Talent Management and Workplace Planning

Introduction

Workforce planning may be defined as the set of operations that employ the right people with the right talents in the right place to deliver and then achieve both short and long-term objectives. It entails a wide range of tasks like job design, succession planning, and flexible working, among other things. It can also be tied to strategic company goals and is considered an important aspect of the overall planning process. Workforce planning makes a significant contribution to corporate performance. Human resource management, on the other hand, relates to the management of people inside a company. The primary role of HRM is to provide employee benefits, recruit and retain employees, provide training and development, and rewards. HRM dissertation help can provide the most valuable insights into the strategic aspects of workforce planning along with its impact on organizational performance. There is also workforce planning as part of the human resource management tasks. Workforce planning provides a framework for making staffing decisions based on the firm's mission, strategic strategy, and financial resources. As a result, this essay will look into talent management and workforce planning in London food stores.

Current Labor Market Trends

Organizations in the Competitive Labor Market

With a scarcity of people, businesses are aggressively undertaking competition analysis and exploiting their weaknesses to entice employees. A competition study should include your competitors' features, pricing, marketing, market share, differentiators, strengths, culture, weaknesses, geography and customer reviews. Competitor analysis can be helpful in analyzing company such as Tesco PLC and helping understand its culture, market segment, employee development strategies, market mix and weakness. This strategy can be helpful to companies like Asda, especially at exploiting Tesco weakness to gain competitive advantage in the market. Therefore, competitor analysis is critical in understanding competitors' weakness and strengths in comparison to your own and to find a gap in the market (Chhabra & Sharma, 2014). For example, if Asda know that Tesco is offering product at high price, this can be a groundbreaking strategy to beat the company in the market through offering customer friendly prices. According to Mashiah (2021), companies in the food retail sector must create a candidate persona that portrays their ideal applicant for each vacant post. Furthermore, employee referral systems encourage current employees to take an active role in the hiring process. These initiatives are an excellent way to make quick and cost-effective hiring. According to Chhabra and Sharma (2014), 80 percent of talent acquisition managers believe that employer branding substantially impacts their capacity to acquire exceptional people. Furthermore, recruitment automation can shorten its time to execute recruitment, lower the cost per hire, and increase recruiter productivity. Other measures include demonstrating a positive workplace culture. According to Mashiah (2021), the greatest strategy for smaller organizations to acquire top-tier talent is to focus on the corporate culture. They establish a sense of belonging that people want to be a part of by providing a fun environment and focusing on cooperation and connections. Companies are also providing the most significant salaries and compensations. When retail and small businesses cannot attract the best personnel, they are forced to give above-average salaries and perks.

Impact of Changing Labor Market Conditions on Resourcing Decision

Demand for paid work that the labor market has not met. More employees want to work a certain number of hours, yet few jobs are available to provide those work hours. When the labor market is tight, recruitment is difficult, which puts upward pressure on wages, the economy is close to full employment (Storey, 2016). This shifts to the right in the overall labor demand curve as employers seek more employees but cannot find them. Various elements such as social, technical, political, economic, environmental, and legal considerations impact the labor market. It allows a firm to get a sense of what might be influencing a new venture or industry. To influence the supply of skilled individuals to new or developing organizations, labor market institutions are essential for high-growth enterprises. Underperforming employees are discouraged from being laid off by legal and institutional barriers that prohibit companies from expanding (Storey, 2016). However, changes in the labor market have immediate impacts, such as mass job losses, reduced employee working hours, and government initiatives to help financially distressed businesses. Altering how much product demand changes; alters how much labor is used in the production process and government policies that influence how many workers firms want to hire at a particular wage.

1.3. Role of Government, Employer, and Union in Promoting Future Skills

Government has a critical role in the job market in creating policies for advanced education and training. Government promotes policies that are critical in regulating education and promoting employability skills. These policies are developed to analyze future needs and analysis of changes in the workforce (Coccia, 2013). Besides, the government funds training that improves employment skills. On the other hand, employers have a critical role in developing skills, especially training, coaching, and mentoring. Similarly, onboarding and organization culture is critical, especially developing critical skills (Coccia, 2013). On the other hand, trade unions are critical, especially in representing employees and dictating effective policies in skills development.

