Management

HR Solution – Talent Management Process

 Introduction

HR solutions are human resource service providers that operate in the UK. The company had decided to outsource the back-office work 15 years ago with an intention or reducing the costs of operations. Operational sites in the UK were directly closed down, and the works were outsourced to the Asian country where there are 150 people working in handling the HR enquiries. There is smaller percentage of direct staff that has been recruited by HRS while others are recruited by the Asian office. A conservational is being made to make a decision on whether the works needs to be called back to the UK or continued in Asia. The quality of services is impacted due to the wage rate inflation in the Asian region and the number of customer complaints had increased recently (Breaugh, 2008).

In case the management decides to maintain the status-quo in Asia, then the resourcing methods has to be revised and a new talent management strategy has to be introduced. This would enable the staffs to provide the best valued services to the clients. A decision to relocate the office back to the UK would incur additional costs and this was the major challenge. The recommendation was to get combined with the Essex based staff where the services would be provided to the clients. A total of 300 staffs would be recruited when the site become operational in the year 2021 and a recruitment of 50 post managers are planned to meet the needs of the clients.

Under both the situation (maintaining a status-quo in Asia or bringing back the project to the UK) would incur a higher volume of costs. However the major issue was that the company was losing its clients, and this had affected the business conduct. As per the new proposal the overall projected work of handling the clients through the state-of-art telecommunication would be provided less than one roof, and this was the biggest advantage of bringing back the project. A team of skillful staffs could be recruited and trained to handle the client requirements and this would improve the client-company relationship which is needed for improving the business activities. The skills and the knowledge of the tasks could be provided by introducing a single training program where the relevant details can be shared with the existing and new clients through a standardized process. Based on this analysis it could be concluded that the company could decide to get back the project and operate it in Essex (Cervai, et al., 2014).

Analysis

Talent management

HRS has redefined the business strategies where the resourcing method and the staff recruitment process would be completely changed so as to meet the strategic goals decided for the year 2012 and 2026. A defined talent management process the company could successfully improve the competency level and increase the staff powers in the company. Talent management process will included recruitment process, development of the staffs, retention of the workforce, implementing the reward system, and improving the staff performances. HRS will have to introduce a standardized process as quite recently the company had lost customers and the creditability of the organizational was impacted. The talent management process is being introduced to achieve the goals of providing the valuated services to the clients and in reducing the overall operational costs that was incurred due to the inflation of the labor costs and others (DeCenzo& Robbins, 2009).

Mass recruitment of 300 members would be done, and trained to handle the queries on the wages, salaries, and other benefits that are raised by the callers. This is a huge number, and the management cannot afford to recruit wrong candidates who could directly impact the business objective. A planned talent management process would help in the below mentioned manner –

  1. Recruiting the potential and suitable candidates from different reliable resources that include advertising through the social media, LinkedIn, and other. Internal referrals could be also used as one of the methods for recruiting suitable candidates for the company. The advertisement will clearly state the qualification, experience, and the expectations to handle responsibilities by the management.
  2. The talent management also defines the way the employee retention could be done, which is an important part of the planning process. A fair wage rate, incentives, and appraisal possibly are some of the potential factors that would certainly help the company to retain the best talent with HRS. An improved employee retention strategy will be useful in meeting the needs of the workforce who are interested in remaining loyal with the company (Friedrichs, 2012).
  3. Staff promotion is one of the essential parts of the talent management, where the management needs to adopt an unbiased system to promote the best working staffs. By adopting an unbiased system, the leaders would be capable of retaining the staffs and in rendering the valued services that is needed for the company. Through such strategy, the management will be also able to retain the best talent to work in various tasks that are equally important.
  4. Staff success planning is another relevant strategy that will be useful in developing a continuous relationship with the workforce. Such a planning is quite different from the replacement planning and it is also inexpensive and better way of having the best staff to work in a challenging work conditions. The future of the dedicated staffs associated with the company could be discussed with the members and this would certainly motivate the workforce to remain with the company and increase their ability to deal with various business based challenges.

Staff recruitment and staffing programs are quite important and it has to be integrated in the strategic planning process. A planned process to improve the quality of the talent management process will help HRS to retain the right candidate at the right time with the right skill. This would help the management to improve the quality of the services and continuously increase the number of the workforce for the future period of 2021 to 2016 (Gusdorf, 2008).

