Competitive Advantage: Training and Infrastructure in Biscuit Industry

This report delves into the critical role of national training infrastructure and its impact on competitive advantage within the UK biscuit manufacturing industry, using McVitie's as a case study. It identifies key issues such as volatile raw material prices, workforce skill gaps, and the challenges posed by less-skilled staff and outdated infrastructure. The report contrasts UK productivity levels with those in continental Europe, highlighting the importance of skilled workforces and investment in training and development programs. Furthermore, it examines effective HR practices like the Sex Discrimination Act and Occupational Safety and Health Act that can enhance competitiveness. It also explores people resourcing strategies, including human resource planning, retention strategies, and talent management, as well as learning and development strategies to attract and retain talent, develop capabilities, and foster a value-based culture. The conclusion emphasizes the importance of training, development, and infrastructure for individual and organizational success, offering insights into the future of the UK biscuit manufacturing sector.

National Training Infrastructure
and Competitive Advantage in
Biscuit Manufacturing

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
What are issues with resourcing and development in biscuit manufacturing companies in UK?
................................................................................................................................................3
Why is UK productivity level of biscuit manufacturing companies lower than companies in
continental Europe?................................................................................................................4
What HR practices can UK biscuit manufacturing companies use to increase their
competitiveness in the marketplace?......................................................................................5
Examine people resourcing strategies and practices, integrating information to inform choices
as to which are most appropriate to specific organisational and external conditions............6
Examine learning and development strategies, processes and practices................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
In order to remain competitive at marketplace, it is very important for organisation to
conduct proper training, development and infrastructure for their people so that they can provide
their best efforts for achievement of goal and objectives (Abel and et. al., 2013). Here, training is
defined as developing or teaching oneself for achievement of potential results. The given report
is based upon McVitie's that is British food brand and operated through United biscuits. This is
regarded as best manufacturer of biscuit in UK market and liked by many consumers. The report
is prepared considering Case Study through elaborating importance of training and infrastructure
by identifying problems of resourcing and development while manufacturing biscuit at UK
marketplace. It has cover reasons of low productivity as compared to continental Europe along
with HR practices to enhance competitiveness at market by using resourcing practices and
strategies. It has also highlighted development and learning strategies required for organisation,
external conditions and individuals.
MAIN BODY
What are issues with resourcing and development in biscuit manufacturing companies in UK?
In order to remain competitive at marketplace, employees of an organisation plays an
effective role to achieve potential outcomes in effectual manner (Adisa and et. al., 2017). The
several issues has been faced by biscuit industry at UK market which are volatility in raw
material prices, less acceptance of both mid and premium segment at rural areas of country
which consists of 65% of majority population. The respective market is fragmented in nature
having poor, unskilled staff, infrastructure which create problems in achieving positive
outcomes. Some of issues with resourcing and development in biscuit manufacturing companies
in UK are as follows:
Industry Trends, Innovation and Workplace Expectations- Trends in Biscuit industry
is rising day by day where employer has to pay more attention and awareness about their
consumers in proper manner (Brexit impact on workforce trends, 2019). The employees who are
working in food industry if does not take interest and unwilling for doing innovation in products
then have to limits themselves up to some extent. It is important to hire skilled and innovative
candidate for manufacturing which is difficult to find for respective industry. McVitie's is also

facing issues in terms of innovative and skilled workforce for manufacturing as there are very
few number of people who are innovative and highly skilled.
Lack of Awareness and Skills- There is gaps that leads problem of self interest in
biscuit industry at UK market where people think to become chef rather than doing jobs in
respective sector (Caplan, 2013). The people who want to build their career in food industry have
their friend and family in particular profession where they are less interested in pursuing such
field. The respective biscuit industry faces such issue due to less skilled people in their business
who are unaware and unskilled.
Why is UK productivity level of biscuit manufacturing companies lower than companies in
continental Europe?
The level of productivity of goods and services plays an effective role for achievement of
positive outcomes (Bal and de Jong, 2017). McVitie's plays role in putting their efforts for
enhancing productivity level within business. Productivity level of manufacturing biscuit is
different from one place to another due to capability of employees, consuming rate varies from
one to another. Some of the difference between manufacturing of biscuit in UK and other
Continental Europe are described below:
The study has found that sampled plants in three different European countries which has
high proportion of skilled and capable employees who plays essential role in business that leads
to contribute in rising sustainability and productivity at marketplace. In context of Continental
European, they mainly focus on capable, skilled and qualified individual to whom they provide
training and development session to achieve high gains and profits in positive manner. The
vocational and degree qualification leads to major contribution in Continental European
Countries. Other important attributes is factor of productivity where in German plants, large
number of employees takes training, development and apprenticeship program in bakery field
and supervisory staffs assist in other activities to achieve potential outcomes from employees.
The British Plant focus on training, education and development and they lack supervisory
education where they are less innovative in taking participation in challenging activities where
they enhance them to increase their sustainability and productivity at marketplace. There is
difference in production of technology and system which represents distinctive factor in
background of workforce. From many studies, it has said that UK plants are using highly
advanced technology in automate, mechanise and standardisation of production procedure