2.0. Importance and Purpose of Workforce Planning

2.1. Impacts of Effective Workforce Planning

Workforce planning necessitates strong executive leadership, established vision, mission, strategic objectives, and staff's collaborative, supportive efforts across several functional areas. Organizational plans define the overall direction of the organization and identify measurable program goals and objectives. Accurate forecasts are produced by effective planning. When predicting future labor demand, identifying the proper amount of people and matching them with appropriate qualifications is critical. According to Apps et al. (2016), demand forecasting aids in risk reduction and effective financial decisions that impact profit margins, cash flow, resource allocation, expansion potential, inventory accounting, operating costs, staffing, and overall spending. Planning is critical, especially in promoting the ability to schedule and manage tasks throughout the day (Juwei & Yifei, 2012). The planning of the workforce is merely the beginning of the process. The scheduling method uses the required number of employees to determine when employees work. Proper scheduling benefits employees by allowing them to have more work/life balance and the business by providing them with the coverage they require to satisfy their clients. Long-term workforce planning benefits organizations by modeling scenarios with the business to identify the appropriate number of people needed to handle the workload. It also produces excellent training (Juwei & Yifei, 2012). A human resources plan should analyze each position's capabilities and experience and then compare the skills and experience of each employee in the organization to their written position demands to identify which ones require training. Effective retention is also the result of careful preparation. Human resource planning guarantees that the company hires, train, and manage employees effectively to minimize turnover.

2.2. Techniques in Workforce Planning

Planning is the process of thinking concerning activities needed to achieve a specific goal and it is based on foresight. Among critical planning is succession planning which help identify and develop potential future mangers and leaders. Succession planning programmes often include practical, tailored work experience relevant for future roles. The objective of this process is to identify and train a successor before transition take place (Adamowski et al., 2012). For example, in London food stores, before a manager retire, it is critical to mentor another talented individual to ensure smooth transition. This gives company competitive advantage especially when hiring is internal since company processes are not significantly affected. Besides, food retailers can use a variety of forecasting approaches to predict demand. Managerial Judgment is one of these tactics. Bottom-up and top-down approaches are both parts of the managerial judgment process. Line managers convey human resource requirements to senior management using a bottom-up method. Top management makes predictions about future human resource needs based on data they get from their line managers (Adamowski et al., 2012). Demand forecasting that takes input from multiple departments is the final result of a bottom-up approach to supply planning. Top management initiates the demand forecasting process when using the managerial judgment procedure from the top down. Another approach is to use the work-study technique, which makes it easy to calculate the predicted workload (Adamowski et al., 2012). Estimated total production and activity for a particular future period are anticipated using this method. Considering the workforce's capabilities, this data is converted into the number of person-hours needed to generate one unit of product. Experience from previous projects can assist in translating workloads into the number of person-hours needed (De Bruecker et al., 2015). In addition to ratio-trend analysis, demand forecasting relies heavily on it. In addition, the ratio of output level to the number of available workers is used to determine the demand for workforce/human resources. Economic Models and the Delphi Technique are two more ways of predicting human resource demand (Cascio, 2021). Therefore using their strategies, the company can achieve more significant benefits due to easy planning for labor demand.

2.3. Approaches to Succession and Contingency Planning

As mentioned, succession planning refers to the identification and development of potential future managers and leaders. To mitigate risk associated with succession, it is critical to develop talent pool to ensure that potential succession individual is talented and at the same time there are alternatives incase employee resigns. Also to reduce risk, it is critical to consider employee appraisal. This strategy is critical in helping organization find if its employees are being productive. For example, Tesco need good marketing manager in next two years, therefore, appraisal will help identify individual who are talented and focused on performance. Another strategy is training. In this process, after appraisal, individual are trained to cover gaps observed during appraisal. For example, training the market possible marketing manager communication skills. When unforeseen events occur, a good contingency plan can keep a company from being negatively affected. Serious workplace injuries and hazardous substance spills are two examples of procedures that must be tightly monitored. For this reason, identifying and prioritizing resources is crucial for managing contingencies (Borba et al., 2019). Other strategies include pinpointing significant risks, drafting contingency plans, and distributing the plans. Because of this, it is vital to utilize an assessment technique when detecting and evaluating potential risks in a company. To close any gaps in abilities, knowledge, and skills, creating a development plan is necessary. Treatments and controls must be developed and implemented after risk assessment to deal with each risk responsibly and successfully in a timely way. It is also vital to keep an eye on hazards these days because of the shifting business conditions. It is the practice of continuously managing risk by tracking the execution of risk management and continuously identifying and managing new hazards (Borba et al., 2019). Risk monitoring by keeping an eye on hazards is also very significant.

