Talent Management Plan for a Gold Mining Company in Western Australia

Talent Management Plan for a Gold Mining Company in Western Australia

Executive Summary

This document proposes techniques to develop a pipeline of individuals for key roles within a gold mining company located in Western Australia. The report begins with an overview of the organisation and identification of talent therein. It describes methods for creating a talent pool using internal and external sources and outlines five strategies to ensure retention and performance of talent in the context of a hyper-competitive labour market. Finally, the report concludes with recommendations for implementing this plan, which will assist the organisation in maintaining its competitive edge within the mining industry. This is not an executive summary

Introduction

Talent management is a key initiative used to attract, develop and retain high-value and skilled employees. Collings and Mellahi (2009) define talent management as consisting of three main activities. First, is the identification of the key roles within an organisation that are considered talent. Second, determining where to source people to fill those talent roles (internally and externally). Third is to offer those individuals identified as talent a benefits package that promotes their performance and retains them. Using this definition, this document proposes a strategy to manage talent within this mining company.

Context

The firms vision is to be the leading mining company and it is ranked within the top five gold producers worldwide. Headquartered in South Africa, it operates a regional office in Perth, Western Australia that manages two fly-in-fly-out (FIFO) mine sites. The firms strategy is focused on reducing costs, realising the full potential of assets, and improving production yield and gold grade. The focus of this talent management plan (TMP) is on talent within Australia.

Mining Industry

The mining industry faces a hyper-competitive labour market, which occurs when supply of skilled professionals is low, but demand is high. This is attributed to factors like an aging workforce, skilled labour shortage, and the continued impact of COVID-19 (Australian National Skills Commission, 2021). Luna-Arocas et al. (2020) suggest there are three factors contributing to the hyper-competitive market: the shift from the industrial to information age, demand for specialised skills, and propensity for talent to switch employers. TMPs enable businesses to be resilient (Mujtaba et al., 2022), so the current state of the industry makes them more important than ever.

Talent Management Plan

To survive in a hyper-competitive market, firms must develop and retain talent (Naim & Lenka, 2018). This requires investment in talent, which is a significant cost and impacts the organisations bottom line (Nankervis et al., 2019). The purpose of a TMP is to systematically outline activities used to attract, develop, promote productivity and retain those in key roles within an organisation (Ott et al, 2018). Narayanan et al. (2019) suggest a TMP must be integrated to be successful, resulting in increased productivity, reduced turnover, better recruitment outcomes and skilled leaders. This means the identification of talent, recruitment and retention efforts must be considered wholistically.

Identifying key positions

Key positions within an organisation, known as talent, are strongly tied to the firms sustainable competitive advantage (Gallardo-Gallardo & Collings, 2021). Competitive advantage refers to a unique edge allowing a business to perform better than competitors in its context (Stone, 2017). Collings and Mellahi (2009) propose four dimensions to determine whether roles are considered talent. First, talent is valuable and improves organisational performance. Second, talent is rare, meaning it is not easily obtained. Third is that talent is hard to copy, or imperfectly imitable. Lastly, talent is non-substitutable, so it cannot be replaced with a non-rare role. Note a role doesnt need to meet all criteria to be considered talent. However, the more criteria fit, the more important that role is to the company.

Trost (2020) maintains successful identification of talent requires comprehension of business challenges, priorities and strategic positioning. Key roles identified in this gold mining company includes engineering managers, mining engineers, metallurgists and surveyors. These roles are talent because they are valuable, rare, imperfectly imitable and non-substitutable.

The roles are valuable because they contribute to the firms strategy, increasing production and yield. They are rare due to the skills shortage in Australia. These roles appear on the Australian National Skills Commissions Skills Priority List (2021), which identifies occupations experiencing national and state-level shortages. Additionally, engineering managers are rare as there is a leadership skills shortage (Kotlyar, 2018). The roles are imperfectly imitable as they require specialised education, training and experience and are non-substitutable because placing unqualified individuals in these roles jeopardises safety of people, operations and the environment.

Talent Pool Development

Collings and Mellahi (2009) define a talent pool as the group of high-performing and high-potential individuals firms can use to fill critical positions. Two options exist for developing a talent pool: developing talent in-house or sourcing talent externally. Cooke et al. (2021) describe this as making or buying talent and argue selecting an approach is a fundamental decision for businesses. Taylor (2018) observes each method has advantages and disadvantages. Since each method impacts the other (Cooke et al., 2021), it is recommended organisations use both strategies.

Internal Talent Pool

The firm can prepare high potentials within the organisation to fill talent roles when available. This can be a method for maintaining a competitive edge where talent is in short supply and is achieved by using learning and development opportunities to upskill existing talent (Cooke et al., 2021). Focusing on developing internal talent allows the organisation greater control on ensuring critical skills are available (Mehdiabadi & Li, 2016). It also enables firms to focus on creating a workforce that is future-ready by focusing on skills such as critical thinking, teamwork, adaptability, problem solving, creativity and emotional intelligence (Nankervis et al., 2019). This will assist the organisation in filling roles now and in the future.

Currently the organisation uses succession planning for leadership roles but does not extend this beyond management positions. This results in vacancies where an individual in a critical role has left, but the firm has neglected to prepare anyone to fill the gap. To address this, the business must look beyond leadership in succession planning activities and offer development to high potentials in a systematic way.

External Talent Pool

The firm can use targeted recruitment strategies to source talent externally. Such strategies include job advertisements, using recruitment agencies, networking through events and social network sites, partnering with academic institutions and offering referral bonuses to employees who refer talent to the organisation. Sole reliance on external recruitment is not a sustainable strategy and is contingent on finding desirable candidates (Mehdiabadi & Li, 2016; Mujtaba et al., 2022). A multi-layered approach is needed.

The current recruitment strategy of the firm is traditional, relying on formal advertisements through websites like Seek and the Gold Industry Group. It is proposed the organisation expand external recruitment efforts to include other approaches such as networking. This strategy coupled with rewarding employees for referring suitable candidates, will bring already socialised talent into the business (Taylor, 2018). Getting employees involved in recruitment efforts provides increased opportunities to source talent.

Proposed Retention and Performance Strategies

Once talent is identified and sourced, the firm must strive to get the most value out of it and retain it. Talent retention refers to actions undertaken by a firm to keep talent from leaving (Ott et al., 2018). Strategies used to retain talent are concerned with motivation (Kumar, 2022). When a TMP is effective, employees are more productive, committed, motivated and skilled (Luna-Arocas et al., 2020). Social exchange theory supports this and suggests relationships are stronger when mutually beneficial (Cooke et al., 2021). Thus, when the organisation offers something of value to talent are likely to retain them in return.

There are several costs associated with departing talent. Costs are classified as direct costs such as recruitment and training, or indirect costs like loss of employee networks, intellectual capital (Nankervis et al., 2019). Other costs include loss of productivity and reduced morale (Narayanan et al., 2019). Retaining talent avoids these costs.

Ott et al. (2018) outline four methods of improving retention. First, is a strong values-based culture, which can support the employers brand. Second, is offering training to talent. Third, is promoting an engaging workplace. This can be accomplished by providing opportunities for development. Fourth, is providing clear opportunities for career advancement. Five strategies are proposed to address performance and retention: training, mentoring, career development, employer branding and management techniques.

Training

Training is strongly linked to recruitment and selection because having a reputation of developing employees can attract talent to a firm (Cooke et al., 2021). Training supports individuals in improving their performance (Mujtaba et al., 2022) and is an ongoing business investment (Nankervis et al., 2019). When an organisation recognises the value of talent and invests in developing them, this produces an engaged workforce (Pandita & Ray, 2018) and results in lower turnover intentions of talent because they believe their organisation has invested in them (Boonbumroongsuk & Rungruang, 2022).

