HM Revenue and Customs
Get the best assignment sample on HM Revenue and Customs.
This study is conducted on HM Revenue and Customs and sheds light on its administration methods and procedures. It also provides deep insights into its strategic management and develops a Talent Management Program for acquisition of new Talent in the company. The organisation culture and the structure of the organisation are further discussed. It is concluded with how as a future leader the researcher would adopt strategies to ensure the company’s growth leading to its overall success. Hence this report is a detailed overview of the HRM practices of HM Revenue and Customs and suggests ways for improvement for the betterment of the organisation as a whole.
The chosen topic here for the case study would be Talent Development and the deployment of a well implemented Talent management Programme. A lot of talent is required to maintain an organisation as reputed as HM Revenue and Customs and a really efficient talent acquisition program is required to recruit talents to enhance the performance of the organisation.
The Talent Management Program provides a strategic management plan for capacity building and skills retention in the organization. The resilience and competitiveness of businesses depends largely on their ability to adapt to the changing business needs of today’s global environment (Karacay, 2018). Talent management is about developing staff to meet the needs of the organization and individuals. It serves as an integral part of the staff preparation process. The implementation of a talent management system that integrates HMRC staffing processes and succession programs will enable the company to take a consistent and transparent approach to the retention, hiring and development of new talent. It will also help to further the company’s main goal of providing a representative community.
The system is used for the whole organization and is designed to establish a participatory approach rather than relying on small numbers.
In all modern societies, success in various fields, such as academics, music, or the arts, plays a major role (Preckel et al., 2020). With regard to developing talent and implementing staff vision and vision for HMRC staff, this guide provides managers with seven key principles to consider.
The strong organizational and operational environment helps to define HMRC’s talent management strategy. It is important to follow an inclusive approach, which allows all employees through the PDR process to see their skills, expertise and skills.
This information can be used by management to advise on their work plans, team strategies and personnel management. The talent management system provides::
- Serving as a tool to ensure that the company continues to have efficient staff.
- Encourage a learning organization.
- Enter a value in the ’employer’s preferred’ agenda and tag.
- Contribute to diversity management.
Finding an effective way to manage talent leads the HMRC to focus on staff growth and development. It is important to note that local talent recruitment programs have been introduced in the past, such as trainee programs. This plan, however, is intended to ensure a clear path while ensuring that appropriate local schemes continue Historically, human power is considered legitimate and inherited, and therefore different from profit (Dai, 2020).
The benefits and consequences of adopting a systematic approach to talent management are as follows:
- In order to support our strategic goals and grow efficient employees, the company needs to be aware of the skills and competencies needed.
- The company has been able to grow their staff within the organization to improve.
- Identify their leaders the company can lead and nurture them.
- Increase staff commitment and retain key talent.
To achieve this, the program focuses on four key elements:
- Open learning and growth of all staff.
- Leadership and management growth.
- Talent Pools.
- Hiring of Talents.
Throughout this process, the general theme that managers must participate in is:
- Staff preparation – to study existing staff to determine potential standards and skills required to provide services.
- Succession planning: finding arrangements in place to meet potential staffing needs, to keep going.
- The PDR approach- This is a process of improving individual performance used to formally identify competence and talent and improve staffing.
Figure: TMF Model
Talent development is an important human development tool; however, it is rarely considered a common topic in the field of child and adolescent development (Dai, 2019).
Development and Learning
As a result of their annual performance measurement, all employees within the organization must have a professional development plan (PDR).
In order to define learning and growth needs using a simple and consistent process, the PDR process tool must be used. This should be explained by advanced assessment, performance and work planning.
Managers should consider a number of learning strategies when considering potential learning and growth interventions, such as using any of the following: job rotation, support, training, mentoring, job enrichment, dignity and training programs, including learning..
Management Development and Leadership
It is important that HMRC managers prepare themselves with the right skills, experience and good manners to fulfill their responsibilities. The company’s leadership and management plan sets out how managers can be utilized using basic values and associated practices to assess performance and address growth needs.
All employees must have a self-improvement plan. This may include different management interventions to improve good governance. An important aspect of a manager’s growth plan should also indicate that there is an integrated strategy linked to business objectives and objectives, namely learning and development.
