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Leeds Beckett University

People Resourcing & Talent Planning

Report - 3925 words

Name: Danah Jamal Ali Modafer Al-Anssi

Student ID: 77258526

Module Leader: Doctor Shakiya Nisa

Due date: 16th of May 2023

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Table of Contents

Executive summary.........................................................................................................................3
INTRODUCTION...........................................................................................................................5
MAIN BODY..................................................................................................................................5
Evaluate the recruitment and onboarding processes of administrative, Customer Service,
Immigration, and HR roles at the UKVI Leeds SSC and their impact on the HR department.. .5
Identifying and discussing key people resourcing and talent planning issues...........................12
CONCLUSION..............................................................................................................................16
Recommendations..........................................................................................................................16
REFERENCES..............................................................................................................................28
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Executive summary

The report evaluates the recruitment and onboarding processes for administrative,

customer service, immigration, and HR roles at UKVI Leeds SSC, focusing on the impact on the

HR department. Additionally, it identifies and discusses three key people resourcing and talent

planning issues in light of the planned expansion. The report then provides detailed

recommendations for addressing these issues regarding legal compliance and good business

practices.

The first issue identified is the need for more communication within the organization.

Decision-making processes need to be more transparent, and employees are often left

uninformed about essential changes in policies and procedures. To address this, it is

recommended that UKVI Leeds SSC adopts a proper communicative approach, ensuring that

vital information is shared with all employees. Barriers to communication between management

and employees should be minimized, and a mediating channel should be established to allow

employees to raise concerns and issues. The organization can enhance employee experience and

productivity by fostering effective two-way communication and improving operational

efficiency.

The second issue is related to autocratic leadership. The organization follows an

authoritarian leadership style, stifling creativity and employee engagement. To overcome this,

UKVI Leeds SSC should invest in leadership development programs to equip managers with the

necessary skills for effective leadership. Transformational leadership should be promoted, where

leaders inspire and motivate their teams to achieve organizational goals. Delegation of decision-

making authority can empower employees and lead to more informed decisions. By fostering a
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participative leadership style, the organization can build a culture of collaboration, innovation,

and employee development.

The third issue is the narrow role of the HR department. HR managers have limited

involvement in the recruitment and onboarding processes, and their responsibilities are confined

to administrative tasks. To enhance the role of the HR department, UKVI Leeds SSC should

empower HR managers with decision-making authority and involve them in strategic planning

and talent management. A comprehensive talent management strategy should be developed,

focusing on attracting, retaining, and developing top talent. Training and development programs

should address skill gaps and enhance employee competencies. An HR Information System

(HRIS) can streamline HR processes, ensuring data accuracy and accessibility.

Overcoming resistance to these recommendations can be achieved through effective

communication, stakeholder involvement, and leadership support. Regular feedback from

employees and open dialogue can address concerns and misconceptions. Training and support

for HR staff can boost their confidence and competence in their expanded roles. Leadership

endorsement of these changes can encourage employees to embrace the new approach.

In conclusion, UKVI Leeds SSC faces significant challenges in people resourcing and talent

management due to the narrow role of the HR department. By implementing the recommended

strategies, the organization can foster a more transparent and collaborative work culture, develop

effective leadership, and optimize talent management processes. These measures will enhance

operational efficiency and contribute to the organization's successful expansion and long-term

growth. Embracing these recommendations will position UKVI Leeds SSC for success as it

strives to deliver world-class customer service and leverage innovative technology in its

operations.
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INTRODUCTION

People resourcing refers to acquiring, developing, and utilizing people in the organization.

On the other hand, talent planning refers to identifying skill gaps and developing approaches for

filling them to maintain the organization's operational efficiency. The two main activities carried

out under talent management are developing existing employees and hiring new candidates.

People resourcing and talent management are two crucial elements of human resource

management.

UKVI Leeds SSC is a government authority responsible for making higher-quality decisions

regarding who comes to the UK. The organization handles immigration and Visa related affairs.

Thus, the following report will outline the recruitment and onboarding process at UKVI Leeds

SSC for different job roles, including customer service, immigration, administration, and human

resource. Further, people resourcing and the talent management approach of the organization will

be analyzed to determine the issues faced by the hr department. Lastly, suitable

recommendations will be provided for dealing with the issues identified and to ensure the

viability of the expansion aim of the organization.