whereas on other side, production process of Continental European are using less standardisation
which requires highly skilled employees and staff for better work performance.
The above presented difference has to be evaluated by considering each and every
attribute which are main factors or components for less profitability and productivity in both
continents.
What HR practices can UK biscuit manufacturing companies use to increase their
competitiveness in the marketplace?
The several types of HR practices are available within organisation that assist in
developing leadership skills among staffs by protecting self interest in effectual and positive way
(Chang and et. al., 2012). The different types of activities should be developed by providing
motivational and training courses programs in order to remain competitive at marketplaces. It is
very important for biscuit manufacturing business to have proper HR practices so that they can
run their organisation in proper manner for better results. In context of McVitie's, several types
of HR practices are followed for gaining potential outcomes and sustainability. They are
described below:
Sex Discrimination Act, 1975- It is defined as act which was formulated by parliament
of UK that mainly focus on protecting male and female from discrimination in different grounds
such as sex, marital status and so on. The respective biscuit organisation mainly focus on
providing employment, education, training and harassment to their working force so that they
can give their best in order to safeguard interest of business goal and objectives without any
discrimination.
Occupational Safety and Health Act, 1974- It is the important HR practices as well as
legislation formulated by parliament of UK in 1974 (Gold and et. al., 2013). This act govern
occupational safety and health of their working force in proper manner in Great Britain. The
main aim of regulation is managing health and safety of employees at workplace. McVitie's is
using such legislation in order to safeguard interest of their working force to give their efforts in
development and enhancement of organisation. This legislation is not time consuming and costly
as it can be adopted by each and every organisation by following some rules and regulations
which are mentioned in act.
Therefore, apart from above, there are some other HR practices which should be followed
by manufacturing industry in effective mode for positive results. These are important for each

and every organisation so that set goal and objectives can be achieved by maintaining employees
and employer safety at workplace.
Examine people resourcing strategies and practices, integrating information to inform choices as
to which are most appropriate to specific organisational and external conditions
It is very significant for organisation to retain and select skilled, capable and educated
employees within business (Hall, Pilbeam and Corbridge, 2012). For that, enterprise need to
select best employee resourcing strategies which is described below:
Human Resource Planning- In this strategy, human resource is selected on basis of
future requirements of business, number, types of people given for assigned projects to achieve
positive outcomes. The respective organisation evaluate their future projects and accordingly
they select skilled and capable employees for competitive advantages in appropriate manner. It is
very important to plan human resource so that right person can be selected at right time and
place.
Resourcing Plans- It is defined as strategy where individuals are selected after preparing
plans through finding people from organisation and accordingly training and development
program is provided to them to learn and enhance new as well as existing skills. McVitie's focus
on improving their areas and conduct training sessions to gain competitive advantages at
marketplace. Each and every planning related to resources has to be done in proper manner.
Retention Strategy- The organisation has to prepare plans for retaining people within
business for gaining potential outcomes in effective and efficient manner. Retention strategy is
used when employee are leaving organisation so that they can be retained in effective manner.
Flexibility Strategy- In this strategy of recruiting human resource, proper planning is
required to enhance flexibility through using of several HR practices which assist in adopting
various changes at marketplace (Raidén and Sempik, 2013).
Talent Management Strategy- It is referred as strategy in which organisation ensure
about number of talented workforce for achievement of success and growth in order to meet
current as well as future requirement in positive way. This is essential for business to adopt
proper strategy so that they can achieve their set outcome in effective manner.
The respective organisation uses several types of recruitment strategies and tactics in
order to find gap while performing their roles, responsibilities and task in effective manner.
According to assigned project, they select a skilled and capable staff with help of using HR

