation theory is used by leader and managers by taking part in to organizational functions and
managing team effectively. This could help to make feel good to employees by creating
supportive working environment and accomplish business goals (Gibbons, 2018).
Recommendations with a focus to required knowledge, skills and behaviour needed by
management
From the above discussion it has recommended that manager of Nissan should have
communication, technological and employee safety knowledge as well as skills that would help
to maintain good behaviour and increase business performance. This would provide an good
opportunity to business industry as run their activities or operations regularly.
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Area 2: Training and development
The operational context of the organisation
Training and development is the process of continuous learning and bring changes in
organizational working. It has seen that environment is changing day by day where it became
important to bring new technology that could help to introduce new products as well as services.
HR management is responsible to hiring right candidates where training is provided to manage
and control the work that supports to develop organizational performance. In relation to Nissan,
HR management deals with changes such as attack of Covid-19 where it became difficult to
operate business from workplace. In this situation, training is arranged for existing as well as
new candidates that supported to work continuously and lead in to changing environment. Thus,
training and development is effective area of managing people at workplace that used by
management for arranging and getting work done (Hislop, Bosua and Helms, 2018).
Relevant applicable theoretical models
Reinforcement theory – This theory mainly connected with training provided to
individual and encouraging them to work collectively. This is important for each individual to
attend training sessions and improve their learning in relation to particular subject that can help
to complete work and manage higher performance. This highlights on employee’s learning
behaviour where management expects to get positive response from their staff. This theory is
used by management of Nissan such as it understands goal and allocate work between employees
that helps to analysis performance and rewarding accordingly. The management also arrange
training session time to time which supports to accepting changes and applying in organization in
smooth way (Flyvbjerg, 2017).
Expectancy theory – This termed to Vroom expectancy theory that used by management
to expect individual behaviour or action for particular work. In business organization there are
multiple activities that needs to perform effectively so that, expectancy theory used by
management to improve learning of team members and getting work done. Nissan is larger
manufacturer of automobiles that aims to increase sales where it brings changes and share with
employees to know their opinions. This helps to make feel good to employees and build their
morale to work hard (Meyer and Grosse, 2018).
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Recommendations with a focus to required knowledge, skills and behaviour needed by
management
From the training and development area it recommends that training and development is
main area of people management and retention where all staff get training for the purpose of
developing their performance. The management of each organization should have proper
knowledge, skills and behaviour that can help to bring change in people perception and supports
to develop the business productivity. The managers should be analysis the needs of training and
work on them by arranging training sessions that could help to accept changes. In relation to
Nissan, HR management is having big role as it identifies training needs in their staff and
provide proper learning which helps to increase business sales. To complete this role, required
skills and behaviour is communication, collaboration, training & development, leading people,
and conflict resolution that helps to deal with new changes and maintaining higher performance.
This also helps to motivate the people who works at workplace and manage work effectively in
changing environment (Analoui, ed., 2018).
Area 3: Talent management
The operational context of the organisation
Talent management is the activity of attracting, influencing and retaining the top talent
who ready to work in an organization and perform all functions effectively. It has seen that there
are many operational and divisional work in industry where task is allocated between employees
for the purpose of completing work and maintaining higher performance. If managers and
leaders are talented then it will be good opportunity to grow business and complete the goals.
The operational context of talent management is to identify vacancy and recruit skilled people
who get ready to work in challenging situation and accomplish business goals. The role of talent
management is also played by HR managers in each industry where it analysis own skills and
apply to select right candidates. This could help to increase the business activities and functions
in changing environment. In relation to Nissan, HR management plays role of talent management
as it identifying position, hiring suitable person, developing skills and expertise in order to
complete business task. The management understand the problems of their staff who is facing
while accepting changes in situation of Covid-19 and others then allocate the work between them
by selecting skilled candidates, that helps to increase the business sales and profitability. Thus,
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talent management is important concept for each organization’s operational content that supports
to select talented people and managing work effectively (Dumas and et. al., 2018).
