University Assignment: Employee Talent and People Resourcing for LGC

This report analyzes the LGC case study, a cosmetics company facing challenges related to BREXIT, the National Living Wage, and the need for online business process changes. It examines the importance of labor market analysis, short-term and long-term planning needs, and performance criteria for recruitment and succession planning. The report identifies issues such as labor market volatility, the need for sophisticated logistics managers, and the expansion goals of LGC. It discusses short-term strategies like temporary recruitment and long-term strategies such as hiring permanent employees and succession planning. The performance criteria for both short-term and long-term planning are also discussed, emphasizing the importance of having the right employees to improve overall organizational performance, teamwork, and job satisfaction. The reflective log provides insights into the recruitment process and strategies employed to address talent management challenges, particularly the selection of a change manager to support the organization's growth. The report highlights the need for adaptability and strategic HR practices in a dynamic business environment.

Running head: EMPLOYEE TALENT AND PEOPLE RESOURCING
Case of LGC
Name of the Student:
Name of the University:
Author’s Note:
Date:

1EMPLOYEE TALENT AND PEOPLE RESOURCING
Executive Summary
LGC is planning for expansion of both physical stores and online stores. The BREXIT and NLW
have made the present human resource scenario for LGC quite uncertain because after BREXIT
most of the staffs of LGC plans to stay in the United Kingdom temporarily. The organization
also requires change in the business process because of the changing needs of customers who are
willing to purchase cosmetics on online stores. The recruitment of sophisticated logistics
manager is necessary for LGC. In this report, the importance of Labor Market Analysis to
address the present human resource needs of LGC is analyzed. Also the short-term and long-term
planning methods and performance criteria used to access these planning methods are discussed
in this report.

2EMPLOYEE TALENT AND PEOPLE RESOURCING
Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................3
1.1 The issues that LGC is facing................................................................................................3
1.2 Overview of the Labor Market and its importance................................................................4
2. Short Term and Long Term Planning Needs of LGC..................................................................4
2.1 The issues faced by LGC that would require planning by HR..............................................5
2.2 Importance for LGC to plan for these staffing needs that occur due to BREXIT, retirement
......................................................................................................................................................5
2.3 Short-Term and Long-Term Planning Methods for LGC......................................................5
2.4 The performance criteria for short term planning..................................................................5
2.5 Importance of having right employee to improve performance, team work, job-satisfaction
......................................................................................................................................................6
Conclusion.......................................................................................................................................7
Reference List..................................................................................................................................8

3EMPLOYEE TALENT AND PEOPLE RESOURCING
Task 1
Introduction
LGC, a group of 20 cosmetics shop started its operation in London in the year 1964 as a
shop run by family. Three generations of family members manage the business of LGC.
However, the Managing Director of LGC retires and redeploys family members in case of poor
performance and wants all managers of the organization to be suitably qualified. LGC not only
owns 20 physical shops in London but also an online shop which contributes to a large
proportion of sales for the organization (lgcstandards.com 2017).
Discussion
1.1 The issues that LGC is facing
i) The situation is quite uncertain for LGC at present. The organization is facing several
critical issues. One of the prime issues that can be identified is the withdrawal of the United
Kingdom from the European Union. LGC sources products from different countries across the
globe at cheap prices and leverages globalization. However, with BREXIT, the tariffs which are
applicable to imported goods become unclear. The BREXIT referendum has resulted in fall of
the value of pound thus increasing the rate of supplies from overseas market to by 20%
(Kierzenkowski et al., 2016).
ii) There are a substantial proportion of staffs from the European Union countries who are
employed in the shops of LGC. These staffs plan to return to their home countries after staying
in the United Kingdom for one to two years. The cost of labor will be increased by the
introduction of the National Living Wage.

4EMPLOYEE TALENT AND PEOPLE RESOURCING
iii) The LGC also needs to implement changes in the business process to leverage the
opportunity of the E-business and the organization should upgrade technology to control stocks
and manage the Supply Chain operations effectively.
1.2 Overview of the Labor Market and its importance
The Labor Market Analysis is of prime importance for LGC because this analysis will
help in the identification of appropriate labor market for the unfilled positions of LGC. It is
important to survey the market to comprehend the salaries which are paid in the marketplace for
similar position (Daley 2012).The trends in the marketplace like the merit and other pay
practices are studied in labor market analysis with the help of market surveys. Labor market
analysis is essential for benchmarking the best practices in market areas, job matches and market
competitors. Labor market analysis is essential to balance the supply and demand for labors in
the marketplace. The introduction of NLW will make labor costly (Felbermayr, Prat and
Schmerer 2011). The business process of LGC requires implementation of new technology, for
instance, the digital platform for online store. The BREXIT has made labor market volatile
where most staffs of LGC plan to stay in the UK temporarily Thus LM analysis will address
above issues of LGC and will help the organization to have necessary information about labor
supply, skill shortages, unemployment and costs.
2. Short Term and Long Term Planning Needs of LGC
Short-Term planning needs identify the strategies and issues a business organization is
facing at the present moment and try to improve the present scenario of business. For instance,
providing training to improve skills of employees and improving quality of products and
services, temporary recruitment to cut costs are short-term plans for business.