2.4. Different Recruitment and Selection Methods

Recruitment is the process of getting people to apply for jobs with a company on time, insufficient numbers, and with the right qualifications. Techniques for recruiting are constantly changing, and the Internet has significantly impacted the last few years (Hamza et al., 2021). Internal job postings are a proven method of attracting new employees. When a hiring manager uses an internal job posting, it's a way to find new employees by advertising an available position to all of their current employees. Employees who have worked for the company for a defined period are eligible to apply. External candidates will be unable to apply for the position for this reason. This approach has been successful because it boosts morale and makes it easier for businesses to find people to fill open positions when employees are promoted. It cuts the cost of hiring and increases hiring metric quality (Hamza et al., 2021). The downside is that it puts employees in danger of losing out on better-paying positions outside the company, raising internal competitiveness and demotivating others. Companies also run the danger of keeping with employees who do not have fresh perspectives and are not as competitive.

Postings on social media sites like Facebook and Twitter are also an option. Hiring managers comb social networking sites to identify new talent as more individuals use them to engage (Slavić et al., 2017). Companies are increasingly turning to social media to learn more about potential employees than they would learn from a traditional résumé. Because it allows recruiters to reach a broader audience, this method is crucial for increasing competitive advantage by attracting employees from diverse backgrounds. It also saves money because it is simple, low-cost, and up-to-date (Slavić et al., 2017). As a result, recruiters save time by accessing more background information on possible candidates, such as their educational background, residence, and previous employment history. However, due to privacy issues, it has some limitations. Although the internet is a public realm, prospective employee checking their accounts may make them feel uneasy. These accounts are seen as private by many users. Furthermore, it may be incorrect, as not everyone uses social media regularly. Agency recruiters are crucial in the hiring process as a whole. Recruitment agencies assist corporations by locating qualified people to fill unfilled jobs inside their organizations. Hiring might be difficult if a company needs to fill positions in a profession where skill is scarce. This approach saves time because using a recruitment firm can typically result in a faster fill time (Kumari & Malhotra, 2013). The company also eliminates the need to advertise job openings, sift out unqualified applicants, and conduct background checks on those who do apply. They are well-versed in the market and the industry, and they know where to find and how to approach talented folks. It is also pricey, with some recruiters asking for 30% of the new employee's salary (Kumari & Malhotra, 2013).

Some selection methods include Initial Scanning. Recruitment screening begins when a hiring manager receives an adequate number of applications or resumes for a particular position. The recruiter then contacts each of those applicants to set up a preliminary interview. Employers use two factors to gauge interest: the number of applications received or the length of time the position has been posted. However, it is costly and might lead to loss of talent in the process.

Interviewing over the phone. Telephone interviews are commonly used as a first-round interview to determine if an applicant is still interested in the position. Additionally, doing face-to-face interviews after the primary screening process saves money and time for small businesses. Candidates who were able to express their abilities and qualifications in a way that met the company's employment needs are often selected by the recruiter following the telephone interview. However, it is limited since it can make interviews lose critical body langue.

Interviews Conducted Face-to-Face. As a result, preliminary screening and telephone interviewing should be used to narrow down the applicant pool before scheduling in-person interviews. It's the recruiter's job to connect hiring managers with qualified prospects, which simplifies the selection process for everyone involved. However, it is limited since it can cut off some anxious and talented employees.

Selection based on cultural compatibility. The hiring manager asks questions to help him assess whether a candidate fits the company's culture in the third-round interview, frequently the decision-making round. It is critical to select the fittest employees though it might lead to losing critical candidates who can otherwise be trained and become fit.

3.0. Purpose and Impact of Effective Talent Management

3.1. Turnover and Retention Trends

It is essential to know a company's turnover rate because it indicates how many employees leave in a short period. Because departed personnel must be replaced regularly when a company experiences high turnover, it can be costly (Zhao & Liden, 2011). This leads back to the same supply and demand concerns in the labor market. Employees quit their jobs because they are bored or burned out or for reasons related to their careers, such as requesting a promotion or a pay boost.

Lack of Growth and Progression is one aspect that contributes to increased turnover. Employee retention is primarily dependent on providing them with a sense of progress and development. If workers feel stuck in a dead-end job, they are more inclined to hunt for opportunities to advance in the company and earn more money. Another factor is a lack of suitable personnel selection. Finding the ideal employee is challenging, but forcing a match with someone who is not fit for the company's culture or principles will never end well (Zhao & Liden, 2011). Low salaries have the same effect on employees, resulting in high levels of turnover. When a business is unable to afford to raise wages, employees will opt to quit. Poor work/life balance is another issue. Overscheduling is another aspect to consider. When employees are overworked and understand, their work performance suffers and their mental and physical well-being. It may be tough to strike the right balance between the needs of employees and schedule requirements, resulting in staff turnover.

