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 People and the Organisation
Portfolio Report

Table of Contents
1. Introduction_________________________________________________________1
2. Section A: Recruitment in Modern Organizations___________________________1
2.1 Internal and External Recruitment______________________________________1
2.2 Pros and Cons of Internal and External Recruitment________________________2
2.2.1 Internal Recruitment:_______________________________________________2
2.2.2. External Recruitment:______________________________________________3
2.3 Job description and person specification__________________________________3
2.4 Reflection on Current and Required Skills________________________________4
4. Section C: Challenges of Talent Acquisition and Retention election in Modern
Organisations__________________________________________________________5
4.1 Workforce Supply And Demand________________________________________5
4.2 Challenges Faced in Matching Workforce Supply with Demand in the UK______5
4.3 Key Legislation Impacting Workforce Supply And Demand in The UK_________6
4.4 Recommendations And Best Practices to Address The Identified Challenges.____7
5. Conclusions_________________________________________________________8
References____________________________________________________________9
1. Introduction

In contemporary organizations, recruitment and selection are essential components of

Human Resource Management (HRM). It is serving as the cornerstone for developing
a motivated and high-performing staff. Successful hiring practices guarantee that the
appropriate talent is assigned to the appropriate job. This thing eventually accelerate
organizational success (Jose, 2019).
SCC LTD is a reputable supplier of IT services in the UK. SCC LTD was founded in
1982. SCC has continuously changed to suit the demands of the dynamic IT industry.
Its founding occurred during a period of profound technological changes. Based on
the technology industry, SCC is a mainstay, offering a wide range of services from
digital transformation to cloud solutions (SCC Ltd. Annual Report , 2022). Moreover, it
is a prime example of contemporary hiring methods, the company's dedication to
innovation, client happiness, and staff development has elevated it to a leading
position. Thus, I have selected this SCC Ltd company to illustrate the portfolio.

2. Section A: Recruitment in Modern Organizations

In contemporary organisations, recruitment is more than just filling positions. It's an

intelligent attempt to match talent with the company's goals. At SCC LTD, hiring is a
dynamic process designed to find and draw in qualified candidates. It is also assuring
a smooth fit with the organization's strategic objectives.

2.1 Internal and External Recruitment

Promotions and transfers of current staff members are considered forms of internal
recruiting for open positions. This approach makes use of internal talent, encourages
loyalty, and advances careers. Employee referral programs, internal talent evaluations,
and job listings on internal platforms are examples of processes that are often used
(Walford-Wright & Scott-Jackson, 2018).
Seeking talent from outside the organisation is commonly referred to as external
recruiting. With this approach, company may reach a larger pool of applicants with
new insights and specialized knowledge. Online job listings, social media recruiting,

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hiring agencies, and company branding campaigns are typical methods (ANKITHA,
2020).
Utilising current talent pools, encouraging internal growth, and cultivating employee
loyalty are the three main focuses of internal recruitment strategy of SCC. On the
other hand, external recruiting entails a methodical strategy to talent acquisition,
making use of internet platforms, industry networks, and collaborations with
academic institutions. Moreover, company leverages online platforms like LinkedIn,
targeted job postings on professional websites and on industry websites. Plus they
partnerships with universities and technical colleges to get talented team member in
the organization.Together, these procedures ensures a workforce that is competent,
varied, and flexible (Albert, 2019).

2.2 Pros and Cons of Internal and External Recruitment

2.2.1 Internal Recruitment:

Pros:
 As the company recruiter perceive prospects for development and professional
progression within the company, internal recruiting increases the sense of loyalty
and belonging among current workers.
 Recruitment processes may be sped up by using internal resources because
internal candidates are already acquainted with the policies and culture of the
company. As a result, hiring expenses are decreased (Chowdhury, 2012).
 It is less likely that there will be a cultural mismatch when hiring external talent
because internal applicants are already familiar with the company culture.
 A culture of ongoing learning and development is fostered by supporting
promotions within the organization and career advancement, which improves the
workforce's entire skill set (Srivastava & Bhatnagar, 2008).
.Cons:
 If an organization just hires people from the inside, it would not be available to
many viewpoints and innovative ideas that potential outside applicants can
provide.
 Diversity and inclusion initiatives may be hampered by internal recruitment
practices that unintentionally reinforce preexisting biases inside the company.

