laptop on the table

Strategic Resourcing and Talent Management


Task 1

In respect to the given Case study, the decision would be to bring the call centre to bring it back in-house to a site in the UK. The reason behind to take up decision is due to failure of outsourcing strategy of HRS in Asia market. There are various factors involved behind the unsuccessful of this tactic. The legal and culture differences is one of the major cause within which Asia operators did not address the customer inquiries properly (Taylor, 2018).

Asia country wage and salary policies are different so they guide their local clients accordingly but when it comes to guide or solve problem of UK or European people then the operators of Asia market become inappropriate to deal with their queries. The research study of Chen and Xiao (2015), presented that Asian country wage/salary/pension policy is majorly driven with the political influences as wage of employees is usually decided based on position and majorly less focused on individual skills.

In comparison to the UK, the government is more concentrated on the skills of personnel for offering wages and salaries to employees. The pension policy of the UK is also dependent upon the individual existing history of tax-pay rate. This factor can consider as a major factor within which Asian clients failed to satisfy the wide clients (Dolton et al., 2015). Additionally, the differences in cultural values between Asia and European countries also become a reason that UK clients do not make proper communication with Asian operators.

That is why the decision to re-back call centre into the country would prove to be profitable Kenworthy (2015). HRS need to re-back its call center in the location of Glasgow location that is a right place to contact with larger people. At the same time, The UK employment rate is estimated at 76.0% and 0.5 percentage points, which is higher than a year. This area clearly justified the decision to the re-back function of the call centre (Dickens et al., 2015).

This improvement in the employment rate definitely results positive for HRS firm in terms to capture the best human resources for business. This helps them to solve the queries of customers in a proper manner.

In respect to the selected decisions, Dolgui and Proth (2013) stated that outsourcing services always Detroit the service quality as outsourcers major aim is to fulfil the expectations of client firm without considering that whether service provides them benefit or not. So, the focus on outsourcer firm is less on quality standards when it comes to delivery of service to client firm.

There is no doubt that outsources services have proven to be helpful to reduce the cost but it does not guarantee client firm success. This is because of outsourcing activities that include part-time employees who do not have a wide knowledge base. That’s why clients get affordable cost of service but with low quality. This situation exactly occurs with the case of HRS which outsources its call centre services from Asia agents and this practice helped them to reduce the cost of service.

But indirectly it affected the firm reputation in a negative manner due to which the firm starts losing its customers. thus, the decision to operate the call centre is the most viable decision for the future scenarios as HRS can able to provide services to customers as per the UK culture and offer the right set of communication about wage/salary and pension policy (Farndale et al., 2014). This help customer to perceive a positive and right set of service quality of the firm.

It results on enhancement of loyalty of customer towards firm call center. Thus, the decision to reset the call centre on the UK market will be taken in order to improve the services in future and achieve the desired results and outcomes.

Main Body

Task 2

Recruitment & Selection Process for hiring best employees

In context to the above decision of bringing back of call centre, as an HR consultant it is must to develop right resourcing strategy for hiring talent workforces at HRS on right time with skills.

Basically, the recruitment and selection process plays a vital role in respect to resourcing the right employees for the given profile. This is because recruitment and selection help the employer identify the organization needs and accordingly it fill up the position through undertaking several interview or test activities (Kumari and Malhotra, 2013).

Thus, the process of recruitment and selection proved to be effective for the organization long-term growth as it not only supports the firm to just fill the position but it allows the firm to procure the best resources which assist the firm to stand out among this tough competition. With respect to sources best employees into HRS, there is a need to undertake recruitment and selection steps:-

(Sources: Tutorials Point, 2020)

Recruitment Planning: This is the first step of planning the recruitment process based on analyzing the human resources requirements along with identifying the job specifications and personal qualifications for performing the given job.

In context to HRS, as an HR consultant, it is a must to identify the number of people required to restart the call centre on UK location (Omisore and Okofu 2014). It is planned that till 2021, 300 people will be recruited to work on contract centres within which 50 account manager positions will be filled so that client queries regard to wage and salary can be solved and feel satisfied with the responses of the firm.

Job Design

The recruitment planning for 300 people can be done through prepares job description and person specification (Abraham et al., 2015). The job description and person specification will include the following areas that present to larger audiences:-

  • Job position: Account Manager, Leader
  • Job Duties (Roles/Responsibilities): To handle customer wage and salary-related problems. To provide relevant solution about customer pension policy of UK country.


