Jaguar Land Rover Talent Management Challenges: A Report

Desklib provides past papers and solved assignments for students. This report analyzes talent management challenges at Jaguar Land Rover.

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2019
REPORT
JAGUAR LANDROVER
STUDENT NAME: STUDENT ID:

EXECUTIVE SUMMARY
The purpose of the report is to mainly identify the challenges that are faced by the Jaguar
Landrover (JLR) and understanding the human resources issues within the organization. The
performance of the organization is affected by the existing human resources issues for which
the qualitative range of the information is involved in the study. This can be assumed that
accepted in some cases that the cause of the poor organizational performance is the poor
recruitment decision. This directs on the hiring of the poor talents within the organization.
Thus, the considerate range of hiring the employees is time-consuming and may also change
the existing hiring strategies. In the case of internal hiring, the main responsibility of the HR is
to extract the talents among the employees working for them in long run. The range of
information that reveals that the modernization in the hiring process has helped in managing
the talent and productivity of the organization.
The other cause of the poor talent posted in a top position of the JLR is the cultural
indifferences practices. This has increased the competition of the job within the organization.
Thus, they can be filled with the implication of the new policies within the organization. This
report discusses the few strategies which can be applied in order to ensure the best talents in
the organization. Further, the need for the actions can ensure the resources and utilities offered
to the organization. Thus, this can avail on the growing the diverse range of skills and managing
the challenges. One of the vital discussion of the challenge occurred was in China where both
hiring and cultural indifference and talents discrimination was performed. Thus, the suggestions
offered to the organization can subtle with the implementation of the new hiring strategies and
mitigating the cultural differences practices.
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Table of Contents
EXECUTIVE SUMMARY...................................................................................................................1
INTRODUCTION............................................................................................................................. 3
COMPANY BACKGROUND..........................................................................................................4
RESEARCH PROBLEM: TALENT MANAGEMENT..............................................................................5
ANALYSIS POTENTIAL CAUSES OF PROBLEM.................................................................................6
CAUSE A- LACK OF INTERNAL RECRUITMENT............................................................................6
CAUSE B- CULTURAL DIFFERENCES............................................................................................7
RECOMMENDATIONS.................................................................................................................. 10
IMPLEMENTATION ACTION PLAN................................................................................................11
ACTION PLAN 1: OVERCOME THE LACK OF INTERNAL RECRUITMENT.....................................11
ACTION 2: OVERCOME CULTURAL DIFFERENCES.....................................................................12
CONCLUSION............................................................................................................................... 14
REFERENCES.................................................................................................................................15
APPENDIX.....................................................................................................................................17
RECRUITMENT PROCESS FOR INTERNAL HIRING AT JLR..........................................................17
RECRUITMENT PROCESS FOR THE DIFFERENT LOCATIONS HIRING.........................................18
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INTRODUCTION
Jaguar Land Rover is an iconic British company. The main aim of the business is to increase their
focus on technology. There are some indispensable and invaluable driving forces which make
the sources attracted and retaining to the rewards with the exceptional talents in the
organization. The Human resources of the organization are continuously facing challenges
which evolve the sharp end of the negotiation with the trade unions or equipping the board
directors with the perspective of the HR for the right call on the business decisions. The hiring
of the right candidate for the job is the biggest task for the organization. Therefore, the study
provides an in-depth understanding of the talent management within the organization.
Human resource management is an essential part of the organization through which the
management of the people within the organization and relationship between employer and
employee can productively meet with the strategic business objectives (Bhoganadam and Rao,
2014). The satisfaction level among the individual employee can lead to increase the values that
are designed and implemented over the HR policies and practices with the motive to translate
the productive behaviour of the employees. The importance of the HRM function can maximize
the performance of the employees through which the organizational objectives can be attained.
There are some usual activities through which the recruitment of employees, training, and
rewarding and performance management can be entertained.
The activities that are undertaken in the organization can set inline standards with the
regulations and laws. This can help in attaining the set staffing goals. However, there are some
factors which include the quality of the workforce, availability of labour, highly skilled
applicants to meet the job opportunities and practising internet recruitment among others. This
can be included in the study with the vital set of the development of unique practices in order
to gain the competitive advantage for the company maintaining their business performance
with the management of the talents in the organization.
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COMPANY BACKGROUND
Jaguar land rover automotive Plc is the multinational company with it’s headquarter in the UK.
The subsidiary company of Tata Motors has limited their activities of designing, manufacturing
and development. In the forthcoming years, the subsidiaries of Tata Motors have its acquisition
of Jaguar Cars Limited for complex histories (Hicks and Upton, 2010). The well-known car
trading lucrative business has encounter their clients demand in order to tie the market race.
The company has brink of revolutionary change in shaping the future by a continuous process in
anticipated new market trends. This can head on the strategic plan for the biggest and fastest-
growing industry.
