Unit 19: Labour Market Analysis: Unilever's HR Strategies and Trends

This report provides a comprehensive analysis of Unilever's labour market dynamics, HR strategies, and workforce planning. It begins with an overview of the organization and its labour requirements, followed by an examination of current labour market trends, including employee diversity, outsourcing, and technological advancements. The report then delves into the different types of legislation that Unilever must consider in its workforce planning, such as employment laws, pay and retention policies, and health and safety regulations. It also explores the advantages and disadvantages of current and anticipated skill requirements, comparing Unilever's practices with those of Tesco. Recommendations are provided for enhancing Unilever's talent management and HR strategies, emphasizing the importance of resource investment, strategic planning, and employee engagement through brainstorming sessions. The report concludes with a summary of the key findings and recommendations for Unilever to maintain a competitive edge in the evolving labour market.

Unit 19

TABLE OF CONTENT
INTRODUCTION......................................................................................................................3
PART 1.......................................................................................................................................3
Overview of organisation and types of labour requirements..................................................3
Analysis of current labour market trends...............................................................................4
Different types of legislations that organisation must take into account when workforce
planning..................................................................................................................................5
Advantages and disadvantages of current and anticipated skill requirements.......................6
Comparison with other organisation......................................................................................7
Recommendations..................................................................................................................7
CONCLUSION..........................................................................................................................8
PART 2.......................................................................................................................................8
INTRODUCTION......................................................................................................................8
Recruitment and selection process.........................................................................................9
Job analysis...........................................................................................................................10
Job descriptions....................................................................................................................10
Person specifications............................................................................................................13
Most appropriate methods of recruitment and selection to be applied in roles....................14
Recommendations to improve process for effective talent resourcing................................15
Stages and processes from initial recruitments to exit and transition..................................16
Analyzing stages of HR lifecycle with examples of appropriate HR practices...................16
CONCLUSION........................................................................................................................17
REFERNECS...........................................................................................................................18

INTRODUCTION
Resources and talent planning within workforce is widely essential aspect within
labour market skill analysis fundamentals to establish strong retaining surge and productive
HR management. Within today’s competitive business world, companies are taking up
strong actions for strengthening corporate goodwill and dynamic standards of functional
innovation. Uniliver is one of the biggest consumer manufacturing goods with high quality
variety, serving with best premium quality structure. The first part within report will be
analysing overview of labour market requirements within workforce, latest trends with
analysis on advantages and disadvantages and their influence on company management.
Study will further analyse comparison in depth with other company HR strategies and how
new recommendations can be in built, for building on corporate functional enhancement.
PART 1
Overview of organisation and types of labour requirements
Uniliver is one of the top rated British multinational consumer goods headquartered in
London, listed in London stock exchange and provides various consumer products and
services with high quality structure. The company has been dynamically growing for bringing
on new scale competent productivity standards, rise on capital structure functional goals with
high competencies for strengthened larger technical productivity. Uniliver has been
consistently focusing towards labour requirements, workforce planning structure aspects for
gaining best talented employees. The organisation focuses on recruiting best talented
expertise, with high competencies for strengthened scope which has enabled brand to
fundamentally scale up. Workforce planning is done as per latest determinants trends, for
gaining competitive growth worked on and enlarging functional focus for strengthened scope.
The company has been operatively growing towards new functional strengthened innovation,
best leadership in management and to strengthen ideas potentialities for keeping up
motivation goals. Uniliver has been also advancing to keep up functional scale rise in
retaining surge for larger vivid scope and for harnessing best talented expertise. The best
labour requirements to adhere within diversity parameters are focused on, where people from

