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Labour Market Trend Influenced by Talent Management - Argos

University: University of Oxford

  • Unit No: 9
  • Level: Undergraduate/College
  • Pages: 6 / Words 1442
  • Paper Type: Assignment
  • Course Code: HRM4006
  • Downloads: 13
Brief :
Organization Selected : Argos

Learning Outcomes:

A student shall be able to:

  • Evaluate labour market trends and appropriate legal requirements which influence workforce planning.
  • Describe current and anticipated skills requirements in varying contexts.
  • Use appropriate documents and processes which contribute to effective recruitment and selection.
  • Analyse how to manage the human resource life-cycle within the context of a HR strategy.

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Project Brief:

Food for Thought

The factors of resource and talent planning are very crucial for the success of any organisation. It is very essential for the businesses to understand the demand of skills that are required currently or in future. The skills that are required by the organisation in order to be successful needs to be assessed constantly in order to understand the future demands of the organisation. The growth of employees enables in determining the training and the development of the employees and the gap created by the employees forces them to leave the organisation. It is very essential to meet the needs of changing scenario which entails the need to recruit new employees.

The organisation is able to  prepare the lower management to deal with the responsibilities of the senior management in near future through the planning of succession. CIPD, 2012 have defined resourcing and talent planning as “Ensuring that the organisation is able to identify and attract key people with the capability to create competitive advantage and that it is actively able to  manage an appropriate balance of resource to meet changing needs, fulfilling the short and long-term ambitions of the organisation strategy.”

The individuals who are retain, deploy are considered valuable for the organisation with the aid of Talent management that aims to attract, identify, develop, engage, retain and deploy such  individuals. Organisations are able to build a high performance workplace, encourage a learning organisation, add value to their branding agenda, and contribute to diversity management by managing talent strategically. HR professionals are widely able to consider talent management as their key priorities for these reasons.

SCENARIO

Argos ‘employer brand'

Argos which is a employer brand' - a clear set of values representing the attitudes and beliefs of its employees continues to work at building. In 2003, after consultations with staff, these values were determined as:

  1. As much opportunity as you can handle
  2. Where teams work
  3. Change makes us better and more successful
  4. We are impatient to win.

The new management team have managed to recreate an Argos culture that:

  • Encourages co-operation
  • Believes that change is important and necessary
  • Believes in winning
  • Seeks new opportunities
  • Argos provides training on and off the job with opportunities in career development and appropriate rewards for good performance. For example, new employees take training tests that is based on intranet on key areas such as customer service and shopping at Argos and the progress of every employee is tracked through the different training modules.

Employees who are new are assigned a 'buddy' who helps them to become familiar with the business. All the employees are set to fulfil their performance objectives after their induction training. The performance of employees is monitored on a regular basis and discussed in appraisal sessions with their line managers.

The organisation of Argos provides opportunities for individuals to excel in the business;  retail management appointments of about 80% of all Argos are internal. Performance of individuals are rewarded not only through competitive basic pay levels but also through numerous bonus and incentive schemes that are used to encourage high levels of sales and good customer service. The company has provided schemes such as Simply Thank You and MAD (Made A Difference) that has given widespread recognition to acknowledge performance of employees and to motivate staff.

Activity 1:

The organisation has requested the HR department that is based upon the Managing director to provide a report for the board that outlines the links between performance, human resource and talent management of organisation.

  1. Students will critically analyse current labour market trend that is based on the given food for thought that influence workforce planning and talent management.
  1. Determine the different legal requirements that needs to be considered during workforce planning such as, Trend analysis and analysis of labour demand and supply forecasting, evaluate specific HR legislation constraints and requirements.

Activity 2:

This activity will be based upon the learner acting as an assistant HR manager you should briefly evaluate current and anticipated skills requirements in varying contexts:

  1. Explain current and anticipated skills requirements for a range of organisational examples that is based on current labour market trends and legal requirements.

Activity 3:

Analyse how effective different processes and methods of recruitment and selection are for talent resourcing. Such as, Recruitment and selection policies and processes:

  1. Give appropriate examples of job description and person specification documents for effective recruitment and selection.

Activity 4:

  1. Briefly analyse how stages of the HR life-cycle can be applied separately and integrated to support strategic talent management. Such as, The concept of the HR/employee life-cycle and HR solutions for ensuring effective management of key stages of the HR life-cycle: recruitment and selection, on boarding and orientation, performance management, succession planning, and exit and transition.

Learning Outcomes and Assessment Criteria

Learning Outcome 

Pass

Merit

Distinction

LO1 Evaluate labour market trends and appropriate legal requirements which influence workforce planning

P1 Evaluate current labour market trends that influence talent management and workforce planning.

P2 Determine the different types of legal requirements an organisation must take into account when workforce planning.

M1 Evaluate the influences of labour market trends and legal requirements on the workforce planning of a specific organisation.

LO1 & 2

D1 Briefly analyse the impact of labour market trends and skills requirements on workforce planning and make appropriate recommendations for effective response to supply and demand forecasts, succession planning and performance management.

LO2 Explain current and anticipated skills requirements in varying contexts

P3 Explain current and anticipated skills requirements for a range of organisational examples based on current labour market trends and legal requirements.

M2 Evaluate current and anticipated skills requirements in response to identified labour market trends and legal requirements for a range of organisational examples.

 

LO3 Use appropriate documents and processes which contribute to effective recruitment and selection

P4 Present appropriate examples of job description and person specification documents for effective recruitment and selection.

P5 Use different recruitment and selection methods for effective talent resourcing and planning.

M3 Analyse how effective different processes and methods of recruitment and selection are for talent resourcing.

D2 Provide valid judgements and recommendations on how appropriate documents and processes can be improved for effective recruitment and selection.

LO4 Analyse how to manage the human resource lifecycle within the context of HR strategy.

P6 Analyse the stages of the HR life-cycle applied to specific HR contexts.

P7 Analyse how stages of the HR life-cycle are integrated within organisational HR strategy.

M4 Analyse the importance of the HR lifecycle in relation to strategic talent management.

D3 Briefly analyse how stages of the HR life-cycle can be applied separately and integrated to support strategic talent management.

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