At present the business is overinvesting in the training for roles that are not strategic, which is less impactful on overall business performance (Narayanan et al., 2019). It is proposed the firm ensures all talent has clearly identified training to assist them in improving their performance and developing within their fields. The intent is to demonstrate investment in these individuals thereby reducing voluntary turnover in these roles.

Mentoring

Leaders can be trained to become mentors so they can share experience and develop people. Nankervis et al. (2019) suggest mentoring is the most effective method to develop skills and competencies in talent because a good mentor can ensure the mentee focuses on goals and opportunities empowering them to maximise their potential. Mentoring opportunities demonstrate investment and a long-term commitment in the development of employees, thereby strengthening the relationship between talent and the organisation (Naim & Lenka, 2018). Festing and Schafer (2022) suggest cross-generational mentoring has the added benefit of facilitating knowledge exchange and avoiding knowledge loss when experienced employees leave the business.

While the firm supports employee participation in external mentoring programs, formal internal mentoring opportunities are not available. This means talent build mentoring relationships exclusively with senior leaders in other organisations. An internal mentoring program will allow talent to build social capital within the organisation, strengthening ties to it. It also provides experienced staff opportunities to impart knowledge and experience to more junior employees, reducing the loss of organisational knowledge.

Career Advancement

Talent prefers to stay with their organisation when offered opportunities to develop and advance in their careers (Kumar, 2022). This can boost performance and improve morale (Narayanan et al., 2019) as well as motivate (Mehdiabadi & Li, 2016). In addition, Ali and Mehreen (2019) observe succession planning positively impacts feelings of job security and career outlook, reducing voluntary attrition.

There are several ways to implement opportunities for talent to advance in their careers. The business already uses an internal vacancy board to advertise roles and uses succession planning for senior leadership positions. Nankervis et al. (2019) propose that career pathway programs and talent succession is effective to develop staff and identify talent. It is proposed the organisation expands succession planning to critical non-leadership roles and implements tools like workbooks and workshops for career planning. This will allow talent to identify their skills and potential and determine what career pathways may interest them. Such tools can also be used to identify required training and development requirements.

Employer Branding

Trost (2020) suggests an employer brand is essential for obtaining skilled workers in a skills shortage. Engaged employees become brand ambassadors, promoting the organisation and attracting talent (Ott et al., 2018), so a proposed solution is establishing an attractive employer brand. Trost (2020) suggests crafting an authentic message that is relevant to the desired talent and demonstrates the strengths of the employer.

The firm has been affected by the Western Australian parliamentary inquiry into sexual harassment of women in the FIFO mining industry, which has caused reputational damage to businesses operating in this industry. It is proposed that the firm engages in an authentic branding campaign that promotes diversity and inclusion, attracting new talent and addressing concerns about the safety of our FIFO sites.

Management Techniques

Utilising the support of managers and senior leadership is essential for retention of top talent (Ott et al., 2018). Managers are not only well-placed to identify talent, but they can also speak directly with talent to determine what motivates them and what it will take to retain them. Development opportunities are most effective when tailored to an individuals unique interests, skills and motivations (Mehdiabadi & Li, 2016). Therefore, regular conversations between talent and their managers assists in identifying training needs and development opportunities, making managers a key asset in implementing the TMP.

Nankervis et al. (2019) observe passion, job satisfaction and performance feedback are positively linked to retention. They also suggest all leaders must be trained to encourage reports to provide performance feedback, development opportunities and career advice. In this firm, as managers are already expected to conduct performance appraisals annually, it is proposed this data could be used to assess individual potential for leadership roles as well as identify training requirements and development opportunities. Upskilling leaders on talent management topics will create a more engaged workforce.

Implementation

A key suggestion for implementation is involving the talent in the process. King (2022) suggests employee involvement in the talent pool can assist individuals with career advancement efforts and help leaders identify new talent and provide development opportunities. Khoreva and Vaiman (2022) suggest careful review of performance management processes and systems, focusing on coaching and mentoring, and providing employees with continuous feedback can enable firms to make better decisions regarding talent management. Feedback from talent on these processes can be sought to ensure they are functioning as intended.

For implementation of strategies to be effective, the organisation must consider how messaging is perceived by employees (Boonbumroongsuk & Rungruang, 2022). When identifying talent, the business must be aware it impacts employee opinions of fairness (Narayanan et al., 2019). Development opportunities must be understood to be equitable, which contributes to loyalty to the firm (Kirk et al., 2019). This is achieved through effective communication regarding access to training, mentoring and career development opportunities.

Conclusion

This TMP outlines strategies for the company to create value through its talent, maintaining its competitive edge. It proposed internal and external recruitment methods to fill critical roles and described five techniques to boost performance and retain talent. These techniques include offering training, establishing mentoring programs, providing career pathways, focusing on employer branding, and upskilling leaders on effective talent management techniques. A multi-disciplinary approach is needed to ensure the long-term success of the business in a hyper-competitive market.

References

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Talent Acquisition Specialist Position at Cosy Hotel (Australia)This report will entail how Cosy Hotel is going to acquire and keep a talent acquisition specialist based on current evidence for this ever-growing hotel. It is important that Cosy Australia fills this position because the hotel's profits have been increasing every year since 2017; therefore, to keep this going, there should be a person dedicated to finding the right people to work for the hotel in areas that need addressing. The recruitment strategy is to attract and select a person with relevant skills and experience through multiple sources, all while maintaining ethical and legal procedures during the attraction and selection processes. Following this is a three-stage training plan upon entering the role to ensure that the candidate in their new role is prepared to the best of their abilities and is able to meet the organisation's requirements. Retention and performance strategies outlined to the applicant prior to accepting the job include socialisation, transparent pay and rewards of the job, flexibility of work, the company values and the importance of relationships. Recruitment Strategy

In the synthesis of Delery and Shaw (2001), the performance of an organisation is influenced by three employee characteristics: ability, motivation, and empowerment. Recruitment and selection can contribute to providing for the first two of these; therefore, it is critical to the success of the organisation that we get it correct. Thus, the recruitment process for the position of Talent Acquisition Specialist will be handled in-house by the Talent Acquisition team. From a strategic perspective, the process of recruitment and selection is focused on searching for a high number of qualified candidates so that the right fit for the organisation and the position can be appointed. Following key principles of the Recruitment and Selection Process, due diligence needs to be used to make sure that it is equitable and objective, that there is no conflict of interest, that selection is based on merit and without discrimination, and that the members of the panel have received formal training before starting any recruitment (Stoilkovska et al., 2015

AttractionAn internal review of all current employees skills and qualifications has been assessed for suitability; given that the organisation is looking for someone with a high calibre of knowledge, experience, and a fresh new perspective in the field of recruitment, the decision has been made to go externally with the advertising process. To attract external candidates, the following effective sources will be used (Compton et al., 2010, p. 40, 56).

The Internet (Seek.com, LinkedIn)

Professional Bodies (Australian Human Resources Institute AHRI)

Agencies/ Consultants

Social Networking

Given that the Human Resources team at Cosy Hotel has access to SEEK Employer, a search of potential applicants details through this portal can be conducted to identify talent in the market actively looking to change their employment situation. By reaching out directly to the potential candidates, we are then able to engage with them early to start the exchange relationship, otherwise known as the psychological contract theory, actioning them to apply for the position (Seeck & Parzefall, 2008) through the companys website where they can look further into Cosy Hotels values, culture, and visions for the future, further self-actualising and envisioning themselves working with the organisation to strengthen the connection.

