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assignment

Module Name: Resource Talent Planning

Module Code: BUSS 24002

Level: 2

Student Name:

Student ID:

OMAN TELECOMMUNICATIONS COMPANY (OMANTEL)

Q1. Talent Management Strategies

Talent management is a methodology used by companies or organizations to recruit and develop employees to be as productive as possible and keep them in these companies or organizations on a long-term basis (Mahler and Staffelbach, 2015). It is further defined as the strategic process of ensuring that the right talents are onboard and assisting them to grow to higher capabilities. It helps the employees feel motivated, engaged, and skilled, which allows them to achieve the objectives and goals of the organization when working in different directions (Khan and Sana, 2014). In so doing, the employees increase the satisfaction of the client and the performance of the organization. According to Gulati and Chauhan (2014) that the talent management strategies that organizations use are training and development activities, standardizing strategies, tracking and measuring performance, and rewarding schemes for performers.

The talent management strategies that Oman Telecommunications Company (Omantel) is using are implementation and design of improved training systems for individual and general requirements, career development and improvement for employees, market research, rewarding top performers, and increasing the employees’ motivation (Mahler and Staffelbach, 2015). Omantel has developed good career development paths for the employees, where they feel more engaged with their work in the company. The career path development program assists Omantel employees in developing, growing, and improving their skills. Gulati and Chauhan (2014) say that employee skill development and growth allows them to stay at Omantel Company for extended periods of time without leaving. According to Kim and McLean (2016) that this will enable the Omantel Company to retain a higher-skilled workforce and, hence, improve company performance and gain competitive advantages.

Omantel Company has also implemented and designed improved training systems when it is providing its employees with professional development opportunities via training programs within the company and outside. Mahler and Staffelbach (2015) record that the company has implemented seminars and initiatives and is providing them with modules for reading and training tools for employees like micro learning platforms. The company has also allowed the employees to save money for development activities, which has improved company performance. These seminars and training tools have enabled the Omantel Company to retain highly skilled human resources with efficient capabilities (Gulati and Chauhan, 2014). Recognition and rewarding are also strategies used in the company for talent management. Employee recognition and appreciation were implemented in the company, and this has given the company a greater impact because employees are being recognized for what they are doing, thereby retaining them for a longer period of time. Khan and Sana (2014) records that this is the best way the company is using to mitigate the risks of leaving, where employees stay motivated and happy at work. The Omantel has accomplished this by recognizing their accomplishments and appropriately rewarding them for their efforts.

The establishment of the company’s goals and objectives is another strategy used by Omantel in talent management. Mahler and Staffelbach (2015) say that the human resource manager accomplishes this by aligning the development of company employees with the company’s established goals and objectives. The established goals and objectives communicate properly with the focus of employees. Gulati and Chauhan (2014) say that with clearly established goals and objectives, the Omantel Company can train its workforce in line with career and other training in order to stay competitive in the labor market. The clear overarching goals and objectives enable the workforce to be more engaged in the company’s work, which in turn allows the employees to achieve personal career milestones and company milestones (Khan and Sana, 2014). This has resulted in more efficient and effective results for the Omantel Company. 

Q2. Internal & external factors affecting the organizational approach

Resource planning is defined as identifying, allocating, and forecasting resources in the organization in an efficient manner (Armstrong, 2016.). It is further defined as the strategic approach to making sure that resources are used in the most efficient manner in the portfolio of work. It enables the organization to execute properly and ensure the most efficient use of resources with no over- or under-utilization of these resources. It enables the owner to make use of available resources, even if the resources are scarce in nature. According to Collings and Mellahi (2015) that the talent planning is defined as the combination and management of people. Talent planning is the process of creating and maintaining a workforce that is high-performing when tailored to the overall objectives and needs of the company. It is the great anticipation of staffing needs and new responsibilities on how to achieve and meet them through the development of a new workforce. There are internal and external factors that affect talent and resource planning in the organizational approach at Omantel Company. The external factors are government regulations and the availability of a labor pool, while the internal factors are the level of growth and use of technology.

The government regulations and laws in Oman have affected the resource planning and talent planning at Omantel Company. These laws and regulations require all human resources in Omantel companies to follow the rules (Armstrong, 2016.). These government regulations have influenced how Omantel Company trains, hires, compensates, and disciplines its employees, and if this company does not comply with these laws and regulations, it may face sanctions when workers file lawsuits. In Oman, employers may give their employees severance pay for the years of service, like 15 years of basic pay for each year of service for the first 3 years. Employers who violate the regulations in the Employment Act provisions will be fined or imprisoned (Collings and Mellahi, 2015). This will always be the Omantel Company’s approach to talent and resource planning.

The level of growth is an internal factor that has a greater impact on human resources where the company is projected to grow at its current and future rates (Armstrong, 2016.). For example, Omantel Company’s growth is measured in terms of GDP, country group growth in the economy, and employee count. Omantel Company’s growth rate in 2021 will be 2.7%, with a workforce of 2,690, which is quite a low number in Muscat, Oman, and the country’s growth is at a high income level. If the company is experiencing a higher growth rate and rapid expansion, this will affect recruitment, staffing, talent planning, and higher resource planning. The stagnant company may focus its efforts on employee retention, improving the workplace environment, enhancing compensation, and upgrading job descriptions.

