University Report: Resourcing and Talent Planning in the UK and India

This report provides a comprehensive analysis of resourcing and talent planning, comparing labor market conditions in the UK and India. It examines key aspects such as economic growth, wage inequalities, and the roles of public and private sectors. The report explores the concept of an 'employer of choice,' analyzing strategies like flexibility, customer focus, branding, and training. It also discusses the impact of tight labor markets, the role of trade unions, and the influence of government policies and employers. Furthermore, the report delves into workforce planning, including skill gap analysis and succession planning, highlighting their importance for organizational success. Through this analysis, the report offers valuable insights into effective talent management strategies within different economic contexts.

Running head: RESOURCING AND TALENT PLANNING
RESOURCING AND TALENT PLANNING
Name of the University:
Name of the Student:
Authors Note:

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RESOURCING AND TALENT PLANNING
(AC 1.1) Comparison of Labour Market Condition in UK and India:
 Economic Growth:
In the recent times, UK is recognized as the successful employment performer
internationally. Since the financial crisis, the labor market of UK is rapidly improving as
compared to the rest of Europe. The unemployment rate has decreased recently and the
number of employed people has increased. UK economy has performed better in the last six
months. The labor market has been tightened as demand for skill and talented employees will
increase in the near future. UK organization needs to attract the potential employees and train
them to match its international competitors. Whereas, the Indian economic condition is
increasing but still the bigger challenge is to ensure the reforms in labor market condition due
to economic growth. The majority of workers in India are still related to informal jobs
(Thomas 2015). The regular pay of the employees has considerably increased but large
amount of workforce relies on the agricultural sector. Majority of workers are in employment
field and self-employed in nature.
 Inequalities in Wage-Level:
Every citizen of UK around the age of 16 and above is either employed or
economically active. Due to the changes in the state pension regulations, the employment
rate for women has also increased (Wilkinson 2013). Since July, there are 31.80 million of
people in work. People relying on government supported agencies and training Employment
Programme reduced from 39,000 to 65,000 (Burrell 2016). Whereas in India the vital factor
for rising income inequalities is globalization and rapid urbanization. Employment has grown
faster for people in urban areas. The spatial disparities between urban and rural region leads

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to inequalities in income. Most of the jobs created in India are informal because the workers
have no access to the social security or employment benefits. The employment rate of
women participation is the lowest in the world (Kapsos, Silbermann and Bourmpoula 2014).
The labor market in India is mostly unorganized sector. In India, the labor market conditions
are loose in nature.
 Public and Private Sector Differences:
In the current scenario, several educational institutes were turned into private sectors.
The royal Mail group and Lloyd’s banking group is reclassified as private sector since June
(Atkinson and Storey 2016). Labour dispute has been further lowered down. The
redundancies rates have also decreased since last year. India’s economy has gone rapid
changes in the last few decades. Recently, the huge fiscal imbalance has forced the
government to impose privatization in the economy. Privatization strategy is now adopted in
the form of government’s equity disinvestment in the public sector undertaking. The
Employees Provident Fund act has ensured that employees are provided financial security by
system of compulsory savings. According to the ILO that is, India Labour Market latest
Update (2016-17) more than 90 percent of the labor market is employed in the agricultural
sector and approximately 70 percent of the labor forces works under the non-agricultural
category.
(AC 1.2) Employer of Choice:
In the current scenario, every business organization large or small now wants to become
an employer of choice. It is collaborative in nature that means that a great working environment
has been created within the organization and the very best people want to be hired in the

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organization (Baker 2014). The business culture created due to employer of choice is helping in
changing the employment relationship in a positive manner. Through benefits and career
development opportunities, the business can position themselves in better manner (Ulrich 2014).
The employers are adopting employer of choice strategy nowadays. The new employment
relationship model is based on:
 Flexibility- it is the technique of working that matches with the employees need, for
example working from home or having flexible time for starting and finishing the work.
The employer should be willing to work in different business role and settings. Whereas,
the employer should encourage the employees to perform various other organizational
roles.
 Customer Focus- the employee should be more focus on the customer and serve them
before their manager. Moreover, the employer should more give more emphasis on
providing information, incentives and skills externally.
 Branding- as the labor market condition has tightened it has become quiet hard to recruit
and retain the employees. All the business organization has an employer brand through
which it differentiate in the labor market. A strong employer brand allows the businesses
to compete for the best available talent and thus establish credibility (Viktoria, Rampl and
Kenning 2014). Employer brand is essential to recruit talents and mergers in the
organisation. Moreover, employees’ value proposition in the organisation is discussed
through branding. It helps in segmenting employee's value proposition idea for various
employment groups as it engenders loyalty and encourages familiarity (Rosethorn 2016).
 Training and developments- the employees should be able to develop skills to excel in
their jobs and eventually reach the career ladder.