Interest candidates must have good communication skills and command of various languages. They should have basic knowledge about pension and calculation of basic salary and wage.

Strategy Development

This is the second stage of the recruitment and selection process within which it will be decided that what kind of recruitment should be done (Slavić et al., 2017). This is basically, the pre-stage before conduct the test and interview.

In this stage, HRS ensure to identify the geographical area, type of recruitment and sources within which candidates need to be taken. Likewise, HRS need to focus on the UK or European people for the hiring of the candidate as they have expertise in local languages and have familiarity in respect to UK wage, salary and pension system. Thus, this helps the customers to solve their queries in a proper manner. However, HRS in developing a recruitment strategy must include the following areas:-

  • Setting up board team
  • Analyzing HR strategy
  • Collection of available data
  • Analyzing the collected data
  • The setting of recruitment strategy

Dickmann suggests it in 2016


Searching is the process of recruitment within which sources of hiring of employees is selected based on requirements of job. This step occurred after the recruitment strategy is done as the next step is to search for the best candidate for the given job profile. This process consists of two types of sources:- Internal and External Sources.

Internal Sources:- it includes the hiring of employees within the organisation. It is done through fill positions via promotions, Transfers, Former Employees, Internal advertisements, Employee Referrals and Previous Applicants etc (Gamage, 2014).

External sources are those within which hiring will be done outside the organization through advertisement, campus recruitment, employment exchange and professional associations etc.

With respect to HRS, external sources will be appropriate to fill the job position of 300 employees. The external sources could give high chances to procured talent and fresh candidate which have their expertise to manage the work. The HR managers will focus on online and offline advertisements for making awareness about job advertisements (Allui and Sahni, 2016).

In this process, the HR manager put an advertisement on different sites so that individuals can easily access the job position and identify whether this job gives them the opportunity to grow and develop.

The advertisement of job vacancies helps HRS to collect applicant’s applications for positions in contract centres (Dries, 2013). This way, HRS can able to procure adequate amount of employees for given job position.


Once, applications are received then it is important for HR manager to screen the applications on the basis of job qualification, age and gender of people. Then the decision to select employees for the next round will be taken. Final decision is made after interview and test which is carried out to test individual logic state.

HRS ensures that the applications for a job position will be screened properly so that suitable people can only be hired for jobs. The communication test will conduct in order to analyze the skill of individuals.

For this, the individual is put in a different situation where he/she need to talk or communicate their message to the Interview panel. After this test, there are few rounds such as Group Discussion and Personal Interview will be organized for taking selection decision.

Thus, this intense process of selection will definitely help HRS firm to get the best suitable employees for a call centre where they can address varied queries or problems of individual peoples.

Evaluation & Control

Evaluation and control is the last stage in the process of recruitment. In this process, the effectiveness and the validity of the process and methods are assessed. This can be done by identifying the cost involved in the job advertisement and conduct of selection test then analyze that whether these activities have proven effective in respect to filling up the positions.

HRS requires evaluating the efficiency of the recruitment and selection process through analyzing the performances of employees in terms of their contribution to work. For instance, HRS should evaluate whether employees are able to solve the problems of customers and make them satisfy.

This is because it is proven that satisfied customer always repeat their services from same firm (Oladapo, 2014). So, this area would help the firm to analyze the selected candidate efficiency and the result of the recruitment and selection process.

After the selection of the right candidate, it is also a must for management to undertake the diversity management strategies as when different opinion people meet then they face problems in communication, make coordination with each other etc. That is why it is important for HRS to incorporate diversity management strategies.

Diversity Management Tactics

  • The conduct of training & development sessions is the best practice to build up strong relationships with diverse groups or individuals (Stanujkic et al. 2015).
  • The performances appraisal method is another yet effective way to determine the limitations of an individual’s performances area (Morley et al., 2015). Accordingly, it becomes possible to guide them effectively.

Task 3

This section includes a talent management strategy that may help HRS to retain its talent workforces for a longer period. It is important to adopt a retention strategy as in the current business scenario where competition is too high and the demand for talents rises day by day.

In such situation, the retention strategies become a major action plan for organization to be competent on this cut-throat competitive market. However, a talent management strategy is considered a plan of action to optimize employee performances. It is fact that when employees found both personal as well as financial development opportunities in the particular organization then only they show loyalty towards the firm (Swailes et al., 2014).