The innovative and creative design that the customers are attracted is provided by the
automotive industry. The research and development department of the organization is the
biggest investor in the UK in the automotive business (Broughton and Strebler, 2008). However,
the plant for Ingenium engine production was added in order improves the facilities in China.
The Uncertainty over changes to taxes on diesel cars and Brexit has affected the talent
management and a cut down of the temporary contract jobs in the different regions. This has
cited on the slump in the sales, however, the net operating income of the company was
reduced to £1.5bn in the year 2017-18. Further, the total number of employees working in the
organization is around 43,224. It has generated revenue of the £25.8 billion in the year 2017-18
(Vogel, 2013).
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RESEARCH PROBLEM: TALENT MANAGEMENT
One of the main problems identified in Jaguar Land Rover is talent management. This
represents a complex array of the interrelated process of human resources. The organization
used to improve the quality of the organizational talents. However, it is widely accepted that
human resources constitute to enhance the organizational resources in the modern day
business (Hicks and Upton, 2010). The main aim is to utilize their human resources by
sharpening their organizational talent. This can also be referred to the growing movement for
the improvement of the organizational talent as a war for the talent.
The level of the competition can progressively intensify the organizations with the significant
release in the maintenance and attaining the ability to recruit, attract or retain talents. The JLR
is facing the competitive misbalance with the segments of high priced luxury cars from its
competitors such as BMW, Mercedes Benz and Toyota. This is a deliberate effort which needs
to be adopted in the JLR (Goto et al., 2012). This can appropriately nourish, nurture and reward
its in-house talents and makes effort to extract the best out of them. Further, they can try to
attract the external talents from outside to set the superior quality of their managerial staff and
workforce.
The JLR suffered from the extensive loss in the past because of the inability to the global
development in the market. This was due to the Unions in the organizations were briefed on
the plans before the announcement. JLR has endured a painful loss of 43.8% on the year sales
in China in the quarter (Bhoganadam and Rao, 2014). This has slowed down the growth and
caution of the trade war with the other countries. In China, the company has also suffered
extensive competition as the carmakers have undercut their relationship with the dealers. This
is due to the inability of the employees to handle incentive activities which has an effect on the
sales in China. The major array was caused because of the JLR facing the storm of the Brexit
which has weaker Chinese market. The employees hired from the other locations has promoted
to the certain locations which give rise to the cultural conflicts. Thus, this can progressively be
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met with the influential series of the cultural imbalances causing to the talent management
issue at the workplace of JLR in the China (Ash et al., 2013).
ANALYSIS POTENTIAL CAUSES OF PROBLEM
CAUSE A- LACK OF INTERNAL RECRUITMENT
The recruitment and selection process described the set activities and processes which is used
to obtain a legally sufficient number of the qualified people at the right place. This can set the
best short and long term interest of the people in the organization. There are some
disadvantages which result in poor talent management in the organization is the excess of
internal hiring (Schuler et al., 2011). This may result in the poor turn around due to the narrow
thinking and nasty ideas. The employees require training and learning to make it costly. The
lack of investments forces companies to recruit from other organizations which are not very
appreciated practice by the operational managers.
According to internal recruitment concept, the companies select their employees who work for
them to a new position. This internal recruitment saves time and manages the less training. The
culture and internal recruitment also provide the incentives to work hard and potential of
promotion.
The performance management process of the JLR is no matter strong but has hired poorly or
misplaced the employees with the negative effects on the organization. The internal
recruitment seems easy but it has led to many staffing issues. The strengths and weaknesses
are processes which reduce external recruitment costs with the best person for the job
(Scullion and Collings, 2011). The talent of the individual is comprehended as the recruitment
has thrown the net wider and real value to the business. It is far better qualified with the
person who brings new ideas and a new focus. This can affect the growth and performance of
the organization.
The task performed by the individual in the organization might be built to populate vacancies
that give the best short and long term interest. Jaguar Land Rover workers face job cut fears
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after a £90m loss (Al Ariss et al., 2014). The sales ratio of the JLR was comprehended with the
lack of the talents to manage the stocks of cars in China. This has hit sales in China and also
reduced the annual investment. The JLR decisions on the employment levels have to meet the
commitments on the well-paid jobs for the talents. Further, they need to ensure future
commitments on the carmaker company.
There are chances of internal politics within the organization which leads to the acquisition of
talent management (Bethke-Langenegger et al.,2011). This can formulate staffing practices.
Thus, it is affecting the accessible talents within the long run in the organization. The JLR needs
to look for the intended employee base and access positions which often require minimum
along with the knowledge. This kind of position may preserve the systems and affecting the
lifetime plan.
JLR heavily invest in their workforce and includes the development activities through which the
relevant training for the balance in the operations can be provided. This can set no provisions
for the employees for two years. This gives rise to the issue of the hiring of the wrong
candidates. This pays off the organization to be in charge of the systematizing the acting and
policing arms of the executive management (Dries, 2013). This can also be viewed that the
roadblocks to the success by the departments in the organization will never get involved in any
strategic activities. Thus, the performance of the organization is compromised in such a case.