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(AC 1.3) Impacts of tight labor market in UK:
Both loosing and Tightening have strong influence on the condition of labor market.
Loosing labor market leads to the effective process of employee retention and recruitment within
the competitive sector of the labor market. Loose labor market indicates that there are plenty of
potential supplies in the competitive market. While tight labor market leads to fierce competition
for the talented and skilled labors within the labor market sector (Friedli and Stearn 2015). UK
faces tight labor market condition whereas; India faces loose labor market condition. In India, the
labor market condition is loose, the organizations like Tata Motors all the compensations related
issues are now being solved with the workers, and they are provided long-term settlements. The
way an organization uses its work force resource is crucial for its future growth.
The tight labor market condition helps in obtaining generous stock options and high
wages. The opportunity cost of entrepreneurship also increases due to the high level of
compensation. The labor market condition further influences the selection and recruitment
pattern of the employees within the organization.
Role of Trade Union:
Trade unions are the organization created by the workers who are the members. The main
aim is to protect and give job security to its members. The trade unions negotiate with the
employers on securing pay rise, to benefits all the employees in the work place. They also
provide the member with legal and financial advice. In UK, downsizing of the public sector has
led to decline in the number of trade unions. Moreover, since 1980, the right to take strike
actions by the trade unions has been completely restricted. Collective bargaining is also practiced

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to grant the workers equal bargaining power as compared to their employers. Trade unions help
in improving relation within the organization because of these union representatives.
(AC 1.4) Role of Government:
In UK, the enforcement of employment right is in hybrid form. Alongside government
enforcement, employment tribunals have a majority of rights. The right enforced by the
government includes national minimum wage, employment business standards and 48- hour
working. It is the duty of the Government to enforce employment protection against the
employers, who seeks on gaining unfair advantages by misconducting and mistreating the staff.
The creation of Pay and Work right Helpline has helped much the different employment
agencies. Infrastructure investments and apprenticeship schemes are done by several government
agencies to reform the labor market. Whereas, In India, several Government initiative has been
launched like Make in India, labor reforms, Skill India so that the labor market is formalized and
all leads to the overall development of the country.
 Role of Employers:
Collaborative approach is used to reform the labor market structure by the employers.
Funding and sponsorships are also made to improve the employment structure of the business. In
the current scenario, various professional standards have been developed by the employers to
ensure that the future skills and talent needs are met.
(AC 2.1) Workforce Planning:
Workforce planning is the systematic approach to have the right people with perfect skills
and at right time and right cost to make the business run successfully and efficiently (De

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Bruecker et al. 2015). It aligns the organizational and HR needs to enable the business have the
following rights:
 Right people
 Right skills
 Right cost
 Right place
 Right size
Through proper planning the organizational risks related to executing business strategies
can be minimized. The major components of workforce planning are operational and strategic in
nature. Strategic workforce planning forecast the future critical roles that an organization will
require. Operational workforce planning is the planning of short-term organizational demands
and comparing them to the present talent supply. Moreover, it helps in determining the additional
requirement of the business.
The benefits of workforce planning are workforce planning helps in recruiting and
retaining the employees in the organization. It aligns the business and strategic planning process
with selection and retention planning. Workforce planning also helps in avoiding any kind of
delays and disruptions. It is in crucial in maximizing the profit of the organization and ensures
long-term success.
 Skill gap analysis:
The organizations nowadays are developing skill gap analysis approach that involves
defining the knowledge and skills required for completing the assigned task and furthermore
comparing the employee’s current level performance to the given requirement (Armstrong and

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Taylor 2014). The skill gap analysis is done by identifying the business goals, collection of data,
analyzing the data and finally drafting a training plan to develop the employee skills.
Table I: Skill- gap Analysis
Source: (Armstrong and Taylor 2014)
Organization benchmarking further helps in understanding, identifying and evaluating
the current position of the business processes. It also analyses the business procedures of other
and compare it with their own organization performance level. Then the necessary steps are
implemented to close the performance gap. Benchmarking is an integral part of an organization
to improve the on-going process (Estampe et al. 2013). Workforce planning is also done through
goal alignment and succession planning, which lead to smooth running of the business besides
profit and wealth maximization.