5EMPLOYEE TALENT AND PEOPLE RESOURCING
Long-term planning needs analyze the competitive position of the company in the macro
environment and strategies are developed to achieve long-term goals which will enhance the
position of the company in the marketplace. Developing an achievement oriented organization
structure and succession planning are examples of long-term plan (Armstrong and Taylor 2014).
2.1 The issues faced by LGC that would require planning by HR
The online sales have witnessed a 10% average annual growth rate in 2015. The delivery
of goods is required to be rapid and reliable to meet demands of customers (Kierzenkowski et al.
2016). The supply chain management requires sophisticated logistics managers. Managers
should handle modern technology like Supply Chain Management Systems and Logistics
Management Systems. The strategic goals of the LGC are to expand in the marketplace both by
increasing the presence of physical stores and serving customers of the online stores. BREXIT
and volatile labor market are issues that would require planning.
2.2 Importance for LGC to plan for these staffing needs that occur due to BREXIT,
retirement
According to British Retail Consortium (BRC) Retail 2020 predicts that the change in
retail landscape and the NLW will lead to 900,00 fewer jobs in the retail sector by 2025, the jobs
that will remain will be more productive with a high-salary bracket. LGC should plan for
staffing needs because labor market has become volatile due to BREXIT as most staffs of the
organization plan to stay in the UK for only two years (Kierzenkowski et al. 2016). Retirement
will also leave vacant positions in LGC

6EMPLOYEE TALENT AND PEOPLE RESOURCING
2.3 Short-Term and Long-Term Planning Methods for LGC
i) The short term planning method will be recruitment of temporary employees on a
contractual basis. The contractual job will be cost effective for LGC. The change manager will
not be included in permanent payroll of the company.
ii) Another short-term recruitment for LGC will be to hire interns who will be willing to
work for the organization to gain experience.
iii) The long term planning methods will be to hire highly qualified sophisticated logistics
managers who will be under permanent payroll. The long term-recruitment planning needs will
be fulfilled by succession planning where talented existing staffs of LGC will be promoted to a
higher level (Hendry 2012).
iv)Another long-term planning method will be to recruit permanent employees through
external sources like universities, job consultancies and referral system, where existing staffs of
LGC can refer an open position of the organization to a friend or family(Hendry 2012).
2.4 The performance criteria for short and long term planning
The temporary recruitment process will hire people who will be able to demonstrate the
skills of a change agent. The change managers for LGC should be able to analyze the impact of
changes and develop an attractive risk management model to implement changes effectively. The
performance criteria for temporary recruitment will be measured against the ability to use
efficient change management tools and implement them. Implementing changes will be essential
for LGC because the organization is planning for expansion.

7EMPLOYEE TALENT AND PEOPLE RESOURCING
The long-term performance criteria will be measured against the ability to handle modern
software like Supply Chain management software and Logistics management software that will
be implemented in the new business process of LGC. The long term performance criteria will be
measured in terms of ability of the candidates to work efficiently in a digital platform (Bratton
and Gold 2012).
The long-term performance criteria for succession planning will not only depend on the
technical skills of the employees but attitudes and values of the employee and their loyalty
towards the organization will also be measured(Beardwell and Thompson 2014).Succession
planning is a long-term planning, thus employees who demonstrate an effective organizational
citizenship behavior and have stayed with the organization for a longer period of time will be
given priorities while developing the succession plan(Choi 2011).
Conclusion
Importance of having right employee to improve performance, team work, job-satisfaction
The overall organizational performance including team work, team performance and job-
satisfaction increase with the recruitment of the right employee. It is of paramount importance to
analyze the knowledge, skills, previous work experience, values and attitudes of employees
before selecting them for an organizational position. The inner values of the employees should
be in alignment with the long-term vision of the organization and the skills and work experience
of the employees should match the vacant job position. Also the compatibility of the employee
with the team members of the organization in which he will work should be checked.

8EMPLOYEE TALENT AND PEOPLE RESOURCING
Reference List
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Beardwell, J. and Thompson, A., 2014. Human resource management: a contemporary
approach. Pearson Education.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Choi, M., 2011. Employees' attitudes toward organizational change: A literature review. Human
Resource Management, 50(4), pp.479-500.
Daley, D.M., 2012. Strategic human resources management. Public Personnel Management,
pp.120-125.
Felbermayr, G., Prat, J. and Schmerer, H.J., 2011. Globalization and labor market outcomes:
Wage bargaining, search frictions, and firm heterogeneity. Journal of Economic theory, 146(1),
pp.39-73.
Hendry, C., 2012. Human resource management. Routledge.
Kierzenkowski, R., Pain, N., Rusticelli, E. and Zwart, S., 2016. The Economic Consequences of
Brexit.
lgcstandards.com. (2017). About LGC. [online] Available at:
https://www.lgcstandards.com/GB/en/About-LGC-Standards [Accessed 17 Nov. 2017].