MAIN BODY

Evaluate the recruitment and onboarding processes of administrative, Customer Service,

Immigration, and HR roles at the UKVI Leeds SSC and their impact on the HR

department.

Recruitment and onboarding processes at UKVI Leeds follow an inappropriate structure

where the role of the human resource department is minimal. The departmental managers create

vacancies in different roles without consulting the HR department. Each department manager,
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including customer service, administrative, and immigration departments, decides the need to

hire new candidates within their respective segments. However, the human resource man

department is still responsible for advertising and collating the responses from the potential

candidates. All the positions within the department are arranged by their respective heads. Also,

they are involved in interviewing the applicants prior to their hiring. The role of an HR manager

is nullified in the recruitment process at UKVI-led SSC. A highly unstructured and informal

recruitment process is followed within the organization where HR managers do not pertain

awareness regarding recruitment and section training conducted in the workplace (Aksoy et al.,

2022). Although sometimes the HR department is involved in the recruitment process, it depends

upon the sole discretion of the site manager. At different times, departmental managers hire

employees in the organization without the awareness of HR. Interviews and other recruitment

formalities are carried out without the concern of HR until the department request document and

the security check process, which is an essential aspect of the recruitment and onboarding

process. Below is the whole recruitment and onboarding process followed by UKVI Leeds SSC.

 Success profile framework: Likewise, other civil service departments’ success profile

frameworks are utilized at UKVI Leeds SSC to assess the application for vacant job

roles. This framework contains five elements: ability behavior, experience strengths, and

technical (Paauwe & Boon, 2018). Every success profile does not have to be relevant to

the job role. The candidates who have applied for the job role can be evaluated either

based on a single element or through the combination of different elements of success

profile depending upon the level and position of the role. Also, a professional technical

framework might be utilized for some job roles. While doing so, candidates are priory

noticed through job roles.

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 Eligibility: Candidates should check the eligibility criteria before applying. The right to

Work in the UK is the first criterion for working in the organization. Candidates with

time limits within their Right to work are solely responsible for renewing their rights

within the due tenure. Secondly, nationality requirements stated within the job adverts

must be checked. Nationality criteria can differ depending on the role (Corbett, 2022).

 Submitting applications: The majority of the application at SSC Leeds is accepted

through the civil survive jobs website, and every candidate must have an online

application until and unless they have any disability which prevents them from doing so.

 Online tests: Some vacancies in the organization are filled by conducting tests to

examine the candidates’ abilities. Standard tests chosen by the organization are the Civil

service verbal test, Civil service numerical test, civil service work strength test, customer

service skills test, civil service management judgment test, and casework skills test.

 Application: After meeting the eligibility criteria and passing the online test, candidates

are passed to the complete application stage, where they must provide different

information depending on the job role (Arif et al., 2019). Experience letter, Curriculum

vitae, history statement, medical certificate, etc., might have to be submitted by the

applicants.

 Interview: After attending the above stage, an employee interview is arranged with their

managers. Most interviews take an hour, and the interviewer examines the candidates'

skills, behavior, and attributes.

 After the interview: If the interview is successful, those candidates receive an

employment offer letter through email. On the other hand, if the interview is
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unsuccessful, the person will get an email containing a link to the scores for the test

conducted.

 Document checks: This is the stage where the human resource department in the

organization does pre-employment checks and formalities.

 Security check: This is the last stage of the onboarding process, where every non-civil

servant must undergo security checks. It includes national security vetting to a certain

level required for the specified job role.

Table: Recruitment and Onboarding Processes for Different Job Roles at UKVI Leeds

SSC

Impact on Explanation

Recruitment Onboarding Type of HR

Job Role Process Process Interview Department

HR - Vacancies - Advertising Structured A central role  The HR department

created by the and Behavioral in recruitment creates vacancies for HR

HR department collecting Interview and roles.

responses onboarding  The recruitment process

involves advertising the

positions and collecting

responses from potential

candidates.