HRS could adopt the employing branding strategy where the need to create the job requirements to select the right candidate is planned and followed. The company needs to attract the right candidate and retain the best talents needed for improving the business performances. With a proper strategy to attract and retain the candidates the company could reduce on the costs incurred on recruiting new candidates and spending time on training them.

The recruitment needs are defined after identifying the purpose of the jobs, where the requirements and experience of the potential candidates to perform are clearly mentioned. By identifying the job criteria, it is possible to choose the right candidates and train them to take up the future responsibilities of the organization. The responsibilities to be allocated to the workforce and the manager simplify the process of the recruitment process that will be useful in handling the challenges existing with the recruitment process (Herzberg, 2003).

Staff retention becomes simple by adopting a neutral and unbiased work based culture. The culture would outline the security measures that will be provided to the staffs and the role of the management in improving the staff performances. The performances of the workforce are always high in a high-performance based culture. Superior engagement also assists in identifying the areas where the productivity is improved and in developing new ways to reduce the business risks that leads to the reduction in the profitability earnings.

Resourcing strategy

HRS has decided to relocate its operational works from the Asian country to the UK, with an intention of cutting the costs and in rendering the best valued services to the customers. In recent time, the company had faced a huge challenge in meeting the client requirements and this had affected the business activities and its conduct. A proper strategic value for resourcing the talent is needed for selecting the best candidate and training them to take care of the organizational responsibilities. With a planned approach, the company would be able to deal with the workforce requirement for HRS (Hubschmid, 2013).

Developing a retention plan

The reaction plan is designed to attract and develop a strategy that will be used for recruiting the qualified workforce.  Defined policies that talks about the benefits to the existing workforce including pay structure, perks, and other needs to be created and strictly followed by the management. A highly motivated workforce would always remain loyal to the company, and this would save the origination from recruiting new workforce. In the retention strategy, the company needs to recruit the right candidate at the first place and this is done by job analysis. While recruiting the candidate, it is necessary t check the ability of the individual to withstand pressure and his ability to act as a team player.

Workforce pressure usually negative impacts the work culture and the ability of the staffs to deal with the pressure. A proper work-life balance will certainly help in dealing with the business based challenges where the organization constantly losses a higher number of staffs every year. An employee survey could be conducted, where the reasons for the satisfaction and dissatisfaction amongst the workforce are highlighted. This would help the management in identify the reasons for the staff dissatisfaction and assists in control the same (Hilaire & Kosinski, 2015).

Retention plan for the staffs are also based on the pay structure, growth opportunities and the perks that are offered by HRS to the current staffs. An unbiased system to reward and award the best performing staffs will certainly benefit the company and the workforce. A better payment structure will surely help in remaining motivated and in doing the right things that is needed for meeting the organizational requirements. A performance based organization that reviews and provides feedback tot the workforce is always appreciated by the employees.

A positive workplace culture is the other factor that is highly appreciated by the workforce who is expected to work in a challenging work situation. In a positive work culture, the staffs are highly respected for their performances, and are encouraged to do better on a regular basis. The company’s ability to adopt the best strategies in the interest of the workforce and take care of the labor law will certainly win the trust of the staffs. A better policy is needed to keep the staffs motivated and avoid any sort of conflicts that arises due to the differences between the management and the workforce.

The work culture will focus on improving the confidence of the staff, and this would be done by introducing a continuous learning and developmental program. Training programs will improve the communication skills and increase the knowledge of the workforce that is needed for handling the various requirements of the clients. On-the-job and off-the-job training programs are designed to help the staffs in improving their knowledge that is needed for dealing with various business challenges (Taylor & Stern, 2009).

The best training program certainly helps in improving the ability of the workforce and encourages them to take-up additional responsibilities and business tasks. These training programs are properly and effectively integrated with the organization objectives, which then helps in overcoming the negative factors that directly and indirectly impacts the business conduct.  A plan is designed to deal with the operational issues where the staffs input highly influences the quality of the task conduct, and helps the management ion overcoming the operation based challenges.