The organization has only focused on the facts and did not involve the corporate strategy in
order to gain high performing employees.
CAUSE B- CULTURAL DIFFERENCES
One of the isolated economies of the JLR is the cultural differences in the talent management.
The business opportunities for western corporations can be a quick spot and huge potential for
the market. This has increased the marketing and production operations but on the other hand
has paid a serious issue for the organization (Collings, 2014). The impact on the business
management has led to the cut off of the candidates who do not have functional skills. The
people who work in human resources should be competitive and sophisticated enough to meet
the stooges for the management and view them effectively. While representing the case of the
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talent management issue in China, the cultural differences are considered as the key factor for
the potential or substantial growth of the organization. This can affect the establishment of the
economic production operations in the organization. This can extremely meet with the
significant ability to direct the environmental conditions in China (Clegg et al., 2013). Thus, the
social, cultural and economic conditions in the china with the significant difference of working
patterns of the UK and other countries has led to the complex variant factor for the reduction in
the sales of the products.
The cultural differences can affect the functioning of the expatriate managers in the
organization and can largely deal with the abuse or such cultural shock within the organization.
Corporate culture is considered to be an important aspect for the organization through which
the competitive advantage and long term sustainability of the organization can be maintained
(Hicks and Upton, 2010). It is highly believed that the JLR cultural practices flow is passing on
with the top to down flow usually created by the group of the people within the organization.
There is a certain amount of the power through which the companies coalition up top. The
managerial style followed in the organization can help in centralizing the power and
involvement of the general staff in the decision-making process.
According to the cultural experts like Hofstede theory, the issues regarding the specific reasons
for the differences in the employees and customer are way different from the social and
cultural milieu (Bailey and MacNeill, 2008). This has given rise to the emergence of the
frustration among the customers and the emergence of frustration and feelings of strain with
the thoughts and actions of the local people. This can also lead to anger, helplessness and
depression. The international managers are way too important as their deliberate efforts might
exploit the enormous opportunities available in China. The major reason behind this discomfort
is the fast pacing environment of the JLR. The evaluation performance of the objectives include
the objectives that were placed at times with the new set of goals and importantly can
employee on the bonuses and pay raises with the career and fundamental processes. The
employee satisfaction level in JLR has run the surveys through which the training, benefits and
development of the new policies can be included in the organization. The employee satisfaction
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can subtle on the performance rewards and internet facilities. This can instigate on the long
services and gift for employees who are working after 25 and 40 years for the continuous
services (Broughton and Strebler, 2008). There is a point of view of the employees which should
not be ignored. The challenges of brings the national cultures together can be risking at all.
However, the majority of the workforces in the JLR are men and other than this the women
representative are very less along with the ethnic minority to a very less ratio.
The main factor which affects the talent management is the complicated mergers of the Tata
and JLR. This has affected the business practices in terms of the national cultural point. A clear
and open channel for the layers of the company acquired (Berger and Berger, 2011). The abrupt
changes occurred in the organization has received the top management between two
companies with the flow that must involve everybody. This does not manage to meet the
workforce requirements and affected the employees.
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RECOMMENDATIONS
Managers in the organization must be trained enough to cope up with the emotional, social and
thinking aspects of the employees. It is likely recommended that the jaguar land rover must
adopt the Equality Act 2010 and dignity at work policy under which each member in the
organization has equal rights. Further, it is also recommended to invest in the discrimination act
as the cultural indifferences are key assess to the problem. This can be mitigated with such
policies adopted in the working place (Siavelis, 2012). This would in turn help in enhancing the
performance of the individual in the organization and comprehensively attaining the planned
growth for the business.
The alignment to the individual objectives can be only attained if the employees are trained
over the utilization of the new technologies. The technical stances for the business can direct
on the managers of the JLR for managing the change which will take time to digest among the
employees. The ability to understand the immediate and objective oriented organization
involves the parties with each other’s (Ash et al., 2013). In this way, one can be doing the
cultural factors worth understanding.
It is highly recommended the company needs to enhance their innovation and engineering skills
for providing assurance to Britain's future manufacturing competitiveness. This can only be
possible with the management of the talents within the organization. The investment in the
innovation projects by the UK government will make a difference in the growth of the UK
economy. However, the lack of facilitation in China has been recorded to invest most of it and
presenting the benefit by drawing their focus on technology and innovation (Kumari, 2012).
This can be done by highlighting the supplier finance incentives and overcoming the shortage of
graduate engineers. This can deliberately help in raising the stands at the economy by
supporting the GDP.
On the other hand, the cultural differences can be significantly mitigated as the different
environmental conditions also direct on the variable challenging the environmental practices.
Thus, the cultural environment can be managed by the expatriate managers engaging
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