Strategic Resourcing and Talent Planning Report: ZARA Case Study

This report delves into the resourcing and talent planning strategies of ZARA, a prominent Spanish apparel retailer. It begins by exploring current labor market trends, including pay expectations and labor demand, and examines the significance of both tight and loose market conditions. The report then analyzes the roles of employers, governments, and trade unions in workforce management, emphasizing the principles of effective workforce planning. It details the use of tools like strategic workforce planning maps and 9-box grids. Furthermore, the report includes career development plans, job descriptions for a Human Resource Manager, and strategies for managing downsizing, encompassing legal requirements and established traditions for handling redundancies and departures. The analysis provides a comprehensive overview of ZARA's approach to human resource management and talent acquisition.

Resourcing and Talent
Planning
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INTRODUCTION
In industrial backgrounds, it is most important for the administration to undertake its
resource and talent planning of its individual to assure the most crucial results from the
workings. Sustainable organisation execution and development needs a constant reassessment of
abilities, requirements which will then inform the training and development of existing workers.
For retaining skilled workforce, companies use effective HR practices so that they made their
effective contribution in development of establishment. This report is based on ZARA which is a
Spanish apparel retail sector organisation which was incorporated in 1975 and is headquartered
in Arteixo, Spain. The report will define about labour trends and importance of stretched and
movable labour marketplace (Taylor, 2018). Further, will explain about role of government,
managers and trade unions and principle of efficient workers planning. Moreover, career
improvement plan, job descriptions, and individual condition and capability frameworks. Along
with this, legal requirements and legalized tradition for overseeing sacking, departure and
redundancies.
MAIN BODY
Q1.
Labour market trend
Pay expectations- It is one of the major trend of labour market. Due to arising change in
it, pay growth for employees in both total pay and regular pay is estimated to be 3.1 % which
translates to 1.5% in real terms. It is one of the effective changes which positively affect the
entire global labour market in term of impacting it in favourable manner (Labour market
overview. 2020). Along with this, change is occurred in wages or pay laws which positively
affect labour expectations.
Labour demand- Cause of change in labour market, the demand of labour and workers
are also arisen all over the world which positively influence the employment rate in term of
increasing it. December 2019 to February 2020 saw the second quarterly maximise in vacancies,
after 11 consecutive quarterly falls, but vacancies stay historically high. This creates a favourable
impact on labour market in term of offering employment to labour and workers of entire nations
of the globe.
Significance of tight and loose market conditions
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A tense labour marketplace involves violent rivalry for more capable labour while
unfastened market situations reproduce the purchasing authority of the manager (Walford-Wright
and Scott-Jackson, 2018). It should however be included that each marketplace can have a
combination of tight or movable labour marketplace with sub sectors of tight or slack labour
markets.
Particular The UK India
Loose market This will influence the job
marketplace by advanced
arrival of provide than
command directing to more
rivalry disburse between large
customer bases.
It has already influence fresh
graduates with employability
chances. Employers have
more influence in choosing
rivalry manpower that are
prepared to cooperation over
their work reimbursement.
Tight market Higher need and labour supply
ultimately will influence the
market by developing growth
options for job seekers in the
specialised area with control
of numerous chances of
managers. Compensation will
be superior.
Although the immense
common of the labour
marketplace is unfastened,
highly skilled and talented
workers in retail sector is a
tight marketplace.
Being the manager of option and framing a working environment where the talent craves
to work for is demanding yet not hard. The increasing unemployment rate is a communal
disquiet when accounted with the inhabitant’s explosion and developing literacy. The reduction
in employment is a disturbing anxiety in increasing greatly aggressive labour (Sohel-Uz-Zaman,
2018). Including the tactical location there are three significant aspects like technical ability,
work time administration competency and successful commerce announcement skill.
Q2.
Employers expend a huge speculation in recruiting new applicants from the marketplace. These
investments are numerous components such as; workplace advantages, satisfactory reward and
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training programmes for fulfilling the upcoming skill difficulty. It is attained in the combined
effectiveness and contribution of the administration by offering the right communications,
reviews and forecasts. Certain nations with effective trade unions bodies act as overpass and the
delegate for the good faith of the labour (Siddiqui, 2018). Operate unions offer employees with
job security, hike in pay and acts as instrument for arbitration.