Once defined, the company can choose from its own roaming leaders. However, even if managers are not part of Navigate, this is not a special process, items can also be included, to help with product continuity.
The Navigate campaign should be launched as part of the organisation’s contribution to the management of their talent. Navigate must be designed to identify and nurture future talent by introducing a set of talent pools at various levels in the company. It is part of a long-term vision to ensure that the company has a competent staff in the administrator board.
Three different types are available:
- Talent Emerging
- Management Growth
III. Leadership Growth
Employees who are recognized as strong and skilled will fill the gaps of talent. The first application is made through the PDR process and then in accordance with the terms of appointment and approval by the Senior Management Teams and the People’s Management Board in the organization.
Navigation numbers are small, so there should be a strict selection process set. The Navigate initiative is a strategy that uses a variety of learning methods, especially those based on the wrong approach to development, limited knowledge acquisition, project work, training and training of soft skills related to a unique learning and growth program tailored to their needs and achieving career goals. While Navigate can help with job growth, it will be the person’s responsibility to apply for any of the advertised internal job opportunities.
In this way through various new approaches and approaches and the implementation of an effective Talent Management Program the HMRC can reach the highest levels and succeed.
Inserting assortment and furthermore taking care of dissimilarity remains positively settled collectively government officials need alongside organization plans of the sport set okay with driving advancement. the top of the officialdom situates the Removing Barriers Implementation Board to manage the program of labor across the government officials (Angreni, et al… 2020). This has been strengthened by the sport plan of 4 expert external guidance who bring new information and challenge. Workplaces all have Board level assortment champions and that we have five Permanent Secretary Diversity Champions including an overall Diversity and Inclusion Champion, and individual victors driving on: Race, Gender, Social Mobility, Disability and LGB and Ti issues.
The Talent Action Plan drawn up pioneers to “live our characteristics and to lead”. we’ve strengthened obligation and ensured that creating a radical culture where all can succeed is an unequivocal presumption for all officialdom pioneers. The introduction of the Leadership Statement, against which all senior bosses are nowadays overviewed, has “supporting difference”; a significant piece of being a decent pioneer in our affiliation. All Permanent Secretaries straight away have conveyed assortment targets and are viewed as in control of progress against them. The Permanent Secretary Diversity Champion visits each division’s pioneer bunch yearly to appear at progress, give challenges and offer best practice from various workplaces and regions. the top of the government officials will consider all Permanent Secretaries accountable for passing on their assortment objectives in their completion of year execution reviews.
The Talent Action Plan moved toward us to “improve capacity the heads and help government laborers with understanding their normal whatever their race, sex, sexual bearing, inadequacy or establishment”. we’ve opened the respect winning Positive Action Pathway to LGB& Ti issues relates and have outperformed our target of giving in more than 1000 spots (Aw, et al… 2020). The appraisal of the underlying two completed accessories (grades AA-EO) show headway rates inside a fourth of a time of 25%. In April 2016 the essential partner of “Revive” will dispatch – another capacity plot for talented senior government laborers from BAME establishments and people with a powerlessness or long stretch clinical issue. Practically 1000 people have overcome the means Apprenticeship Scheme up to the present point, with in way over 550 circumstances in 2015. this can be fundamental for a more broad commitment to pick out 30,000 understudies for the duration of the range of this Parliament. we’ve extended our multi-award winning Summer Diversity Internship Program (SDIP) to 300 and Early Diversity Internship Program (EDIP) to 100.
In March it dispatched a Mutual Mentoring program for the foremost senior pioneers for being guided by those out of underrepresented get-togethers. In far more than 100 Director Generals even as Permanent Secretaries have joined which arrangement has pulled inside more contrasted with 250 probably mentors across that officialdom (Baloch and Siddiqui, 2020). Inside November 2015 that government officials introduced “name-dazzle” enlistment with reference to all positions underneath that Senior government officials even as these remaining parts straight away clad across 75% with regard to the workforce of government officials. this might cover 100% by September 2016.