multinational platforms are given opportunities. Uniliver is also functionally known for
strengthened scope and consistent dynamic standards of retail products services, where brand
has best competitive market share. The company workforce is one of the top prioritised
strength, where company has been successfully heading towards advanced diversity
competent and towards varied motivation goals (Kapitanov, Osipova and Chikileva, 2020).
Uniliver has been globally known to be one of the best productive MNC, within
international global platforms where vivid range of commercials strength has enabled brand
development to be productively evolved. Workforce and HR strategies are widely correlated
towards new stringent growth and connective innovation aspects for scaling up new
competencies further, by bringing best motivation. Leaders and managers have been
integrally heading towards commercial strong benchmarks, which up scales networks
technical standards functional rise for diverse dynamic goodwill rise. The brand has been also
keeping up with best latest trends to keep workforce retained within businesses for longer
established time periods, new functional competitive growth and larger productive goodwill.
Analysis of current labour market trends
Uniliver focuses on varied latest labour market trends and expertise for keeping up
functional scale rise which further leads to corporate strengthened market positioning. The
analysis further also synchronises new scale rise for keeping up with latest markets trends,
with HR role at top structured formally for bringing on best corporate exposure.
 Employee diversity and competitive advantage: Uniliver heads on focus towards
employee diversity factors for bringing on fundamental corporate scale expansion
rapidly, to harness creative engagement. All people are given platforms within
Uniliver for bringing on corporate strengthened enhancement, and establish
competitive motivations. This further also enables to bring on employee diversity
effectively evolved for gaining best corporate goals worked on, which also delivers
best competencies within longer time periods.
 Outsourcing HR and technology: Outsourcing employees and workforce within HR
plays essential role as one of the latest trend, where technology implementation
further adds to profound scale rise on productive goodwill targets. HR outsourcing
further enhances competitive levels strength, functional acknowledged strength on
talent management within longer strategic time periods. People management further

also evolves on focus for technical innovation, new corporate standards enriched
efficacy goals for gaining higher corporate expertise worked on.
From the above discussed two factors within latest trends in workforce planning and new
fundamental aspects related to labour market laws, Uniliver will be able to further expand
focus towards evolving new workforce strengthened scope. By heading on new
functional commercial productivity engagement, employees diversity parameters are
further enhanced competitively for stringent growth and productive enlargement (Four
Emerging Strategic Workforce Planning Trends, 2020).
Different types of legislations that organisation must take into account when workforce
planning
The role of legislation within workforce planning can be understood to be widely
stronger performance growth for bringing on competent productive advancement, which
keeps up untapped new scope for gaining best functional diversity standards. Recruitments,
working hours and contracts, employment laws have high role within workforce planning
structure scope for gaining best competitive growth targets. Pay and retention, should be
proper for keeping up motivation standards and larger scale competent productive standards
of efficacy within management. Health and safety laws should be executed properly within
workforce planning, and disciplinary and grievance aspects must be also legally followed.
Discrimination laws are particularly also essential as they have impact on HRM aspects
including recruitment and selection, employee contract where terms and conditions are
strongly focused on. In providing training Uniliver aims to provide best training platforms
within employees based on fundamental requirements, which further enhances stronger
productive engagement. Deciding and working towards employee benefits are also essential
determinants, which strengthens corporate functional scale structure for imperative
innovations. Workforce planning has to be further competently evolved towards technical
creativity, which scales up competent scope for strengthened goals which harnesses new
determinants.
The types of legislations enhances further technical scope, where Uniliver as one of
the best multinational retail company has been growing towards new fundamental rise,
talented expertise standards. These aspects further also productively explain that enriched
workforce planning adds to new visionary enlargement, rise on morale among workforce

which also up scales new varied strengthened scope. It further heads on focus for evolving
enlargement within technical expansion and new determinants connected to functional scope,
for keeping up legal standards actively diversified and implemented within longer run (Knies,
Leisink and Van De Schoot, 2020).
Advantages and disadvantages of current and anticipated skill requirements
The new and current anticipated varied scale rise within skill requirements at
Uniliiver has been bringing on functional rise within new HR strategies and vision oriented
targets. HR heads on strong commercial focus on skills requirements, where latest trends
have been implemented to bring on practical enhancement fundamentally. Current trends and
anticipated skill requirements further bring on strong rose within latest HR strategies for
gaining best competent productivity, and larger vision oriented goals. Latest trends have
strong influence on organisation, where Uniliver aims to further extend commercial
productive diversity for keen best competitive workforce strength (Trost, 2020).
 Advantages of heading towards latest trends within skill requirements, and investing
on wider technical innovation has been analysed to be widely essential as services are
overall grown with high strategic growth rise. New advanced dynamic standards are
further consistently worked on at Uniliver where leadership further up scales
competitive diversity, new strengthened ideologies actively and wider motivation
within business scale goals Advantages of being practically focused on strengthened
corporate functional workforce advancement, enhances technical strengths within
longer time periods. Uniliver as one of the best MNC has been able to gain revenue
rise, higher profitability fundamentals and new connective motivation within
employees. The brand value has been also rising recently, with strengthened best
determinants operating within workforce structure aspects which further evolves on
towards extending untapped productive standards.
 Disadvantages on other hand, comes with aspects bringing high risk on investments
within new resources for competent nee training of employees and further
investments done by HR. The further legal legislations compliance disadvantage can
be also understood with wide range of complications rise on leaders and manager to
lead workforce diversity, further which also may create long term impact within
business (Tursunbayeva, 2020). Disadvantage also has been found to be analysed
within time taking long procedures aspects, where new functional skills training may
take typical new investments to be done informatively.