 The type of interview

conducted for HR roles is

a Structured Behavioral
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Interview, focusing on

assessing the candidate's

skills and behavior.

 HR plays a central role in

the HR roles' recruitment

and onboarding process,

as they are responsible for

creating and managing the

recruitment process.

Immigration - Vacancies - Advertising Structured Collaborative  The recruitment process

Officer created by the and Panel role in for Immigration Officers

Immigration collecting Interview recruitment includes online tests such

department responses and as Scenario Testing,

onboarding Personal Statement, and

Management Judgement

Test.

 The onboarding process

involves advertising the

positions, conducting

document checks, and

verifying eligibility.

 The type of interview

conducted for
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Immigration Officer roles

is a Structured Panel

Interview, where a panel

evaluates the candidate's

suitability for the position.

 HR collaborates with the

Immigration Department

to recruit and onboard

Immigration Officers.

Administrative - Vacancies - Advertising Structured Collaborative  The recruitment process

created by the and Panel role in for Administrative roles

Administrative collecting Interview recruitment includes completing an

department responses and application form and

onboarding using the Success Profile

Framework.

 The onboarding process

involves advertising the

positions and collecting

responses from potential

candidates.

 The type of interview

conducted for

Administrative roles is a
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Simple Interview,

focusing on basic

qualifications and job fit.

 HR collaborates with the

Administrative

department to recruit and

onboard Administrative

roles.

Customer - Vacancies - Advertising Structured Collaborative  The Customer Service

Service created by the and Behavioral role in department creates

Customer collecting Interview recruitment vacancies for Customer

Service responses and Service roles.

department onboarding  The recruitment process

involves advertising the

positions and collecting

responses from potential

candidates.

 The type of interview

conducted for Customer

Service roles is a

Structured Behavioral

Interview, focusing on

assessing the candidate's

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customer service skills.

 HR collaborates with the

Customer Service

department to recruit and

onboard Customer Service

roles.

Identifying and discussing key people resourcing and talent planning issues

People resourcing is acquiring, developing, and utilizing the people required within the

organization to conduct its operations and meet its objectives (Barrena-Martínez et al., 2019). It

includes attraction and requirement of candidates with potential skills and ability to address the

job role proficiently are the right time and cost. At the same time, talent planning is defined as

anticipating the staffing needs and planning how to meet them while developing the abilities of

the current workforce. The need for skill development is identified and dealt with effectively

through talent planning. It helps the organization to avoid costly and timely processes for

meeting hiring needs. A well-articulated talent planning process first identifies the skill gap and

evaluates the potential of the current workforce to fill it by attaining training and development.

The remaining skills gap is supplied through the recruitment and onboarding process. Thus, the

additional cost of hiring new candidates is saved by upgrading and utilizing the potential of the

existing workforce through a well-articulated talent planning strategy. People resourcing and

talent planning are the human resource department's main activities (Bartram et al., 2021). These

two activities are carried out together or in a combined manner. Talent planning is used for
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identifying the need for training and development and evaluating the need for hiring talent.

These needs identified by the talent planning strategies are carried out by people resourcing

activities that acquire, develop and utilize people. Talent planning and people resourcing are

considered the most crucial process within the organization as it ultimately influences the

capability to meet its objectives. At UKVI Leeds SSC, various issues the HRM department faces

are identified. Some of these issues are discussed below:

Problem 1: Lack of Communication - Employee Relations

The need for proper communication between management and employees at UKVI Leeds

SSC poses a significant problem. Management often needs to consult employees to make

decisions, leading to a lack of engagement and involvement in talent planning and people

resourcing processes. This issue can be linked to employee relations, which examines the

interactions and communication between employers and employees within an organization.

Theory Link: One relevant theory that explains the impact of communication on employee

relations is the Two-Way Communication Model. This model emphasizes the importance of

open and transparent communication between management and employees (Warren, 1972).

Effective two-way communication fosters trust, boosts employee morale and encourages

active participation in decision-making processes, ultimately leading to higher employee

satisfaction and commitment.

Discussion: Employees may experience a sense of undervaluation and disconnection from

the organization's goals when unaccompanied by adequate communication. The absence of

consultation in talent planning and resourcing may result in decisions that do not align with

employees' abilities and ambitions, leading to an escalated turnover rate and challenges in

attracting proficient candidates.