Particulars Overview
In respect of UK
Employer Roles:
 The employers can overpass
the capability gap
 Find out the abilities for
new recruits and match the
skill degrees with the
particular educations.
Responsibilities:
 Endorsing in house training
and extrinsic teaching for
the workers in CPD.
The role of employer In united
Kingdom is to facilitate training
solutions for new candidates.
Moreover, they required very much
proficient labourer. In addition to
this, its role is to render more
apprenticeships as well as
communicating with another
employer for evaluating the
inefficient competencies.
Government Role
 This facilitates support as
well as bridge to employers
in accomplishing the
requirements of future.
Responsibilities
 They assist them to shift the
talent landscape.
Within United Kingdom, the role of
government is to change the
funding structure in respect of
training and development along
with apprenticeships. Moreover, it
is the accumulation of employer to
practice as well as promote.
Trade unions Role:
 Its role is to bridge the staff
voices towards government.
Responsibility:
 Its accountability is to
The role of the trade unions is to
boost the staff career through
acquisitive competencies that
enhances employability. Moreover,
they assists to build the skills above
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safeguard the employees’
future for its betterment
with the assistance of
monetary benefits as well as
training sessions.
numeracy, literacy as well as ICT
competencies fro the economy.
Q3.
Workforce planning is the process of ensuring that an organisation has access to the
workforce skills required currently and in the future for execution of tasks and attainment of
organisational goals (De Bruecker and et. al., 2015). Effective workforce planning helps in
reduction of labour cost and increases the operational productivity by hiring employees with
required skills and knowledge. Some of the most important principles of workplace planning to
be considered by the management of the organisation are:
Organisational requirements and environment: The management of the company should
consider the environment in which the company operates and determine the organisational needs
to identify the skills desired in the workforce.
Forecasting and future skills analysis: Forecasting skills and competencies desirable in the
future is an important principle of effective workforce planning. It helps the management of the
company to hire employees who can meet the current needs of the organisation as well as be a
resource in future saving costs incurred on repetitive recruitment and selection (Cotten, 2007).
Evaluation of different alternatives: Different alternative options are available for any
organisation to hire the skills and knowledge it desires. An evaluation of various alternatives is
an important principle of workforce planning that helps in reduction of the labour cost and
increases operational productivity as well.
Involvement of stakeholders: It is crucial and a very important principle of effective
workforce planning to have a collaborative approach. Different stakeholders of the business
should be involved and engaged in the process of workforce planning to gather valuable inputs
and improve the efficiency of the complete process (O'Brien-Pallas and et. al., 2003).
Tools of workforce planning:
Strategic workforce planning map:
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Illustration 1: Strategic Workforce Planning Map
(Source: https://www.analyticsinhr.com/blog/strategic-workforce-planning-tools/)
It is one of the most important tools of strategic workforce planning that is based on
aligning the workforce strategy with the organisational strategy. As per this tool, the
management of the organisation should conduct market analysis and determine the current trends
in the industry and the extent of competition. Based on this evaluation, the management should
determine an organisational strategy for attainment of goals and objectives. The next step in the
mapping process is to determine the skills and quality of the existing workforce to determine the
potential of productivity and meeting organisation requirements (Mayo, 2015). On the basis of
insights from the above stages, the HR Strategy should be implemented in the organisation
which includes recruitment and selection strategy, performance management of employees,
learning and development and rewards and promotions. This tool can be used by the
management of the organisation for effective workforce planning.
9-box grid:
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Illustration 2: Performance-potential Matrix
(Source: https://www.analyticsinhr.com/blog/strategic-workforce-planning-tools/)
9-box grid, also known as performance-potential matrix, is a very significant tool which
helps in determination of the current level of employee performance and potential of employee
with the help of a matrix. The matrix is divided into different sections based on existing
performance level graded from low, medium and high to level of potential with similar grading
(Anderson, 2004). It is a very simple and easy to understand tool that outlines the existing
abilities and knowledge of the workforce that can be used to determine the organisational needs
and requirements in the coming recruitment cycles.
Q4.
1. Career development plan
Succession and improvement plan assist in framing, expand qualities, skills and
experiences to fill in the significant superior roles for long and short term (Adeniji and et. al.,
2019).
