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7HR02 Resourcing and Talent Management to Sustain Success

7HR02 Resourcing and Talent Management to Sustain Success

7HR02 Resourcing and Talent Management to Sustain Success is a critical aspect of HR that focuses on acquiring, developing, and retaining talent to ensure an organisation`s sustained success. This unit presents a complex and multifaceted challenge for CIPD students. In the realm of human resource management, resourcing and talent management are crucial aspects that demand a deep understanding of organisational dynamics, human behavior, market trends, and strategic planning. CIPD students are tasked with comprehending the intricate interplay between attracting, retaining, and developing skilled individuals within an organisation while aligning these efforts with broader business objectives. This complexity stems from the need to navigate diverse talent pools, address evolving workplace expectations, and design innovative strategies to sustain organisational success in an ever-changing global landscape. Furthermore, students must grapple with ethical considerations, legal frameworks, and cultural nuances, making this assignment a challenging yet essential endeavor in their educational journey. Mastering these concepts not only sharpens their analytical skills but also equips them with the knowledge necessary to contribute meaningfully to the world of human resources and talent management. 

Here are some key elements that might be covered under this topic:

1. Talent Acquisition: This involves strategies and processes for attracting and selecting the right candidates for job positions within the organisation. It includes job postings, recruitment campaigns, interviews, and assessments.
2. Employee Development: This aspect focuses on nurturing the skills and potential of existing employees through training, mentoring, coaching, and career development programs. It aims to help employees reach their full potential while contributing to the organisation`s success.
3. Succession Planning: Preparing for the future by identifying and grooming high-potential employees for leadership and key roles within the organisation. This ensures that the organisation has a pipeline of capable leaders.
4. Performance Management: Implementing systems to monitor and evaluate employee performance, provide feedback, and set goals. Effective performance management helps employees align their efforts with the organisation`s objectives.
5. Retention Strategies: Developing strategies to retain top talent within the organisation. This may involve creating a positive work environment, offering competitive compensation and benefits, and providing opportunities for career advancement.
6. Diversity and Inclusion: Ensuring that the organisation`s workforce is diverse and inclusive, which can lead to increased innovation, better decision-making, and a more inclusive corporate culture.
7. Workforce Planning: Aligning the organisation’s talent needs with its strategic objectives. This involves forecasting future staffing requirements and ensuring that the right talent is available when needed.
8. Legal and Ethical Considerations: Understanding and complying with labor laws, regulations, and ethical guidelines related to talent management. This is crucial to avoid legal issues and maintain the organisation’s reputation.
9. HR Metrics and Analytics: Using data and analytics to assess the effectiveness of talent management strategies and make informed decisions about resource allocation and improvements.
10. Global Talent Management: For multinational organisations, managing talent across different regions and cultures presents unique challenges that require specialised strategies and expertise.

It`s important to note that the specific content and focus of a course with the code 7HR02 Resourcing and Talent Management to Sustain Success would depend on the educational institution and curriculum. If you are taking such a course, I recommend referring to your course materials, syllabus, and consulting with your instructors for more specific information and guidance. You may also seek direct help from our CIPD assignment service and get a guaranteed pass in your first attempt of submission.

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Importance of 7HR02 Resourcing and Talent Management Assignment in HR

The assignment related to 7HR02 holds significant importance in the field of Human Resources (HR) for several reasons:

Application of Theoretical Knowledge:

The assignment allows HR students to apply theoretical concepts and principles they have learned in the course to real-world scenarios. This practical application helps reinforce their understanding of resourcing and talent management practices.

Skill Development: 

Completing the assignment involves various skills relevant to HR professionals, such as critical thinking, research, data analysis, and problem-solving. These skills are valuable in HR roles, where making informed decisions and solving talent-related challenges is a daily task.

Preparation for HR Roles: 

Resourcing and talent management are core functions of HR departments in organisations. The assignment helps students develop the knowledge and skills necessary to excel in HR roles, whether they involve recruitment, training, or talent development.

Understanding Best Practices:

Through research and analysis, students can explore best practices and emerging trends in resourcing and talent management. Staying updated on industry best practices is crucial for HR professionals to remain effective in their roles.

