Talent Management in the UK Insurance Sector: Aviva Analysis Report

This report provides a comprehensive analysis of Aviva's talent management system. It begins with an introduction to talent management and its importance, followed by an identification of Aviva's current talent management strategy, encompassing business and HR strategies, recruitmen...Read More

Talent
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
PART 1............................................................................................................................................1
TASK 1............................................................................................................................................1
Identify firm’s current talent management strategy.....................................................................1
TASK 2............................................................................................................................................3
Gender pay gap reporting ............................................................................................................3
TASK 3............................................................................................................................................7
Analyse current external factors that would impact their HR practices......................................7
PART 2............................................................................................................................................8
Recommendations report and podcast.........................................................................................8
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
The term talent management is a procedures to involves attracting and retaining their
employees for develop skills and motivate employee for their performance in an enterprise (Ali
and Guha, 2018). It is all about improving performance of an organisation through practices that
makes more productive. Selected organisation is Aviva is a life insurance firm which is formed
between Dabur invest group and Aviva group. It can began operations in July 2002 and it was
founded in 1884 in UK. For this assessment, it includes various topics such as identify current
talent management strategy, gender pay gap reporting, identify environmental factors impact on
HRM practices and recommendations that one gap should be identified.
PART 1
TASK 1
Identify firm’s current talent management strategy
Business strategy and HR strategy: This strategy consist of taking all decisions and
actions that firm can accomplish their goals and objectives in the marketplace (Asplund, 2020).
Aviva follows investment strategy which should be consistent their long term approach in
security selection. They focus on invest in best quality models and process at reasonable measure
and emerge various different sectors. HR strategy is a long term plan that would be created
objectives in field of human resource and capital management for development of organisation.
When Aviva develops a strong strategy for recruitment and selection so that they hired best
candidate to improve their bottom line and increase their customer satisfaction of employee.
Recruitment and their channels: It is a procedures that firm identify, hiring, selecting,
interviewing to choose their best candidate and involve choosing their individual with unpaid
roles. It is a strategy to suitable selection should be conducted in an organization. Aviva use
corporate websites and online job boards channels are as mentioned below:
Corporate websites: This means firm can look their candidates when they search for any
job post and especially if they have start a new start-up and no one knows about their company to
check out their websites. This website provides a quality of firm but they have an greater way to
market to potential clients and employees.

Online job boards: Aviva used their channels to because 41% of people find out their
jobs and 60% people are job seekers begin job hunt such as online job boards (Cascio and
Aguinis, 2018). They enhance their chances of advert being an ideal candidates.
Selection methods: It is a procedures for choosing their appropriate candidate for
vacancy position business enterprise. Employee selection is marching firm for meet their
requirements of skills and qualifications of individuals. Aviva used a series of steps are as
mentioned below:
Application forms and CVs: This approach is completed with form and CVs for
potential employee when they apply for job. It will include series of questions and employee can
get answer of all these questions. CVs is document that candidates complete and submit a job
application it is a personal document which includes skills abilities and experience of employee.
Online screening and short-listing: In this online application of jobs are generally sent
to this mail address and latter place application into database which can be used for candidates
and handles various process of application stages. Initial screening of applicants which is usually
based on various experience of employees and qualifications according to their job requirements.
Aviva used this method to screening their applicants in online and develop long application to
selected only with sufficient detail of employees. It improve benefits and speed of recruitment
and selection procedures.
Group activities: Aviva use this method because they ask a number of applicants to
work together for completing their task and each and everyone has suggest a same topic and
they have to speak in 2 to 3 minutes on that topic (Collings, Scullion and Caligiuri 2018). While
they completing their task of behaviour of applicants to identify those who work as a leaders and
work better in individual tasks performance.
Interviews: Firm can invite many number of applicants for an interview and usually get a
face to face meeting which ask a series of questions to an applicants.
Tests: Many of the firms will give a test may be it is paper test or practical it depend on
firm and depending upon vacancy. Test can be practical or written test it all depend on firm and
if they have pass on these test then they have qualified on next round and selected for this
organisation.
Performance management: In this, they check employee performance which will create
an environment where people can preform to their best capabilities and produce a highest results

