Impact of Talent Management Strategies at Davison Canners: Report

This report examines the talent management strategies implemented by Davison Canners, a UK-based food processing company. The study investigates the company's talent acquisition practices to improve employee capabilities and productivity, ultimately enhancing organizational success. The rep...Read More

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Contents
1.0 Introduction.....................................................................................................................................4
1.1 Company Overview...........................................................................................................................4
1.2 Statement of the problem...................................................................................................................5
1.3 Research Aim....................................................................................................................................5
1.4 Research Objectives..........................................................................................................................5
1.5 Research Questions............................................................................................................................5
2.0 Literature Review..................................................................................................................................6
3.0 Research Methodology..........................................................................................................................7
3.1 Research Philosophy..........................................................................................................................7
3.2 Research Approach............................................................................................................................7
3.3 Qualitative Vs. Quantitative Research...............................................................................................8
3.4 Primary Vs. Secondary Research.......................................................................................................8
3.5 Sampling and Population...................................................................................................................8
3.6 Timeline............................................................................................................................................9
4.0 Data Analysis and Findings...................................................................................................................9
5.0 Discussion...........................................................................................................................................15
6.0 Conclusion...........................................................................................................................................16
7.0 Recommendations...............................................................................................................................16
8.0 Research Limitations...........................................................................................................................16
9.0 Communicating research Outcomes....................................................................................................17
10.0 Reflection..........................................................................................................................................23
10.1 Recommendations for alternate research.......................................................................................24
11.0 References.........................................................................................................................................24
12.0 Appendix............................................................................................................................................25

Executive Summary
The term "talent management" refers to more than just human capital. It also hires, oversees,
creates, and maintains the finest and brightest workers in the industry. Talent management is an
essential aspect of the business strategy when it deals with one of its most precious assets, its
workforce. To better plan, organize, and prepare for corporate objectives, management must treat
personnel and the workforce with effective resource management. Several HR projects can solve
more complex and significant problems, resulting in a more detailed and predictable
performance. In this regard, employers and administrators should focus on managing talent
management in the workplace to ensure that there are no holes that could undermine the
workforce's productivity and performance. As a result, businesses are putting a greater emphasis
on talent acquisition to ensure a healthier workplace environment. This paper will evaluate the
talent acquisition practices and approaches used by “Davison Canners” to improve employees’
capabilities and productivity, resulting in improved organisational success.

1.0 Introduction
Talent management refers to an organization's commitment to attracting, training, maintaining,
and cultivating the best and brightest employees available. Talent acquisition is an appropriate
term to use when describing an organization's approach to hiring, managing, developing, and
retaining skilled employees (Miśra, 2013). It encompasses all job processes and structures
involved in sustaining and developing a high-performing workforce. Organizations expect to
retain their most innovative and professional employees by adopting a talent management
strategy. Like the stated management program, employee commitment or employee recognition
would ensure the recruiting of top talent. The Davison family raised and picked their first harvest
of Irish Bramley apples about 40 years ago. The company has expanded into one of the UK's top
suppliers of specialty fruit, fruit compotes, preserves, and bakery fillings. Over 120 acres of
orchards and brand new grade AA BRC certified factory operations on site. Talent retention (and
recruitment), learning and growth, organizational principles and vision, performance
improvement, job paths, and succession planning are all aspects of Davison Canners' talent
management (What is Talent Management and Why is It Important? | Expert360, 2021). While
there are several talent management styles, the elements of talent management elements:
preparing, recruiting, creating, maintaining, and transitioning. This paper will determine the
talent acquisition practices and approaches used by Davison Canners to improve employees’
capabilities and productivity, resulting in improved organisational success.
1.1 Company Overview
Davison Canners Limited is a live business that was established on April 19, 1978. DAVISON
CANNERS LIMITED is a long-standing Private Company that has been in business for 43
years. According to the most recent confirmation statement sent on November 18, 2020, there
are seven working supervisors and one active assistant. The field in which they operate is the
Growing of pome fruits and stone fruits, with the SIC code 01240. Their registered office is in
the CRAIGAVON town of PORTADOWN. The United Kingdom is their legitimate registry
country. Private Limited Companies are expected to file financial statements every month, and
their most recent series of financial statements were filed on April 30, 2020.