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 Internal promotions run the danger of elevating under-performing staff members
who might not be the most suitable for the higher position (Chartered Institute of
Personnel and Development., 2023).

2.2.2. External Recruitment:

Pros:

 External hiring expands the pool of talent by giving access to people with
different experiences, backgrounds, and viewpoints, which promotes creativity.
 The organisation can benefit from the specialised talents and novel ideas that
external applicants frequently bring to the table.
 External recruiting brings in a healthy dose of competition by drawing in
applicants that have demonstrated success in the past and may possess more
experience (Department for Business, 2023).
Cons:
 Because external recruiting procedures need extensive review and on-boarding,
they typically take longer. Higher related expenses may arise from this.
 The process of integrating external hires may provide obstacles in terms of
cultural alignment with the organisation, which might result in disputes or
difficulty with assimilation.
 The idea that important jobs would only be filled by external candidates may
discourage current workers who want to move up the corporate ladder, which
might lower morale (ManpowerGroup, 2023).
In the particular case of SCC Ltd., it is best to use a balanced approach. It strategically
combines internal and external recruitment techniques. SCC Ltd. should establish a
workforce that is dynamic and diverse and in line with its overall talent acquisition
strategy. Thus by utilising the assets of its existing people to maintain organisational
continuity and aggressively seeking out external knowledge to supplement certain
jobs. This strategy guarantees a harmonious fusion of new ideas and institutional
expertise, fostering ongoing organisational development and innovation.

2.3 Job description and person specification

It entails accepting a diverse range of responsibilities as I envision myself progressing

into a senior HR position at SCC LTD. I would be responsible for creating and

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executing HR strategies that complement SCC LTD's general business goals as part of
the strategic planning job description. It is being considered for this important role. A
focus on employee engagement is also crucial. Because part of the duties include
leading programs that improve worker happiness and foster a pleasant working
environment. Policy creation is another aspect of the job. It requires that HR policies
be developed and updated to meet changing regulatory requirements. Finally, it's
critical that I promote innovation and adopt procedures that adjust to new
developments in the sector in order to cultivate an innovative culture (McKinsey &
Company, 2022).
In keeping with this extensive job description, the senior HR position at SCC LTD's
person specification lists critical qualities that are necessary for success. Priority is
given to leadership attributes, which highlight the capacity to motivate and inspire
teams, effect good change, and cultivate a cooperative atmosphere that supports both
individual and group development. The emphasis is on adaptability to change,
recognising the dynamic nature of organisational environments and the necessity of
resilience and flexibility in response to changing industry demands. It is considered
essential to be proficient in new HR technologies. As it requires a skillful application
of state-of-the-art instruments to optimise HR functions and expedite procedures.
Furthermore, a thorough grasp of the dynamic HR landscape is anticipated. It requires
an in-depth comprehension of both established and developing trends. Such as
regulatory requirements, diversity and inclusion policies, and strategic positioning as
an employer of choice (Gupta & Mishra, 2023).

2.4 Reflection on Current and Required Skills

After doing a critical self investigation, I am confident in my present skill set. My

skills are marked with skillful teamwork, efficient communication, and a sophisticated
grasp of organisational dynamics. However, recognizing the requirments of the
targeted job of senior HR position at SCC LTD, I am compelled to enhance my skills
and capabilities. In order to achieve this strategic position, I need to concentrate on
strengthening strategic planning abilities. I need to make sure that HR programs are in
line with the organization's primary objectives. Furthermore, it is acknowledged that a
dedication to improving one's skills in data analytics is essential, in line with the
current focus on data-driven decision-making in human resources (Raghunath, 2009). It
becomes essential to have a thorough grasp of new HR technologies since improving

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operational efficiency requires keeping up with automation and HR software
advances.