Career plan Implementation
Primary career areas Employee’s current role/designation of the
individual
Short term goals  Determination devising
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 Performance administration
 Efficient announcement
 Work time administration
Long term goals Employees final goal/designation
Activities to attain above aims It consider the career improvement
performances:
 CPD courses
 Workshops, training and peer guidance
 Meeting excellence standards as set by
the company
 Building group exertion and
understanding
Defining current tasks in existing function that
give to long term goals
 Role improvement
 Client commerce tasks, needs and
connection
Additional skills  Technical ability
 Organisational competency
 Soft skills
Supervising an considering the
accomplishment
 Monthly recital observing
 Reassess the skill sets by utilising
ability matrix system
2.
An unintentional and unrestrained downsizing can be overwhelming for the employees as
it could look like human resource infringement the emotional agreement by grabing the
constancy, preservation and remuneration of a job also is distressing. (Whysall, Owtram and
Brittain, 2019) I would like to frame my intended donation in rationalize Zara:
Stages Action Mitigation/Reason
Planning Freezing of hiring To neglect unsustainable
growth
Identifying talent pool Review supported to Evade inequitable judgement
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 Performance
evaluation
 Behavioural analysis
 Similar work
accountabilities
Employee consultation  Offer causes for
dismissal assortment
 Domains of growth
 Corrective
complexities
Volunteer Influencing the talent for
willingly opt out
Removing compellation
Compensation Providing a month’s CTS as
reimbursement
Common understanding
among employee and
employer
Appeals, review and dismissal Providing them observe and
for instant efficient dismiss
aptitude with reimbursement
 Offering assorted
aptitude the right of
equivalent occasion
 Following benchmark
labour act
Alternative solution  Resume building
 Free participation for
skill development
workshops for next 3
months
Counselling and exit support Offer analysis on enthusiasm
Providing brief knowledge
and alleviating letter providing
letter of proposal
Helping in acquiring prospect
chance with easiness
3.
Job Description of Human Resource Manager
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Job summary: The HR manager will direct the daily business functions of HR division
considering hiring, managing compensation, benefits, leave and enforcing organisation policies
and activities.
Roles and Responsibilities:
 Offer productive and appropriate presentation assessments.
 To administrate recruitments, interviews, training and many more activities of the HR
function.
 Manage information of developments, best actives, regulator y modification and
equipment in HR, aptitude administration and employ law etc.
Qualification and experience:
 Bachelor’s degree in Human resource, business management and associated field.
 Master’s of business management in with human resource specialisation.
 2 years experience as Assistant Human Resource administrator from a well established
firm.
Person specific of Human resource manager
Criteria Essential Desirable
Skills required  Good communication
and administration
skills
 Strong organisational,
problem solving,
presentation and
decision making ability
 Ability to prioritise,
work and task under
pressure and to meet
strict deadlines
 Effective critical
thinking ability
Qualification and experience  Master’s of business
administration with the
specialisation of Human
resource management.
 1 year experience as
human resource manager
from a reputed company.
 2 years practice as
human resource
administrator from a
international
organisation.
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Knowledge  An effective working
information of
Microsoft office
 Knowledge about
technical products and
database as well as
budget etc.
Competency frameworks
Basic Job title Abilities and skills Level
Core competencies HR manager  Communication
 Working together
2-Supporting
2-Supporting
Functional
competencies
HR manager  Planning &
organising
 Flexibility
2-supporting
2-supporting
Question 5
Recruitment is considered as way to distinguish, draw in, meet, choose and recruit as well
as on-board the representatives. This involves all things from distinctive proof of staffing
requirement to accomplish it. As per the size of firm, enrolment is the accountability for labourer
scope.
Selection is considered as the process of differentiating as well as employing the staff to
fulfil the opportunities within organisation. Representative identification is a method of co-
ordinating association’s requirements along with individual’s abilities as well as aptitudes.
Legal requirements in respect to recruitment as well as selection:
The human resource manager of entity should concentrates upon adhering legal needs while
hiring as well as choosing the participants into firm. These legal needs are discussed below:
 Equality Act 2010: It is considered as an legislation which is facilitated through the
government of United Kingdom in order to eliminate all types of discrimination from
company so that they can perform the business practices effectively and efficiently. This
significantly facilitates a responsibility upon Human resource manager which has to
adhere respective regulations provision into the methods of hiring candidates. It means
that there should not be any discrimination based upon gender, age, religion and many
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