On the other hand, employee retention refers to a company's capacity to reduce employee turnover or the number of workers who leave their position within a given period. Employee training and development are two trends in employee retention. Employer-supported employee development is the practice of employees receiving professional training to develop further their abilities and expertise (Zhao & Liden, 2011). Promoting work-life balance by paying attention to the private needs of employees can lead to a better personal life and increase employee loyalty. Adequate remuneration also results in high levels of employee loyalty. Other variables include allowing employees to work from home, implementing a program to motivate them, and implementing a system of employee appreciation.

3.2. Strategies of Developing and Retaining Employees

Retention of talent in an organization is very critical. Talent is understood as the ability of the person who understands and intelligently understands how to solve a particular occupation. Providing ongoing education and clear career paths are two components of the retention and development plan. In addition to providing a clear path to increased remuneration and responsibility, internal promotion helps employees feel valued and a significant part of the company's success and retention (Estes & Polnick, 2012). Being competitive with salary packages is a wonderful retention technique, as well. When employees feel valued, they put in more effort and stick around for the long haul. As a result, it is crucial to create a company culture that values remuneration and recognition. According to the Vroom model of motivation, individuals value any reward linked with action and their belief in producing good results, affecting their level of motivation (Estes & Polnick, 2012). Business suffers when their people are disengaged. As a result, it is vital to engage them and motivate them. The final strategy is to ensure that new employees have an outstanding onboarding experience. Ensuring new hires have a positive first year of employment begins with an engaging onboarding process.

3.3. Approaches to Building and Supporting Talents

A company's talent pool is crucial in attracting top candidates for open positions. A talent pool is a collection of qualified job applicants with the potential to fill both short-term and long-term positions inside a company. Organizations use methods such as staff training to help develop and nurture talent. Apprenticeship training, for example, allows personnel to begin as trainees and work their way up to more senior positions. GROW is a training approach where the trainer acts as a facilitator and helps the client choose several possibilities (Jehanzeb & Bashir, 2013). This model helps with decision-making, goal-setting, and issue resolution. Coaching and mentorship are essential strategies as well. The mentor aids the new hire in identifying and achieving specific work-related objectives (Jehanzeb & Bashir, 2013). Together, they devise a strategy for achieving those objectives. One of the most common and well-known forms of coaching in the workplace is executive leadership coaching. In addition, performance reviews are a formal assessment in which management examines the performance of an employee's job, identifies strengths and flaws, provides comments, and establishes objectives for future work performance. The 360-degree performance evaluation is the most often used assessment model. Coworkers can give comments on one other's performance through this type of professional feedback.

3.4. Benefits of Diversity in Building and Supporting Talent Pool

To boost creativity, diversity is critical. Diverse experiences lead to improved creativity because they provide a variety of perspectives from people from various backgrounds. It is easier to acquire fresh, new ideas when a company brings together people who perceive the same subject from diverse perspectives. Employees are more engaged and satisfied when the workplace is diverse. Diverse and inclusive environments produce more engaged employees (Bilau et al., 2015). It is easy to see the connection between a diverse workplace and higher levels of engagement among employees. By fostering a diverse and inclusive work environment, all employees will feel included and appreciated. People are more content in their jobs and remain with them longer when they feel welcomed and respected. This boosts the reputation, productivity, and brand image of the organization. Finally, diverse viewpoints are associated with superior decision-making.

3.5. Impact of Dysfunctional Employee Turnover

High turnover rates harm an organization's success. Employee turnover is costly when an organization's human capital investment is freely resigned and replaced (Bilau et al., 2015). Companies pay to hire and train new employees. An organization's growth and long-term viability depend on its culture of knowledge transfer and succession planning. Staff turnover can negatively impact an organization's productivity and overall performance. Because of employee turnover, organizations lose valuable information and skills about their policies and goals and their unique responsibilities in achieving them (Bilau et al., 2015). This affects earnings. The costs of replacing a worker and those not stated may damage a company's profits. Employee benefit settlements and lawsuit costs affect the organization's overall performance and profitability. Finally, it lowers employee morale. High employee turnover may result in low morale. Because there was no active or trained workforce, overworked staff had increasing duties and obligations.