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Research/Analysis Example: As an instance for research analysis, a study conducted within

the NHS (National et al.) highlighted the significant impact that deficient communication

between management and employees can have on job satisfaction levels, staff attrition rates,

and overall employee morale (NHS Employers, n.d). This study effectively emphasizes the

crucial nature of efficient communication for upholding a favorable work atmosphere while

accomplishing organizational objectives.

Problem 2: Autocratic Leadership - Leadership

The autocratic leadership approach adopted by management at UKVI Leeds SSC creates

another critical problem. This leadership style minimizes employee involvement in decision-

making processes and fosters a toxic work culture, leading to lower staff morale and higher

turnover rates. Autocratic leadership may hinder talent planning and people resourcing

efforts as employees may feel disempowered and less motivated to contribute their best

efforts.

Theory Link: The Transformational Leadership Theory contrasts with autocratic leadership.

Transformational leaders inspire and motivate employees by involving them in decision-

making, encouraging personal growth, and fostering a sense of ownership in the

organization's success (Olson et al., 2018). This leadership style is associated with higher

employee satisfaction, engagement, and commitment.

Discussion: Autocratic leadership can negatively impact employee performance, creativity,

and job satisfaction. Employees may feel that their voices need to be heard, leading to

reduced loyalty to the organization and diminished enthusiasm for talent development

initiatives. This can result in difficulty attracting and retaining skilled employees.
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Research/Analysis Example: A research study on leadership styles within various

organizations found that autocratic leadership was associated with lower employee

satisfaction and higher turnover rates (Corbett et al., 2022). The study emphasized the

importance of transformational leadership in creating a positive work environment and

effectively managing talent.

Problem 3: Narrow Role of HR - Training and Development

The HR department at UKVI Leeds SSC faces a narrow role and limited authority in the

recruitment and onboarding process. This issue hinders effective talent planning, and people

resourcing efforts as HR's expertise is underutilized, and hiring decisions often lie solely with

department managers who may not be specialized in recruitment.

Theory Link: The role of HR in talent planning and people resourcing is integral to the

organization's success. The Human Resource Management (HRM) theory emphasizes the

importance of HR professionals’ strategic role in talent acquisition, development, and

retention (Da Silva et al., 2022). A practical HR function ensures alignment between

employee skills and organizational goals.

Discussion: When HR's role is limited, there is a risk of hiring decisions being based on

subjective criteria rather than a comprehensive assessment of candidates' qualifications. This

may result in skill gaps, high turnover rates, and difficulty identifying and developing top

talent.

Research/Analysis Example: A case study focusing on organizations that emphasized HR's

strategic role in talent management reported higher employee engagement, lower turnover

rates, and improved organizational performance (Lee, 2003). This demonstrates how a well-
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defined and active HR function positively impacts an organization's talent planning and

people resourcing initiatives.

By addressing these three main problems through improved communication, adopting a more

transformational leadership approach, and empowering HR to play a strategic role in talent

planning, UKVI Leeds SSC can enhance its recruitment and onboarding processes, leading to

better organizational outcomes and employee satisfaction.

CONCLUSION

Recommendations

The UKVI Leeds SSC is currently facing challenges in its recruitment and onboarding processes,

particularly in the roles of Administrative, Customer Service, Immigration, and HR.

Additionally, the organization plans to expand its premises to deliver world-class customer

service while leveraging innovative technology. The organization must implement new policies

and procedures to ensure efficient operations and legal compliance in light of this expansion plan

and the identified recruitment and talent planning issues. This section will provide detailed

recommendations to address the problems identified, focusing on sound business practices and

legal compliance.

Recommendations for Lack of Communication

A thriving organization rests upon the foundation of adept communication. It paves the

way for a cohesive workspace, boosts employee involvement, and guarantees swift and precise

transmission of crucial information. The UKVI Leeds SSC grapples with obstacles concerning

its communication methods, detrimentally affecting its operational effectiveness and staff

morale.