The Talent Action Plan zeroed in on the meaning of placing assets into planning and progression for our staff. The re-offering of the officialdom Learning offer has allowed to introduce assortment and joining guidelines at some point of the new learning offer. we’ve improved our assortment and thought learning offer for agents the least bit levels of the affiliation and have offered bespoke assistance to laborer networks by dispatching another activity learning pathway for officialdom Network Chairs and giving a central financing pot that cross-government associations offers into.
Since the Talent Action Plan was disseminated in September 2014 in more than 110,000 government laborers have looked into e-learning or eye to eye preparing on negligent tendency, up from 56,000 going before that date. We have dispersed invigorated course established by a:gender on the workplace and sex reassignment (Israfilov, et al… 2020). This provides accommodating guidance to officialdom bosses and laborers about transsexualism, sexual direction reassignment and intersex issues. This bearing are going to be used because the purpose behind another officialdom methodology, which is able to be dispersed by July 2016.
Evaluating the worker behaviour
Authentic social flexibility is also cultivated by looking across our whole workforce to perceive how we will pull in, hold and progress individuals subject to authenticity and potential, not “perfect”. to deal with this we must initially grasp the difficulty, and use data to form taught decisions through canny assessment and advancing noticing (Ivcevic, et al… 2020). Assessing SEB is many-sided and there’s no agreed measure by and by being utilized different affiliations use different procedures. Working with various associations and zones to develop an agreed, standard measure is important to understanding the problem.
To date we’ve used the social transportability tool stash review and NS-SEC to: – outline and appropriate SEB information of members to the Senior government officials in 2013/14 and competitors and candidates to the Fast Stream from 2011 and also the Summer Diversity Internship Program from 2014, and assemble SEB information on the means Apprenticeship plot from 2015; – accumulate picked SEB information on two of our inside capacity plans; Future Pioneers “Plan and Senior Leaders” Scheme (2015 buddies); and – outline an illustration of all Civil Servants by methods for the 2015 officialdom People.
This information, obtainable the revelations of the Bridge Group report, has given a supportive reason from which to gather a knowledge framework. you’ll simply direct what you measure, so we’ll develop another extent of monetary establishment, therefore the Common Service and other critical supervisors can evaluate this in an exceedingly solid way, as they achieve various sorts of assortment (Kelly, et al… 2020). This measure are made within the meetings with various supervisors, working with the Bridge Group and with fundamental admonishment from the Social Mobility and Child Poverty Commission. we are going to continue being direct in our approach and to share key revelations.
Emotions and Emotion Management
Hochschild’s idea of feeling the board has been critical in humanism since it outlines “social nature of feeling” also, proves how “through cycles of socialization, performed inside various social jobs and comprehended inside social principles and standards feeling the board is learnt. The author characterized feeling as “substantial participation with an image , an idea, a memory – a collaboration of which the individual knows” and feeling fill in as “an endeavor to vary the standard or level of an individual’s feeling”. within the writing, we see a compatible utilization of “profound cting” and “feeling work” for feeling the board. Within the article, out of here on out, feeling the board is employed to allude to the precise marvel. Feeling the board has been recently concentrated inside the setting of callings, for instance , grocery assistants, medical caretakers, airline stewards (Lee, et al… 2020). These investigations zeroed in on associations where incredible arrangement of control of feelings is required. due to their occupations, workers are needed for interfacing with customers or clients. Like these models from the writing, inspecting this wonder inside the setting of coaching has been promising as long as communication of humans included.
Two significant segments about feeling the board set forward by work are feeling rules and inspiration of Hochschild; inspiration is particularly talked about here. Inspiration is that the point at which a private endeavors to advance a sense that may not present;vice versa is concealment. At the purpose when a private smothers a sense , s/he endeavors to wipe out or keep down a feeling. Feeling rules, but , are socially shared however not considered rules of how individuals endeavor to feel with a specific goal in mind. Hence feeling the principles can showcase what one individual would feel within any provided circumstance that has what proportion an individual should communicate a sense furthermore, how long that feeling need to be looked after. it’s filter out of the work of neurobiology regarding quite 100 years uncovered that to convey importance to people , to choose choices and to form moves, feeling is one essential. it had been likewise discovered that folks plan to shroud any contrary feelings related with the association. One model from the examination proved that a worker upheld an appointment change in an association in spite of the very fact that he didn’t accept or needed it.. When workers begin to veil their actual emotions with reference to the association, results may influence authoritative viability adversely. the apparent , negative impact might not be prompt, anyway associations positively experience aberrant or sometimes end of the day impacts. The authors contend that authoritative requests are often “accomplished or fixed” through activation of feelings.