4. Section C: Challenges of Talent Acquisition and Retention election in

Modern Organisations

4.1 Workforce Supply And Demand

The state of balance between the demand and supply of labour is a critical factor in
determining the success of an organisation. The intricate relationship between the
talent pool's availability and the demand for qualified personnel has significant effects
on both economies and sectors. A crucial component of strategic human resource
management is workforce demand and supply balancing, which entails matching the
quantity, quality, and capabilities of workers to the demands of organisations both
now and in the future (Liu & Pearson, 2015).
This fine balance defines the larger landscape of creativity, efficiency, and economic
sustainability in addition to recruiting methods and personnel acquisition. To succeed
in the professional environment, firms and policymakers must investigate the
dynamics, obstacles, and tactics related to the balance between the supply and demand
of labour.
Gaps are found in the present labour supply compared to demand, which establishes
the framework for the labour Action Plan. Setting priorities for important gaps
guarantees a targeted strategy for accomplishing company objectives. An equilibrium
between the supply and demand of labour allows organisations to function more
effectively. Supply that has been well-planned for makes replacements easier, and
sound planning enables reasonable budgeting, reorganisation, and strategic decision-
making (Osemwota, 2021).

4.2 Challenges Faced in Matching Workforce Supply with Demand in the UK

For companies like SCC LTD, navigating the complex UK employment landscape
presents a variety of problems in their efforts to match the supply of the workforce
with the changing needs of the labor market. These difficulties cover a wide spectrum
of urgent problems, necessitating a sophisticated strategy for attracting and keeping
people (Vadithe, 2023).

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Skill Gap: The biggest obstacle is the ongoing skills gap, which is particularly
noticeable in fields like technology, engineering, and healthcare. Because these
businesses are dynamic and require specialised knowledge. Thus, there is a gap
between the skill set that employers are looking for and what the labour market can
offer. For companies like SCC LTD, this growing divide makes it extremely difficult
to find the personnel required to foster innovation and competition (Osemwota, 2021).
Demographic Changes: An ageing population and falling birth rates are two of the
UK's most significant demographic changes. The workforce pool is getting smaller as
a result of this demographic shift. This thing makes competition for highly qualified
workers more fierce. Organisations need to deliberately engage with various age
groups in order to promote a balanced workforce. Company also need to make a re-
calibrating their strategies to recruit, retain, and up skill current talent as the
proportion of retirees rises (Raghunath, 2009).
Immigration Policies: The problem is made much more difficult by the limitations
imposed by immigration laws, especially those pertaining to skilled immigration.
Restrictions on access to a global talent pool reduce the range of ideas and talents that
organisations such as SCC LTD may draw upon. A proactive and deliberate strategy
to talent acquisition is required to navigate these restrictions; this may include
advocating for laws that encourage the influx of specialised expertise.
Misalignment of the Education System: A recurring issue is the mismatch between
the evolving demands of the labour market and the educational system. It's possible
that students are not receiving the necessary training in the existing educational
system to meet the needs of changing industries (McKinsey & Company, 2022).
To close this gap, SCC LTD and other organisations need to cooperate with academic
institutions. They should highlight the need of practical skills and establishing
partnerships to guarantee that graduates have the necessary skills when they enter the
job.

4.3 Key Legislation Impacting Workforce Supply And Demand in The UK

SCC LTD is adept at interpreting the complex web of labour market dynamics shaped
by key legislative initiatives in the UK.
National Living Wage: Although the National Living Wage consistently rises,
companies find it difficult to keep up with the demand, which drives up labour

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expenses. SCC LTD carefully treads this fine line between cost containment and just
compensation (Jose, 2019).
Apprenticeship Levy: Adhering to the Apprenticeship Levy puts SCC LTD in a
position to develop a competent staff in addition to being compliant with the law. The
levy presents a chance to engage in focused skill development in order to overcome
the skills deficit.
Immigration Skills Visa: This programme facilitates the hiring of qualified foreign
workers and gives SCC LTD access to a wide range of skill sets. By strategically
navigating immigration laws, the company may continue to access international talent
pools with agility (Albert, 2019).