Critical Evaluation: 

The assignment often requires students to critically evaluate various HR strategies and approaches. This skill is vital for HR professionals who need to assess and make decisions about recruitment methods, talent development programs, and employee retention strategies.

Problem-Solving: 

HR assignments often present real-world HR challenges. Students are tasked with finding solutions and making recommendations. This problem-solving experience prepares them for similar challenges they may face in their HR careers.

Decision-Making Skills:

HR professionals frequently make decisions that impact an organisation`s success. The assignment helps students practice decision-making by analysing data, considering alternatives, and proposing effective HR strategies.

Research and Data Analysis: 

Gathering relevant data and analysing it is a fundamental aspect of HR work. Completing the assignment hones students` research and data analysis skills, which are vital for evidence-based HR decision-making.

Communication Skills:

Writing the assignment requires clear and effective communication of ideas and recommendations. Developing strong written communication skills is essential for HR professionals who need to convey policies, guidelines, and reports to employees and management.

Career Readiness:

By successfully completing the assignment, students demonstrate their readiness for HR roles and their ability to tackle complex HR challenges. It can also serve as a valuable addition to their portfolio or resume when seeking HR positions.

The 7HR02 Resourcing and Talent Management to Sustain Success assignment in HR is not just an academic exercise; it is a practical and valuable learning opportunity that prepares students for the demands of HR roles and equips them with the skills and knowledge needed to contribute effectively to organisational success in the field of talent management and resourcing.

Example of 7HR02 Resourcing and Talent Management to Sustain Success Assignment

Question 1: 1044 words

Question 2: 1034 words

Table of Contents

Question 1 (AC 1.4) 3

Recommendation 1. 3

Recognition as an Employer of Choice: 3

Improving EVP: 4

Improving Organisational Reputation: 4

Recommendation 2. 5

Developing a compelling employee value proposition. 5

Improving EVP: 5

Improving Organisational Reputation: 5

Summarise key points: 6

Question 2 (AC 2.3) 6

Use of technology in attracting – social media. 7

Virtual Reality and Gamification– Social Media. 8

Conclusion. 9

Question 3 (AC 3.3 LO3) 9

Importance of Retaining Staff. 9

Intervention 1: 10

Promotion and Developmental Opportunities: 10

work-life balance. 11

Reference list 12

Question 1 (AC 1.4)

Tesco has successfully positioned itself as an employer of choice in the competitive retail sector. The organisation’s comprehensive benefits package mainly compromises competitive salaries, retirement plans, health insurance and employee discounts that play an important role in attracting and retaining talent(Wang, 2023). Tesco’s commitment to career development is important because of its extensive training programs and clear career progression paths, that demand in both new hires and existing employees seeking growth opportunities. Furthermore, Tesco mainly focuses on work-life balance, demonstrated by flexible working hours and remote work options, which positively influences its employer brand. While Tesco has a vital sense of responsibility and also has high expectations from the employees (Raho et al., 2021). In most cases, some employees described an increased workload to fulfil the objectives and aims of the organisation. Tesco also employs a different working force and has highlighted efforts in the promotion of inclusivity and diversity. However, some employees have raised problems regarding the non-appearance of gratitude and participation from managers. Tesco is also establishing an inclusive organisation that emphasises personalities and cultures and considers employee choice. The company also make sure that every person is treated with respect because of the involvement in cultural heritage, the organisation also can enhance innovative thinking by up to 20 %(Raho et al., 2021).

Recommendation 1

Recognition as an Employer of Choice:

Tesco has long been identified as an employer of choice in the retail sector. This reputation is mainly supported by its commitment to giving viable salaries, benefits, and opportunities for career progression. Tesco also focuses on employee development with the help of training programs and leadership pathways, enhancing its attractiveness to prospective employees. Additionally, Tesco`s strong brand recognition and stability as a market leader further reinforce its appeal(Masenya, 2022).

Despite its strengths, Tesco also faces different challenges in maintaining a dependable work environment across its massive network of stores. Reports of high-pressure situations and the demanding nature of retail work can negatively impact employee morale and retention(Pucik et al., 2023). This irregularity can affect the perception of Tesco as an employer of choice especially among frontline operations.