In human asset the board inspiration has for quite a while been considered as a tool to oversee worker execution to uplifting objectives. it’s been one energizer of conduct a penchant of an individual to increase exertion at work. to grasp human conduct, outward and inherent elements were consented to be essential in inspiration and execution the executives examines. Self-belongingness, acknowledgment and comparative characteristic prizes are more critical once we analyze feeling and feeling the board in associations as natural inspiration is caused by good inward emotions that are those focuses regarding this particular article.
The author portrayed characteristic inspiration as; ;the happiness regarding seeing and searching . At the purpose once we check out the writing on inspiration at work, it’s clear that representatives who are more joyful at their workplace are propelled to perform better. Despite the very fact that there are variety of speculations proposing different utilizations of inspirational models, it’s unquestionable that worker reaction can shift across societies and callings (Lu, et al… 2020). Along these lines, it’s critical to be completely mindful of the unique situation and authoritative culture before applying feeling the board in instructive organizations.
The Model of Intrinsic Motivation, which has been one later model of inspiration proposed by the author, recommends that there are four components of characteristic prizes and a natural inspiration of a private is that the straightforwardly reliant on the degree of the experience regarding those approached four measurements. The author contends that within the event that chiefs can find out the way to lead the elemental fixings of characteristic inspiration, at that time workers’ inspiration can increase due to expanded natural prizes they’re going to gain insight. The four elements of inherent inspiration that administrators got to find out the way to oversee are decision, weightiness, capability and progress. the foremost applicable ones to the present examination are decision and significance. Driving for decision is worried about representative strengthening and appointment of serious errands. Driving for significance, but , may be a bout supervisor worker relationships where the director is a moving exemplar who shows wanted practices. When representatives structure the connection between the association they add and their work, they become more inspired, profitable and drew in; this happens thanks to the sensation of direction made due to the affiliation. Thomas (2002) likewise contends that giving positive criticism and recognizing exertion are extremely significant, in starting inborn inspiration of representatives. This examination explores feeling the board and its ramifications of instructor inspiration through individual accounts of 15 secondary teachers of North Cyprus. this will endeavor to deal with the subject of how feelings made by the authoritative practices impact secondary teachers inspiration at college.
The primary task of leaders is to get the best results for everyone in their organization. This is actually the responsibility of any leader. Often, busy professionals do not invest in improving their leadership skills. Being the leader of this organization here are some of the skills I will use to bring good to my people.
Leading a company will take all your resources and time. It would be my responsibility as a leader to ensure that sales objectives are met, customer complaints are resolved, and general administrative tasks are performed satisfactorily.
As a result, during the day, many business people are busy. There is no time for them to devote themselves to improving their management skills. But only a small effort will produce great results (Salazar et al., 2019). All I need to do is give them the space to buy and the support they need to keep going.
- I will encourage my team members
If the workplace is a good fit, everyone will do their best to achieve their goals. On the other hand, I can be confident that good manners and morals can be bad when bad habits and bad habits abound.
How can I raise the ethical standards of your team members? The first step would be to ensure that there is consistency in each work area. Everyone should have clear goals and an understanding of how to achieve them (Ali et al., 2019).
It is not necessary to transfer the list of obligations. I spoke to each employee as a leader and listened carefully to their ideas and suggestions.
A good way to inform my team would be to identify goals, including resources and tools to help achieve them, and track success along the way.
- Exercise self-control
If I were a worker, would I want to work part-time and, at the very least, be in a position to get out of hand and always have something dirty to say to everyone? Or can I just have a manager who patiently listens to my problems and gives me the support I need?
At times, the number of conflicts at work can be overwhelming. In such cases, many executives vent their anger on their team members. This is usually delivered in an unpopular tone, even if there are colleagues.
I would have stopped immediately if I was guilty of following this procedure (or divergence). If I continue, first of all, I will have to contend with the pressured workers who will leave the company. Moreover, they would probably not do their best at work.