Armstrong (2016) says that the availability of a labor pool is an external factor that affects the Omantel Company because it needs to maintain adequate staffing through resource planning and talent planning. The labor pool’s availability in Oman is influenced by labor market availability and the ability to find qualified candidates. The labor market affects the employment and unemployment rates in Oman. According to Collings and Mellahi (2015) that the number of qualified employees within commuting distance influences the labor market in Oman. Because labor demand is low, the organization is having difficulty attracting the most qualified candidates. The geographical location of the company may be a factor if the pool of labor is not larger in the area. The human resource manager must concentrate on recruiting qualified candidates for the company’s positions in remote areas. 

Q3. The features of Oman labor market

According to Bae and Patterson (2014) that labor market is defined as the geographical location where employers and workers interact with one another. In the labor market, many employers are competing to hire the best candidates, and the workers are competing to have the best job satisfaction. It is an economic function for the supply and demand of labor. Oman has higher energy and financial resources, which require manpower (Serena, 2017). Oman has a male-to-female population ratio of 1:9.The composition of the population by gender and nationality shows that the male population has grown by 40.5% and the female population has grown by 41.4% by the year 2017. The total population of Oman is 4.56 million, where the working age stands at 3.14 million, which represents 67%, and the non-working age is 1.42 million, which is 33% (De Bel-Air, 2015). Omanis and Non-Omanis make up 39% and 61% of the working age population, respectively. Non-Omanis outnumber Omanis in terms of working-age residents, with 1.22 million Omanis outnumbering 1.92 million non-Omanis. The number of non-working-age Omanis is 1.92 million, or 91%, while the number of non-Omanis is 0.13 million, or 9% (Betcherman, 2015)

The Oman labor market has one distinguishing feature: it is an imperfect market that is not perfectly competitive. According to Bae and Patterson (2014) that the wages of labor in Oman are determined by the national and international economies, the bargaining power of trade unions, and state intervention. The Sultanate of Oman must orient the labor market toward perfect competition in order to reduce the trend of imperfect competition. Betcherman (2015) says because workers come from different levels of training institutions and education, come from different geographical locations, have different qualifications, are of different genders, and have different ages and standards, the labor market in Oman is not consistent. Multidimensional character is another feature of the labor market in Oman, where the labor market is defined on an educational, economic, and geographical scale (Serena, 2017). The geographical scale defines the availability of labor, the age of the population, and the working population. De Bel-Air (2015) says that the economic scale defines the population distribution by participation in economic activities and professions. The social scale defines social protection costs in Oman.

According to Serena (2017) that the labor market in Oman is more of an administrative market where many companies in Oman manage the current available resources and workforce, and this looks more at the wage plan of personnel. It is a participatory and contractual market where most employers enter into contacts and negotiations with employees. Betcherman (2015) reveals that this helps regulate the demand and supply of labor with structural, qualitative, and quantitative aspects in Oman. The labor value is constant, changing very fast, and defined by education, demographic, and training factors. De Bel-Air (2015) records that the labor market is also regulated in Oman, where there is employee protection and controlled competition. Oman’s labor market legislation has been improved to ensure better employment and population management.

The labor market is inflexible and rigid by nature. According to Bae and Patterson (2014) that the rigidity of the Oman labor market is a result of factors such as lifestyle, geographical evolution, professional training, and legal aspects, all of which have contributed to a wider gap in the Oman system. Salaries in Oman vary significantly by region. Due to unemployment, Oman cannot meet the rigidities of other countries (Serena, 2017). In Oman, the labor market is also segmented based on gender, professional categories, qualifications of workers, level of education, depending on jurisdictions, contract duration, and location of labor (De Bel-Air, 2015).

Q4.  ePortfolio

Click the link for published e-portfolio https://sites.google.com/view/resourcetalentplanning/home

References

Ansar, N. and Baloch, A., 2018. Talent and talent management: definition and issues. IBT Journal of Business Studies (JBS)1(2).

Armstrong, M., 2016. Human resource management practice. Distributed Computing (10th ed.). https://doi. org/10.1002/9781118802717.

Bae, S.O. and Patterson, L., 2014. Comparison and implications of human capital theory at the individual, organization, and country levels. Journal of Organizational Culture, Communications and Conflict18(1), p.11.

Betcherman, G., 2015. Labor market regulations: What do we know about their impacts in developing countries? The World Bank Research Observer30(1), pp.124-153.

Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study. Journal of Business ethics121(3), pp.451-466

Collings, D.G. and Mellahi, K., 2015. Strategic talent management: A review and research agenda. Human resource management review19(4), pp.304-313.

De Bel-Air, F., 2015. Demography, migration, and the labour market in Oman.

Gulati, K. and Chauhan, S., 2014. Talent management in HR. Journal of management and strategy1(1), p.39.

Khan, N.Z.A. and Sana, A., 2014. Talent management: Strategic priority of organizations. International Journal of Innovation and Applied Studies9(3), pp.1148-1154.

Kim, S. and McLean, G.N., 2016. Global talent management: Necessity, challenges, and the roles of HRD. Advances in Developing Human Resources14(4), pp.566-585.

Mahler, P. and Staffelbach, B., 2015. Effectiveness of talent management strategies. European Journal of International Management5(5), pp.524-539.

Serena, P.C., 2017. Labour market–concepts, functions, features, patterns.

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