Step-by-Step Plan:
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1. Conduct Communication Needs Assessment:

The first step in addressing the need for more communication is to conduct a

comprehensive contact needs assessment. This assessment will help identify the existing

communication channels, their effectiveness, and areas that require improvement. It is essential

to consider the diverse nature of the multigenerational workforce and their communication

preferences during this assessment. Feedback from employees through surveys, focus groups,

and one-on-one interviews can be valuable in understanding their communication needs and

challenges (TKF, n.d).

2. Develop a Comprehensive Communication Strategy:

The organization should develop a well-defined communication strategy based on the

needs assessment. The system should outline the organization's communication objectives, target

audience, key messages, and preferred communication channels. It should also consider the

organization's expansion plans and ensure the strategy aligns with its goals and values.

3. Implement Two-Way Communication Practices:

To foster effective communication, it is essential to establish two-way communication

practices. This approach encourages open dialogue between management and employees,

allowing employees to voice their concerns, ideas, and feedback. Regular team briefings, town

hall meetings, and open-door policies can be implemented to facilitate this two-way

communication. Additionally, establishing a dedicated feedback mechanism, such as suggestion

boxes or anonymous feedback systems, can allow employees to freely share their thoughts and

opinions (Pilbeam & Corbridge. 2010).

4. Diverse Communication Channels:

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The multigenerational workforce has diverse communication preferences, from

traditional methods to digital platforms. Utilizing a diverse range of communication channels is

crucial to ensure effective communication. This includes email communications, intranet portals,

newsletters, and digital platforms. For remote or dispersed employees, video communication

tools and social media can significantly engage them effectively (Bevan & Thompson, 1991).

5. Training and Workshops:

Developing and honing effective communication is an attainable skill. Thus, it can prove

highly advantageous to conduct training programs and workshops to enhance communication

prowess. These sessions should be extended to managers and employees, emphasizing

cultivating active listening, fostering empathy, and nurturing cultural sensitivity. By equipping

individuals with the necessary tools for improved interaction, such comprehensive training

endeavors can uphold mutual comprehension while minimizing potential miscommunications or

conflicts within the professional realm (Bevan & Thompson, 1991).

6. Monitor and Evaluate:

After implementing the communication strategy and practices, it is essential to monitor

their effectiveness regularly. This can be done through feedback surveys, focus groups, or

informal employee discussions. Monitoring allows the organization to assess the impact of the

new communication initiatives and make necessary adjustments based on employee feedback

(Shields, 2007).

7. Legal Compliance:

While implementing communication practices, ensuring compliance with legal

requirements is crucial. Data protection regulations must be followed when handling employee

data, and communication should be sensitive to diversity and inclusion laws. The organization
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must avoid any form of discriminatory communication and respect employees' privacy rights

(Shields, 2007).

Overcoming Resistance:

Implementing new communication practices may need some support, particularly from

employees accustomed to the existing communication norms. To overcome this resistance,

several strategies can be employed:

 Communicate the Benefits: Communicate the benefits of the new communication

practices to employees. Emphasize how these changes will lead to a more inclus-

ive, collaborative, and efficient work environment.

 Employee Involvement: Involve employees in decision-making regarding com-

munication changes. Seeking their input and feedback will make them feel valued

and invested in the new practices.

 Change Management: Implement a change management approach to guide em-

ployees through the transition. Providing support, resources, and training during

this period can ease the adjustment process.

 Leadership Buy-In: Ensure organizational leaders actively promote and support

the new communication practices. When employees see leadership embracing the

changes, they are more likely to adopt them.

 Celebrate Success: Celebrate the successes and positive outcomes of the new

communication practices. Recognize and reward employees who actively parti-

cipate in the improved communication culture.

Addressing the need for more communication within UKVI Leeds SSC is crucial for the

organization's success and planned expansion. The organization can foster a culture of effective
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communication by conducting a communication needs assessment, developing a comprehensive

communication strategy, and implementing two-way communication practices. Utilizing diverse

communication channels, providing training and workshops, and monitoring the effectiveness of

the new rules will ensure continuous improvement. Moreover, aligning communication

initiatives with legal requirements and overcoming resistance through employee involvement and

change management will facilitate the successful implementation of the recommended changes.