Relevant applicable theoretical models
For success of organization and managing people at the workplace talent management is
important concept that used by employer for the purpose of increasing their business activities
and maintain higher performance. Motivation is also related to talent management where it
became important to motivate their employees by following different theory that supports to
retain people long term at workplace. In relation to Nissan, different theory and models applied
for the purpose of managing their work and developing business productivity such as:
5 B's of talent management – This model is used by employer to highlighting their skills
and abilities to work in changing environment (Ballantyne, 2018). Nissan is larger automobile
manufacturer that used this model to managing talent such as:
Buy – This encompasses recruitment process that used to invite and attract people for the
purpose of taking part in organizational projects on temporary and regularly basis. Nissan is
using these aspects to fill vacant position by conducting interview round.
Build – This is related to building, developing and growing employee’s skills by
providing trainings so that each work will be done effectively. Thus can help to manage each
functions (Russ, 2014).
Borrow – Securing the assistance of internal and external consultants in Nissan by
managements that can helps to complete work by showing talent and skills effectively.
Bind – This aspect is related to binding and retaining staff at the workplace by motivating
them. In relation to Nissan, HR managers used motivational theory and other activities to
motivate their employees and gets work done effectively.
Bounce – In this management of Nissan focuses on how to let go people who are not fit
for organisational purpose. As some people do not work effectively and they coms to get salary
only.
Each establishment is having different culture and work behaviour where it is important
to understand where needs of talented employees and recruit accordingly that could help to
manage work. By using 5 B's talent management theory, selected company could find best
employees who are ready to work in changing environment and maintain higher performance.
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Recommendations with a focus to required knowledge, skills and behaviour needed by
management
From the discussion it has recommended to Nissan organization is to use the talent
management areas in their industry as it support to identify vacant position and fill it by selecting
right candidates who matches with required profile. To become a talent manager there is need to
have thinking skills, good behaviour, supportive leadership style, decision making skills and
experience in their working that helps to increase the business activities and profitability in
changing environment (Honarpour, Jusoh and Md Nor, 2018).
CONCLUSION
From the report it has concluded that people management is the effective strategy used by
organization to arranging and managing staff for the purpose of getting work done. Management
and leaders plays important role by analysing their skills and ability to do work. If there is having
good leadership skills and behaviour, then employees encouraged appropriately and maintain
higher performance.
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REFERENCE
Books and Journal
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Collings, D. G., Wood, G. T. and Szamosi, L. T., 2018. Human resource management: A critical
approach. In Human Resource Management (pp. 1-23). Routledge.
Gibbons, P., 2018. Managing Humanitarian Action: An Introduction. In International
Humanitarian Action (pp. 397-415). Springer, Cham.
Hislop, D., Bosua, R. and Helms, R., 2018. Knowledge management in organizations: A critical
introduction. Oxford University Press.
Flyvbjerg, B., 2017. Introduction: The iron law of megaproject management. Bent Flyvbjerg,
pp.1-18.
Analoui, F. ed., 2018. Human resource management issues in developing countries. Routledge.
Dumas, M., and et. al., 2018. Introduction to business process management. In Fundamentals of
Business Process Management (pp. 1-33). Springer, Berlin, Heidelberg.
Ballantyne, H., 2018. An introduction to change management theory for veterinary nurses: part
one. Veterinary Nursing Journal. 33(11). pp.305-308.
Russ, M., 2014. Introduction—What Kind of an Asset Is Human Capital, How Should It Be
Measured, and in What Markets?. In Management, Valuation, and Risk for Human
Capital and Human Assets (pp. 1-33). Palgrave Macmillan, New York.
Honarpour, A., Jusoh, A. and Md Nor, K., 2018. Total quality management, knowledge
management, and innovation: an empirical study in R&D units. Total Quality
Management & Business Excellence. 29(7-8). pp.798-816.
Meyer, K. E. and Grosse, R., 2018. Introduction to managing in emerging markets. Oxford
handbook of managing in emerging markets, pp.3-34.
Pool-Funai, A., 2018. Ethics in Fiscal Administration: An Introduction. Routledge.
Stark, J., 2015. Product lifecycle management. In Product lifecycle management (Volume 1) (pp.
1-29). Springer, Cham.
(Armstrong and Taylor, 2014)(Collings, Wood and Szamosi, 2018)(Gibbons, 2018)(Hislop,
Bosua and Helms, 2018)(Flyvbjerg, 2017)(Analoui, ed., 2018)(Dumas and et. al., 2018)
(Ballantyne, 2018)(Russ, 2014)9Honarpour, Jusoh and Md Nor, 2018)(Meyer and
Grosse, 2018)(Pool-Funai, 2018)(Stark, 2015)
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