Improving EVP:

Enhanced Perceived Value:

To be an employer of choice means to provide employees with the best benefits and also make them feel valued at the workplace. To enhance the professed value of the EVP, Tesco should focus on promoting a positive work culture, engaging in the training of its employees, and supporting work-life balance. This can involves in increased employee satisfaction and commitment (Pucik et al., 2023).

Alignment with Employee Preferences:

The preferences and importance of the employees of the organisations that are identified are generally positive towards the employer of choice. This can be achieved through regular employee surveys, identifying what the employees want and need and aligning Tesco’s EVP with them (Ajibola, 2022). For instance, flexible work arrangements, career path projections, and recognition programs can be useful in addressing the employees and enhancing the EVP.

Improving Organisational Reputation:

Attracting Top Talent:

It is also important to note that Tesco is an attractive employer, which means that the company can easily attract talented employees. Employees with skills are attracted to organizations that have a stake in their employees. This makes Tesco’s workplace better and promotes innovation, which assists Tesco in achieving its objectives (Monteiro et al., 2020).

For Tesco, it is crucial for it to be considered as a top employer in order to enhance its EVP and achieve its strategic objectives (Monteiro et al., 2020). In this way, they can attract the best people, meet their needs and wants, and enhance the company’s reputation to achieve a happier workforce and a more efficient business.

Recommendation 2

Developing a compelling employee value proposition

Tesco’s EVP is compelling because of its comprehensive focus on employee well-being and professional development. The company gives a variety of benefits, that comprising healthcare, annuity schemes, and employee reductions, that involve encouraging work-life balance. Tesco also highlights inclusivity and diversity, developing an environment where employees feel valued and appreciated(Monteiro et al., 2020). The organisation’s exertions in corporate social responsibility and sustainability resonate with employees who value ethical and responsible organisations.

While Tesco has a positive EVP in efficiently communicating and safeguarding it is professed completely by all employees can be challenging. Irregularities between the undertaken EVP and the actual employee experience, particularly at the store level, can establish dissatisfaction. Ensuring that all employees are accountable for and can access the full range of benefits and opportunities is significant for current an effective employer brand (Monteiro et al., 2020).

Improving EVP:

Meeting Employee Needs:

 Developing a compelling EVP is a cooperation in understanding the needs, purposes, and significances of Tesco’s numerous workforces. By leading surveys, focus groups, and one-on-one interviews, Tesco can gather an important understanding of what employees’ value most in their employment experience. This could comprise diverse factors such as competitive compensation, prospects for career progress, work-life balance, and helpful work culture (Pucik et al., 2023). By adapting its EVP to meet these needs, Tesco can progress in employee fulfilment and appointment.

Improving Organisational Reputation:

Attracting Top Talent:

A compelling EVP is an operative tool for interesting top talent in the occupational. When Tesco’s EVP connects the benefits and opportunities it distributes to employees, it becomes more attractive to potential candidates(Pucik et al., 2023). Talented individuals are more probable to be concerned to organisations that arrange employee development, provides meaningful work experience, and delivers a supportive work environment. By developing a compelling EVP, Tesco can differentiate itself from contestants and become a company of choice (Wang, 2023).

Summarise key points:

In summary, Tesco`s current strengths are largely elaborate in its recognition as an employer of choice and its compelling employee value proposition (EVP), which is compromised of competitive benefits and an emphasis on employee well-being and progress. However, challenges such as fluctuating work environments and communication gaps happen. To resolve these, Tesco should prioritise attaining recognition as an employer of choice by enhancing its EVP to meet employees`basic needs and requirements and also support organisational values. This would attract top talent, enhance employee satisfaction, and support Tesco`s reputation as a leading employer in the retail department. Both recommendations are justified as they directly resolve the organisation`s strengths and weaknesses to enhance its EVP and organisational reputation.

Question 2 (AC 2.3)

The current labour market is considered by a variety of factors, including technological advancements, demographic shifts, and economic trends. Technological advancements can lead to the automation of positive tasks, modifying the skills required in many businesses (David, 2022). Demographic shifts, such as an ageing population and improved diversity, have implications for workforce structure and talent management approaches. Economic trends, such as globalisation and changing demand, influence job availability and wage stages(Nagarajan and Sixsmith, 2021).

