Attracting and Retaining Resource Management MyAssignmenthelp.com

Question: Discuss about the Attracting and Retaining Resource Management. Answer: Introduction Human resource management requires a great part of leadership as managing people is most important task nowadays. Human resources are most important and their retention in organisations adds to the long term goal accomplishment. HRM has large roles which also have useful aspects like strategic, operational and functional role in an organisation. Tesco is a multinational retail grocery organisation with its base in England. The company has leading position in UK as a merchandise retailer. The company has diversified its business geographically. The employee strength of this company is 4, 76,000 with diverse skills and qualifications. Description of the type of employees Segmentation of manpower in core and secondary group was the notion underscored by Jon Atkinsons flexible firm model developed in 1986. This model highlights the importance of optimal use of workforce. Tesco has employees in both core and secondary group. Core group employees are more skilled and difficult to replace but employees in secondary group are not that much vital to business (Armstrong Taylor 2014). The company has dedicated HR department with its core HR officers who are more efficient in handling manpower. Most importantly all the branch offices of the company has dedicated HR department with core functions in HR domain and look after recruitment and performance management of employees. The approaches in HR in the company are to increase competencies of employees and the second one is to introduce and improve diversity management. According to Nankervis et al (2014), strategic HR model incorporates several roles of HR department and the roles are recruitment and selection, performance management and appraisal, rewards and compensation system, employee retention and human resource development system. HR department of Tesco is entrusted with looking after these functions. Strategic functions of HR department in Tesco are ensuring safety at workplaces, compensation management, recruitment, selection and training, employee relation. Operational functions of HR in the company are procurement of talents for filling up future vacancies, development of manpower, proper pay system for compensation, maintenance of employees which is retention of talents, integration by industrial relation in support of good relation with employees and management (Avey, Luthans Jensen, 2009) Recruitment and selection Recruitment and selection remains most vital HR domain that requires expertise from HR part to have better manpower engagement. Although there exist several issues in countries; like Australia and United Kingdom concerning recruitment and selection. Two scholastic articles have been referred to here for understanding some existent issues in recruitment and selection in the countries like Australia and UK. The first article named Attracting and retaining talent: Exploring human resources development trends in Australia is authored by P Holland, C Sheehan, H De Cieri, 2007 sheds light on some emergent challenges in recruitment and selection in Australia. The more explicit form of the issues with largely indicative of modification needs in policies are the highlights of the article. Resource allocation rarely matches up to the expected quality in recruitment and largely causes the following parts like job design, skill formation and competencies development to suffer. This can be mitiga ted by policy changes. For many employees, it has become important to find out opportunities for showcasing their talents and organisations need to select such talented people in their business. As per view held by (Boxall Purcell, 2011), many companies now focus on better resource allocation for improving quality in recruitment and selection and development of manpower perception towards the career advancement opportunities. Another article named Graduate recruitment and selection in the UK: A study of the recent changes in methods and expectations authored by Mohamed Branine has shed some implication on rising issues in the context of UK in matter of recruitment and selection. Employers in UK have leaning to use cost effective and sophisticated method of recruitment. The article has revealed that, system of graduate recruitment and selection in the country is more person-related than job oriented. Hence quality suffers and talented people may not be part of the companies. Persona lities and attitudes are the core focused aspect whilst most vital trait like qualification remains ignored. (Daley, 2012), has opined that employees perform their jobs with learnt skills acquired through qualification and their personalities shape their behaviour with others and their inter-personal skills and team performance get defined. Hence recruitment with focus on qualification is more fruitful, followed by proper selection of people in organisation (Gagn, 2009). The second article has depicted that the firms leaning for adopting person related recruitment approach creates some issues that undermine the important aspects of qualification needed for job performance. But by avoiding job related orientation in recruitment, organisations do not include job matching traits of people. From the two articles the similarities and contradictions have become understandable. The first articles implies that poor level of resource allocation is a problem in Australia while the another article has implied the approach in adopting recruitment process for attracting talent in UK. Therefore the