Creating and analyzing the job design will certainly help in introducing the new method that will highlight the type of the works to be done by the workforce. With a proper job design, the management will be recruiting a suitable candidate for the needed position. This is the key aspect that would be useful in rendering valuable services to the clients, which is the key issue. Through the job analysis process, the management could also get involved in the best knowledge management process where the useful and accurate information on the knowledge is properly and effectively shared with each other (Pritchard, 2016).

The process of KM creates a platform which is being used for sharing the needed and required information with the workforce. This would certainly improve the skills and ability of the staffs to do the works in an innovative way and reduce the possibilities of doing anything wrong. In the KM process the management’s ability to share the information and upgrade the resources with the staffs are constantly worked upon (Sinha & Sinha, 2009).

Talent management process

A proper talent management process can be integrated with the people training and developmental process which improves the people management process and the goal achievement method.  With a strategic talent management process the associated issues with the performance improvement and the staff performances are closely analyzed. This would highlight the need to set the right expectations with the workforce and ensure that the tasks are done in the expected manner. For setting the expectations with the employees, the managers could get involved in the team briefing and de-briefing process. This process helps the staffs to discuss the issues faced while doing the tasks and recommend a solution to deal with various issues that are faced while performing the tasks (Sarma, 2008).

Through the briefing process, the workforce would be also become aware about the tasks to be done, and the need to implement the training programs could be introduced. This would help in meeting the competition expectations and enable the company to control the operational costs that are usually high. With this technique, the staff involvement in the task conduct and in overcoming the business conduct can be positively handled by the management. Based on the analysis, the management could introduce the best training program that will upgrade the skills and the knowledge of the staffs to deal with various business and operational based challenges. The strategic goals and the values are decided by analyzing the internal and external challenges that are faced by the management while executing the tasks (Mathe et al., 2011).

Conclusion

HRS can choose to carry out the business activities in the UK. There are different benefits that would be available to the company by making this decision. In the first place, the costs of operations would be slightly higher, but the quality of the services would be maintained by the management. A change in the strategic plans for retaining the workforce and in improving the staff ability has to be properly planned and implemented by the management. Talent management process has to be properly planned and implemented as this will improve the relationship between the managers of the company and the workforce. The best candidate needs to be recruited as it will be useful in improving the quality of the services that are expected to be provided to the customers. In this process, the long and the short term goals of the company have to be analyzed, and this would be useful in rendering the valuable services to the clients.

 

References

Breaugh, J, A, (2008). Employee Recruitment: Current knowledge and important areas for future research. Human Resource Management Review 18, 103-118. Elsevier Inc.

Cervai, S., Kekäle, T., & Claxton, J., (2014). Journal of Workplace Learning: Employee Engagement. Vol. 26, No. 3. Emerald Group Publishing Limited.

DeCenzo, A., & Robbins, P., (2009). Fundamentals of Human Resource Management – 10th edition. John Wiley & Sons, Inc.

Friedrichs, C., (2012). Seven simple tools to build a motivating work environment. Diplomica Verlag.

Gusdorf, L., (2008). Recruitment and selection: Hiring the Right Person. SHRM, PDF-document. https://www.shrm.org/academicinitiatives/universities/TeachingResources/Documents /Recruitment%20and%20Selection%20IM.pdf

Herzberg, F., (2003). How Do You Motivate Employees? Harvard Business Rewiew.

Hilaire, A., & Kosinski, M., (2015). Your Recruiters Are Your Employer Brand: Why It Matters Who Does Your Recruiting.

Hubschmid, E., (2013). Shaping Efficient Employer Branding Strategies to Target Generation Y: A Cross-National Perspective on Recruitment Marketing. Peter Lang AG.

Mathe, H, Pavie, X, & O’Keeffe, M., (2011). Valuing people to create value: An innovative approach to leveraging motivation at work. World Scientific Publishing Co.

Pritchard, C, W., (2006). 101 Strategies for Recruiting Success: Where, When, and How to Find the Right People Every Time. AMACOM Books.

Sarma, A. M. (2008). Personnel and Human Resource Management. Himalaya Publishing House.

Sinha, D, & Sinha, S., (2009). Personal Growth and Training & Development. Word-Press.

Taylor,  C., & Stern, M. (2009). Trouble with HR: An Insider’s Guide to Finding and Keeping the Best People. AMACOM

 

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