Promoting the organisation's image through job advertisement is imperative to the business's success in attracting suitable candidates. By following the AIDA principle (Attention, Interest, Desire, and Action), the advertisement must have strong, clear statements about the role, salary details, qualifications and experience needed, as well as the benefits of working for the organisation (Compton et al., 2010, pp. 57-58). Once the job advertisement is uploaded to the chosen internet site, all applications will then filter through the recruitment portal BigRedSky (www.bigredsky.com.au), where the short-listing process can begin.

Selection

Using a trained panel of experts in the field of HR, we will be using a section process that consists of six steps:

1. Shortlisting: This process involves screening all applicants' details received for the vacancy to decide which can be eliminated immediately due to not meeting the selection criteria (based on the position description) and who can be put forward for an interview based on their details meeting the minimum criteria suitable for the position. Once the panel members have reviewed and agreed on the shortlisted candidates, they will move to the next stage of the process.

2. Interviewing: A face-to-face interview is the most commonly used selection method of interviewing; however, if the candidate cannot attend in person, then Microsoft Teams or Skype will be arranged. Structured interview questions will be created so that each candidate is asked the same questions to respond to, giving the panel the capacity to score the response from 1 5, as per Figure 1. Behavioural questions will also be asked, assessing the candidate's previous application of knowledge, skills and attributes, as previous behaviour is the best indicator of future behaviour. This also will allow the panel to assess the candidate for best fit as values and culture are primarily reflected in workplace behaviour (Bowen et al., 1991).

Figure 1. Rating Scale

3. Reference Checking: Used to verify information provided by the preferred applicant about previous employment, experience, previous workplace performance, and personal attributes.

4. Pre-Employment Medical: As the position of Talent Acquisition Specialist has no significant physical activities linked to it, the preferred candidate will be required to complete a medical declaration to state that they can complete the physical demands criteria that have been identified in the position description.

5. Verbal Offer: The panel chair will contact the preferred candidate to offer them the role with Cosy Hotel, confirming the salary rate and start date. This information is then sent to HR to draw up the contract and send it to the new starter for acceptance and onboarding.

6. Wrapping Up: Once the preferred candidate has accepted the role, all unsuccessful interviewed candidates will be contacted and provided with constructive feedback from the panel chair. Legal Framework

As Cosy Hotel is an equal opportunity employer, we encourage individuals from diverse backgrounds to apply for the Talent Acquisition Specialist position. We will ensure that all applicants have equal access to available employment. During the recruitment process and throughout the applicants employment with the organisation, Cosy Hotel commits to treating everyone fairly and equally as we are bound by several State and Federal legislations, which include the following:

State Legislation (Western Australia)

Equal Opportunities Act 1984.

Disability Services Act 1993

Federal Legislation

Sex Discrimination Amendment Act 1984. Equal Employment Opportunity for Women Act 1999

Age Discrimination Act 2004. Racial Discrimination Act 1975.

Disability Discrimination Act 1992. Human Rights and Equal Opportunity Commission Act 1986

Fair Work Legislation Amendment Act 2023.

Discrimination can be detrimental to the selection and decision-making process as factors other than the applicants suitability for the role/ organisation may influence the outcome. Such things as age, family responsibilities, marital status, race, gender, and political or religious conviction should never be discussed during the selection and interview process. Any direct or indirect discrimination through stereotyping or biases must be avoided by the Panel members, as the damage to the organisation, if it is deemed that an applicant has been unlawfully discriminated against, is too great a risk to take (Government of Western Australia, 2020).

Training and Development Plans

Training and development articulate the necessary workforce capabilities, skills and competencies to ensure a successful organisation and outlines the approaches to achieve them. These strategies are critical in motivating employees to achieve their short and long-term goals in line with organisational objectives. According to Rodriguez & Walters (2017), training and development not only enhances knowledge, skills, and attitudes but also offers an array of other advantages, including boosting morale, reducing production costs, promoting job security, increasing employee involvement, creating opportunities for recognition, enhancing workforce availability and increases productivity (Bapna et al., 2013). For the Talent Acquisition Specialist position at Cosy Hotel (Australia), it is crucial to implement a comprehensive training and development plan to ensure that the selected candidate not only meets the organisation's requirements but also has the best opportunity to grow in their role and as such three key strategies are recommended.

Induction Training

The online induction training will be the first training that the Talent Acquisition Specialist will undertake, which all employees complete, and it serves a vital role in setting expectations and integrating the employee into the organisation. The induction training should commence on the first day to avoid role ambiguity. Furthermore, the induction training encourages behaviours aligning with Cozy Hotels ' objectives to increase employee fit (Hurrell & Scholarios, 2013). The induction training should cover the company overview and culture, values and code of conduct, policies and procedures, relevant compliance and legal requirements, health and safety, company benefits and perks, and highlighting where to go for further support.

Specialist Learning

After completing the online induction, the Talent Specialist will begin face-to-face training with their manager focused on their job role. This training will include a thorough review of the recruitment techniques utilised at Cozy Hotel and the systems and processes. The training will stipulate the job role and expectations, and the manager will test and assess understanding throughout the training for formal sign-off. If the Talent Acquisition Specialist does not meet the required standards, a formal development plan can be introduced to meet the criteria.

Formal Mentoring Program

Finally, to ensure the candidate's long-term success, they will be offered the opportunity to be paired with a senior mentor within the workplace who can provide guidance and support on their professional journey. Academics have found that employees with mentors have higher levels of job satisfaction, organisational commitment, compensation and more significant opportunities for career advancement (Allen et al., 2004). The protg will be matched by Cozy Hotels HR team with a mentor. After initially setting some structure around the relationship, such as clear expectations from each other, it is the employee's discretion how they wish the relationship and meetings to proceed. However, it is expected that through regular ongoing meetings in which guidance and support are offered interchangeably, both mentor and protg will benefit from the relationship.

Targeted Retention and Performance Strategies

Five targeted retention and performance strategies have been proven to increase employee retention that we are incorporating as a part of our employee value proposition for the talent acquisition specialist.

Socialisation: Cosy Hotel (Australia) will put on a fully paid lunch for all employees upon hiring any new employee. This will ensure that new employees are welcomed into the company properly and are friendly with the other employees, which can help them integrate into the company more efficiently and increase retention (Yusliza et al., 2021).

Pay and Rewards: We must offer competitive pay to other companies for this position and are completely transparent about the pay, opportunities for promotions or pay increases and other benefits of signing with the company. This ensures that there is no confusion and the candidate for the position can make up their mind before they take the job, rather than early into the job and then leaving, thus increasing retention and organisational performance (Prouska et al., 2016). Employee of the Month will be offered to reward quality work for the company and provide a lunch for all employees to celebrate the excellent work of the individual who won the award and a $100 gift card to the winner. This is in place to show employees that good work will be rewarded and recognised, which has been shown to increase employee retention and performance (Prouska et al., 2016).

Flexibility: Cosy Hotel offers a working-from-home option for the talent acquisition specialist for 40% of the week to start, then 80% of the week after a month on the job. Working from home is shown to increase employee morale and effectiveness, build trust between the employer and employee, and increase their work/life balance, which all help increase employee retention (Aczel et al., 2021; Brown et al., 2015).

Company Values and Objectives: Company values of ethics, employee well-being, and honesty to grow the company will be outlined to the talent acquisition specialist. Having this as part of the employee value proposition clearly outlines what the company is about and promotes desirable aspects of the job, such as a work-life balance, development and company culture, which will help retain employees because it gives them a vision for their future and tells them the type of people they will be working with (Marinakou & Giousmpasoglou, 2019).

Relationships: Good relationships between employees and employers are offered to improve retention and performance by managing and providing feedback on their work and having clear daily objectives with open communication. Positive workplace relationships are shown to increase an employee's overall productivity and happiness (Yusliza et al., 2021).