contrasting challenges surfaced in the recruitment and selection outlook are clear. The underlying similarities are the emergence of the issues with same requirement like change in recruitment policies. Australia and UK are developed countries with less unemployment but still labour shortage is a problem and organisations in both the countries need to monitor and evaluate their recruitment and selection process (Gagn, 2009). This has been also highlighted in both of the articles. Retention and development Employee retention is highly important in every industry. Retail sector depends on skilled and qualified people whose performance level and talents define the success of the industry. Retention levers are known as primary retention levers which include treatment of employees to make them stay in their jobs. Retention lever also includes classification of causes of leaving jobs by employees and try for countering the causes (Guest, 2011). Retention levers have some factors in it which are called benefits and pay, engagement driver, performance development measures and promotions for employees. Some retention levers which lead people stay in their jobs are discussed below Motivation as a treatment of employees- This is the most desirable factor from employees part to stay in their jobs in the industry. Motivation level gets augmented by good pay packages, promotions and performance enhancement opportunities. Considering importance of manpower in the retail industry, many firms keep their focus on employees engagement to provide them with feeling of attachment with their companies (Hendry, 2012). This keep them motivated and they do not think to leave and deliver better performance. Corrective measures like countering the causes on employee turnover become effective and situation specific solution comes out. Often employee turnover is countered by uplifting employee perception and their attitude towards their firms. Leadership styles adopted by the companies are important determinant of success in retention and transformational leadership style is a fitting means that increases confidence and self respect among employees and they wish to stay associated with their companies for long. Performance management plan serves as a tool for managing performance assisted by performance monitoring, analysis and evaluation. The first phase of performance management plan is goal setting that includes job description which can offer important measurement of performance. Tesco is a retail giant and has its dominance in retail sector. The company has large product lines to meet varied demands and expectations of people. This company has huge numbers of employees who are talented and skilled to help their company succeed in retail industry. Job roles of a position like retail manager are aligned with the strategic objectives of the company (Meredith Belbin, 2011). For position of retail manager, the job includes looking after the retail operation, store management, team handling, inventory management, coordination with customers and suppliers, fulfilling retail sales target. Performance review method 360 degree feedbacks review seems to be most suitable considering the job role of retail manager in the company. This type of review method offers a complete look at the performance level by accepting feedback from other employees also. Employees and their senior managers sit together to assess performance and skills. This review also includes feedback collection from other seniors and non-direct supervisors of employees. Behavioural aspects and leadership skills of employees get also measured by 360 degree review method. The chosen review method is most suitable because of its impact on level of performance of the employees. Employees inter-personal skills and behaviour with others get improved. As employees performance get assessed by non-direct supervisor and others co-workers therefore working relationship becomes more improved (Armstrong Taylor 2014). Motivation of employees increases as they find more amicable working environment due to improved working relationship. Table showing pros and cons of 360 degree performance review method relevant to the chosen position Conclusion Performance orientation has become a yardstick to assess the performance of employees. Human resource management has several aspects which start from recruitment and selection to employee motivation and their performance development. Retention of employees is important as higher attrition is never expected from HR point of view. Alongside performance measurement is also important which facilitates HR department to improve performance of employees. References Armstrong, M., Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers. Avey, J. B., Luthans, F., Jensen, S. M. (2009). Psychological capital: A positive resource for combating employee stress and turnover. Human resource management, 48(5), 677-693. Boxall, P., Purcell, J. (2011). Strategy and human resource management. Palgrave Macmillan. Daley, D. M. (2012). Strategic human resource management. Public Personnel Management, 120-125. Gagn, M. (2009). A model of knowledge?sharing motivation. Human Resource Management, 48(4), 571-589. Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), 3-13. Hendry, C. (2012). Human resource management. Routledge. Holland, P., Sheehan, C., De Cieri, H. (2007). Attracting and retaining talent: Exploring human resources development trends in Australia. Human Resource Development International, 10(3), 247-262. Meredith Belbin, R. (2011). Management teams: Why they succeed or fail. Human Resource Management International Digest, 19(3).