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HR management’s major responsibility is to manage the company’s workforce. As of now, “Jaguar Land Rover (JLR)” is trying to manage vacant jobs with suitable individuals because of a lack of available talent. As a consequence, the JLR team will be able to go on with business as usual when the gapping is filled in. Additionally, this study will look at the capabilities and shortcomings of the company’s current human resources department. The JLR Land Rover group’s future development will also be supported by other duties included in the agreement.
The purpose of this research is to discover why JLR HR lacks the necessary capabilities to fill open positions. This issue is caused by a lack of human resource coordination, an unwillingness to assist individuals in their advancement, and a failure to recognize opportunities. JLR’s human resources department could be able to resolve existing challenges by fostering team cohesion, motivating employees, rewarding them, and recognizing them.
Each company must adhere to a set of rules in order to maintain its human resources. These are the requirements for human resources. Each and every one of an organization’s human resource management functions is vital to its overall success. The following are their names:
Talent Acquisition: The process of finding the most competent employees for a company is known as “talent acquisition. Future business leaders are created via the company’s talent acquisition system, independent of whether it is a recruitment, hiring or sourcing system (Mendy and Rahman, 2019). Using JLR as an example, the company is looking for an Operating Manager. As a result, they are able to hire persons who are highly qualified from other sectors and manage them successfully inside their own company. JLR, on the other hand, might promote someone from inside to fill the position. JLR now has the option to manage their workforce using both traditional methods and new technologies, depending on the specifics of the situation.
Talent management: When it comes to talent management, it was all about finding the right person for the right job and measuring the organization’s true potential. In order to guarantee that JLR’s operations are running well, it is better to manage talent internally. An internal operations department manager, for example, might be promoted to the position of manager. Because of this, JLR is able to see that the individual is an existing employee and therefore is aware of the service gaps caused by the absence of operational staff. To put it another way, if an employee has the ability and guts to create a beneficial change for the company, he or she may adjust and report the genuine shortcomings to human resources for recruitment or hiring (Chacko and Conway, 2019).
Employee relations: Human resources must build trusting connections with employees in order to get insight into their ideas and suggestions for the company. Human resources at JLR might, for example, plan a training session, or adopt other talent management approaches if they can identify the present workforce’s weaknesses. Unless talent management is integrated into JLR’s strategy, the company will continue to face a shortage of specialized personnel. Using group sessions or other methods, HR may identify the flaws in workers that might lead to a connection between them and so launch specific talent management measures with present employees (Poba-Nzaou, Uwizeyemunugu, and Laberge, 2020).
Training and Development: JLR Training and Development is a department under JLR. In order to urge the training team to improve current employees, human resources must build favourable connections with them. Furthermore, they have the option of bringing in outside help and investing in the training and development of current and future personnel. This is a costly endeavour, but JLR will soon have a qualified employee.
Management of performance: JLR is short on employees, and the bright ones are leaving to other organizations for employment opportunities. It all started with a performance evaluation. Without proper management of employee performance, for example, JLR employees will not be recognized by the company and will not earn any kind of award or promotion (Memon et al., 2020). The company’s staff retention rate will result in an improvement of this reasoning. Inspiring, recognizing, and rewarding employees are all methods that HR may use to keep the organization on track. Examples of initiatives to control performance include monthly incentives for high-performing staff, a reward system for the company’s top performers, and so on.
For JLR’s HR challenges to be rectified and for the firm to implement skilled and fully-trained people, the company must adopt the Strategic HRM policy. Strategic HR management could help integrate people management and development practices to the long-term goals and results of an organization. Long-term resourcing issues are examined in light of a strategic and long goals and shifting priorities. A long-term solution to the problem at hand at the organization will be aided by this. Using this approach, HR can keep an eye on the future and work toward expanding its reach. Now, JLR’s major focus is on creating a central human resources division. HR has to be more long-term and stronger if JLR is going to have a successful HR department in the long run.
To maintain and recruit top talent, JLR’s HR department must comply strictly to HRM guidelines. A corporation must overcome several disparities when it comes to recruiting people from the open labour market. Establishing an internal talent acquisition and management plan, for example, will increase JLR’s chances of obtaining top-tier employees. It might have come from inside or outside the organization. Using the external strategy, they have an excellent chance of finding a talented employee.
The recruiting process also has its own set of cultural issues to contend with (Hadi and Ahmed, 2018). Imagine, for example, that JLR opens a position for an engineer inside the company and employs one exceptional candidate. For instance, if they find a suitable candidate in the UK, they may recruit the person, ensuring that their process works quickly and that their employee retention rate is also high. Consequently, in order to maintain a high employee retention rate for JLR in the future, the company has to carefully consider these criteria before hiring from the open labour market for new employees. It is difficult for JLR to retain and attract personnel from the labour market because of employee immobility, cultural differences, labour market discrimination, and other issues (Rodríguez-Sánchez et al., 2020). Maintaining labour market personnel who meet JLR’s needs isn’t always simple. It’s possible, however, for JLR to limit risk and fill open positions with competent workers by maintaining certain practices. Candidates should be informed about the recruiting process, the JLR organization’s perspective and benefits, as well as the company’s genuine requirements for workers. They should also be informed about the compensation and other perks available to new hires, as well as the company’s overall goals (Lindsay et al., 2018). This will keep the people and build a psychological illusion that now the workers will always be favourable toward the business. Taking these actions will help JLR overcome the challenges of a tight labour market and find and recruit highly qualified personnel.