A robust and inclusive communication culture will empower employees, enhance collaboration,

and contribute to long-term growth and success.

Recommendations for Problem 2: Autocratic Leadership

Autocratic leadership can stifle creativity, hinder employee engagement, and lead to a

lack of trust and cooperation within the organization. To ensure a successful expansion and

maintain a positive work culture, UKVI Leeds SSC needs to address the issue of autocratic

leadership. This section will outline recommendations to promote a more participative and

empowering leadership style that fosters employee motivation and organizational growth.

Step-by-Step Plan:

1. Leadership Development Programs:

To tackle the problem of autocratic leadership, it is recommended that UKVI Leeds SSC

commit to investing in training programs specifically designed for managers and supervisors.

These programs should emphasize fostering essential leadership qualities, including but not

limited to practical communication skills, emotional intelligence, and conflict resolution

techniques. By actively participating in such initiatives, leaders can arm themselves with the

tools necessary to motivate their teams genuinely, encourage open lines of communication, and
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contribute towards cultivating a workplace environment characterized by positivity (Redman &

Snape, 2006).

2. Transformational Leadership:

Encourage a transformational leadership approach within the organization.

Transformational leaders inspire and motivate their teams by setting a compelling vision,

providing clear goals, and encouraging creativity and innovation. By promoting transformational

leadership, UKVI Leeds SSC can foster a culture of collaboration, continuous improvement, and

employee development (Redman & Snape, 2006).

3. Delegate Decision-Making:

Empower managers and supervisors to delegate decision-making authority to their teams

when appropriate. This delegation of authority boosts employees' confidence and accountability

and ensures that decisions are made at the most relevant levels within the organization. Managers

can retain oversight while allowing employees to contribute their expertise and insights (Mullins,

2006).

4. Establish Regular Feedback Mechanisms:

Implement regular feedback mechanisms, such as performance reviews, surveys, and

open-door policies, to allow employees to provide input and express their concerns. Managers

should actively seek feedback from their teams and use it to improve their leadership approach.

Transparent and constructive feedback can bridge the gap between employees and management

and foster a sense of trust and mutual respect (Mullins, 2006).

5. Encourage Employee Participation:

Promote employee participation in decision-making processes, particularly in matters

directly affecting their roles and responsibilities. By involving employees in problem-solving and
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decision-making, UKVI Leeds SSC can tap into their diverse perspectives and ideas, leading to

more informed and effective decisions (Redman & Snape, 2006).

6. Leadership Role Modeling:

Leadership behavior sets the tone for the entire organization. Therefore, leaders at all

levels should exemplify the values of collaboration, respect, and empowerment. When

employees witness their leaders practicing what they preach, it reinforces the organization's

commitment to a more participative leadership style (Brunetto & Beattie, 2020).

7. Implement Leadership 360-Degree Feedback:

Consider implementing a 360-degree feedback process for leaders. This feedback

mechanism allows employees, peers, and supervisors to provide anonymous feedback on a

leader's performance. The feedback can help leaders gain insights into their strengths and areas

for improvement, facilitating their growth as more effective leaders (Redman & Snape, 2006).

Overcoming Resistance:

Shifting from an autocratic leadership style to a more participative approach may encounter

resistance:

 Communicate the Rationale: Communicate the reasons behind the shift in leader-

ship style and how it aligns with the organization's expansion plans and employee

well-being.

 Encourage Dialogue: Encourage open and honest dialogue between leaders and

their teams. Leaders should actively listen to employees' concerns and address any

misconceptions or fears about the change in leadership style.

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 Lead by Example: Leaders should lead by example and demonstrate the desired

behaviors associated with participative leadership. This will inspire confidence

and trust among employees.

 Celebrate Successes: Acknowledge and celebrate instances where participative

leadership has led to positive outcomes. Recognizing and rewarding such efforts

can motivate leaders and employees to continue embracing the new approach.