planning strategy and providing flexibility to working force so that they will give their best
efforts in accomplishment of given project along with maintaining balance among work and
personal life in effective manner. McVitie's has faced Brexit impact that leads to drop in
employment score of business. In year 2016, the low unemployment and labour demand has fall
which is 95% in EU national that has impacted employment of industries. In 2019 also,
respective organisation is facing potential candidates for their business.
Examine learning and development strategies, processes and practices
It is important for organisation to have proper learning and development strategies
(Ridgway, 2019). McVitie's has evaluated various strategies where they can adopt best one
which are given below:
Attract and Retain Talent- It is regarded as significant strategy which helps in selecting
and retaining best employees with workplace (The essential components of a successful L&D
strategy, 2019). This helps employees to enhance their personal and professional career and
enhance themselves in proper manner. The respective organisation has to provide training and
development programs to staffs in order to improve and enhance their career and growth.
Develop People and Capabilities- The human capital need investment which should be
ongoing in terms of learning and development to retain talents and skilled workforce and their
values. Whenever knowledge is outdated then value of capital declines and should be replaced
with supplemented or new learning and development to improve work experience. The
respective organisation focus on developing leadership qualities through significant
transformation which is 2.4 times more to increase performance level.
Create Value Based Culture- It is regarded as another method of developing and
learning that assist in creating value based culture that leads to enhance career as well as success
of individual and organisation (While and et. al., 2016). The respective organisation is using such
practices to achieve potential outcomes in an effective and efficient manner.
It is important for individual to work in positive work culture environment so that they
can give their best to remain competitive at marketplace. Therefore, it is essential for every
organisation to provide comfort and safe working environment to their working force.

CONCLUSION
From the presented assignment, it has summarised that training and development of
infrastructure is very important for both individual as well as organisation in order to achieve
goal and objectives in positive and appropriate manner. While sustaining and recruiting
employees at workplace, several types of issues are faced by organisation in terms of less skilled
and so on. In order to business goal, it is important for enterprise to build and adopt best
strategies and tactics to attain competitive advantages at marketplace. This is essential for
business to hire skilled and talented workforce and provide them with learning and development
so that they connect themselves directly with all working force.

REFERENCES
Books and Journals
Abel, J. and et. al., 2013. Circles of care: should community development redefine the practice of
palliative care?. BMJ supportive & palliative care. 3(4). pp.383-388.
Adisa, T. A. and et. al., 2017. The challenges of employee resourcing: the perceptions of
managers in Nigeria. Career Development International. 22(6). pp.703-723.
Bal, P. M. and de Jong, S. B., 2017. From human resource management to human dignity
development: A dignity perspective on HRM and the role of workplace democracy.
In Dignity and the Organization (pp. 173-195). Palgrave Macmillan, London.
Caplan, J., 2013. Strategic talent development: develop and engage all your people for business
success. Kogan Page Publishers.
Chang, Y. and et. al., 2012. Resourcing for post-disaster reconstruction: a comparative study of
Indonesia and China. Disaster Prevention and Management: An International Journal.
21(1). pp.7-21.
Gold, J. and et. al., 2013. Human resource development: Theory and practice. Macmillan
International Higher Education.
Hall, D., Pilbeam, S. and Corbridge, M. eds., 2012. Contemporary themes in strategic people
management: a case-based approach. Macmillan International Higher Education.
Raidén, A. and Sempik, A., 2013. Illusions of equity, procedural justice and consistency: a
critique of people resourcing ‘best practice’in construction organisations. In Human
Resource Management in Construction (pp. 250-275). Routledge.
Ridgway, M., 2019. Brexit: human resourcing implications. Employee Relations: The
International Journal.
While, A. and et. al., 2016. Major development projects: connecting people in poverty to jobs.
Online
Brexit impact on workforce trends. 2019. [Online]. Available through.
<https://www.cipd.co.uk/news-views/brexit-hub/workforce-trends>.
The essential components of a successful L&D strategy. 2019. [Online]. Available through.
<https://www.mckinsey.com/business-functions/organization/our-insights/the-essential-
components-of-a-successful-l-and-d-strategy>.

1