Conclusion

The plan for hiring a talent acquisition specialist considers an ethical approach to the process as the recruitment strategy allows anyone to apply and is given a fair chance, regardless of any personal factors other than having relevant skills and experience. It also considers relevant legal frameworks through state and federal legislation, followed throughout the hiring process. Economically, this plan saves money for the company because it is designed in such a way as to get the correct applicants, hire them, and retain them long-term. In an ideal scenario, the resources used to fill this vacancy are for someone who will stay in the company for a while, meaning that money will be saved from constantly trying to find replacements. The cost of recruiting and training new staff is typically more than retaining old staff and giving them pay increases and bonuses.

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Stoilkovska, A., Ilieva, J., & Gjakovski, S. (2015). Equal Employment Opportunities In The Recruitment And Selection Process Of Human Resources. Utms Journal of Economics, 6(2), 281292.

Younge, K. A., & Marx, M. (2016). The value of employee retention: evidence from a natural experiment. Journal of Economics & Management Strategy, 25(3), 652652.

Yusliza, M. Y., Noor Faezah, J., Ali, N., Mohamad Noor, N. M., Ramayah, T., Tanveer, M. I., & Fawehinmi, O. (2021). Effects of supportive work environment on employee retention: the mediating role of personorganisation fit. Industrial and Commercial Training, 53(3), 201216. https://doi.org/10.1108/ICT-12-2019-0111

TalentAcquisionSpecialist

1

914400896620ExecuveSummary:

00ExecuveSummary:

CosyHotel(Australia)(CHA)placesastrongfocusonmeculouslydesigningandexecungrecruitment,training,andretenonstrategies,viewingthemaspivotalforlongtermorganisaonal

success.Inthequestforoutstandingtalent,weseekpartnershipswithrespectedtrainingorganisaonsandemployarobustmarkengstrategy.Thiscollaboraonfostersenduring

relaonships,granngaccesstotopercandidates,andreducingrecruitmentexpenses.

Moreover,wearecommiedtonurturingourtalentpipeline,oeringenrichinginternshipprogramsandacveparcipaoninpresgiousuniversityevents.Ourseleconprocessischaracterisedbyits

structuredandcomprehensiveapproach,encompassingcriteriadevelopment,resumescreening,interviews,assessments,andreferencecheckstoensurerolecompliance.CHAacvelypromote

diversityinpanelinterviewstoeliminatebiasanddiscriminaon,upholdingourcommitmenttofairness.

Toguaranteesuccessandalignmentwithorganisaonalgoals,ourtalentacquisionspecialist'strainingplanincludesorientaon,jobspecictraining,mentorship,andconnuousprofessional

development.Addionally,weplacehighvalueonrecognisingandnurturingourtalent,providingcompevesalarypackages,engagingemployees,andoeringclearavenuesforprofessional

growth.Thesecomprehensivestrategiescontributetoadynamicworkplace,reducedemployeeturnover,anddecreasedstresslevels.

2

914400896620TableofContents:

00TableofContents:

ExecuveSummary:................................................................................................................................2

Introducon:...........................................................................................................................................4

Recruitmentstrategies:...........................................................................................................................5

Araconstrategies:...........................................................................................................................5

Collaboratewithuniversies/trainingorganisaons:.....................................................................5

Recruitmentmarkeng:..................................................................................................................5

Seleconstrategies:............................................................................................................................6

1.Criteriadevelopment:.................................................................................................................6

2.Resumeandapplicaonscreening:............................................................................................6

3.Interviewing:...............................................................................................................................6

4.Assessment:................................................................................................................................7

5.Decideandmakeanoer:..........................................................................................................7

TrainingandDevelopmentPlans............................................................................................................8

OrientaonandOnboarding...............................................................................................................8

JobSpecicTraining:...........................................................................................................................8

MentorshipandCoaching...................................................................................................................8

ProfessionalDevelopment..................................................................................................................8

RetenonandPerformanceStrategies.................................................................................................10

EnhancingCompeveCompensaonandBenets........................................................................10

ProvidingDevelopmentOpportunies.............................................................................................10

RecognionandRewards..................................................................................................................10

PromongWorkLifeBalance:...........................................................................................................10

PromongEmployeeEngagementIniaves:..................................................................................10

Recommendaons:...............................................................................................................................11

Aracon:.........................................................................................................................................11

Selecon:...........................................................................................................................................11

Training:.............................................................................................................................................11

Retenon:..........................................................................................................................................11

Conclusion:............................................................................................................................................12

References:............................................................................................................................................13

3

914400896620Introducon:

00Introducon:

CosyHotel(Australia)(CHA)isahotelchainwithhotelslocatedinallmajorciesinAustralia.Thepurposeofthisreportistopresentourthoroughplanforhiring,developing,andretainingatalent

acquisionspecialistatCHA.ThereporthasbeenpreparedfortheCEOofCHAbasedonresearchprovenapproaches.ThestrategiesinthispaperprovidesdetailedinformaononhowCosyHotel

HumanResourceManagementteamcarefullychoosesthemostqualiedcandidates,givesthemthenecessarytraining,andsecurestheirlongtermdevoontoourorganisaon.Thisreportwillprovide

athoroughroadmapforhiringnewtalentwhilefollowinglabourstandardsandandiscriminaonlegislaontoprovideequalopportunitytoallcandidateswhilemaintainingtheCHAculture.The

recommendaonshighlightedinthisreportwillbeimplementedbytheHumanResourceManagementteamtoensurethattheorganisaonisbestplacedtorecruit,developandretainthe

rightcandidatefortheorganisaon.

4

914400896620Recruitmentstrategies:

00Recruitmentstrategies:

Eecveandecientrecruitmentsstrategiesarecrucialtothearaconandretenonoftoptalent,thusessenaltothesuccessofanorganisaon.Priortopungtherecruitmentstrategiesinto

acon,bothinternalandexternalrecruitmentshouldbetakenintoconsideraonandeveryaspectofthetalentacquisionroleshouldbedenedtoidenfyatargetpersonathatrepresentstheideal

candidatefortherole.Thefollowinglongtermaraconstrategiesshouldbefollowedtoaractandselecthighvalueexternalcandidates.

Araconstrategies:

Collaboratewithuniversies/trainingorganisaons:Collaboraonwithatrainingorganisaon,withtheprincipalgoalofaracngandhiringtalented

individuals,isahighlyeecveandecientrecruitmentstrategyforCosyHotel(Australia)(CHA).Theestablishmentofpartnershipsandrelaonshipsbetweenanorganisaonandoneormore

educaonalinstuon,suchasauniversity,canbeusedasastrategicapproachtothetargetedrecruitmentprocess.Abachelorsdegreeisdesirablefortheroleoftalentacquisionspecialist,

thereforapartnershipwithauniversitywillallowCHAtoreachintoapooloffreshtalent(Frolund,Murray,&Riedel,2017).Collaboraonwithatraininginstuondoesnotonlyoerareliablewayto

acquireeducatedandhighlyskilledcandidatesbutalsocutemployertrainingandrecruitmentcosts,aswellasimprovingproducvityandretenoninthelongterm(Litman,etal.,2022).Thistargeted

recruitmentstrategyincorporatesseveraliniavesandacviesfocussedonidenfying,smulang,andrecruingstudentsorrecentgraduates.