In this dynamic environment, selecting the right employee is important for organisational achievement. The right employee possesses significant skills and qualifications and also fits well with the company culture and values. A mismatch between an employee and the organisation can lead to decreased productivity, low morale, and ultimately higher turnover rates. On the other hand, selecting the right employee contributes to a positive work environment, promotes innovation, and improves general performance (Crisp, 2021).

Use of technology inattracting – social media

The use of technology, particularly social media, has revolutionised the process of attracting and selecting candidates for employment. While these technologies offer numerous benefits, they also come with inherent limitations and challenges (Albassam, 2023).

One significant advantage of utilising social media for recruitment is its ability to reach a vast pool of candidates quickly and cost-effectively. Platforms such as LinkedIn, Facebook, and Twitter promote recruiters to showcase job openings to a diverse audience and engage with potential candidates directly(Sobalvarro, 2020). Additionally, social media enables recruiters to access passive candidates who may not be actively searching for employment but are open to new prospects.

However, reliance on social media for recruitment also offers drawbacks. Firstly, the profusion of information available on social media platforms can make it challenging to identify qualified candidates among the destructions(Zehra, 2020). Recruiters may struggle to changewith the help ofinappropriate profiles and be satisfied to find appropriate candidates, leading to insufficiencies in the selection procedure. Moreover, social media profiles do not always accurately reflect a candidate`s qualifications and suitability for a role, as individuals can curate their online individualities to present themselves with positive insight.

Despite these challenges, advancements in artificial intelligence (AI) and data analytics have better quality the efficiency of social media recruitment. For example, in Tesco AI-powered algorithms can investigate vast amounts of candidate data to identify patterns and predict applicant suitability for specific roles (Nyathani, 2022). This technology transforms the traditional candidate broadcasting processes, forcing the recruiters to shift their attention to the deserving candidates.

Another technology that has affected the selection procedures is the video interviewing stages. These platforms enable the recruiters to interview the candidates online, thus eliminating the need to meet the candidates’ face-to-face and eradicating geographical barriers. Video interviews are advantageous to both the recruiters and the candidates since they can participate in the selection processes from the comfort of their homes provided they have internet connection (Nyathani, 2022).

However, there are some drawbacks of video interviewing platforms as well. Some participants may feel that they are missing out on a face-to-face interaction, which is common in video interviews, and this may lead to some form of bias in the selection measures (Nyathani, 2022). Furthermore, technical challenges and connection issues may interfere with the interview information and influence the candidate’s impression of the organisation.

Virtual Reality and Gamification– Social Media

Virtual reality and gamification are two techniques that can be used to revolutionise the selection processes as they offer engaging and interactive experiences to the candidates. However, it is crucial to examine these technologies from various angles to determine the benefits, risks, and impacts on employment (Georgiou and Nikolaou, 2020).

Another benefit of using virtual reality in selection processes is that it can mimic real-life scenarios, thus helping applicants to improve their strengths and potential in a safe environment. For example, Tesco can utiliseVR simulations to measure candidates` problem-solving skills, teamwork capabilities, or technical capabilities applicable to the job role (Georgiou and Nikolaou, 2020). This immersive experience provides recruiters with a significant understanding of candidates` competences that enhance the accuracy of selection conclusions.

However, the adoption of virtual reality in recruitment also initiates with numerous challenges. Firstly, the cost of developing VR simulations and the essential equipment can be high for some organisations, mostly smaller ones with insufficient resources(David, 2022). Additionally, not all applicants may have an intricate into VR technology and can feel contented employing it, potentially emerging barriers to participation and offering prejudices in the selection measures.

Gamification is another technology that has increased popularity in recruitment for its ability to make the selection procedure more engaging and enjoyable for candidates. By integrating game elements such as rewards, challenges, and leaderboards into the recruitment procedure, organisations can attract and retain candidates` interest while measuring their skills and competencies. For example, Tesco can generate gamified assessments and challenges that pretend real work tasks and evaluate candidates` performance in a fun and communicative way(David, 2022).

Despite its benefits, gamification also has boundaries that need to be considered. One potential apprehension is the validity and reliability of gamified assessments in forecasting job performance accurately. While gamified assessments may be entertaining, their effectiveness in recognising the most suitable candidates for a role may differ, depending on the design and implementation of the game elements (Landers and Sanchez, 2022). Moreover, gamification can involuntarilypresent biases in the selection procedures if different groups of candidates are disadvantaged andexcluded from participating in gamified actions.

Conclusion

The current labour market is modified by technological advancement, demographic changes and economic trends, influencing the skills required and the recruitment approach. Using social media in recruitment provides wide areas of reach and cost-effectiveness but also poses challenges in searching for appropriate candidates and ensuring profile correctness. Advancement in AI and data analytics improves this procedure by recognising candidate suitability more effectively. Video interviewing platforms give flexibility and also may initiate biases and technical problems. Additionally, virtual reality and gamification bring immersive involvement in experiences to the selection procedures, that provide an important understanding of candidate skills. However, these technologies can be cost-prohibitive, that leads to potentially bias, and cannot be involved in predicting job performance accurately. While technology importantly initiates recruitment, it also necessitates careful implementation and consideration of its limitations to control the outcomes and make sure a fair, effective procedures for both candidates and recruiters.

Question 3 (AC 3.3 LO3)

Importance of Retaining Staff

Retaining staff is important for Tesco as it directly impacts operational efficiency, customer satisfaction, and general profitability. High employee retention decreases the costs that are connected with recruiting, hiring, and training new employees, thereby saving essential resources(Azan and Karimah, 2022). Experienced employees are more creative and deliver effective customer service, improving Tesco`s reputation and customer loyalty. Additionally, retaining staff helps to promote a stable work environment that helps to increase employee morale and engagement (Ashraf and Siddiqui, 2020). This stability also inspires the development of internal talent, which develops more capable and motivated employee’s proficient of driving innovation and stabilising the competitive advantage.

Intervention 1:

Promotion and Developmental Opportunities:

Tesco can importantly enhance staff retention by implementing strong promotion and developmental opportunities. This intervention emphasises on giving clear career progression trails and continuous learning initiatives to improve employees` skills and abilities, ensuring they feel valued and analyse long-term potential within the organisation (Sarna, 2021).

Promotion Pathways:

To retain employees, Tesco should initiate transparent promotion pathways. Clearly defined criteria for advancement that promote employees to identify what is required to observe within the company. Tesco can develop detailed job rankings that support the skills, experiences, and performance levels needed for promotion to several roles (Tomlinson, 2023). Regular performance reviews and feedback sessions can help employees analyse their progress and recognise areas for improvement, making the path to promotion clear and achievable.

Development Programs:

Tesco can also initiate a comprehensive development program that contains training workshops, mentorship structures, and e-learning platforms. Training workshops on leadership, management skills, and specific retail operations can prepare employees with the knowledge and skills needed for higher roles (Zehra, 2020). Mentorship schemes pair less experienced employees with experienced professionals, promoting knowledge transfer and personal growth. E-learning platforms deliver flexible, on-demand training, enabling employee to develop new capabilities at their own pace.

Career Development Plans:

Personalised career development plans tailored to individual employee goals can also be employed. These plans should be developed collaboratively between employees and managers, focusing on long-term career objectives and the steps required to attain them (Sobalvarro, 2020). Regular check-ins to discuss progress and adjust plans as essential can make sure that employees stay inspired and supported with their career aims.

Internal Job Postings:

Promoting from within by prioritising internal job postings can also help to improve the retention. When vacancies increase, internal candidates should be provided priority before considering external applicants. This practice motivates present employees by identifying their potential and also decreases recruitment costs and initiated the onboarding procedures for new roles (Sobalvarro, 2020).

Intervention 2

Reference list

Ajibola, E.B. (2022). An investigation into talent management in the Irish retail sector: a case of Tesco, Aldi and Super Valu. [online] norma.ncirl.ie. Available at: https://norma.ncirl.ie/id/eprint/5851.

Albassam, W.A. (2023). The Power of Artificial Intelligence in Recruitment: An Analytical Review of Current AI-Based Recruitment Strategies. International Journal of Professional Business Review, 8(6), pp.e02089–e02089. doi:https://doi.org/10.26668/businessreview/2023.v8i6.2089.