To show how JLR HR strengths and weaknesses impact their company performance, this section of the study will examine JLR’s business strengths and weaknesses.
• Human resources at JLR are very well-versed.
• It is possible to execute any HR strategy since JLR has a robust resource base and organizational elements.
• Make it a priority to keep and grow your employees.
• Employee happiness is a top priority for JLR HR, and the company has a strong training department to help staff grow in their roles.
• JLR HR may apply the “Hire to values and invest” strategy and can establish long-term leadership solutions, which might also help the organization acquire a competitive advantage.
• Ignoring the need of effective talent management.
• JLR HR does not concentrate on HRM areas in order to attract or promote personnel (khan et al., 2021).
• In the short term, JLR HR has the ability to stick with any approach, but it does not have the stamina to critically assess the situation.
• Insufficient attention to staff motivation.
• An organization’s costs may rise if it places greater emphasis on staff development.
• For example, a company’s ability to hire employees from the labor market requires a significant investment in resources.
• A lack of insight into the demands of workers.
The JLR HR decision is influenced by a wide range of internal and external variables.
Political: As a result of Britain’s exit from the EU, numerous European employees were forced to find new employment (Fic et al., 2022). So many people were laid off at JLR because of the political climate, and HR seemed uninterested.
Economic: JLR’s human resource management choices are heavily influenced by economic factors. When a pandemic strikes, the whole economy grinds to a standstill. As a consequence, the human resources department has been unable to hire new employees and has been forced to lay off a considerable number of employees due to the economic impact.
Social: As a consequence, the human resources department has been unable to hire new employees and has been forced to lay off a considerable number of employees due to the economic impact. Human resource choices are influenced by a variety of social elements, such as cultural background and societal influence (Mukherjee, 2022). It could complicate long-term decision-making for the organization. The effect of the labour market is still another consideration. JLR is unable to hire or retain workers directly from the labour market since the market’s lower productivity is its largest drawback. However, JLR requires skilled people, therefore recruiting from the labour market proved to be a difficult and expensive endeavour.
Technology: Based on technology, HR may set up an online recruiting session. Currently, the online recruiting component is being used by a very big organization. This is an online bot system, similar to the Myers-Briggs Type Indicator, that allows recruiters to quickly assess a candidate’s personality (Sefue and Mkapa, 2017). JLR can benefit from this and should do more in the areas of recruiting and team building. When it comes to hiring and managing employees, HR can only support JLR by taking the correct actions.
Legal: Employee interactions and retention are critical to a company’s success in human resources management. Simply because JLR HR’s mistakes might have far-reaching consequences for the organization’s future (Vasilenko, 2019). As a result, HR decision-makers must also abide by the legal rights of their employees.
Environment: Human resources must offer a safe and healthy work environment for the benefit of the employee. Precautionary precautions, such as keeping a safe distance including wearing a mask, should be taken in the event of a pandemic to ensure the safety of employees (Sefue and Mkapa, 2017). This might potentially have an impact on JLR’s organizational development.
Human resource choices and the development of an organization are influenced by both internal and external factors. The following parts must be adhered to by JLR HR in order to foster organizational development, taking into account the prior factors.
To sum up, JLR’s HR has to do a lot of effort to strengthen their organization’s personnel management and fill its present employee shortage after reading this report in its full. According to this study, however, it’s apparent that if a corporation sticks to these recommendations, it may attain its aims. In addition, JLR may find human resource solutions that will help in the organisation’s talent management strategy by implementing the techniques indicated in this research.
Marketing Managers at JDL are responsible for developing, planning, and implementing strategic marketing strategies for the whole company (or particular business units and brands within the company) in order to attract new customers and maintain relationships with existing ones. Candidates must to have a demonstrated history of achievement in both the business world and the marketing world (Brahmbhatt, 2020). They will have a substantial influence on the bottom line of the organisation as a result of the role they play in establishing budgets and targets, as well as in developing pricing strategies for products and services, respectively. Executives will depend on marketing managers for both financial and operational success. The marketing department will look to marketing managers for guidance and direction (?ENESCU, n.d). The vast majority of the time, they will work for a large organisation as a part of a larger marketing, creative, communications, or digital team. As a component of an organisation, creative direction has to be connected with the strategic goals of the firm in order to be effective.
Required Essential Skills
Roles and Responsibilities
(Source: ?ENESCU, n.d)
Essential Skills and Experience
(Source: Torp and Andersen, 2018)
Desirable Skills and Experience
The recruitment and selection procedure can be segmented into different stages in which’s case the initiation of the process will be instigated by means of analysing applicant’s job interest by identifying application on job portal. This process will be followed up by pre-employment screening of all job applications. Upon receiving of job application, job forms will be given. After completion of the application form testing or interviewing will be carried out for selected candidates. After the interview or testing session, background investigation of all selected candidates will be carried out. After the selecting the candidates, an additional interview will be carried out (Kanagavalli, Seethalakshmi and Sowdamini, 2019). After this interview, a conditional job offer will be presented followed by a medical exam/drug testing. Finally, after passing all these stages, job placement will be processed.