in an effectively manner. Managers of Aviva used this management because they helps to
monitor their employees work and create a goal if employee can give their best performance.
Reward management: It is concerned with formulation and implementation of various
strategies which would be aims to reward people fair in terms of their value of organisation (Cui,
Khan and Tarba, 2018). Manager of Aviva used reward for employee if they get a better
performance system for their work and feel motivated which can improve their overall success in
an organisation. There are various types of rewards that Aviva used such as extrinsic rewards,
intrinsic, individual and team rewards. Extrinsic rewards also includes that security, working
conditions of employees and intrinsic rewards consist of mainly focus on self esteem and
development and training of employees. Team rewards are mainly involves in team benefits and
team rewards.
Training and development: This means that various educational activities that would be
created by firm to increase their knowledge and skills of employees and give their better
information about firm. Aviva helps in to increase their productivity and profitability of firm on
the basis of long run. Many types of training programs which are sued by Aviva are as follows:
 Induction programs
 Technical skills development
 Soft skills
 Safety training
 Leadership and quality training programs
Equality and diversity policy: Aviva diversity policy was launched in 2016 when Aviva
leaders decided to act an accelerate progress towards their culture (Taylor, 2018). It makes sure
that organisational work can promotes their equality and diversity at a workplace in many of
areas which are named as recruitment, selection, training and development.
TASK 2
Gender pay gap reporting
In the year of 2017-2018

(https://www.worcester.ac.uk/about/university-information/gender-pay-gap-report-2017.aspx)
As per available resources, this report says that Aviva men in lower quartile are 34.4%
and women are 65.6%. whereas highest 67 in women as highest position in second quartile and
95.9% in men in upper quartile which clearly states that men dominates women in highly
positions (Gallardo-Gallardo and Thunnissen, 2019).
In the year of 2018-2019

https://www2.worc.ac.uk/personnel/gender-pay-gap-report.htm
The report of year 2018-2019 says that 63.36% is female in upper quartile and 36.64%
male in upper quartile (Shulga and Busser, 2019). In this case women are part of highest in all
things as compare to men and whereas highest part is 66.13% in lower quartile and men is lowest
36.64% in second quartile.
In the year of 2019-2020

(Source : Gender pay gap report,Proportion of women 2019-2020)
As per this graph, it says that 56% to 58% share of women in highest quarter and men
68% to 56% share is highest to lowest middle quarter which makes that 32% and a lower job
position for women share is 58%.
From the year of 2020 till present
Aviva is a continuous measure to reduce the inequality gap on basis of wages are as
follows:
 They can support and promote their women in a better position and include better senior
roles (Gandy, Harrison and Gold, 2018).
 To increase their minimum wages shows that higher wages for lowest paid workers
which is helpful to 4.6 billion.
 Design and develop their policies and plans procedures for implementation.
 They should invest in education system and quality that should be contribute to inequality
for across generations.

TASK 3
Analyse current external factors that would impact their HR practices
Human resource practices represent their guidance systems which is coordinated with
various business plan (Haak-Saheem, 2020). There are many external factors which would
impact on HR practices with context to Aviva are as follows:
Technological changes: It can also impacts on HR practices because many of new
technologies are require for HRM professionals for hiring new employees in new technologies.
With advancement of new technology, development in science and technology that will help to
enhance their organisations to grow. Aviva changes in technology to improve their
implementation of HR functions such as recruiting, selection and training.
Economic conditions: It is one of biggest challenges that current economy are affected
their knowledge for hiring anyone. To know their conditions of economy best way to prepare
against economic that what is happening and what is not but also to create a plan for economy.
With relation to Aviva, firms can make their economy is good because they give recruitment and
selection properly in an organisation.
Workforce demographics: This workforce is highly impacted on demographics which
include gender, age, occupation and salary levels of employees. This will impact on generation
of X and Y for number of women in workforce can enhanced significantly as different ethic
groups. Aviva have an issues in workforce for HR department tare recruit, select and retain their
employees for different ways in new set of candidates.
Government regulations: In human resource department they introduce their workplace
conformation modular is under pressure to stay with law (Hamad, 2019). These kinds of
regulations in each and every procedures of human resource department which is includes
recruitment, selection, hiring, compensation, training and development and so on. HR practices
is highly impacted by legal factors of environment which includes laws rules and regulations of
nation. Some laws are to be formulated with ensure that there is no differentiation among their
employees on basis of sex, gender, age, education and safety conditions. In case of Aviva, they
also ensure to identify their safety conditions, wear masks used hand sanitizers and increase
social distancing part.
Inflationary pressures: It is based on their income level on national in different nations
can also affect the payment to be made of workers. Most of nations payment of employees are

also linked with cost of living can be directly or indirectly. Aviva faced pressures of country in
inflation time because their cost of living and standards are goes up and pay their more instead of
other employers. When there is inflation or deflation this firm can change system and rules from
time to time according to changes in economy.
PART 2
Recommendations report and podcast
Rationale: It is defined that something can give their justification or explanation about
for action or choice that they make (Maurya and Agarwal, 2018). From the above report, they
analyse that Aviva life insurance is maintain and conduct proper bonus and wages of employees.
They identify quarter based systems to identify how much pay their men and how much bonus
and wages pay their women in some percentage amount of money. As per above information, in
analysis of task 2 they have identified that women gets surely low in all these things as compare
to men. Moreover, it is also identified that sometimes Aviva life insurance ratio of women are at
highly position as forceful low. In terms of manger their systems they can run their business
more in an effectively and efficiently manner and retain their employees to speech their various
issues and improve to talent management for necessary measure to effective management. They
should be pursue that changes in comparison between male an female and more important they
can give to women. Based on such inequality, women are low ratio as compare to men so it will
be equal ratio for both men and women.
Brief description: From previous analysis, it can shows that human capital plays a vital
role in overall efficiency performance of business firm. It deals with human resource
management consist of recruiting, selecting, hiring and compensation of employees. It ensure
that there is a people should be motivated and satisfied for a long term in business enterprise to
accomplish their goals and objectives. It is analysed in task 2 inequality pay act to prevent
discrimination between men and women and it provides the payment have to be equally
distributed for both male or female. If there is same work or similar nature should be hindrance
of discrimination against women in terms of employment. It is a barrier that they which attract
and retain their employee in any time at any workplace an unfair treatment of employees are
gives their dissatisfaction of men or women and it should decreased their profitability and
productivity of employee (Mohammed, 2018). If there is unhappy and unsatisfied are there then

firm can get equal remuneration should be distributed that will result is enhanced their employee
turnover rate. They should recommend that if there is anything that can be unfair between men
and women then firm should be easily distributed income of employees.
Description of solution: With relation to Aviva, they can must promote and
development in terms of their equality and retain their employee in any workforce (Wiblen and
Marler, 2021). There is an equality act 2010, this shows that there is law which protects them
from favouritism and unfair treatment of workers on the basis of certain personal features such as
gender, age and it is against of law in some of these cases. It is that law which is enact against
bias an based actions in workplace. This act consist which discrimination in terms of their
education, public services, private goods and services and many more. It also stated that
employees in an business enterprise gets a fair remuneration, equal remuneration, their culture
and opinion and various different workforce which is protected. In case of Aviva, there has
diversify wide range of services and employees operates in mote than 16 nations and approx 33
million customers. So it can range of various customer having a different background system in
terms of their beliefs, attitudes and norms of this system. Various measures that Aviva has been
adopted to promote their health discriminatory system in their practical situation.
 They can promote and improve or build their brand image for adopting their gender
recruitment procedures which promotes directly diversify and creates a healthy working
situation (Mohammed, Hafeez-Baig and Gururajan, 2018).
 They must be follow their inequality act because if they have discriminate between men
and women then firm can set their guidelines to be followed in terms of integrated with
workforce who have major efforts to accomplishment their goals and objectives in an
efficient manner.
Explanation of implementation:
 As per UK guidelines, each and every laws have to be followed to inequality act for
preparing their gender and according to their statistics to evaluate their gender pay gap
and favouritism of grade. Aviva life insurance prepares this act to remove their gap plan
in any working situation. If there is inequality act consist of including age, disability,
race, religion, sex and gender reassignment which ban age discrimination against adults
in terms of services and provision and performance various functions of this act.

 They also mentioned above that they have been developing their culture and opinion
which is literally based on various skills and abilities of employee instead of based on
gender so it will be easy to determine and identify how much bonus should be distributed
to men and how much bonus should be distributed to women (Omotunde and Alegbeleye,
2021). Aviva firm can seek their ideas of encouragement of employee and engagement
of employee which promotes sense of unity between employees in all level of
management system. Women encouragement helps to indicate discrimination and foster
their inequality team members who work has a jointly or working to accomplish their
organizational goals and objectives.
CONCLUSION
As per above information, it has been understood that talent management improve their
business performance through practices and it is required for human capital in an business
enterprise and planning to meet their needs. In this report, several topics are covered which are
named as identify firm current talent management strategy such as business, HR, recruitment,
selection, gender pay gap report, environmental factors are identified that would impact on HRM
practices such as government regulation, technology changes, economic conditions, workforce
demographics and recommendation report on one gap should be identified.

REFERENCES
Books and Journals
Ali, M. and Guha, S., 2018. Talent management in South Asia: Prospects and challenges.
Bangladesh Journal of Public Administration (BJPA). 26(2). pp.1-16.
Asplund, K., 2020. When profession trumps potential: The moderating role of professional
identification in employees’ reactions to talent management. The International Journal
of Human Resource Management. 31(4). pp.539-561.
Cascio, W. F. and Aguinis, H., 2018. Applied psychology in talent management. SAGE
Publications.
Collings, D. G., Scullion, H. and Caligiuri, P. M. eds., 2018. Global talent management.
Routledge.
Cui, W., Khan, Z. and Tarba, S. Y., 2018. Strategic talent management in service SMEs of
China. Thunderbird International Business Review. 60(1). pp.9-20.
Gallardo-Gallardo, E. and Thunnissen, M., 2019. Talent Management: Disentangling Key Ideas.
The SAGE Handbook of Human Resource Management. p.164.
Gandy, R., Harrison, P. and Gold, J., 2018. Talent management in Higher Education: Is turnover
relevant?. European Journal of Training and Development.
Haak-Saheem, W., 2020. Talent management in Covid-19 crisis: how Dubai manages and
sustains its global talent pool. Asian Business & Management. 19. pp.298-301.
Hamad, Z., 2019. Talent management as a facilitator of organizational intelligence. Management
Science Letters. 9(6). pp.809-822.
Maurya, K. K. and Agarwal, M., 2018. Organisational talent management and perceived
employer branding. International Journal of Organizational Analysis.
Mohammed, A. A., 2018. An investigation into the relationship between talent management
processes and knowledge management processes: a case of the higher education sector
in Queensland, Australia (Doctoral dissertation, University of Southern Queensland).
Mohammed, A. A., Hafeez-Baig, A. and Gururajan, R., 2018. Talent management as a core
source of innovation and social development in higher education. In Innovations in
Higher Education-Cases on Transforming and Advancing Practice (pp. 1-31). London:
IntechOpen.
Omotunde, O. I. and Alegbeleye, G. O., 2021. Talent management practices and job
performance of librarians in university libraries in Nigeria. The Journal of Academic
Librarianship. 47(2). p.102319.
Shulga, L. V. and Busser, J. A., 2019. Talent management meta review: a validity network
schema approach. International Journal of Contemporary Hospitality Management.
Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
Wiblen, S. and Marler, J. H., 2021. Digitalised talent management and automated talent
decisions: the implications for HR professionals. The International Journal of Human
Resource Management, pp.1-30.