CHAwillprovideinternshipsand/ormentorshipprograms,aswellassupporttostudentswithhighpotenalenrolledintorelevantdegrees.CHAwillensurethatallinternshipandmentorshipprograms

complywithrelevantlabourlaws,regulaons,anduniversityguidelinesandinvolvealegalconsultantifrequired.Thesepartnershipsallowforearlytalentidencaonthroughinternships

andmentorshipprogramsandenhancedemploymentbrandingthroughadisplayedcommitmenttoeducaonandthecommunity(Gula,2015).CHAwillconsistentlybeinvolvedwithandpresentat

universityorganisedevents,suchascareerexpos,toformconneconswithindustryprofessionalsandpotenalcandidates.ThistargetedrecruitmentstrategywillnotonlyallowCHAtoaccess

valuabletalentbutwillalsosupporthighereducaoninstuonsbyprovidingcareerandgrowthopportuniestostudentsand/orgraduates.

Recruitmentmarkeng:Recruitmentmarkengistheprocessofulisingmarkengtechniquestohighlighttheculture,

values,andbenetsofanorganisaoninaneorttoaract,engage,recruit,andeventuallyretaintalent(Binns,2021).Thispracceinvolvesconsistentlypromonganorganisaontogenerate

interest,andawarenessandessenallyengageandaractpreferredtalent(Binns,2021).Candidatesarenolongerjustinterestedinthecurrentjobvacanciesofanorganisaonbutalsothework

environment,potenalcolleagues,andsocialandculturalbenets,thereforafunnelapproachtorecruitmentmustbeulisedforeciency.CHAwillusethefunnelapproachdisplayedingure1to

aractsuitablecandidatesforthevacanttalentacquisionspecialistrole.Potenalapplicantsneedtobeawaretheorganisaonexists,theymustfeelanurgetolearnmoreabouttheorganisaon,and

asaresultbeinterestedtoinvestmeinapplyingforaposionattheorganisaon(Alashmawy&Yazdanifard,2019).CHAwilldothisbycreangawarenessforemployerbrandingbyshowcasingthe

organisaonscultureandvaluesthroughengagingcontentviavariouschannelssuchassocialmedia(LinkedIn),industryspecicjournals(AHRI),websites(SHRM),andemployeetesmonials.Therewill

beaconcisejobadversementplacedindustryindustryspecicplaormsaswellasSeek.comand

5

9144005372735Seleconstrategies:

00Seleconstrategies:

1618615192913000indeed.Astrongemployerbrandaractsculturallyalignedandskilledemployeesandenhanceslongtermemployeesasfaconandretenon.Eecverecruitmentmarkengtargetscandidatesina

specicindustry,thusraisingthequalityofapplicants(IndeedEditorialTeam,2023).Digitalmarkengandadversingalloworganisaonstouliseanalycstoreachpotenalcandidates

eciently(RallyRecruitmentMarkeng,2020).

Figure1:RecruitmentFunnel(Draper,2023)

Theseleconprocessreferstothestepsandacviesfollowedtoidenfy,assess,andchosethemostsuitablecandidateforthevacantrole(UniversityofMinnesotaLibrariesPublishing,2016).To

ensurelegalcompliance,ensureallprocessstagescomplywithlaborlaws,regulaons,andequalemploymentopportunity(Equalopportunityanddiversity,2021).Allinvolvedindividualsshould

havepriorexperienceandpropertraining.Theseleconprocesswillbeasfollows:

1.Criteriadevelopment:Denethenecessaryskills,abilies,andtraitsforthetalentacquisionspecialistrolebefore

reviewingapplicaonsandresumes.Ensurealignmentwithjobanalysisanddesign,includingprofessionalcercaonsandexperience.

2.Resumeandapplicaonscreening:CHAresumescreeningtoassessifapplicantstthesetcriteria.UseCHAresumescreeningvia

Ceridianforcosteecve,ecientassessment.KeepCeridianupdatedforaccuracy.HRmanagerreviewsandiniatesinterviewsaerscreening.

3.Interviewing:Ifover15applicantsremainpostscreening,theHRmanagerwillconductbriefphoneinterviewsto

discussexpectaonsanddisqualifyingfactorsprofessionally.Thephoneinterviewcanbeusedtodiscussremuneraonexpectaonsandotherobviousfactorsthatwillruleoutapplicants(University

ofMinnesotaLibrariesPublishing,2016).

6

9144003804920candidateswillreceivefeedback.

00candidateswillreceivefeedback.

When15orfewerapplicantsremain,panelinterviewswithHRmanager,seniorstakeholders(maleandfemale),andCEOwillassesscommunicaon,problemsolving,andculturaltusingvarious

quesontypes(Hamza,etal.,2021).

Only5candidateswillbeshortlistedfromtheinterviewprocessandwillgothroughtheassessmentprocess.

4.Assessment:Theveshortlistedcandidateswillberequestedtoperformavalidandreliablemeasurementof

sustainabilitywhichconsistsofacognivetest,abilitytestandaworksample.Thiswilldeterminethecandidatesabilitytoidenfy/aracttalentaswellasthevaluesandbeliefsofthecandidate.

CosyHotel(Australia)sHRmanagerwillalsoconductreferencechecksandbackgroundchecksforeachcandidateatthisstage.

5.Decideandmakeanoer:Aerassessmentandpaneldiscussion,asuitablecandidatewithculturalt,skills,andexperience

willreceiveanemailoerwithcontractdetails,includingremuneraonandbenets.Unsuccessful

7

left810895TrainingandDevelopmentPlans Kilpatrick evaluation plan??

00TrainingandDevelopmentPlans Kilpatrick evaluation plan??

9144008623300ProfessionalDevelopment

00ProfessionalDevelopment

9144003796665JobSpecicTraining:

00JobSpecicTraining:

9144002005330OrientaonandOnboarding

00OrientaonandOnboarding

AspartofitstraininganddevelopmentplansfortheTalentAcquisionSpecialist,thisteamhasdevelopedadetailedplantolocate,select,andemploythebestindividuals.Theapproachwill

guaranteethatourrecruingeortsarerealiscandtakeintoconsideraonourcompany'sneedsandorganizaonalculture(Giannantonioetal.,2022).Itwillentail;

TheTalentAcquisionSpecialist'sexperiencewithCHAbeginswithourindepthorientaonprogram.Thenewemployeewillbeexposedtothecompany'sculture,policies,andprocessesduring

thisperiodGiannantonio(C&Hurley,2022).TheorientaonprogramaimstoprovidenewemployeeswithacomprehensiveunderstandingoftheCHAsoperaonsandworkplace.This

comprisesdetailsaboutthehotel'sbackground,goals,andobjecvesandanHRdepartment'sposionoutline.Asapartoftheonboardingprocess,wewillalsoworkcloselywithITandother

relevantdepartmentstoensurethatthecandidatehasaccesstotherightsystemsandtoolssotheyfeelvaluedandaresetupwelltoperformtheirdues.

Aertherstorientaon,theexpertwillgetjobspecictrainingadaptedtotheirworkrequirements.Avarietyoffundamentalabiliesandtalentswillbecoveredinthisprogram,

including:

SourcingStrategies:Thespecialistwillbetrainedinvarioussourcingtechniques,includingnetworking,socialmediarecruing,andonlinejobboards.Theywillgetknowledgeonhowto

strategicallyandaggressivelyndexcellentemployees.

InterviewingTechniques:Thecorrectpeoplemustbechosenbyconducngcompellinginterviews.Trainingininterviewingapproaches,includingbehaviouralandcompetencybasedinterviews,willbe

oeredtoensurethespecialistcaneecvelyassesscandidates.

TechnologyPlaorms:KnowledgeofHRtechnologyinthecurrentdigitalenvironmentisessenal.Thespecialistwillbetrainedonapplicanttrackingsystems(ATS),HRsoware,andotherpernent

technologicalplaormstospeedupthehiringprocess.

LegalandComplianceTraining:GiventhesignicanceoflegalcomplianceinHR,thespecialistwillgettraininginpernentlabourlaws,andiscriminaonlegislaon,andequalopportunitylawsto

ensurethatallhiringprocedurescomplywithlegalrequirements.