Because of the pandemic, the employees of the firm have said that they want hybrid working arrangements. The management of the organisation think that it will enhance employee participation and cut down on travel, all of which will help us accomplish our sustainability objectives. They also believe that it will encourage health and inclusivity. Therefore, hybrid working helps the company strike a better balance that satisfies the requirements of both individuals and teams, as well as the overall business goals, by allowing for greater choice and flexibility in terms of how, when, and where employees may work (Kanagavalli, Seethalakshmi and Sowdamini, 2019). This is because hybrid working allows for greater choice and flexibility in terms of how, when, and where employees may work. The flexibility offered by hybrid work arrangements empowers workers to take more ownership of the choices they make about the location of their work, whether it be in the office or elsewhere, as well as the structure of their working day.
It is essential to have an open and collaborative approach to the implementation of hybrid working in order to guarantee that business objectives are reached while also catering to the requirements and preferences of the workforce. The global Reimagine goal of our organisation may be realised with the assistance of hybrid working, which supports the culture of Jaguar Land Rover by sparking creativity, agility, and value development.
Brahmbhatt, A.C., 2020. Roles and Responsibilities of Future Managers. In Paradigm Shift in Management Philosophy (pp. 177-195). Palgrave Macmillan, Cham.
Chacko, S. and Conway, N., 2019. Employee experiences of HRM through daily affective events and their effects on perceived event?signalled HRM system strength, expectancy perceptions, and daily work engagement. Human Resource Management Journal, 29(3), pp.433-450.
Chanda A., 2016. HRM Strategic Integration and Organisational Performance. Sage Publications India.
Fic, A., Bobek, V., Rojs, M.K. and Horvat, T., 2022. The Influence of Macroeconomic Variables on Sales of Car Manufacturers. FAIMA Business & Management Journal, 10(1), pp.19-34.
Hadi, N.U. and Ahmed, S., 2018. Role of employer branding dimensions on employee retention: Evidence from educational sector. Administrative sciences, 8(3), p.44.
Kanagavalli, G., Seethalakshmi, R. and Sowdamini, T., 2019. A systematic review of literature on recruitment and selection process. Humanities & Social Sciences Reviews, 7(2), pp.01-09.
Khan, M.K., Ahmed, I., Danish, R.Q. and Ramzan, M., 2020. Necessitating Human Resource Management Model in South Asia: A Rationale Perspective. South Asian Studies, 32(2).
Lindsay, S., Cagliostro, E., Albarico, M., Mortaji, N. and Karon, L., 2018. A systematic review of the benefits of hiring people with disabilities. Journal of occupational rehabilitation, 28(4), pp.634-655.
Memon, M.A., Salleh, R., Mirza, M.Z., Cheah, J.H., Ting, H., Ahmad, M.S. and Tariq, A., 2020. Satisfaction matters: the relationships between HRM practices, work engagement and turnover intention. International Journal of Manpower.
Mendy, J. and Rahman, M., 2019. Supporting SMEs’ internationalisation through a deeper understanding of human and technology barriers: Applying effective HRM processes from a developing country. Journal of Organizational Effectiveness: People and Performance.
Mukherjee, D., 2022. A case for Tata Motors’ acquisition of Jaguar Land Rover: strategic implications of the takeover. International Journal of Strategic Business Alliances, 7(1), pp.69-80.
Nath, K. and Dwivedi, R., 2021. Aesthetic Exploration of Organizational Theatrics: a Case of Tata Motors’ Jaguar Land Rover Acquisition. Philosophy of Management, 20(3), pp.369-386.
Poba-Nzaou, P., Uwizeyemunugu, S. and Laberge, M., 2020. Taxonomy of business value underlying motivations for e-HRM adoption: an empirical investigation based on HR processes. Business Process Management Journal.
Rodríguez-Sánchez, J.L., González-Torres, T., Montero-Navarro, A. and Gallego-Losada, R., 2020. Investing time and resources for work–life balance: The effect on talent retention. International Journal of Environmental Research and Public Health, 17(6), p.1920.
Srivastava, S., 2021. PERFORMANCE APPRAISAL IN TATA MOTORS.
?ENESCU, A., PERSPECTIVES ON INTERCULTURAL ADVERTISING AND MARKETING. RECENT TRENDS IN SOCIAL SCIENCES, p.77.
Torp, S.M. and Andersen, L.P., 2018. Marketing rhetoric and the rhetoric of marketing. The handbook of organizational rhetoric and communication, p.67.
Vasilenko, E., 2019, September. Virtual reality in HR management as a condition of innovative changes in a company. In International Conference on Digital Technologies in Logistics and Infrastructure (ICDTLI 2019) (pp. 485-488). Atlantis Press.
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