That’s why it is important for HRS to make selected or existing employees feel recognized. It can perform through undertakes the following strategies, which mention below and suggested by Melanthiou et al., 2015.

Reward/Recognition strategy: – This one is quite a common yet effective strategy that is well-tried by various organizations and it proved successful. Under this strategy, HR managers need to develop performances standard within which rank has to be given to individual employees so that personnel can be rewarded. The performances based reward system is always proven fair as people find that their performances or work contribution only help them to get recognition at organization.

Conduct training & development sessions:– this is another important tactic within which an employer can retain its employees. Every employee wants to stay with those organizations which helps them to develop its professional career and allows them to grow for longer duration.

So, timely organize of the training sessions will help individuals to improve their skills and learn new activities which assist them to perform their job role with more efficiency. That’s why, the training facilities for call centre employees will help HRS to retain them as with timely offering of guidance’s help them to understand how to communicate with clients and in what ways the issue can be solved in the best possible manner (Sparrow and Makram, 2015).

Develop proper communication network:- Lack of communication is usually an major problem for employees in organization as without flow of messages they won’t work properly and it directly affect the work productivity. That’s why; it is must for HR manager to focus on the communication area for building strong relationship within the organization or outside as well.

This can be done through installing advanced technology including the right information system within which information related to market and customer queries can be transferred and the right kind of solution can be offered to them (Festing and Schäfer, 2014). Other than that, Emails or social-site may also help individuals to maintain strong communication with each other and transfer important details on both professional as well as personal levels. So, it is feasible for call centres to focus more on the internet to make communication.

Cultivate an honest career path:- It is a must for a firm to imbibe trust and ethical acts while performing any operations. The individuals always want to attach or associate with those firms, which work ethically and have positive goodwill in market. So, firms need to develop fair decision-making whether it is related to distribute rewards or incentives or allocate work duties.

The study of Stariņeca (2016), found that various firms usually take favour of the particular employee in the areas like promotions, transfer and reward. Therefore, other individuals do not appreciate this act. That’s why HRS need to focus on fair decisions and ethical practices in the workplace so that every employee feel encouraged to work and contribute the best result to organizations.

This area proves to be worthy for both organizations as well as individuals too. This is because people with fair decision can get chances to develop their professional skills, which definitely support their future growth and development.

Assess employee cultural fit:- It is important for managers to evaluate whether selected or existing employees feel comfortable with each other. Sometimes, it happens that diverse cultured employee faced the problem of misunderstanding which give rise to the problem of conflict. That’s why it is also important to ensure that hired or existing employee is fitted best with the organization work culture or not.

If it is negative then there is a need to take up important actions. This is because dissatisfied employees can never contribute better results to business (Collings, 2014). So, while recruitment, the HR manager should always try to hire that individual that is flexible enough to adjust to any environment whether it is a tough work environment as it is not important that individuals get the same cultural people at every organization.

Legal and Ethical Aspects:- Legal and Ethical aspects can also assist to maintain resources or talented employees at the workplace. This can be done through implement certain policies that support individual personal and professional development (Timming, 2015).

For instance, the fair remuneration act, work, health & safety legislation etc are the legal acts that allow firms to develop a positive workplace environment. This ethical practice supports the firm to be sustainable for a longer duration.

Based on these strategies, it evaluates that these are the strategies that could help HRS to retain its new hiring or existing employees in future and make them loyal to the brand.


Task 4

From the above discussion, it is concluded that resourcing and talent management are important acts of the firm in the current scenario where strong competition lie. The selection of the right person for the job will help the organization to run smoothly.

Similarly, HRS who faced issue of poor service quality due to inefficient human resources, in that case, it is important to undertake right practice of recruitment and selection. Along with, use of talent management strategies to retain such workforces for a longer period of time. This practice could help them to sustain themselves in tough competitive business situations.

Other than that, the study finding also presented that HRS decision regard to re-back its call centre into UK market would be worthy as current employment rate of UK clearly showed positive sign as people are very much looking for opportunities in the local market. Besides that, the right process of job design is also helped the firm to get the right set of personnel.