MentorshipandCoaching

Coachingandmentoringarecrucialtothegrowthofthespecialist.AseasonedHRspecialistfromCHAwillbedesignatedastheirmentortoenablethis.Thismentorwillconnuetooeradviceand

supporttohelptheexpertmanagethecomplexiesoftalentacquisionwithinourparcularorganizaonalenvironment(Chakraborty&Biswas,2020).Regularcoachingsessionswillbeplanned

toaddressparculardicules,honeabilies,andoeraforumforinformaonsharing.

Ourtraininganddevelopmentprogramsmustincludeelementsthatsupportongoingeducaonandprofessionaldevelopment.Tofosterthese,wewillpromoteandsupportthespecialist'sparcipaon

atappropriateseminars,conferences,andcercaons(Haugenetal.,2019).Thesechangeswillkeepthespecialistabreastofrecenttalentacquisiontrendsandbestpracces.Thespecialistmay

8

left1374139OurTrainingandDevelopmentPlansarecreatedtoensurethatourTalentAcquisionSpecialisthasaccesstoconnuingassistance,chancesforadvancement,andtherequisiteskills.Thisall

encompassingstrategyalignswithourdedicaontoaracng,developing,andretainingoutstandingpersonnelwithintheHRdivisionandtheCHA.Itconrmsourconviconthatawell

trainedandconstantlyimprovingexpertwouldbeavaluableassettoourorganisaon'srecruingandoverallsuccess.Kilpatricks evaluation plan????

00OurTrainingandDevelopmentPlansarecreatedtoensurethatourTalentAcquisionSpecialisthasaccesstoconnuingassistance,chancesforadvancement,andtherequisiteskills.Thisall

encompassingstrategyalignswithourdedicaontoaracng,developing,andretainingoutstandingpersonnelwithintheHRdivisionandtheCHA.Itconrmsourconviconthatawell

trainedandconstantlyimprovingexpertwouldbeavaluableassettoourorganisaon'srecruingandoverallsuccess.Kilpatricks evaluation plan????

givehelpfulinsightsandtaccstoourrecruingeortsbyremaininguptodate,ensuringthatweconnuetobecompeveinluringtoppeople.

9

9144007419340PromongEmployeeEngagementIniaves:

00PromongEmployeeEngagementIniaves:

9144006076315PromongWorkLifeBalance:

00PromongWorkLifeBalance:

9144005075555RecognionandRewards

00RecognionandRewards

9144003733165ProvidingDevelopmentOpportunies

00ProvidingDevelopmentOpportunies

9144002562225EnhancingCompeveCompensaonandBenets

00EnhancingCompeveCompensaonandBenets

914400896620RetenonandPerformanceStrategies

00RetenonandPerformanceStrategies

Theterm"retenonstrategies"referstoaseriesofpurposefulandproacvemeasurestheorganizaonhastakentoencetheTalentAcquisionSpecialisttostaywiththebusinesslonger.

Thesetaccsaimtoimprovejobsasfaconbyfosteringprofessionaldevelopment,recognizingexceponalwork,encouragingahealthyworklifebalance,andfosteringagoodandinspiringwork

atmosphere(Sintaetal.,2023).Theseretenontechniquesaimtoreduceturnover,securethespecialist'slongtermcommitmenttothecompany,andopmisetheircontribuontothe

developmentCHA.Theproposedstrategiesare;

Ourproposalwillincludeacompevecompensaonpackage,performancebasedbonuses,andafullrangeofbenets,includingdiscounteduseofourhotelsandfaciliesforbothouremployees

andveryimmediatefamilymembers,and5weekspaidleave.(FordColin,2022).Thiswillprovidenancialcertaintyandencourageperformanceexcellence.Theproposalwillalsoensurethatweare

compeveinthemarketwiththeoeringandwilladdtothevalueofstayingwithourorganisaon.

WewilllayoutaclearrouteforprofessionalpromooninsidetheHRdivision,includingchancesformovingtohigherlevelposionslikeHRManagerorHRDirector.Thisdisncttrajectorypromotes

sustaineddedicaonandcareeradvancement(Peeletal.,2019).Careerprogressionwillactasacricalcomponentoftheretenonstrategyasthiswillnotonlyencourageperformancebutwillalso

helptheindividualstaywithintheorganisaonandlearnotherareasofthebusinesstocrossskillorremainwithintheHRareaandmovetohigherroleswithmoreresponsibilies.

Acomprehensiverecognionprogramwillbedevelopedtorecogniseexceponalperformanceandaccomplishments,establishingacultureofgratudeandmovaonamongoursta.The

developmentofthiswillhelpencourageemployeestoremainintheorganisaonastheywillfeelvaluedandincreasemovaon.

Promongworklifebalancewillbeatopemphasis.Wewillensureexibleworkschedules,remotepossibilies(wherepraccal),andwellnessiniavesdesignedtolowerstressandboostgeneral

wellbeing.Worklifebalanceisdirectlylinkedtoperformanceandretenonanditiscricalthatweoeropportuniesfortheemployeestoworkfromhomeandalsoabilitytochooseexiblework

oponssuchasstarnglaterorworkingashorterweek.Managerswillneedtobetrainedtomanagethistoensurewendthebalancebetweenorganisaonalgoal,deliverablesandperformance.

Employeehappinesswillbemeasuredbyfrequentsurveysandfeedbacksessions,whichwillalsocollectsuggesonsforimprovingtheworkingenvironment(Kurdi&Alshurideh,2020).Wewillalso

incorporateaconablefeedbacktoimprovejobsasfaconandgeneralstaengagement.

10

9144005641340Training:

00Training:

9144003818890Selecon:

00Selecon:

914400896620Recommendaons:

00Recommendaons:

Thisreportdescribesandjusestherecruitment,selecon,training,andretenonproceduresfortheposionoftalentacquisionexpertatCHA.Therecommendaonsforeachaspectareoutlined

below.

Aracon:

Buildandmaintainstrategiclongtermpartnershipswithkeyuniversiesand/ortraininginstuonsthatoerarelevantdegreeortrainingpathwayandhasagoodreputaon.With

clearobjecvesoeraninternship/mentoringprogramthatprovidesstudentswithvaluablelearningopportuniesinalignmentwithCHAsneeds.

Implementanduliseafunnelapproachtoapplicantaraconasdepictedingure1anddevelopkeymarkengstrategiesforeachstage.Markengstrategiesshouldbedigitalto

reachabroaderaudiencewithanalycsusedtokeeptrackofcampaignswhilstensuringcompliancewithrelevantdataprivacyregulaons.

Ensurejobadvertsareconciseandwellthoughtout.

Collaboratewithkeystakeholderstodevelopasetofcriteriathatincludesbothtechnicalskillsandculturalt.

RegularlyupdateCeridiantoensureaccuracy.

Ensurearespeculinterviewingprocesswithawelleducated,diversepanel.

Ensurealltestsconductedonapplicantsarevalidandreliablemeasuresofthesuitabilityfortherole.Theseassessmentsshouldbeupdatedandvalidatedonaregularbasis.

Provideunsuccessfulcandidateswithconstrucvefeedbacktomaintainaposiveemployerbrandandallowcandidatestoimproveonrequiredareas.

OpmiseOnboarding:KeeptheonboardingprogramupdatedfornewTalentAcquisionSpecialiststoalignwithcompanyculture.

EvaluateTrainingEecveness:Periodicallyassessjobspecictrainingmoduleswithspecialistfeedbackforimprovement.

PriorizeMentorship:Emphasisementorshipandcoachingtosupportspecialistgrowth.

EncourageProfessionalDevelopment:Supportongoingprofessionaldevelopmentthroughseminars,conferences,andcercaons.

