Transforming Resourcing and Talent Management at Power Planet
School
Middlesex University Dubai**We aren't endorsed by this school
Course
HRM 2022
Subject
Management
Date
Dec 12, 2024
Pages
2
Uploaded by GrandWildcatPerson1056
Power Planet: A Resourcing and Talent Management Case Study THE SCENARIO: Power Planet is a UK-based energy supplier. One of the largest in the country, it has 1 million customers and made £300m profit in 2024. The company’s energy supply is sourced 40% from renewables like solar & wind, and 60% from fossil fuels. The company employs 4,000 staff in the UK across multiple departments including sales, engineering, project management I.T., health and safety and customer service (its largest department which it has kept in-house). Ten percent of the staff have worked for the company for over 20 years, whilst a quarter work part-time (including many of the customer service team who are on casual contracts). In recent years, the company has experienced a decline in profits due to two main factors; (1) A growing shift in consumer preferences toward fully green energy competitors, such as Ecotricity and Octopus, and 2) Increased supply costs driven by geopolitical tensions and market volatility, which have significantly impacted global energy prices. However Power Energy’s directors believe that in general the energy market is buoyant and domestic demand for energy is likely to continue to increase as more companies and employees switch to home working, a trend that has increased since Covid and lockdown several years ago. The company Directors believe that company could restore its profit levels and actually see them soar by focusing exclusively on green energy. This will also reduce dependence on high-risk supply routes affected by recent global events, providing greater resilience against disruptions. Additionally, it will help the company prepare for future regulations aimed at reducing fossil fuel use as part of the global move toward net-zero carbon emissions by 2050, such as the planned ban on petrol and diesel cars by 2035 to combat climate change. Although the strategic decision to move towards the supply onlyof green energy presents opportunities, the market is already highly competitive, so in the short to medium term there is a possibility that profit margins will be squeezed. CURRENT HR DILEMMAS: In light of the change in business strategy, you have been appointed as the new Chief People Officer. Your brief is to transform Resourcing and Talent Management at the company in alignment with the business objectives.
This will mean reducing down the proportion of personnel who work in the non-renewable energy wings of Power Planet, recruiting, selecting and training new staff who understand the green energy market and overseeing the HR aspects of change at the organisation during this process. Your arrival has been greeted with suspicion by the trade unions and has been met with concern by many employees who are fearful of redundancy. Upon your arrival, the organisation’s Departmental managers have informed you that engagement has dipped and employees are feeling particularly stressed due to the uncertainty. COURSEWORK QUESTION This coursework covers the areas where HR advice is needed that are covered in all twelve weeks of the module. Prepare your answer by researching the issues outlined and answering in the context of the above case study.You will need to show evidence that you have read the relevant chapters in the core text book as well as other relevant books and academic journal articles. Write a report for the Power Planet directors about how you would address the HR aspects of organisation’s new strategy. These should encompass: a) How you would communicate the necessary workforce changes effectively to employees so as to seek their support while placating the unions? (500 words) b) Which talent management strategies such as motivation, reward and wellbeing you would use to keep the workforce engaged and to retain your best workers during this difficult period of change? (500 words) c) A critical evaluation of key Resourcing decisions such as whether the necessary changes can be satisfied with redundancies, redeployment or retraining. If necessary how you would go about sensitively and legally making redundancies whilst upholding the principles of equality (500 words) d) The process you would follow to recruit, select and induct staff with renewable energy expertise. (500 words) e) How you would manage and monitor employee performance following the changes. (500 words) You should draw upon your knowledge of the module in doing so. Use a report writing style including subheadings and embed your report with Green/sustainable HR initiatives and implementation of artificial intelligence where appropriate. Also include an introduction (250 words) and conclusion with clear recommendations (250 words). Remember to draw upon theories that you have learned about during the module and apply them to the case study. Do not forget to reference your sources. The report should be 3,000 words not including references, and is worth 100 marks.