4.4 Recommendations And Best Practices to Address The Identified Challenges.

 Investing in the development of skills involves working with educational

institutions, encouraging apprenticeships, and upskilling and reskilling the current
workforce.
 Creating inclusive environments, encouraging work-life balance, and
implementing flexible work schedules are some strategies for drawing in and
keeping diverse talent.
 Leveraging technology: To find and target possible applicants, use internet
platforms, data analytics, and AI-powered recruiting tools.
 Promoting internal mobility and skill upgradation: establishing internal talent
marketplaces, cross-functional training initiatives, and career development
opportunities to nurture current staff members and lessen reliance on hiring new
hires (ManpowerGroup, 2023).
 Leveraging analytics and data: Applying data to forecast labour trends, find skills
shortages, and customise recruitment tactics for certain occupations and groups of
people.
 Collaboration and partnerships: Creating connections with professional networks,
trade groups, and educational institutions to exchange best practices and access
talent pools.
Thus, SCC Ltd. and other organisations in the UK may successfully manage the
difficulties of attracting and retaining people by developing a highly competent staff,
and prosper in the constantly changing employment market by putting these

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suggestions and best practices into effect ( Chartered Institute of Personnel and
Development, 2023).

5. Conclusions

In today's competitive business environment, contemporary organisations must have

efficient recruiting and selection processes in place to attract and retain talent. Success
requires a thorough understanding of the supply and demand for labour. Such as
flexibility in response to shifting legal requirements, and the use of best practices
including employer branding, skills development, and data-driven recruiting. SCC
Ltd. and other organisations in the UK may protect their talent pool and reap long-
term benefits by means of ongoing education, creativity, and a dedication to
cultivating a workforce that is both varied and inclusive.
This portfolio provides a good starting point for a deeper dive into the intricate
aspects of talent acquisition and retention. HR experts should continue to be essential
to the strategic management of human capital that drives organisational performance
by researching particular issues in greater detail, examining industry best practices,
and keeping up with changing trends.

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References

Albert, E. T. (2019). AI in talent acquisition: a review of AI-applications used in

recruitment and selection. Strategic HR Review, 18(5), 215-221.
ANKITHA, M. (2020). A STUDY ON MODERN TALENT ACQUISITION
PRACTICES FOLLOWED BY SELECTED IT COMPANIES IN BANGALORE.
Chartered Institute of Personnel and Development. (2023). Recruitment and
Selection: A guide to good practice. CIPD.
Chowdhury, M. F. (2012). Importance of knowledge management and knowledge
economy in talent acquisition. Business Review (ISSN: 1996-3637), 1 (2).
Department for Business, Energy and Industrial Strategy. (2023). Workforce Supply
and Demand in the UK. GOV.UK.
Gupta, A., & Mishra, M. (2023). Artificial Intelligence for Recruitment and Selection.
In The Adoption and Effect of Artificial Intelligence on Human Resources
Management, Part B (pp. 1-11). Emerald Publishing Limited.
Jose, S. (2019). Innovation in recruitment and talent acquisition: A study on
technologies and strategies adopted for talent management in IT sector. International
journal of marketing and human resource management, 10(2), 1-8.
Liu, Y., & Pearson, C. A. (2015). An Empirical Study of the Influence of Culture on
Talent Acquisition and Relationship with Organisational Global Ambitions in Indian
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Evidence, 79-110.
ManpowerGroup. (2023). Talent Challenges Survey 2023. ManpowerGroup.
McKinsey & Company. (2022). The Future of Work: Navigating the new
employment landscape. McKinsey & Company.
Osemwota, O. (2021). Evaluating the use of data analytics in talent acquisition of
senior managers in Nigerian banks (Doctoral dissertation, Dublin, National College of
Ireland).
Raghunath, K. S. (2009). Talent Acquisition and Retention through Innovative Global
Practices. Transcending Horizons Through Innovative Global Practices, 260.
SCC Ltd. Annual Report 2022: https://scc.virginia.gov/pages/Clerks-Annual-Reports

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Srivastava, P., & Bhatnagar, J. (2008). Talent acquisition due diligence leading to
high employee engagement: case of Motorola India MDB. Industrial and Commercial
Training, 40(5), 253-260.
Vadithe, R. N., & Kesari, B. (2023). Human Resource Analytics on Talent
Acquisition: A Systematic Review. Center for Development Economic, 10(18), 30-
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