Comparison with other organisation
Uniliver can be further compared with Tesco, which is also one of the most fast
evolving brand within global retail industry bringing on best functional commercial growth
rise and innovative new competencies within products and services. Comparison can be also
fundamentally done within HR strategies for stringent growth rise and also within
evolvement strategies further productively taking shape. This further can be analysed as
widely essential aspect, where organisations are taking up best scale investments for bringing
on rise within workforce engagement and talent acquisition.
 Tesco HR strategies have been advancing as compared to Uniliver, where nee
resources investments are further increasing to bring on best scale digital expertise
within productive engagement among customers. Tesco further also has been
expanding new scale functional rise, for productively leveraging new informative
motivations among employees and workforce for gaining best competitive diversity.
Uniliver need to further up scale connective aspects for strengthened scope in HR
planning and people effective talent management goals (Siddiqi, Khan, and
Shamshir, 2021).
 Tesco HR management and workforce strength further also enhanced retail industry
functional scope for vision oriented targets, where Uniliver has been lacking as
comparatively within talent acquisition goals. Further it can be analyzed that there has
been scaled up new work goal advancement, within new advanced global HR
standards and keen productive workforce engagement parameters. There has been
also investments done towards expatriates, within international business platforms by
Tesco where there is varied scope for consistent new keen rise fundamentally. HR has
been also effectively varying within profound arenas for gaining best competent
scope, for leveraging dynamic new standards rise.
From the above factors analysed it can be concluded further that Retail industry companies
are productively expanding to bring on functional growth rise, commercially where there is
wide scale growth demanded within workforce.
Recommendations
Uniliver for bringing on fundamental work expansion rapidly within contemporary
labour market trends and legislations, has to further expand on new investments within
resources establishment for determinants expansion. Talent management and HR strategies

further bring on functional expansion within keeping up longer profound motivation goals
worked on strategically. This further can be also analysed to holds functional role for
evolving through untapped diverse scope, bringing best scaled aspects of motivation within
business horizons. Uniliver need to further also bring on detailed strategic investments
pertained for keeping up new informative working advancement, wider scale functional
growth innovation among employees productive synergies. Regular brainstorming sessions
and group meetings will further enhance best competitive motivation strongly, for bringing
on rapid engagement among employees. This heads on diverse scope for stronger untapped
growth targets where HR strategies have high scale impact for bringing new rise on new
technical business goals, which further also evolves on towards gaining best competent long
term retaining of goodwill. Uniliver also as one of the best multinational company further has
international HR standards for stringent informative aspects which harnesses stronger goals
for gaining larger scope worked on (Nwos. and Ogunyemi, 2020).
CONCLUSION
From the above analysed factors, it can be concluded that within recent time periods
Uniliver has been strategically investing to bring on competent scale functional work
advancement within managing people. The report has concluded Uniliver as one of the best
global brand aims to further bring on productive factored innovation, within consistent new
scaled up aspects, and to bring on keen enlarged motivation by enhancing talent. Study
further also concluded employee diversity and HR outsourcing as the latest trends, where
management has been further investing to bring on skilled enhancement. The report further
concluded talent management works for creating new scale motivation rise within productive
long term parameters, to evolve on consistent new growth horizons and expand commercial
skills. Study also concluded advantages and disadvantages, and detailed comparison analysis
with Tesco, another retail company for comparative in depth fundamental work growth
standards.
PART 2
INTRODUCTION
The report will be analysing recruitment and selection processes, where job analysis
will be further focused on within Uniliver to gain productive explanation done on overall