DAVISON CANNERS LIMITED is the next company to register for 2021 and is expected on
January 31, 2022. Their role at Companies House is Effective, indicating that they are most
likely in the industry. NI012712 is a unique business number. A Private Limited Company is the
legal structure.
1.2 Statement of the problem
The fundamental activity of the HR department of Davison Canners is Talent Management. That
is why this paper will define the talent acquirement practices and approaches used by Davison
Canners to advance employees’ competencies and productivity, ensuing improved organisational
success.
1.3 Research Aim
To determine the strategies of talent management implemented in Davison Canners and the
techniques used to boost employee skills and efficiency, resulting in organisational performance.
1.4 Research Objectives
The study's primary objective is to observe talent management strategies in small and medium
enterprises like Davison Canners and identify the impact of the strategic choice on the
organization's performance. Other objectives of the study are stated as follows.
 To determine the importance of talent management on the effectiveness of the
organization
 To identify a definite role of talent management strategies in organizational performance.
 To investigate the link among talent management, employee retention rate, attractions,
individual engagement.
1.5 Research Questions
1. What are the strategies adopted to manage the workforce talent in Davison Canners?
2. What tools and techniques are used to develop employee efficiency, performance, and
individual growth?
3. How strategic choices for talent management impacts organizational performance?

2.0 Literature Review
The concept "talent management" is not just a generic human resource buzzword. It is also
dedicated to hiring, managing, developing, and retaining the industry's best and brightest
workers. Indeed, talent acquisition is essential to a company's corporate plan because it controls
one of its most precious assets: its employees (Sen, 2019). That is why, to attract staff,
businesses should make an effort to handle them efficiently and assist them in improving their
expertise and capabilities. Here are some of the reasons why businesses should put money into
talent acquisition. Talent management procedure to boost up employee skills and efficiency
resulting in organisational performance are the following components-
 Attracting the best candidates- Getting a comprehensive talent acquisition policy in
Place helps companies recruit the finest and brightest workers (Pollitt, 2010). It helps to
build an employer identity that can retain new employees, increasing the organization's
corporate success and results.
 Employee morale is essential- Strategic workforce retention supports companies with
keeping their staff engaged, which gives them additional opportunities to remain in the
business and accomplish their assignments. According to Chandler and Macleod's report,
91 percent of workers said they needed more than just money to feel committed and
inspired (Taylor and Lee, 2019).
 Kept at constant position coverage- Talent recruitment provides organizations with the
tools they need to prepare and discuss the critical and increasingly skilled positions in the
workforce to their workers (Tyson and Smith, 2006). This means the corporation would
have a steady supply of workers to fill vital positions, allowing enterprises to operate
smoothly and avoid increased pressure for others, leading to fatigue.
 Improve staff morale- Companies will determine which staff are better suited for the job
with talent management, which will result in fewer performance management problems
and complaints. This will also ensure that the best talent inside the organization is
maintained.
 Committed personnel- Talent acquisition helps organizations make precise and
systematic decisions on workforce growth, ensuring workers' skills and development
(Miśra, 2013). Moreover, workers can be more interested in a fair growth procedure that
helps increase retention rates, enabling businesses to fulfill their organizational needs.

 Retain high-talented performers- Well-structured onboarding practices build better
retention standards that save the business on long-term recruiting and maintenance costs.
3.0 Research Methodology
The analysis methodology refers to how the study will be carried out. The thesis will be
performed in a variety of ways, depending on the goals of the study. As a result, before
beginning the study, it is critical to define the research methodologies. As a result, research
methodologies include philosophies, methods, data processing, sampling, and data interpretation.
Analysis methodologies often cover the question of whether a study should be qualitative or
quantitative. It is important to note that the research methodology definition is often influenced
by its goal and objectives (Culkin, 1996). The analysis methodologies used in this study are as
follows:
3.1 Research Philosophy
In the field of research, there are three research philosophies. Interpretivism, Realism, and
Positivism are the three schools of thought. The researcher gathers data at the start of the
positivism science philosophy—the researcher inferences about the issue that the study is trying
to tackle based on the data description. In the case of realism, it works the opposite way around,
with the analyst observing the scene before making an inference. After making an inference, the
researcher gathers evidence to see if it is right. The interpretivism methodology requires the
researcher to analyse the situation before concluding (Culkin, 1996).
In this study, the positivism theory was used when the analyst gathered evidence from the
company's employees and then came to a conclusion.
3.2 Research Approach
The research methodology is concerned with the research's flow or whether it can shift from data
to theory or theory to data. Deductive, inductive, and adductive analysis approaches are used in
research. Stated, adductive analysis is a hybrid between deductive and inductive research
methods. The analyst chooses a theory and then gathers evidence to see if it holds in the
deductive method. In the case of the inductive method, the researcher immediately begins
collecting evidence. Following the data analysis, the data is summarized to identify patterns, and
then a decision is reached (Culkin, 1996).

Since the researcher has not made any hypotheses, the inductive method has been used
throughout this study. Instead, the researcher has gathered data in order to discover a trend.
3.3 Qualitative Vs. Quantitative Research
Quantitative research is based on statistics, while qualitative research focuses on the cause of an
issue. On the other hand, the qualitative analysis focuses on the case's factors rather than the
seriousness of the situation. Quantitative analysis, on the other hand, focuses on the severity of a
condition as reflected in percentages. As a result, the quantitative analysis ignores the underlying
cause of the issue. As a result, both qualitative and quantitative analyses have advantages and
disadvantages. (2004, Reswick).
Since the author completed a literature review to grasp talent management further and then
gathered data from an organization to draw numerical findings, both qualitative and quantitative
analysis methods were used in this study.
3.4 Primary Vs. Secondary Research
It is crucial to define primary and secondary sources before discussing primary and secondary
data. The primary source is a data source that the researcher has directly worked with. The
secondary data is a source of data that contains information from previous studies. As a result,
primary data is derived from a primary source, while secondary data is derived from a secondary
source.
Since the researcher conducted a literature review to explain the definition further, both primary
and secondary data were gathered for this study. To gather primary statistics, the researcher met
with company employees in person (Ereaut, 2002).
3.5 Sampling and Population
A population can be described as a community of people in which every single person is an
informant. The survey represents a limited percentage of the total population. Since it is time-
consuming to communicate with any potential witness, it is not practical for the researcher to do
so. As a result, the researcher chooses a large portion of the population with which they will
communicate. The survey refers to a large part of the population (Ereaut, 2002).

The population for this study is made up of all employees of Davison Canners. The analyst, on
the other hand, has worked with 50 business employees. This group of 50 people can be referred
to as Sample.
3.6 Timeline
It is essential to finish all of your homework at a given time. Our research focuses on "Strategic
choices of Davison Canners in talent management and its impact on organizational
performance." The Chart for this research paper is as follows:
Activity
No. Activity Name Timescale
1. Research, Literature Review 15 days
2. Development of Idea 10 Days
3. Writing the Idea 6 Days
4. Data Collection 5 Days
5. Numeric Analysis 5 Days
6. Meeting with Supervisor 5 Days
7. Production of Final Outcome and
Evaluation 10 days
8. Writing the Project Paper 10 days
4.0 Data Analysis and Findings
A structured questionnaire was used to gather the primary data. The survey is separated into two
sections. The population section is one, and the research section is the other. The demographic
segment includes the respondents' personal information. The researchers used a five-point Likert
scale. The findings will be interpreted using Microsoft Excel. The questionnaire can be accessed
by clicking on the following link:

Survey Questionnaire
Demographic Part:
1. What is your Gender? A. Male B. Female
2. What is your working experience in Davison Canners? - A. Less than 5 years B. More
than 5 years.
Research Part:
Statement Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
In terms of talent management, the
recruiting process is held by assessing
applicants' abilities.
Davison Canners developed a
community that allows workers to stay
with the company.
The talent management of DC creates a
community that encourages people to
join the company.
The talent management of DC creates a
workplace culture that recognizes
employees' accomplishments.
The talent management of DC
developed policies that foster career
promotion and growth.
The talent management of DC keeps
identifying competency lacking among
existing staff and applicants.

4.1 Findings: Based on the survey, the findings are stated in the following.
Demographic Part:
67%
33%
What is your Gender?
Male
Female
Here, 67% of employees are male, and the rest, 33%, are female employees in Davison Canners.
68%
32%
What is your working experience in
Davison Canners?
Less than 5 years
More than 5 years
The pie chart indicates how long the participants have served for the organisation. According to
the table, nearly 32% of the workers have been with the company for more than 5 years. The
remaining 62 percent had been working for less than five years.
Research Part:

Statement 1: In terms of talent management, the recruiting process is held by assessing
applicants' abilities.
26%
39%
12%
15%
8%
In terms of talent management, the
recruiting process is held by assessing
applicants' abilities.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disgree
The chart result showed us the highest 39% agreed that the recruiting process is held by
assessing applicants' abilities. Also, 26% strongly agreed to the process, so it goes to the
majority.
Statement 2: Davison Canners developed a community that allows workers to stay with the
company.
19%
35%23%
12%
11%
Davison Canners developed a community
that allows workers to stay with the
company.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disgree

Almost 35% of the employees agreed that Davison Canners developed a community that allows
workers to stay with the company. Surprisingly 23%, a significant percentage of employees are
neutral about it.
Statement 3: The talent management of DC creates a community that encourages people to join
the company.
12%
25%
41%
17% 5%
The talent management of DC creates a
community that encourages people to join
the company.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disgree
Relating to the 2nd statement, in this case, 41%, most employees are neutral about the fact that the
talent management of DC creates a community that encourages people to join the company.
However, the agreeableness is greater than the opposite.
Statement 4: The talent management of DC creates a workplace culture that recognizes
employees' accomplishments.

21%
39%
21%
10% 9%
The talent management of DC creates a
workplace culture that recognizes
employees' accomplishments
Strongly Agree
Agree
Neutral
Disagree
Strongly Disgree
Fortunately, most of the employees (39%) agreed and strongly agreed (21%) that The talent
management of DC creates a workplace culture that recognizes employees' accomplishments.
Statement 5: The talent management of DC developed policies that foster career promotion and
growth.
11%
27%
17%
25%
20%
The talent management of DC developed
policies that foster career promotion and
growth.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disgree
The Chart it is showed that 27% and 20% chronically agreed and strongly agreed that the talent
management of DC developed policies that foster career promotion and growth.
Statement 6: The talent management of DC keeps identifying competency deficiencies among
existing staff and applicants.

15%
31%
20%
19%
15%
The talent management of DC keeps
identifying competency lacking among
existing staff and applicants.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disgree
31% and 15% of the employees believe that the talent management of DC keeps identifying
competency lacking among existing staff and applicants. However, again, 20%- a significant
percentage of employees feel neutral about it.
5.0 Discussion
Based on the above findings, the discussion is separated into two parts.
 Demographic part Discussion
 Research part Discussion
Demographic Part Discussion
The majority of the respondents in the demographic section are men. Male workers are working
in more significant numbers than female employees at the company. However, the respondents
say that there has been no prejudice in internal management decisions so far. Aside from that,
just 32% of workers have spent more than 5 years with the company. As a result, the
organization regularly recruits new staff of varied backgrounds.
Research Part Discussion
From the above questionnaire and analysis, some factors and opinions can be made about the
talent acquisition practices and approaches followed by Davison Canners. First of all, it can be
said that the hiring and screening process of the company must be appropriate as the employee
seemed to agree with the fact. The talent management approach is going in the right direction.

Again, the majority of the employee agreed to the fact the company can retain its employees.
However, in attracting potential candidates, the company's activities seem weak, according to the
survey data. In the critical section about creating a healthy corporate culture and working
environment, Davison Canners seems to have potential, and they are doing the job correctly.
This is a significant factor in the talent management process. Another essential part of talent
management is the employees' career advancement and helps them build a relationship and make
them feel engaged with the company. Davison Canners seems to be doing the task at a moderate
level. Lastly, in identifying the competency gap, the company can do better as many employees
were neutral about it.
6.0 Conclusion
Talent acquisition is essential to the business approach when it works with one of its most
important resources: the employees. As a result, to retain workers, companies should make an
effort to treat them successfully and assist them in expanding their skills and skill. Here are a few
reasons why companies should invest in talent development. They have a robust talent
acquisition scheme in Place that encourages organizations to attract the finest and brightest
employees. It assists in creating an employer image that can both recruit and retain new hires,
thus increasing the company's overall growth and efficiency. Davison Canners has expanded to
satisfy the evolving demands of its internal (employees) and external (customers) customers and
diversify to keep ahead of food trends and the industry over the last four decades. The company
claims it has all of the right employees in the right positions who will work together to meet the
needs.
7.0 Recommendations
 Davison Canners’ HR should provide guidance, preparation, and support, but the boss is
responsible for the day-to-day interactions that ensure the new employee's productivity.
 HR can also actively be involved in developing the performance improvement system,
job planning, and other programs.
 Sharing knowledge about qualified workers and their future career options around the
company is also an integral aspect of the right approach (Why Talent Management Is an
Important Business Strategy, 2021). When prospects are produced or occur, this
encourages different agencies to recognise available talent.