This is done through developing proper job descriptions and personal specifications within which individual candidates need to be clear about the job role so that they develop their mindset as per that. At the same time, the finding also showed that talent management strategies such as training & development, performance appraisal and many more assisted the firm to procure human resources for a longer period.

Thus, finding showed that HRS is definitely able to get the best human resources for their call centre and implement the operations successfully.


Abraham, M., Kaliannan, M., Mohan, A.V. and Thomas, S., 2015. A Review of Smes Recruitment and Selection Dilemma: Finding a fit. The Journal of Developing Areas49(5), pp.335-342.

Allui, A. and Sahni, J., 2016. Strategic human resource management in higher education institutions: empirical evidence from Saudi. Procedia-Social and Behavioral Sciences235(2), pp.361-371.

Chen, K. and Xiao, T., 2015. Outsourcing strategy and production disruption of supply chain with demand and capacity allocation uncertainties. International Journal of Production Economics170, pp.243-257.

Collings, D.G., 2014. Toward mature talent management: Beyond shareholder value. Human Resource Development Quarterly25(3), pp.301-319.

Dickens, R., Riley, R. and Wilkinson, D., 2015. A Re‐examination of the Impact of the UK National Minimum Wage on Employment. Economica82(328), pp.841-864.

Dickmann, M., Brewster, C. and Sparrow, P. eds., 2016. International human resource management: contemporary HR issues in Europe. UK: Routledge.

Dolgui, A. and Proth, J.M., 2013. Outsourcing: definitions and analysis. International Journal of Production Research51(23-24), pp.6769-6777.

Dolton, P., Bondibene, C.R. and Stops, M., 2015. Identifying the employment effect of invoking and changing the minimum wage: A spatial analysis of the UK. Labour Economics37, pp.54-76.

Dries, N., 2013. The psychology of talent management: A review and research agenda. Human Resource Management Review23(4), pp.272-285.

Farndale, E., Pai, A., Sparrow, P. and Scullion, H., 2014. Balancing individual and organizational goals in global talent management: A mutual-benefits perspective. Journal of World Business49(2), pp.204-214.

Festing, M. and Schäfer, L., 2014. Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business49(2), pp.262-271.

Gamage, A.S., 2014. Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance1(1), pp.37-52.

Kenworthy, L., 2015. Do employment-conditional earnings subsidies work. ImPRovE Policy Paper15(10).

Kumari, N. and Malhotra, R., 2013. A Study of the Recruitment and Selection process: SMC Global. ZENITH International Journal of Multidisciplinary Research3(2), pp.244-254.

Melanthiou, Y., Pavlou, F. and Constantinou, E., 2015. The use of social network sites as an e-recruitment tool. Journal of Transnational Management20(1), pp.31-49.

Morley, M.J., Scullion, H., Collings, D.G. and Schuler, R.S., 2015. Talent management: A capital question. European Journal of International Management9(1), pp.1-8.

Oladapo, V., 2014. The impact of talent management on retention. Journal of business studies quarterly5(3), p.19.

Omisore, B.O. and Okofu, B.I., 2014. Staff Recruitment and Selection Process in the Nigerian Public Service: What is to be done?. International Journal of Human Resource Studies4(3), p.280.

Slavić, A., Bjekić, R. and Berber, N., 2017. The role of the internet and social networks in the recruitment and selection process. Strategic management22(3), pp.36-43.

Sparrow, P.R. and Makram, H., 2015. What is the value of talent management? Building value-driven processes within a talent management architecture. Human resource management review25(3), pp.249-263.

Stanujkic, D., Djordjevic, B. and Karabasevic, D., 2015. Selection of candidates in the process of recruitment and selection of personnel based on the SWARA and ARAS methods. Quaestus multidisciplinary research journal7, pp.53-64.

Stariņeca, O., 2016. Human resource selection approaches and socially responsible strategy. Economics and Business28(1), pp.106-114.

Swailes, S., Downs, Y. and Orr, K., 2014. Conceptualising inclusive talent management: Potential, possibilities and practicalities. Human Resource Development International17(5), pp.529-544.

Taylor, S., 2018. Resourcing and talent management. USA: Kogan Page Publishers.

Timing, A.R., 2015. Visible tattoos in the service sector: a new challenge to recruitment and selection. Work, Employment and Society29(1), pp.60-78.

Tutorials Point., 2020. Recruitment Process. [Online] Available at: (Accessed on: 05-03-2020)


Leave a Comment