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(AC 2.2) Succession Planning:
Succession planning is the process through which the individuals are scanned, evaluated
and further recruited for the leadership role within the company (Rothwell et al. 2015).
Succession planning helps in the smooth running of the business, when the organization’s most
important employees are hired for new opportunities, or get retires or pass away. Succession
planning involves evaluation of the leader’s skills and then identifying the potential candidate
both within and outside the organization (Collings 2014). During the internal replacement, the
employees should be trained to take over. In large companies like ours, the owners and
employees are not only influenced by the succession planning but also the shareholders. Talent
management is the strategy to retain the top-level talented employees. This also enables the
present employee to ascertain where they fit in an organization. Developing proper
organizational culture helps in supporting talent management.
 Developing a Succession Planning Program-The development of proper succession
planning is done after identifying the high potentials employees (Spencer and Harris-
Bowlsbey 2013). They are further enhanced with development opportunities so that they
get prepared for future growth opportunities. It is followed by the following ways:
 Identifying Leadership Gaps: it is vital for an HR, to properly analyze of the leadership
position that is crucial for the organization to achieve its objectives in the end. Succession
planning strategy will help in addressing the talent gaps if any in the organization created
by:
 Expected retirements within a specified period.
 Internal promotions within the organization.
 Unexpected loss of the potential candidate.

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 Forecasting future needs: The current and future needs of an organization that is crucial
for the organization success is identified
 Establishing successors: an internal assessment for determining the strength for the
leadership position should be done from time to time.
 Selecting High-Potential Candidates- From the pool of candidates the employee with the
highest potential should be selected for the leadership position after the final interview.
 Creating competencies-Succession planning leads to creation of competencies. The
organizational competencies are very vital to retain successful order for an organization.
Career Development:
Career development is a process that develops the employee work identity. A self-
imitated approach is enhanced with the support of managers and the company. The career
development should be in the form of 70-20-10 rule (Blustein 2013). Major part that is 70% of
the employee development should be gained while action learning and on-the-job activities like
job rotation and job enrichment. 20% of the development is gained after interaction with the
other employees like, coaching and mentoring. 10% of development of the employees should be
coming from training, which includes seminars, classes for learning and development and
conferences. The employee career can be developed through the following:
 Job Enrichment- it is an approach to motivate employees by providing them the
opportunities to use their diverse abilities (Patton and McMahon 2014). The
responsibility of the worker is increased to display his skills and talents.
 Coaching and mentoring the employees- this helps the employee to set goal to be
achieved for their jobs. The mentors act as a resource for the employees to be successful.

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 Job Rotation- this strategy is used to move employees within the organization to increase
the interest level of the employees (Khan et al. 2014). It helps to explore the hidden talent
within the organization
 Secondment- this is a strategy to assign an employee for a job on a temporary basis. This
approach helps the employee in gaining some experience by working on a short-term
project.
(AC 2.3) Downsizing:
In a business organization, downsizing is the strategy to reduce the employee’s number
from the operating payroll. The organization uses various approaches for downsizing, which
includes allowing incentives for early retirements and transferring the employees to subsidiary
companies (Sekaran and Bougie 2016). The most common technique used by the organization
for downsizing is simply to terminate the employment of few of its employees. Downsizing
leads to the overtime payment of remaining employees. It is the duty of the HR to make look into
the various factors, which will influence the downsizing decision. First of all, the specific
problem is to be identified that is to be solved through downsizing then after assessing the
resource the final decision is to be made that will affect the company’s performance in the long-
run (Drucker 2017). These are the basic steps taken to make the downsizing work:
Communication plans- Communicating with the employees is the crucial step that an HR goes
through after announcing the initial downsizing (Bovee, Thill and Raina 2016). Being an HR
manager, it is a great responsibility to communicate with the employees and explain the reasons
for downsizing. After proper planning and re-structuring, the employee should also be kept
updated on the progress.

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Ensuring equity and fairness- Being an HR, it is my duty to ensure that downsizing decision
taken is fair and just for the employees. Downsizing often causes poor morale of the terminated
employees. Moreover, if the decision is not fair it leads to guilt and stress for the employees
retaining their job. Employee should be given proper redundancy notice and payment (Greenberg
and Cohen 2014).
Maintaining managed approach- The employees selected for redundancy should be provided
with a notice period before the date of their termination. They are further allowed redundancy
payment if they are working continuously for the organization for at least two years. As per
Equality Act 2010, employees have the power or right for not being unfairly selected due to
redundancy. Moreover, redundancy consultation is also provided (Harmon 2014). The
management is supported in all terms of policies, ethics and procedures by the HR.
( AC 2.4) Job Description:
The organization structure of the company is a framework, which helps in arranging the
work according to the position explained through job description. Job description is a crucial tool
that focuses on describing the scope, duties, responsibilities and purpose for a specified job
(Breaugh 2017). Job description is used in various processes like selection, orientation,
recruitment, compensation and succession planning. After preparing the process of workflow
analysis, the job design and job analysis is done to build a job description. This can be done
through:
Job design- it is the process to organize tasks that is required for performing a job. Job
design is influenced by the organizational structure and business strategy (Hendrick and Kleiner

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2016). Job rotation and job enlargement can be the best ways to create duties variation for the
employees.
Job Analysis it is the technique to gather information for the content of a particular job.
The main purpose is to know the similarities and differences between the various jobs and gain
knowledge on jobs within the organization.
Using competencies- competencies are used for development and training and it further
helps in evaluating the training needs, making decisions about transfers and promotion and
encouraging career growth for the employees. Moreover, this also helps in finding out the people
or employees who have perfect skills for making the business successful.
( AC 2.5) Equality Act, 2010
The Equality Act, 2010 came into from October 1, 2010. The main aim of this Act is to
streamline and harmonies the current discrimination legislation, which is included in various
statutes (Hepple 2014). The discrimination is done on the grounds of disability, gender, age,
race, civil partnership, religion or belief. The impact of this act is as follows:
 Protection of the employees against any kind of disability discrimination.
 Employers should take appropriate action and quickly respond to any kind of report or
complaints.
 Ensuring equality of employees in terms of payment, promotion training, transfer
opportunities, training and redundancy.
Data Protection Act, 1998:

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The Data Protection Act manages how the personal information about the individual is
used by businesses, organizations or government. The data contains all the accessible records of
the individuals related to health, education and cultural background of the employees (Townend
2017).
 The provided data should be fair and lawful.
 The data should be used for limited and a specific stated purpose.
 The data should be accurate and no longer be kept than absolute necessary.
 The data helps in knowing the ethnic background, religious beliefs, political opinions and
criminal records, if any, of the employees during recruitment and selection.
 To conduct audits so that it can be assessed whether the business processing of the
individuals personal data follows better practice.
For example, being an HR, assessment of an employee’s performance is done during the
probationary period and the individual’s personal data should be protected or safeguard.
(AC 2.6) Recruitment and Selection methods:
In human resource, recruitment and selection of employees is also known as sourcing,
which means using various sources to find the eligible candidate (Breaugh 2017). After
recruiting several candidates, the said employee is finally selected. Recruitment can be done
through internal and external sources. The various methods of internal recruitment are through
promotion of the employees, transferring the employees to another position depending on the
requirement of the job, internal advertisements or job posting and Employee Referrals. While the
external sources of recruitment includes direct recruitment of the employees through
employment exchanges and employment agencies. Advertisement is another most popular source

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of recruitment done through various print and social Medias. Professional associations and
campus recruitment is also few of the methods generally practiced by an organization. After
recruiting the pool of eligible candidates come the final procedures of selection (Gatewood, Field
and Barrick 2015). There are various methods that an organization can practice while hiring a
candidate for a particular job. The selection method includes interviews, online screening and
short listing, psychometric testing, personality profiling, aptitude and ability tests, group
exercises, presentations, references and assessment center and trial shifts. The strength and
weaknesses of two of the methods are described below:
Methods o Advantages Disadvantages
Internal
Promotions
 It is quick, simple and cost
effective
 Induction and training not
required.
 Motivates the employees to
work more efficiently.
 Helps in developing the
employee loyalty.
 Prevents hiring of
new potential
candidates.
 Limited scope as all
job vacancy within
the organization
cannot be filled.
 Demoralize the other
employees.
Advertisements  Hiring a large volume of
candidates in a short span of
time.
 It provides new opportunities
for the individuals seeking
 The cost incurred is
too high while
recruiting a candidate.
 The process is highly