 An introduction to virtual talent management can be possible via a computer.
8.0 Research Limitations
The research project would take a considerable amount of time and commitment to finish. Since
this is a functional approach, it has certain drawbacks. The collection of empirical data is brutal
in practical science, which restricted this analysis. The critical constraint, in this case, is the time
constraint. The researcher's job of performing the project in the minimal time given to him was
exceedingly difficult.
Moreover, the most critical impediment to this analysis is the COVID 19 case. The researcher
could not reach the respondents in person; instead, online chatting, conferencing, and phone calls
were used to elicit answers to this study, which may be deceptive. The easiest way to get
feedback on a given subject is to have a direct conference. In this situation, phone calls and
online chatting can be deceiving. Aside from that, the issue of diversity and inclusion is vast,
needing consideration of various factors. This makes it impossible to observe any of the
variables in such a brief amount of time.
9.0 Communicating research Outcomes

10.0 Reflection
The study was carried out on the Davison Canners' talent management. In this report,
experimental data and knowledge were gathered to consider and produce a concrete outcome that
would offer the reader the optimal scenario for the company. In this report, I analysed Davison
Canners' talent management strategies and techniques to enhance employees' skills and
efficiency, resulting in enhanced organizational performance.
I found several practical items when doing this study. I have tied theoretical knowledge to the
functional applications of that knowledge. I have discovered how to gather valuable knowledge.
I conducted conversations while gathering data, which assisted in the growth of my
communication skills. I have even had obstacles, which have helped me learn how to fix
problems. As a result of my hands-on experience studying the organizational climate, I observed
the organizational situation and plan for my future.
I went through several processes when doing this research to ensure that it is accurate. There is
no use of sensitive or confidential details or information in this report. Overall, I believe this
study is useful in formulating a practical scenario for Davison Canners' talent management. The
analysis method has given me much valuable knowledge.

10.1 Recommendations for alternate research
The term "alternative research" refers to the development of a new report on a related subject to
expand the original study's scope. The focus of this thesis is on corporate culture diversity. Many
facets to this subject must be carefully considered. However, due to time constraints, all of the
variables cannot be included in this report. As a consequence, every other form of prejudice may
be included in the alternative study. A Likert Scale is an alternative method of analysis.
Observation methods may be used in alternative studies.
11.0 References
2021. [online] Available at: <https://www.dnb.com/business-directory/company-
profiles.davison_canners_limited.7ade3f774e3c67d6eed09b6852be553f.html> [Accessed 11
March 2021].
Ereaut, G., 2002. Qualitative Market Research. London: Sage Publications.
Expert 360. 2021. What is Talent Management and Why is It Important? | Expert360. [online]
Available at: <https://expert360.com/resources/articles/talent-management-important>
[Accessed 11 March 2021].
Miśra, R., 2013. Talent management. New Delhi: Discovery Pub. House.
Pollitt, D., 2010. Talent Management. Bradford: Emerald Group Pub.
Shabib-Ul-Hasan, S., 2012. Managing Talent; Twenty Commandments about Talent
Management. IOSR Journal of Business and Management, 2(6), pp.31-36.
Ramen & Radwan, A. (2000). Computerized Statistical Tools for Firms to Conduct Research.
Journal of Computer Science and Technology, 253.
Sen, S., 2019. TALENT MANAGEMENT. [Place of publication not identified]: Society
Publishing.
Sue Greener. (, 2008). Business Research Methods (4 ed.). Ventus Publishing. Retrieved
November 3, 2020, from
https://gent.uab.cat/diego_prior/sites/gent.uab.cat.diego_prior/files/
02_e_01_introduction-to-research-methods.pdf

Taylor, M. and Lee, E., 2019. Talent management. 6th ed.
The Balance Careers. 2021. Why Talent Management Is an Important Business Strategy. [online]
Available at: <https://www.thebalancecareers.com/what-is-talent-management-really-
1919221> [Accessed 11 March 2021].
Tyson, S. and Smith, P., 2006. Talent management. London: Hodder Arnold.
Reswick, J., 1994. What Constitutes Valid Research? Qualitative vs. Quantitative Research.
Technology and Disability, 3(4), pp.255-257.
12.0 Appendix
Survey Questionnaire: