3RTO B: An Analysis of Talent Resourcing at Etisalat

This report provides a comprehensive analysis of talent resourcing, recruitment, and selection strategies at Etisalat. It begins by assessing how the organization utilizes its resources to meet its vision, mission, values, goals, and objectives, highlighting the importance of employee engagement and professional development. The report then identifies three organizational benefits of a diverse workforce, emphasizing the links between diversity, innovation, and productivity. Furthermore, it examines four key factors that impact talent resourcing, including staff turnover, unemployment rates, legal policies, and external supply and demand. The legal and ethical issues in talent resourcing are also discussed, along with a contrast of three recruitment and three selection methods. The report concludes with a reflective learning process, summarizing the key concepts learned during the assignment, and references to support the findings.

Running head: 3RTO B
3 RTO
[Part B]
Name of the student:
Name of the university:
Author note:

13RTO B
Table of Contents
1. Assess the way organization resources talent to meet its vision, mission, values, goals and
objectives.........................................................................................................................................2
2. Three organisational benefits of resourcing and retaining a diverse workforce..........................2
3. Identify four factors that may impact on resourcing talent..........................................................3
4. Examine the legal and ethical issues that may arise during this process. Describe the factors
that affect your organization’s talent resourcing policy..................................................................3
5. Describe and contrast 3 methods of recruitment.........................................................................4
6. Describe and contrast 3 methods of selection..............................................................................4
7. Learning process..........................................................................................................................5
References........................................................................................................................................6

23RTO B
1. Assess the way organization resources talent to meet its vision, mission, values, goals and
objectives
Etisalat is one of very few companies to have worked extensively towards boosting
employee engagement. Talent resources in the company is so organised that it is continually
producing the results. Some of the key highlights of talent resources are as follows (Tatoglu,
Glaister & Demirbag, 2016):
 ‘Engage’ is a program designed and followed to support talent identify the organisational
goals and objectives
 Each employee based on their individual feedback is given exposure to ample number of
professional development opportunities
 Graduate trainees program are facilitated and followed in countries like Afghanistan
where finding and retaining the talents is challenging
 Partner with engineering institutions to help graduates understand its organisational
culture and values
 Collaboration with telecom vendors to design and develop learning programs
 Graduate development programs for entry-level hires
2. Three organisational benefits of resourcing and retaining a diverse workforce
There are many benefits that a company can avail to on resourcing and retaining a diverse
workforce. Some of these include innovation and creativity, productivity and access to
diversified skills. A homogenous workforce will end up having monotonous business ideas. On
the other hand, a heterogeneous workforce will have people passionate for creative works.

33RTO B
Diversity and productivity and directly linked with each other. This is also undeniable that
diversity encourages cultural-based conflicts. Access to the wide variety of skills is one of the
essentials of a diverse workforce. A diverse workforce is an asset to the company as they can be
used in range of different tasks (Guillaume, Dawson, Otaye‐Ebede, Woods & West, 2017).
3. Identify four factors that may impact on resourcing talent
The four factors are (Gallardo-Gallardo, Nijs, Dries & Gallo, 2015):
1. Staff turnover: A company facing increased staff turnover will develop a bad market
reputation. Graduates generally prefer being the part of a company, which is highly
reputed and provides lucrative salary. There is a perspective that reputed firms will
provide more opportunities for the career growth.
2. Unemployment rate: An increasingly growing unemployment rate will make things
difficult for attracting and retaining the talents. In an increased competitive environment,
range of employers will use number of techniques to be blessed with getting more
professionals. Retention will also become challenging as there will be numerous options
of employers for employees to select from.
3. Legal policy: Legal policy such as for an increased wage payment can limit the
employers’ recruitment process.
4. External supply and demand: If external supply and demand are not appropriately the
same, this will have an impact on talent resourcing.
4. Examine the legal and ethical issues that may arise during this process. Describe the
factors that affect your organization’s talent resourcing policy

43RTO B
Some of the common legal and ethical issues of talent resourcing are as follows (Sheehan &
Anderson, 2015):
 Placing misleading jobs advertisements on various job posting channels
 Misrepresenting the requirements for a particular job position
 Biased behaviour from a hiring manager. For an example, a hiring manager gives
preference to the one who has been referred for the job over a highly deserving and
qualified candidate. This is an ethical issue if done for discriminatory purposes.
 Ignoring to review candidates based in their experience and merits.
5. Describe and contrast 3 methods of recruitment
Three methods of recruitment are placing advertisements online and in newspapers,
personal referrals and publishing internal promotions’ announcements. Placing advertisements
on various channels is one of the traditional ways of attracting and recruiting talents. It helps to
attract a mass participation of applicants. ‘Internal promotions’ is a good way to promote tenured
and quality performers. This is suitable for cases when vacant positions are only a few.
Investments required for internal promotions is less than required for both personal referrals and
job advertisements. ‘Personal referrals’ is another method of recruitment. In this process,
employees are encouraged to make referrals against the job posting. For each of the referrals
employees are rewarded with monetary benefits (Skordoulis, Chalikias & Koniordos, 2015).
6. Describe and contrast 3 methods of selection
There are many methods of selection like preliminary screening, face-to-face interviews
and phone interviews. The preliminary screening is aimed at excluding the unqualified or

53RTO B
unsuitable candidates from the selection process. Face-to-face interviews is another part of the
selection process. The shortlisted candidates in the preliminary process are screened during this
round of the selection process. ‘Phone interviews’ is one of the methods of selection. This is
generally being conducted to check the verbal communication skills of candidates or for
conducting interviews from other than the interview venue. These selection processes fulfill
different needs and hence, are important part of the selection process (Patterson et al., 2018).
7. Learning process
This task was a good learning experience to me. This helped me to understand the
importance of talents resourcing. I was able to know that talents resourcing can come across a
range of ethical and legal issues. I could also know that talents resourcing can be affected from
range of factors like unemployment rate. Moreover, this helped me equipped with the various
recruitment and selection methods.

63RTO B
References
Gallardo-Gallardo, E., Nijs, S., Dries, N., & Gallo, P. (2015). Towards an understanding of talent
management as a phenomenon-driven field using bibliometric and content
analysis. Human Resource Management Review, 25(3), 264-279.
Guillaume, Y. R., Dawson, J. F., Otaye‐Ebede, L., Woods, S. A., & West, M. A. (2017).
Harnessing demographic differences in organizations: What moderates the effects of
workplace diversity?. Journal of Organizational Behavior, 38(2), 276-303.
Patterson, F., Roberts, C., Hanson, M. D., Hampe, W., Eva, K., Ponnamperuma, G., ... &
Cleland, J. (2018). 2018 Ottawa consensus statement: Selection and recruitment to the
healthcare professions. Medical teacher, 40(11), 1091-1101.
Sheehan, M., & Anderson, V. (2015). Talent management and organizational diversity: A call
for research. Human Resource Development Quarterly, 26(4), 349-358.
Skordoulis, M., Chalikias, M., & Koniordos, M. (2015, September). Staff recruitment process
and methods: the case of the mobile telephony industry in Greece. In Communications in
Computer and Information Science. 535: Proceedings of Creativity in Intelligent
Technologies & Data Science Conference, Eds., Kravets et al. Volgograd (pp. 292-306).
Tatoglu, E., Glaister, A. J., & Demirbag, M. (2016). Talent management motives and practices in
an emerging market: A comparison between MNEs and local firms. Journal of World
Business, 51(2), 278-293.