Retenon:

ReviewCompensaon:Regularlyevaluatecompensaonandbenetsforcompeveness.CommunicateCareerPath:ClearlycommunicateHRdivision'scareerprogression

opportuniesandotherinternalopportunies.

EstablishRecognionPrograms:Developconsistentrecognionprogramstomovateexceponalperformance.

PromoteWorkLifeBalance:Connuepromongworklifebalancewithexibleschedulesandremoteworkopons.

11

914400896620Conclusion:

00Conclusion:

ThisreportpresentsacomprehensiveframeworkthatnotonlyaddressesCHAstalentacquisionneedseecvelybutalsodoessoinamannerthatisbothethicallyandeconomicallyrobust.The

strategiesoutlinedherearestrategicallydesignedtoalignwithCHA'scommitmenttoethicalandresponsiblebusinesspracces,whilealsomaximisingcosteciencyandlongtermsustainability.

Fromanethicalstandpoint,thecollaboraonwithuniversiesandtraininginstuonsisatestamenttotheorganisaon'sdedicaontoeducaonandcommunitysupport.Bynurturingearlytalent

idencaonandoeringinternshipandmentorshipprograms,CHAdemonstratesitscommitmenttoprovidingopportuniesforgrowthanddevelopmenttostudentsandrecentgraduates.Thisnot

onlybenetstheorganisaonbyaracngfreshtalentbutalsocontributesposivelytosocietybyfosteringeducaonandskillsdevelopment.

Furthermore,theemphasisonlegalcomplianceandfairnessintheseleconprocessensuresthatallcandidatesaretreatedequitably,regardlessoftheirbackgroundorpersonalcharacteriscs.This

alignswithCHAsvaluesofdiversityandequalopportunity,fosteringaworkplaceculturethatisinclusiveandrespecul.

Economically,therecruitmentstrategiesoutlinedinthisreportaredesignedtobecosteecveinthelongrun.Collaboraonwitheducaonalinstuonsreducesrecruitmentcostsbytappingintoa

poolofeducatedandskilledcandidates.Theuseofrecruitmentmarkeng,includingdigitalchannels,enablestargetedoutreachtopotenalcandidates,minimizingwastageofresources.

Addionally,thetraininganddevelopmentplannotonlyequipstheTalentAcquisionSpecialistwiththenecessaryskillsbutalsoenhancesorganisaonaleciencyinthelongterm.Welltrained

employeescontributetoreducedturnoverratesandincreasedproducvity,whichulmatelybenetstheorganisaon'sboomline.

12

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doi:ISSN569581

00Alashmawy,A.,&Yazdanifard,R.(2019).AReviewoftheRoleofMarkenginRecruitmentandTalentAcquision.InternaonalJournalofManagement,AccounngandEconomics,6(7),569581.

doi:ISSN569581

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13716004427855implicaons.Paladyn,JournalofBehavioralRobocs,11(1),199216.

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13716006199505NeurodiverseWorkforce.InNeurodiversityintheWorkplace(pp.6097).Routledge.

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13

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00edinstuons

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14

Talent Management Plan

QQ Group

Executive Summary

This talent management plan has been specifically created for QQ Group and begins with an overview of the company and the contextual factors that concern its operations. The document is a follow on from phase one which was a talent identification exercise conducted for QQ Group that revealed 3 key talent roles which are briefly explained as part of the company introduction. The talent management plan then offers internal and external processes to be adopted by the company to create a talent pool of suitable candidates which include a detailed Career Pathway Program and Diversity and Inclusion Policy, this part of the talent management plan is phase two. The document then explains phase three which is the development of HR architecture to support, nurture and retain the talent within the business and develop a competitive EVP. Five strategies have been recommended with best practice suggestions for performance bonus incentives, yearly remuneration review, flexible work policy, mentor program and learning and development opportunities.

Table of Contents

Executive Summary.3

Introduction to QQ Group.3

Talent Pool Development..4

Internal processes career pathway program.4

External processes Diversity and inclusion policy..5

Retention and performance strategies / EVP5

Performance bonus incentives6

Yearly remuneration review.7

Flexible work policy7

Mentor Program...8

Learning and development...8

Conclusion.9

References..10

Introduction to QQ Group

QQ Group is a privately owned Australian boutique recruitment agency that focuses on short term contract recruitment and permanent staffing solutions across the resources, construction, and engineering sectors in Australia. The business has been in operation since 2006 and has a presence in Sydney, Melbourne, Brisbane, and Perth with approximately 80 staff between the 4 offices. QQ Group comprises of a senior management group, accounts team, administration team, IT, and recruitment consultants that range in experience and seniority. The business has a reported yearly revenue of 22 million AUD and secures this revenue from providing recruitment services to their clients. The roles identified in phase one as talent crucial to QQ Group and which differentially contribute to the organisations sustainable competitive advantage are the HR Business partner, Marketing Manager and Recruitment Consultants (Collings and Mellahi 2009, p.4). Talent Pool Development

Now that key talent roles have been identified, the second phase of the talent management plan can occur which is to develop a talent pool of high potential and high performing incumbents to fill these roles (Collings and Mellahi 2009, p.4). Development of internal and external talent pools is not currently occurring at QQ Group; the businesses recruitment process is a vacancy driven traditional approach where the internal recruiter for the business is tasked to source suitable candidates through a range of lengthy processes for the relevant state manager to interview. Although suitable for the organisation in the past, this methodology is outdated and becoming less effective given the scarcity of talent in the Australian recruitment industry which has exacerbated over the past 24 months because of the lack of skilled migration (which the industry heavily relies on) and talent leaving the industry both caused by the COVID19 pandemic. To increase recruitment efficiency by filling key talent roles with suitable incumbents with these challenges present, the business must shift from ad hoc vacancy led recruitment to strategic internal and external talent pool development.

Internal processes Career Pathway Program

Strong internal processes must be established, executed, and reviewed to secure talent within the business that is pivotal to the long-term future and overall competitiveness of QQ Group in the market. The Career Pathway Program will be introduced to help both the business and the employees within. From an employees perspective the career pathway program will give every employee within the business an opportunity to map their career path in the business, outline their aspirations, and create a blueprint to achieve this. The career pathway program will also be an instrumental tool for the business to identify high potential and high performing incumbents through this consultation which can be conducted biannually or quarterly. From this consultation, recommendations will be made to upskill and develop the incumbent for them to achieve their goals and the business can prepare the incumbent for promotion or redeployment within the business to fill key talent roles internally.

This requires multiple stakeholders such as the state managers to identify high performing individuals within their teams, HR Business partner to create frameworks and HR architecture to develop these incumbents (more details in phase 3), document the results accordingly, and ensure that alignment exists so that both the individual needs and business needs are met.

External processes Diversity and Inclusion policy

QQ Group has a contingent of their workforce that belong to underrepresented groups such as women, members that identify as LGBTQ, and a range of cultural backgrounds. This is a notable feature of the business however no formal policy is in place. Introducing a Diversity and Inclusion policy thats states QQ Groups commitment to a fair and welcoming workplace for all people will have a range of positive implications for the business, such as higher retention rates amongst underrepresented groups, higher engagement levels and more innovation to drive the business forward (Steele and Derven 2015). This policy will be primarily used as a targeted recruitment strategy to attract talent from a wide and diverse talent pool that has not been fully tapped into previously by the business. The key stakeholders for the development of this policy will be the HR Business partner and directors to create and formalise the policy, the marketing manager who will be responsible for delivering this policy on a wide range of platforms to the market and the internal recruiter for the business to develop this diverse talent pool of suitable candidates that the business can recruit.

