Marks & Spencer: Talent Development, Learning Strategies Analysis

This report examines talent development and learning strategies at Marks & Spencer, a major retail company facing challenges with employee engagement and high attrition rates. It analyzes the formulation and execution of these strategies, emphasizing their impact at organizational, group, and individual levels. The report explores the importance of talent development, the role of human resource management, and the specific issues faced by Marks & Spencer. It considers factors such as workplace environment, motivation, and satisfaction levels. The report concludes by offering insights into how Marks & Spencer can improve its talent development practices to address these challenges and enhance overall organizational performance and sustainability. The report also includes a critical analysis of the company's current strategies and suggests potential improvements.

CIPD level 7 Learning &
Talent Development module

INTRODUCTION
Talent Management is referred as the set of integrated human resource processes in the
organisation which are formulated to attract, develop, motivate as well as retain productive
employees within company. The main aim of talent development is to develop sustainable and
high performance organisation that mitigates its operational and strategic goals and objectives.
Learning can be stated as a process of acquiring new knowledge, understanding, attitudes,
values, skills, behaviour and preferences. Talent development and learning aims to enhance
individual as well as group performance through maximizing and honing knowledge and skills.
In this project, the chosen organisation is Marks and Spencer which was established in 1884 and
is headquartered in London. The company specialises in selling home products, food products
and clothing, on its own label. Currently, the organisation is facing an issue associated with poor
employee engagement and high attrition rate.
This project intent to develop the strategies which assist in resolving the issue. It covers
development and execution of processes of talent development and learning strategies for
defining and the competition current and future effectiveness at organisational, group, individual
and national levels. It also evaluates potential and appropriateness of different learning and talent
development strategies, methods and policies. Apart from this, effective and collaborative
working with stakeholders and external partners to diagnose and manage the learning and
development response to issues and contribution and role to agreed responses is discussed in the
report.
MAIN BODY
1. Critical analysis of formulation and execution of processes of learning and talent development
strategies for defining and accomplishing current and future effectiveness at national,
organisational, group and individual levels
Learning and talent development is one of the critical Human Resource management process
in the business entity. The human resource manager works tirelessly in order to recruit and hire
right individuals within the organisation and spend a lot of time in defining as well as
redesigning performance and reward programs. Talent development involves all the processes
which an organisation uses to assess and develop the talent. various talent development processes
and activities are facilitated by human resource development department, but they are highly
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relying upon the inputs and support of business. Each activity associated with talent development
needs heavy involvement and feedback from the organisation such as performance management.
It is the process owns by human resource function and has fundamental influence on the
performance of business. Learning and talent development and very significant aspects of
organisation which is very necessary in order to grow and sustain in market for long term. Marks
and Spencer is one of the leading organisation, operating its activities and functions in retail
sector. The company is operating is business successfully from many years in the market of
United Kingdom and worldwide. However, the organisation is currently facing and issue
associated with poor employee engagement and high attrition rate. This may be because of
ineffective workplace environment, low motivation, lack of satisfaction level, poor practices
within organisation etc.
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CONCLUSION
REFERENCES
Books and journal
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