I would allow the task team to present its side of the story if the work was done poorly or if the results you wanted were not available. This will give me the opportunity to provide the required input and avoid duplication of the same problem, perhaps.
A little patience can be greatly appreciated by team members. An added benefit is that, in the future, they can make a tremendous effort.
- Retain members of the responsible team.
I will make it as easy as possible when I assign a role to a team member. What should be the end result? When do you want the work to be completed? Often, time is not wasted because communication in an acceptable way was confusing or impossible to communicate. I may have gone through several pieces of work and I have not explained what should be completed first.
One of the most important responsibilities as a leader is to keep employees accountable for the tasks assigned to them. Measuring results using data is one of the easiest ways to do this. In the event that I do a sales analysis in the last quarter, I will ensure that the information I use is accurate and accessible to my team members. The association will not do any useful work if I use incorrect data.
Keeping employees accountable will show that I am serious about getting results. The posts I post will be greatly appreciated by my team members.
- Leading by example.
A good way to build trust within your team is to show the qualities I want my team members to have. Can I follow the route I set for the team? If I ignore these rules, I should not trust my employees to do as I suggest.
I have to remember that character speaks louder than words. My teammates are watching me closely. They will follow my example more often than they stick to what I tell them to do. If I expect the best from my team members, it is important that I also meet with them. Avoid playing favourites for platinum shares or choose those staff. I can count on them to give their best to the company if I treat my employees equally.
- To be an inclusive leader
An inclusive leader ensures that every employee participates in achieving the team’s goals. This compares with the method used by most managers. To accomplish the most important tasks, I would rely on the chosen team. This prevents many employees from contributing to the company’s goals by doing so.
The general manager clearly provides guidelines to team members. Without challenging them or, otherwise, knowing why they are being asked to do it, they should complete the tasks assigned to them. On the other hand, an equally capable leader trusts employees before assigning them tasks.
Employees were asked about their experiences and opinions. In some cases, this will provide useful information to the manager that will help achieve the following goal. Whether an employee has recently joined a company or is under the management of a management team, they can make a significant contribution.
It has been concluded out of this study that just in case any administration manages in delegating
responsibilities also as acknowledges negative or positive performances, the extent of employee regarding trust also as sense regarding belongingness enhances. The positive emotions linked with to be trusted, the sensation that sense regarding ownership of that institution, which they will work on also as feeling trusts towards the administrators, whether managed nicely by those administrators could result within enhanced motivation of employees. It remains also valid regarding teachers. Within particular situations that they might need for managing the feelings like stress, anger, or mistrust due to the requirement towards the scholars . Within that long run, it’s going to result within unhappiness also as losing the sense regarding belongingness hence lower motivation also as student experiences. this is often vital for the administrators for acknowledging those importance regarding emotions within occupations. Seeking the ways for increasing trust at the workplaces also as belongingness sense via empowerment also as well-get system of performance management, higher motivation might be gotten.
Ali, A., Wang, H., Khan, A.N., Pitafi, A.H. and Amin, M.W., 2019. Exploring the knowledge-focused role of interdependent members on team creative performance. Asian Business & Management, 18(2), pp.98-121.
Angreni, D.D. and Ardana, I.K., 2020. The Effect Of Work Motivation And Work Stress On Job Satisfaction With Emotional Intelligence As A Moderated Variables In Cv. Pondok Antik. American Journal of Humanities and Social Sciences Research, 4(3), pp.418-424.
Aw, S.S., Ilies, R. and De Pater, I.E., 2020. Dispositional empathy, emotional display authenticity, and employee outcomes. Journal of Applied Psychology, 105(9), p.1036.
Baloch, M. and Siddiqui, D.A., 2020. Emotional Labor and Other Antecedence of Turnover Intentions, Motivation and Organisational Trust among Employees in Non-Profit Organization of Pakistan. Motivation and Organisational Trust among Employees in Non-Profit Organization of Pakistan (August 29, 2020).
Barreiro, C.A. and Treglown, L., 2020. What makes an engaged employee? A facet-level approach to trait emotional intelligence as a predictor of employee engagement. Personality and Individual Differences, 159, p.109892.
Dai, D.Y., 2019. New directions in talent development research: A developmental systems perspective. New directions for child and adolescent development, 2019(168), pp.177-197.