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jobs.
 No partiality between the
employees is done.
 In the recent times, as
competition is increasing, it is
the best method of
recruitment.
time consuming.
 The selection process
is further too lengthy.
 The candidates
applying for the job
often demand more
benefits and
remuneration.
Table II: Methods of Recruitment and Selection
Source: (Breaugh 2017)
(AC 3.1) Reasons for Employee’s to Stay or Leave:
In the recent years, no matter how well the employees are paid, motivated, promoted,
appreciated and valued most of the employees decide to leave. They leave the organization
mostly in search of better career opportunity, in want of better work/life balance. Job security is
another main reason for leaving or staying of employees in an organization. The employee’s
nowadays prefer more control and independence to their personal work. The reasons of the
employees staying or leaving the organization are mentioned in table III:
Stay Leave
Paid well no promotion opportunity

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Highly-Involved
Well-Promoted
Appreciated
Trusted
Valued
Empowered
Challenged
high stress level
less involvement
low salary
no mission and vision
poor relationship with the
supervisor
no work/life balance
low job security
Table III: Reasons employees Stay or Leave the workplace
Costs associated with dysfunctional employee turnover:
When the best of the employees leaves the organization then the business faces
dysfunctional turnover in the organization. This could be due to high appealing job opportunities,
or low growth of career opportunities. Too much of employee turnover besides being costly also
gives a bad reputation about the organization. There are various costs associated with the
employee’s turnover that includes direct cost such as leaving costs, transitions and replacement
costs. Whereas, indirect costs is quite difficult to be determined. They are the cost liked with the
time to train the employees with lost knowledge and low morale.
(AC 3.2) Approaches to retain talent:
Retaining of the employee talents can be done by increasing the benefits for the
employees and providing better or flexible working conditions. The advantages of retaining

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talents are that it saves cost of the organization for hiring and training new employees.
Experienced workers are more efficient and loyal towards the employees. Moreover, when the
employees retained are less eligible for the post it lead to unfavorable working environment and
often it leads to groups in the organization affecting the quality of work.
(AC 4.1) Dismissal:
If an employee is dismissed from a job there must be a fair reason for such action, which
can be described as follows:
 Conduct of the employee- If the employee show signs of poor conduct by continuously
missing work have poor discipline and is related to theft or drugs than he or she is
dismissed (Brand 2015).
 Illness- If the employees are on long-term illness leave, and then the employee has to be
dismissed after a certain time to meet the demand of the company.
 Statutory restriction-If the employee breaks any law of the country, which makes them
unable to be, continue their job, then they are dismissed.
 Due to some major irresolvable personality clash between the employee and the manager.
If the present business moves to other location then the employees can be dismissed due to
technical reasons.
Before the dismissal of any employee the employee should be provide with a notice
period and lawful disciplinary process. The content should all have provisions for the settlement
of all future and current legal claims of the employees.

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Retirement:
In the current scenario, retirement is no longer lawfully enforced upon an employee due
to their age. Older and experience employees can retire anytime they opt and draw their entitled
occupational pension. As per the equality act, no discrimination is allowed in the workplace in
respective of the age of the employees. The duty assigned to them should be equal and favorable
payment should also be made.
As an HR manager, if an employee informs about their impending retirement then
through proper planning, smooth phasing out and through golden goodbyes the retirement
process can be encouraged and supported (Talib and Manaf 2017). There are various kind of
retirement plans such as pension plans and profit sharing that can be offered to the current
employees the people at the retirement age should also be provide medical care options and
other benefits. A retirement plan is also beneficial for the old age people. They should be well
aware that through proper budget the contribution of the employees would add up their money
value and increase the retirement benefits. Retirement of the employee is a serious matter still
new fresh talents are attracted to the organization.
Redundancies:
Redundancy occurs when the employee is dismissed by an employer, moreover not due
to act of the employees. The fair reasons for redundancies are as follows:
 When the employer is unable to carry the business or at the present location.
 When the employer decides to re- structure the business with fewer employees.
 When the employee is no longer required for the particular post they are assigned.
 When the manager follows job enlargement within the organization.

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 If the present employee is not consulted in a redundancy situation then the decision will
be unfair and the manager can be taken to employment tribunal.
If 20 or more than that employee are redundant then the collective- consultation rule
should be followed within 90 days of time period at single establishment (Davey, Fearon and
McLaughlin 2013). Redundancy is the best decision made by the manager for organizational
growth against the other options such as recruitment pause, reduced working hours, early
retirement and redeployment.

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