procedures within HRM. The study will further identify job descriptions and person
specification, of two main specific job roles, based on talent resourcing and effective work
growth functional scale aspects. Report will further analyse focus on legal considerations and
stages of HR lifecycle, where this enhances overall structure rise towards bringing productive
engagement which builds up competencies among working goals at Uniliver.
Recruitment and selection process
The recruitments process refers to process where potential applicants are searched for,
which further encourages potentiality to bring on functional enhanced growth within further
selection procedures. Selection is the second step after recruitments are further proceeded by
company, to bring on best scale rise worked on, which enhances new determinants worked
on. The stages of recruitment and selection can be further signified and further segmented as
follows (What Is the Recruitment and Selection Process?, 2017)
 Identifying the hiring needs- At this stage employee hiring needs are examined,
focused based on departments specific requirements and further also to evolve for
gaining best scale rise. Preparing the job description: Job description will be further prepared based on job
vacancies which will further head towards getting accurate growth factors worked on. Talent search: This will further evolve on researching specific talent, which will
further synchronise new informative growth diversity factors and to scale up
competencies. Screening and Short listing: Further employees are shortlisted and screened based on
their talents and expertise which further evolves on gaining best competitive goals. Interviewing: The interview at next procedure will be further proceeded to bring on
selection done with best competencies further.
 Evaluation and offer of employment: At this step Uniliver will further send
employment offer letter of employment to candidate which is selected.
 Introduction and induction of employees: At this stage introduction and orientation
will further proceed on bringing new fundamental scale growth functionally, which
will enhance stringent imperative new benchmarks actively.
From the above stages it can be further concluded that recruitment and selection
procedure will further enhance strengthened growth functionally, for bringing on new

imperative rise towards technical scale rise. Uniliver heads on focus towards building best
HR expertise for stringent connective goals, wider scale functional expansion for heading
towards commercial functional targets (Fernandez and Gallardo-Gallardo, 2020).
Job analysis
The job analysis holds high significance within human resource management, where
it further heads on focus towards analysing jobs, relevant background data and skill gaps
which will further enhance productivity. Planning and executing job analysis projects is also
essential for strengthening corporate culture, for bringing on dynamic new evolvement
among company business long term parameters and goals. To write job description and job
specifications, is followed on where recruitments need to be further done strategically to gain
best competitive expertise within departments. Uniliver as one of the top MNC, further heads
on profound rise for scaling up functional goals worked on for productive rise on
motivational standards. HR manger at Uniliver has role to head on job analysis, structure best
competencies specifically which will further reconnect towards bringing vivid functional
growth rise evolved on (Al Ahad, Khan. and Rahman, 2020).
Job descriptions

MARKETING MANAGER
Formal position title: Marketing manager
Reports to: Top management
Job overview: The role of marketing manager holds major responsibility to conduct market
research, gain clear understanding of latest technical competitive trends and working towards
effective relationships management. At Uniliver, role of marketing manager is also correlated to
head commercial strength by effective customer satisfaction services, employee workforce
engagement and diversely bringing competitive productive business new opportunities
Responsibilities and duties:
 To promote sales with help of advertising and new promotion schemes through digital
networks
 To control distribution with effective administration of multi working channels
 Ensuring best resources to be used within marketing campaigns
 Ensuring best training sessions for all employees and to take up accountability to gain
analysis and reviews.
 Ensuring outputs and inputs at check within company

Human resources manager
Formal position title: Human resources manager
Reports to: Top management
Job overview:
 Managing the company staff including coordinating and supporting recruitments
 On boarding best recruitment strategies
 Providing successful support systems for payroll requirements
 Developing best recruitment and induction strategies
Responsibilities and duties
 Succession planning
 Talent acquisition
 HR data and planning
 Performance management of employees
 Sourcing best talent expertise

Person specifications
Marketing manager
Essential Desirable
Skills  Smart communication
skills
 Data analytics skill
 Numerical skills
 Commercial
awareness knowledge
 Leadership skills
 Team management
skill
 High digital working
knowledge
 Critical data analytics
and marketing
management skill
 Time management
skill
 Multi tasking skill
 Strong decision
making skill
Knowledge MBA in marketing
management
MBA in marketing
management
Experience  2 years experience
 Experience of
handling teams
 2-3 years experience
 Experience of
handling complicated
marketing projects
 Experience of digital
campaigns
Attitude  Positive working
attitude
 Dynamic evolving
attitude
 Problem solving
attitude
 Higher expertise in
marketing field
 Diversity encouraging
behaviour
 Digital friendly
behaviour
Human Resources manager