Ashraf, T. and Siddiqui, D.A. (2020). The Impact of Employee Engagement on Employee Retention: The Role of Psychological Capital, Control at Work, General Well-Being, and Job Satisfaction. [online] papers.ssrn.com. Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3683155.

Azan, M.E.M. and Karimah, W.N. (2022). The Relationship between Customer Loyalty Program and Customer Retention at Tesco. Research in Management of Technology and Business, 3(2), pp.174–184.

Crisp, G. (2021). Employee Turnover: Costs, Causes and Cures. Integrated Studies. [online] Available at: https://digitalcommons.murraystate.edu/bis437/354/.

David (2022). The Labor Market Impacts of Technological Change: From Unbridled Enthusiasm to Qualified Optimism to Vast Uncertainty. [online] National Bureau of Economic Research. Available at: https://www.nber.org/papers/w30074.

Georgiou, K. and Nikolaou, I. (2020). Are applicants in favor of traditional or gamified assessment methods? Exploring applicant reactions towards a gamified selection method. Computers in Human Behavior, 109, p.106356. doi:https://doi.org/10.1016/j.chb.2020.106356.

Landers, R.N. and Sanchez, D.R. (2022). Game‐based, gamified, and gamefully designed assessments for employee selection: Definitions, distinctions, design, and validation. International Journal of Selection and Assessment, 30(1). doi:https://doi.org/10.1111/ijsa.12376.

Masenya, T.M. (2022). Integrating Talent and Knowledge Management Practices in the New Normal Business Environment: Developing Future Leaders in Public Sector Organizations. [online] Navigating the New Normal of Business With Enhanced Human Resource Management Strategies. Available at: https://www.igi-global.com/chapter/integrating-talent-and-knowledge-management-practices-in-the-new-normal-business-environment/297405.

Monteiro, B., Santos, V., Reis, I., Sampaio, M.C., Sousa, B., Martinho, F., José Sousa, M. and Au-Yong-Oliveira, M. (2020). Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent. Information, 11(12), p.574.

Nagarajan, N.R. and Sixsmith, A. (2021). Policy Initiatives to Address the Challenges of an Older Population in the Workforce. Ageing International, [online] 48(1). doi:https://doi.org/10.1007/s12126-021-09442-w.

Nyathani, R. (2022). AI-Powered Recruitment The Future of HR Digital Transformation. Journal of Artificial Intelligence & Cloud Computing, [online] 1(4), pp.1–5. doi:https://doi.org/10.47363/jaicc/2022(1)133.

Pucik, V., Björkman, I., Evans, P. and Stahl, G.K. (2023). The Global Challenge: Managing People Across Borders. [online] Google Books. Edward Elgar Publishing. Available at: https://books.google.com.pk/books?hl=en&lr=&id=I7uuEAAAQBAJ&oi=fnd&pg=PR1&dq=Tesco+mainly+focuses+on+work-life+balance [Accessed 27 May 2024].

Raho, R., Raho, R., Ashleigh, M. and Da Camara, N. (2021). Employer Branding and the potential effect on employee performance and intention to leave within a UK franchised, fast-food environment. [online] eprints.soton.ac.uk. Available at: https://eprints.soton.ac.uk/453135/.

Sarna, N.M. (2021). Employee retention factors of route to market international limited. dspace.bracu.ac.bd. [online] Available at: http://dspace.bracu.ac.bd/xmlui/handle/10361/15132.

Sobalvarro, A. (2020). Social Media Marketing. [online] is.muni.cz. Available at: https://is.muni.cz/th/iogsg/?cop=3536218 [Accessed 27 May 2024].

Tomlinson, M. (2023). Conceptualising transitions from higher education to employment: navigating liminal spaces. Journal of Youth Studies, pp.1–18. doi:https://doi.org/10.1080/13676261.2023.2199148.

Wang, H. (2023). Analysis of Challenges and Opportunities in Today’s Global Talent Management Development. pp.1503–1510. doi:https://doi.org/10.1007/978-981-19-7826-5_140.

Zehra, A. (2020). Impact of Social Media on Recruitment Process. Indus Journal of Management Sciences (IJMS), [online] 01, p.1. Available at: https://indus.edu.pk/pdf/issue1/2.pdf.