9EMPLOYEE TALENT AND PEOPLE RESOURCING

10EMPLOYEE TALENT AND PEOPLE RESOURCING
Task 2
Reflective Log
My strategy was to recruit a Change Manager on a fixed term contract of six months so
that the growth of the organization can be supported in times of turbulence. The interview
duration was for 20 minutes. The job interview was conducted in a simulated work environment
in a group of three where two of the people in the group were interviewers while the other one
was interviewee. Each one of us got a chance to play the role of interviewer as well as
interviewee.
My strategy for the selection criteria of the Change Manger during the Interview process
was that he should be competent with the tools of change management so that he can work with
the Managing Director and Store management team effectively to ensure delivery of new
processes and systems. His knowledge about change/ impact was accessed in the interview
process. The ability of the change manager to communicate effectively and be skilled in both
verbal and non-verbal communication so that he can develop communication plans was a
selection criterion for this position. My strategy will serve the strategic goals of LGC because
the organization is planning for expansion. Customers prefer to make purchases on digital
platform and the strategy to recruit the change manager will address these strategic goals of LGC
(Cameron & Green, 2015).
The strategies addressed the current issues in people resourcing and talent management of
LGC. After the BREXIT, most of the staffs of LGC plan to stay in the United Kingdom for two
years and then go back to the home country. Also, after the implementation of the National
Living Wage, labor has become costly. Thus the strategy to hire the change manager who will

11EMPLOYEE TALENT AND PEOPLE RESOURCING
not be under permanent payroll will benefit the organization to cut down cost (Dhingra et al.,
2016).
The fact that we worked in a simulated work environment for the interview process really
went well. I got a chance to play the role of an interviewer as well as an interviewee which
enabled me to develop the planning, questioning, listening and engaging skills.
The planning process of the interview as an interviewer involved the preparation of a set
of questions that will enable the interviewee to demonstrate the necessary skills that will be
required to perform well as a change leader. The planning process involved development of tools
to judge both the technical as well as soft skills of the change manager within 20 minutes of
interview time. As an interviewee, the planning process was to prepare myself adequately for the
interview questions to demonstrate my ability and skills to be an effective change leader of
LGC.As an interviewee, I also had to prepare myself for the 5 minutes presentation which
focused on addressing the people management priorities of LGC which will help the
organization to manage changes effectively.
It was difficult to strict the interview in 20 minutes time frame. Often close-ended
questions were asked in the interview. The technical skills and competencies of the change
manager could not be accurately accessed as modern tools to check technical competencies of
the change manager were not used in the interview process (Marchington et al. 2016) These are
the things that did not go well in the interview process.
We could have asked more open-ended questions to improve the job interview. The job
interview process should have been conducted in two rounds. The first round should have
analyzed the human resource skills of the change manager like his values and attitudes and his

12EMPLOYEE TALENT AND PEOPLE RESOURCING
intention to stay with LGC for a longer period of time (Buller and McEvoy 2012).The second
round of interview should have accessed the experience, competencies and skills of the change
manager for the job (Bloom and Van Reenen 2011).
LGC is planning for expansion both in terms of physical stores and digital platform. The
external market conditions like BREXIT and NLW have left the job market volatile. The staffs
of LGC plan to stay in the United Kingdom for a temporary period after which they plan to go
back to their home country. The customers prefer to make purchases on a digital platform and
expect speedy delivery of goods. Thus there is requirement of sophisticated logistics manager
and change manager. To address this volatile situation of LGC, planning is essential for future
development. The future development process should address short-term recruitment plan where
employees, interns and change manager will be hired under temporary payroll to cut cost of LGC
and the long-term recruitment plan will involve succession planning and recruitment from
external agencies and referral system to fill the requirement of sophisticated logistics manager
and also to fill the gap of the retired employees of LGC (Brewster et al. 2016). I can
contemplate that the interview process should focus on the future development of LGC and
should address the present issues of LGC by adopting tools of interview like analytical tests,
psychometric tests, technical round of interview and face-to-face interview to understand the
values and attitudes of interviewee (Storey 2014). The selection of the right candidate is of
paramount importance for the future development of LGC.

13EMPLOYEE TALENT AND PEOPLE RESOURCING
Reference Lists
Bloom, N. and Van Reenen, J., 2011. Human resource management and productivity. Handbook
of labor economics, 4, pp.1697-1767.
Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human resource
management. Kogan Page Publishers.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review, 22(1), pp.43-56.
Cameron, E., and Green, M., 2015. Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Dhingra, S., Ottaviano, G., Sampson, T. and Van Reenen, J., 2016. The impact of Brexit on
foreign investment in the UK. BREXIT 2016, p.24.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.