A database for both internal and external talent pools is to be established and updated regularly. The purpose is to store relevant information, allow the business to reengage when needed, and centralise all pertinent data related to recruitment, making the recruitment process faster and more efficient.

Retention and performance strategies / EVP

The talent management plan will now move into phase 3 which is the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organisation (Collings and Mellahi 2009, p.4). Essentially, this is a range of strategies to be introduced that increase retention, promote development and performance that will also form QQ Groups EVP. Failing to retain top talent that significantly contributes to achieving the businesses long term strategy can be detrimental, costly as there will not be talent in the role generating revenue and time consuming to replace the turnover with suitable incumbents (Narayanan A et al., 2019). Retention is a key issue for QQ Group, introducing an aligned performance bonus incentive scheme, yearly remuneration review, flexible work policy, mentor program and learning and development opportunities will address this whilst increasing development and performance.

Performance bonus incentives

The recruitment industry is well known for lucrative bonuses for high performers and QQ Group has a commission scheme in place for recruitment consultants. This is a good start, however much more work is needed in this space as top performers in the industry expect to be compensated accordingly through commission. Having an alignment between the companys core business values and the reward structure is important and making sure that this alignment exists for the current commission structure can be achieved by reviewing the business objectives and the current scheme in place. As part of the review, the business will attain a wide range of commission structure data and benchmark their commission structure against their competitors, from there the relevant changes can be made if needed to the structure based on business alignment and relevance. There is also no incentive plan in place for the employees that are not generating recruitment fees but are still contributing to the organisations success, such as the HR Business Partner and the Marketing Manager. Developing a suitable bonus structure for those employees is an enticing proposition and one that should be considered best practice within the recruitment environment. As these roles are more strategic with a long-term focus, a quarterly or yearly bonus scheme for these roles will be more appropriate, as opposed to a monthly commission structure that exists for recruitment consultants. Ensuring that each employee is eligible to receive incentives should be the end goal for QQ Group. For this to increase retention and be beneficial to the business also, the adopted schemes must have the correct alignment that rewards employees for displaying behaviours which align with company values, for reaching pre-determined targets, goals and is competitive in the market. Yearly remuneration review

In line with reviewing and updating the bonus scheme in place, yearly remuneration reviews and a benchmarking exercise should be adopted by the business. This is not currently occurring, however with the hypercompetitive labour market, inflation, the cost of living, and the volatility of the market throughout the COVID19 pandemic, wages have subsequently fluctuated and as of recently been hyperinflated due to companies competing for limited talent. QQ Group must attain market data for all roles in the business across Sydney, Melbourne, Perth and Brisbane and benchmark against that data set. This exercise will reveal where the business currently sits within the market from a remuneration standpoint and can make changes if needed to reposition themselves in the market. This is an important exercise to conduct as overpaying for staff is costly to the business, having employees with similar scope but paid significantly different can cause discontent among the workforce if it is revealed, and underpaying staff may lure talent crucial to QQ Group to its competitors. Having a well-rounded remuneration package that is competitive, fair, and well placed in the market compared to its competitors is one of the key pillars of the EVP that will enhance retention. Making sure this exists and is reviewed annually to maintain relevance should be the end state for QQ Group.

Flexible Work Policy

Flexible working arrangements traditionally have been introduced to help promote wellbeing, the theory being that the less time an employee spends at work, the more time they have to focus on their health (Sargent et al., 2018). Although that is a great wellbeing initiative, it was rarely adopted in the recruitment industry until the COVID19 pandemic. QQ Group successfully implemented remote working in March 2020 in line with the governments stay at home order and since returning to what is the new normal, have adopted a hybrid policy that allows for employees to work from home on Wednesdays only. The current hybrid model is not competitive for employees who now have an expectation of genuine flexibility. To offer genuine and competitive flexibility, a proposed two core working days (Tuesdays and Thursdays) and 3 remote working days should be trialled and implemented. This allows for 2 days of team collaboration, interaction and internal meetings and 3 days for the employee to work remotely with a wellbeing focus. A budget to help set up the employees ergonomics and technology remotely should be established to ensure that employees can work remotely safely and comfortably.

Mentor Program

QQ Group employees may have someone they look up to professionally internally already, however this engagement can be formalised through the development of the mentor program. The mentor program is designed to enhance connection, deliver further guidance and continued development for both the mentor and the mentee. This program will be pivotal for recognising employee career aspirations and helping guide their development to achieve these goals, it will also be a strategic and long-term business necessity as the mentor program will be pivotal in identifying and helping prepare future leaders for promotion and future redeployment. Mentor programs are popular implementations based on being cost effective, sustainable, and functional with strong links to increased performance and job satisfaction for both the mentor and mentee, making it another key lever in development and retention (Chandler et al., 2010).

Learning and Development

QQ Group currently has a comprehensive 12-week onboarding program for new starters, within this program lies key learnings and competencies to be achieved and outlines a progress path for the next 6 months. This initiative is great to get new starters up to speed however there is a gap in learning and development for employees at the 1 3-year stage of the employment lifecycle where much of the turnover occurs. To engage and retain this cohort further learning and development opportunities must exist in the business (Choo and Bowley, 2007). Developing internal learning and competency-based frameworks for different areas of recruitment for this cohort to undertake such as candidate sourcing, business development, technology, planning and strategy, screening, scoping, leadership and more will allow for career focussed employees to attain knowledge that will progress their careers internally, increasing retention for this cohort and preparing them for promotion.

Conclusion

The recruitment industry in Australia is renowned for being a high pressure and high turnover environment and this presents as great opportunity for QQ Group to break that mould by being proactive in their retention approach and introduce strategies to reduce the turnover they so frequently experience. Not only will this improve operational capability by keeping key talent within the business, but it will also enhance the companys brand, making QQ Group an employer of choice for the limited local talent pool that exists. By adopting these frameworks, the business can attract and retain talent whilst simultaneously identifying and preparing incumbents that are pivotal for achieving the businesses long term strategy through the mentor and learning and development pathways. There will need to be a level of investment from the business to execute the talent management plan, however all policies recommended are well within the budget of a company that generates the revenue that QQ Group does. The document also stipulates that all policies should be planned for and reviewed to maintain relevance, efficiency and minimise risk. Along with planning and reviewing, all recommended policies should be interconnected to optimise and enhance each policy. With successful implementation, the business can expect an increase in new hires, higher retention of key talent, and revenue growth putting QQ Group in a stronger operational position prior to implementation.

REFERENCES:

Chandler, D.E., Hall, D.T. & Kram, K.E. (2010). A developmental network & relational savvy approach to talent development: A low-cost alternative. Organizational Dynamics, 39(1), 48-56. doi: 10.1016/ j.orgdyn.2009.10.001

Choo, S. and Bowley, C. (2007). Using training and development to affect job satisfaction within franchising. Journal of Small Business and Enterprise Development, 14(2), 339352.

Mellahi, K., & Collings, D. G. (2010). Strategic talent management: a review and research agenda Collings, D.g. and Mellahi, K. (2009) Strategic Talent Management: A Review and Research Agenda, Human Resource Management Review, 19(4), 304-313.

Narayanan, A., Rajithakumar, S., & Menon, M. (2019). Talent Management and Employee Retention: An Integrative Research Framework. Human Resource Development Review. 18(2):228-247. doi:10.1177/1534484318812159

Sargent GM, McQuoid J, Dixon J, Banwell C, Strazdins L. Flexible Work, Temporal Disruption and Implications for Health Practices: An Australian Qualitative Study. Work, Employment and Society. 35(2),277-295. doi:10.1177/0950017020954750 Steele, R., & Derven, M. (2015). Diversity & inclusion and innovation: A virtuous cycle. Industrial and Commercial Training, 47(1), 17. https://doi.org/10.1108/ICT-09-2014-0063