4.0. The Significance of Managing Contractual Agreement

4.1. Contractual Arrangements

Employers can divide contractual labor up into full-time and part-time positions. A full-time employee works an average of 30 hours per week, which translates to 130 hours per month. Part-Time is also an option. Personnel working less than 30 hours a week are classified as part-timers (Nguyen et al., 2021). When hiring part-time employees, employers must pay the same amount in taxes as employing them full-time. On the other hand, temporary employees are personnel hired for a specified period or a specific task or project. Instead of using an agency, employers who hire and pay their employees directly must deduct taxes from their paychecks or face a penalty. Seasonal workers are an additional category of employees. In high-demand periods, such as the holidays or summer, these workers are brought on board. Non-immigrants make up a small percentage of the population. A formal agreement with their employer legally obligates some employees.

4.2. Type of Contractual Agreement in Workforce

A fixed-term contract is one type of contractual agreement. Workers should be considered the same as full-time permanent employees in this situation. Employee and employer ties are created for a predetermined amount of time under a fixed-term contract. Although this contract can cover a specific amount of time, employees are not permanent team members. A full-time or part-time contract for an indefinite period is another type of arrangement. As opposed to fixed-term contracts, permanent employee contracts are the most frequent employment for a worker. There should be terms of work included in the contract, such as who has what rights and obligations. Any party can terminate the contract by giving notice or by dismissing an employee. Although this contract gives a company a sense of security, it limits options and makes it unlikely that one will be able to work from home. Besides another type of contract involves workers employed through an agency or under a temporary employment agreement. Even though temporary contracts give employees the same benefits as permanent employees, they could affect the company if they aren't quite as dedicated to it as they are. Zero-hours contracts of a different kind. Workers have the right to mandatory annual leave under specific contracts.

Because an offer consideration and acceptance are all necessary to make the contract legal, these agreements are identical. Both parties must be able to approve for a contract to be validly entered into.

4.3. Components and Benefits of Effective Onboarding

Human resources professionals use the term "onboarding" to describe the process of integrating a newly hired employee into the company. Orientation introduces the new employee to the company and sets the tone for the rest of their time with it. In the first 30, 60, and 90 days, it updates the initial plans, intent, and progress (Karambelkar & Bhattacharya, 2017). This road map frequently aids in "shaping" a person's vision and company culture. Functional training is yet another element. An overview of the company's products and services, clients/customers, and organizational structure is provided in functional training, along with an emphasis on systems orientation linked to the company's general systems and role-specific systems requirements (Karambelkar & Bhattacharya, 2017). Assimilation of the team is also an essential aspect of onboarding. Facilitated team sessions provide truthful information about the organization and the team, advice for navigating the organization successfully, and define the new hire's team and work style expectations. The new employee learns about the company's culture and makes any necessary alterations to their behavior. Information on the department, socialization and development resources are all included as well.

4.4. Benefits of Onboarding

An efficient onboarding process facilitates a positive employee experience. This sets the tone for the whole employee lifecycle, from recruitment to retention. By emphasizing business culture, employee development, and regular check-ins, individuals demonstrate to new hires how much the company values their time in the organization. In addition, it increases staff commitment. When done correctly, onboarding can make employees feel more a part of the company and its goals. Provide new employees with a friend and a fun method to learn about the firm. Onboarding results in higher employee retention rates (Karambelkar & Bhattacharya, 2017). Companies that have a suitable onboarding procedure keep 82% more of their new hires. Make an effort to extend a warm welcome to new hires to capitalize on the excitement and ease the transition from candidate to employee. In addition, onboarding makes it simpler to recruit new employees. In addition to helping retain top personnel, a successful onboarding program may help attract top applicants by providing an outstanding employee experience. New hires should be asked to write a preliminary review on Glassdoor after the organization provides a world-class onboarding experience. It is well-known that employee referrals are less expensive to hire, onboard, and retain than other methods of finding applicants. Additionally, new hire onboarding contributes to the development of a more robust corporate culture. 69% of organizations that invest in employee onboarding report that new hires have an easier time fitting in. Transmit early information on the purpose, vision, and values of a firm. Finally, the process of onboarding resulted in higher productivity.

Conclusion

To summarize, in order to maintain outstanding business results in today's highly competitive business world, firms must go back to the drawing board and devise effective approaches to talent management. To make it work, there must be strong leadership, a culture of hiring and retention, employee participation in ideas and suggestions, and, finally, a quantitative mechanism to track progress and success. This will enable a company to compete and win.

Recommendation

I recommend food stores to improve employee motivation, engagement, and development.

Take a deeper dive into Study of Apple Inc. and Google with our additional resources.

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