Essential Desirable
Skills  Decision making
skills
 Human resource
planning skill
 Budgeting skills
 Training and
development skill
 Leadership skills
 Effective
communication skill
 Empathetic skills
 Higher motivational
skills to inspire teams
 Change management
skills
 Analytical skills
 Leadership and
organisation skills
 Multi tasking skill
 Talent management
skill
Knowledge  MBA in Human
Resource
 MBA in human
resource
Experience  2 years experience
 Experience of
handling teams
 2-3 years experience
 Experience of
handling large hiring
projects
Attitude  Positive work culture
behaviour
 Promoting new
change behaviour
 Positive diversity
encouraging
behaviour
 Dynamic working
behaviour
 Team management
and leading change
within organisation
Most appropriate methods of recruitment and selection to be applied in roles
Uniliver by heading on external recruitment will be able to head towards best
functional innovations for bringing on functional scale expertise within HR workforce
planning within company structure. External recruitments further enhances talented skilled
employees to be hired within company, based on best competencies and stronger vision
oriented expansion rapidly. Further external recruitments will open up paths to be diversified

with international platforms, global fundamental recruitments and also to further bring on
keen productive growth. Selection procedures, furthermore plays strong role for having best
competitive scaled aspect where Uniliver aims to choose best skilled human resource for
scaling up competencies fundamentally. Face to face interviews is the best strategy of
selection, for bringing on potentialities under focus and also keenly evolves towards dynamic
untapped parameters. By selection of employees seeing their experience, confidence and
commercial acumen company will be able to further proceed with specific trainings for
motivating change within culture and larger scale trainings.
Recommendations to improve process for effective talent resourcing
The management of the firm specially focuses on appropriate talent resourcing of its
candidates possessing adequate abilities for the required job post. Following are the major
measures which may help them in effective talent resourcing.
 Align with Organizational goals – In order to improve the process of effective talent
resourcing, the primary consideration for the management should be knowing of
organizational objectives. It is crucial to get Unilever's expansion plans and market
opportunities by its managers to frame a better planning, which may help in proper
specification of talent acquisition (Bishnoi and Arora, 2021).
 Implementing talent analytics – Implementing and using talent analytics may help
the management of Unilever analyze the level of talent skills it already possess. It also
mention the shortages in firm’s business. For example – It will highlight which
employee is more productive than the other, which worker consists modern skill sets
and engaging abilities in several other tasks.
 Create a hiring plan – The management of the firm should engage in breaking down
the number of hires in order to fill the shortage in gaps regarding skill sets as well as
planning of budget which will be used in this process. Then they should come up with
different recruitment process to attract the right talent for each of them.
 Identify and develop employees –The next and major step the management should
make is to identify those employees which can fill those shortages with their abilities
and make proper developing strategies in order to enhance their potential to work for
organization’s goal.

Stages and processes from initial recruitments to exit and transition
The stages and procedures from initial recruitments to exit and transition evolves on
focus for strengthening employee effective work development within company, which further
will enable determinants to gain productive expansion rapidly . Uniliver aims to further bring
on wider scale focus for strengthening work engagement for new employees who come in
company , where the procedures ages can be further analysed as follows (Alghamdi, 2020).
 Attraction: At this stage, employees are attracted among company based on specific
working aspects which further brings on enhanced functional growth within future
business operations. Recruitment: At the recruitment stage, best employee as per skill requirement and
specific post will be further focused on enabling best procedures to be implemented
for strengthened new scope. The recruitment stage further will establish ne specific
work growth diversity parameters.
 Onboarding: At this stage of on boarding, it can be analyzed that employees are
further recruited within company departments where Uniliver aims to further hire best
competent expertise professionally. On boarding further adds to profound work
growth rise functionally which enables to gain motivation among employees.
 Development: Further at these stage trainings and development platforms are worked
on, which enables to bring on best productive diversity standards rise which scales up
competencies functionally within productive run. Development stage holds high
significance which also strengthens keen new work goal motivation, larger technical
innovation goals for gaining best productive synergies. With high scale rise on
development, employees specific work goal requirements are taken care.
 Separation: At this stage separation of employee is done, and the final documents are
signed off which signifies strengthened scope for bringing on larger effectiveness
done within procedure (Ekka and Singh, 2020)
Analyzing stages of HR lifecycle with examples of appropriate HR practices
 Selection – It is the first stage of HR lifecycle which includes the selection of a
candidate based on the requirement of job profile. For example – The process of
selection in Unilever according to HR practices implies of proper recruitment
conducting procedures and hiring the right candidate.
 Induction – The next stage after selection of a candidate is Induction, in which an
individual is given all the specific information related to firm’s rules and regulations

and his task. For example – The management of Unilever adapts the HR practice of
brief induction to let their employees have full knowledge about all its proceedings.
 Career development – The next stage in this lifecycle is to plan a proper career
development for employees pertaining in the organization through various mediums.
For example – In Unilever the HR practice of providing training for every updated
innovation is used for career development of an employee.
 Retention – One of the most crucial stage is to ensure the retention of the employee
by the firm’s management through providing him various rewards and appraisals. For
example –The HR practice of rewards including increment in salary, bonus,
promotion, appraisal and conducting of various cultural programmes are used by
Unilever in order to retain its employees.
Evaluating the application of each stage separately and integrated to support strategic
talent management (Lawlerand Boudreau, 2020).
 The first stage of selection in HR lifecycle may help in talent acquiring process under
talent management. The next stage of Induction is useful in enhancing the learning
procedure of an individual. The third stage of career development in the lifecycle is
directly related to the motivating procession falling under strategic talent monitoring
process. The process of employee retention supports the performance management of
work base.
 The integrated application of this lifecycle will directly help the HRM department of
Unilever in order to manage their strategic talent acquisition and improve the
productivity of each procedure involved.
CONCLUSION
From the above analysed aspects within report it can be concluded that HR
procedures are further segmented based on specific innovative workforce hiring, where job
hiring is done functionally. The job descriptions examples and person specifications have
further synchronised procedures productive overall growth, where Uniliver aims to hire
employees based on specific functional parameters, with high scale rise for innovative
business goals. Stages and procedures have concluded to bring on detailed enrichment, within
HR lifecycle , and evaluating best functional scale diversity within longer productive run.

This further heads on scope for gaining larger scale expertise and technical scale expansion
rapidly which harnesses new scope for stringent efficacy.
REFERNECS
Books and Journals

Al Ahad, A., Khan, M.R. and Rahman, M.S., 2020. HR Retention Strategies for Enhanced
Job Satisfaction in a Highly Competitive Job Market: A Study with Private
Banking Sector in Bangladesh. International Journal of Social Sciences
Perspectives. 6(1) pp.53-58.
Alghamdi, S.A., 2020. The Impact of HR Strategy on Organizational
Effectiveness. American Journal of Theoretical and Applied Business, 6(4),
pp.91-97.
Bishnoi, R. and Arora, P., 2021. HR Analytics Responsiveness in the Times of Covid-
19. Indian Journal of Computer Science. 6(1).
Ekka, S. and Singh, P., 2020. Hr Analytics: Turning Over New Leaf On Performance
Management. PalArch's Journal of Archaeology of Egypt/Egyptology. 17(9).
pp.8498-8507.
Fernandez, V. and Gallardo-Gallardo, E., 2020. Tackling the HR digitalization challenge: key
factors and barriers to HR analytics adoption. Competitiveness Review: An
International Business Journal.
Kapitanov, V.A., Osipova, O.S. and Chikileva, L.S., 2021. Promising Areas for Developing
HR Managers' Competencies in the Digital Age. In SHS Web of
Conferences (Vol. 91). EDP Sciences.
Knies, E., Leisink, P. and Van De Schoot, R., 2020. People management: developing and
testing a measurement scale. The International Journal of Human Resource
Management. 31(6). pp.705-737.
Lawler, E.E. and Boudreau, J.W., 2020. Information Technology in HR. In Human Resource
Excellence (pp. 93-101). Stanford University Press.
Nwosu, B. and Ogunyemi, K., 2020. A View from the Top: Hotel HR Directors’ Perspectives
of Sustainable. Sustainable Human Resource Management in Tourism:
African Perspectives, p.61.
Siddiqi, Z., Nasim, S., and Shamshir, M., 2021. TALENT MANAGEMENT, AN
APPROACH FOR IMPROVING HR PRACTICES. PalArch's Journal of
Archaeology of Egypt/Egyptology. 18(4). pp.6534-6545
Trost, A., 2020. Human Resources Strategies. Springer International Publishing.
Tursunbayeva, A., 2020. People analytics research and practice: a review of international
conferences. Strategic HR Review.
Online
Four Emerging Strategic Workforce Planning Trends. 2020. [Online]. Available Through :<
https://www.myhrfuture.com/blog/2020/3/4/four-emerging-strategic-
workforce-planning-trends>

What Is the Recruitment and Selection Process?. 2017. [Online]. Available Through :<
https://www.topechelon.com/blog/recruiter-training/methods-recruitment-
selection-process-example/>