Dai, D.Y., 2020. Rethinking human potential from a talent development perspective. Journal for the Education of the Gifted, 43(1), pp.19-37.
Israfilov, N., Borisova, O., Kartashova, O., Davydova, N., Biserova, G. and Gryaznukhin, A., 2020. Motivation and employee effectiveness in online learning environments: Leadership strategies of new generation and emotional intellect. International Journal of Emerging Technologies in Learning (iJET), 15(9), pp.258-279.
Ivcevic, Z., Moeller, J., Menges, J. and Brackett, M., 2020. Supervisor emotionally intelligent behavior and employee creativity. The Journal of Creative Behavior.
Karacay, G., 2018. Talent development for Industry 4.0. In Industry 4.0: Managing the digital transformation (pp. 123-136). Springer, Cham.
Kelly, C.M., Rofcanin, Y., Las Heras, M., Ogbonnaya, C., Marescaux, E. and Bosch, M.J., 2020. Seeking an “i-deal” balance: Schedule-flexibility i-deals as mediating mechanisms between supervisor emotional support and employee work and home performance. Journal of Vocational Behavior, 118, p.103369.
Lee, C.W. and Kusumah, A., 2020. Analysis of the influence of the emotional, intellectual and spiritual intelligence on employee performance with work motivation as a moderating variable. Management and Economics Review, 5(1), pp.51-67.
Lu, H., Zou, J., Chen, H. and Long, R., 2020. Promotion or inhibition? Moral norms, anticipated emotion and employee’s pro-environmental behavior. Journal of Cleaner Production, 258, p.120858.
Marescaux, E., De Winne, S. and Rofcanin, Y., 2021. Co-worker reactions to i-deals through the lens of social comparison: The role of fairness and emotions. Human Relations, 74(3), pp.329-353.
Minárová, M., Malá, D. and Smutný, F., 2020. Emotional intelligence of managers in family businesses in Slovakia. Administrative Sciences, 10(4), p.84.
Ouakouak, M.L., Zaitouni, M.G. and Arya, B., 2020. Ethical leadership, emotional leadership, and quitting intentions in public organizations. Leadership & organization development journal.
Preckel, F., Golle, J., Grabner, R., Jarvin, L., Kozbelt, A., Müllensiefen, D., Olszewski-Kubilius, P., Schneider, W., Subotnik, R., Vock, M. and Worrell, F.C., 2020. Talent development in achievement domains: A psychological framework for within-and cross-domain research. Perspectives on Psychological Science, 15(3), pp.691-722.
Qomariah, N., 2020. The Role of Emotional Intelligence, Spiritual Intelligence And Work Motivation In Improving The Performance of Hotel Employees. SSRG International Journal of Economics and Management Studies (SSRG-IJEMS).
Sabie, O.M., BRICARIU, R.M., PÎRVU, C. and Gatan, M.L., 2020. THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND HUMAN RESOURCES EMPLOYEE PERFORMANCE: A CASE STUDY FOR ROMANIAN COMPANIES. Management Research & Practice, 12(3).
Salazar, M.R., Widmer, K., Doiron, K. and Lant, T.K., 2019. Leader integrative capabilities: a catalyst for effective interdisciplinary teams. In Strategies for Team Science Success (pp. 313-328). Springer, Cham.
Shin, I. and Hur, W.M., 2020. How are service employees’ perceptions of corporate social responsibility related to their performance? Prosocial motivation and emotional labor as underlying mechanisms. Corporate Social Responsibility and Environmental Management, 27(6), pp.2867-2878.
Truong, T. and Le, Q., 2020. Factors affecting motivation and performance of lawyers in Vietnam. Management Science Letters, 10(9), pp.1903-1914.
Udod, S.A., Hammond-Collins, K. and Jenkins, M., 2020. Dynamics of emotional intelligence and empowerment: The perspectives of middle managers. SAGE Open, 10(2), p.2158244020919508.
Xu, F., Luo, X.R. and Hsu, C., 2020. Anger or fear? Effects of discrete emotions on employee’s computer-related deviant behavior. Information & Management, 57(3), p.103180.
Know more about UniqueSubmission’s other writing services: