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Yorklab Case Study

932 Words4 Pages

1.0 Overview of Yorklab
Yorklab is in a critical situation currently where due to the absenteeism of skilled workers, most of operation work unable been re-allocated and product unable handover to the customer on time. Further to this, Yorklab current core workers in running important roles such as professionalism in glassblower and production management are ageing workforce. There is very limited manpower in Yorklab which is only consists of 21 persons to run and develop three different strategic business units.
Operation work unable to be re-allocated shown Yorklab is not flexible in job rotation and backup plan on the absenteeism of skilled workers. Ageing workforce in core roles of organization is very risky to Yorklab business strategy. …show more content…

Therefore main objective of this research report is focusing of the two strategic human resource management (abbreviated as “SHRM”) strategies to help Yorklab overcome its current issues which are developing talent management (Nilsson and Ellstrom, 2012; Collings & Mellahi, 2009; Nazari et al., 2014; Dan, Wellbelove & Gopal, 2014) on their core workers who help strengthen business operation, while apply Peripheral workforce strategy on general skilled workers to achieve the ability to be flexible at workforce planning (Carvalho and Cabral-Cardoso, 2008; Farrell, 2009; Thompson and McHugh, 2009; Hurd, 2012; Kok and Lighthart, 2014) and forecasting to prevent business operation …show more content…

Talent management is one of the strategic fit approach to match Yorklab competences with opportunities and risked created by environment change (Armstrong, 2010,2011; Boxall and Purcell, 2011; Truss, Mankin & Kellier, 2012).
Talent management (abbreviated as “TM”) has been targeted as one of the human resource development (abbreviate as “HRD”) conceptual framework to improve the effectiveness of HRD practice (Nilsson and Ellstrom, 2012). Most of the world work has increased interest in adopting the framework, this is apparent the case because with the most recent seventeenth Annual Global CEO Survey had a shown that ninety three percent of CEOs who had participated the surveys are recognizing the need to make a change, or are already changing their strategy for attracting and retaining talent (PWC,

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