Addressing the issue of autocratic leadership is crucial for UKVI Leeds SSC to create a

collaborative, innovative, and engaged work culture. The organization can foster a more

empowering leadership style by investing in leadership development programs, promoting

transformational leadership, delegating decision-making, and encouraging employee

participation. Moreover, implementing regular feedback mechanisms and 360-degree leadership

feedback will ensure continuous improvement and support leaders' growth. Overcoming

resistance through training, open dialogue, and leading by example will facilitate a smooth

transition to a more participative leadership approach. A leadership style that values employee

input and fosters collaboration will contribute significantly to the organization's success and

expansion plans.

Recommendations for Problem 3: Narrow Role of HR

The narrow role of the HR department at UKVI Leeds SSC hinders the organization's

ability to effectively manage talent, implement robust training and development programs, and

ensure compliance with legal and regulatory requirements. To address this issue, the HR

department must be empowered with the necessary resources to play a more strategic and

comprehensive role within the organization. This section will outline recommendations for
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expanding the HR department's role and enhancing its contribution to talent management,

training, and legal compliance.

Step-by-Step Plan:

1. Enhancing the HR Department's Authority:

One crucial step is to provide the HR department with greater decision-making power

and a more prominent role in talent management. The department can align its strategies with

expansion plans and broader objectives by involving HR managers in strategic planning and

decision-making processes, particularly regarding workforce planning, talent acquisition, and

talent development (Redman & Snape, 2006).

2. Crafting a Comprehensive Talent Management Strategy:

To ensure success, the HR department must formulate a comprehensive talent

management strategy that delineates how the organization intends to attract, retain, and nurture

top-notch individuals. This system should encompass succession planning, performance

management, career development initiatives, and employee engagement efforts; prioritizing a

proactive attitude toward talent management will enable UKVI Leeds SSC to establish an adept

workforce capable of driving growth (Kumar, 2021).

3. Enforcing Training and Development Initiatives:

Designing tailored training and development programs becomes integral for addressing

skill deficiencies while augmenting employee competencies within different departments. Such

programs must accommodate both on-the-job and off-the-job training opportunities to foster

well-rounded skill enhancement approaches best suited for individual employees' needs ( Redman

& Snape, 2006).

4. Rota HR Staff and Annual Leave Management:

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A structured rota system should be implemented to manage HR staff responsibilities and

workload to ensure the HR department operates efficiently. Proper annual leave management

should be in place to ensure that there are no disruptions in HR services and that employee

queries are promptly addressed (Redman & Snape, 2006).

5. Introduce HR Information System (HRIS):

Invest in an HR Information System (HRIS) to streamline HR processes, including

recruitment, onboarding, performance management, and employee records. An HRIS will

improve data accuracy, accessibility, and reporting, allowing HR managers to make data-driven

decisions and analyze trends in talent management effectively (Kumar, 2021).

6. Ensuring Adherence to Legal Requirements:

The HR department guarantees that all HR policies, procedures, and practices conform to

legal requirements and industry regulations. This comprises abiding by diversity and inclusion

laws, adherence to employment contracts, safeguarding data protection rights, and complying

with health and safety regulations. Regular audits and revisions of HR policies will assist UKVI

Leeds SSC in maintaining compliance amidst evolving legal obligations (Bartram et al., 2021).

7. Fostering Employee Engagement Initiatives:

Efforts must be made to promote employee engagement initiatives aiming at cultivating a

work environment that is both positive and inclusive. Conducting periodic surveys among

employees, organizing focus group sessions, and facilitating open forums can yield meaningful

insights into factors influencing employee satisfaction levels and overall morale within the

workforce and identifying areas for enhancement or growth opportunities. Leveraging employee

feedback can cultivate an engaged and driven workforce (Bartram et al., 2021).

Overcoming Resistance:
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Expanding the role of the HR department may encounter resistance from managers and

employees accustomed to the existing practices:

 Convey the Objective: Outline the objective and advantages of broadening the

scope of the HR department's responsibilities to all parties concerned. Emphasize

how these adjustments will boost talent growth, ensure compliance, and enhance

employee welfare.

 Engagement with Stakeholders: Encourage managers and employees to actively

participate in determining the HR modifications. By soliciting their ideas and

opinions, they will feel appreciated and committed to supporting the expansion of

the HR department.

 Training and Support: Provide training and support to HR staff to equip them with

the skills and knowledge needed to fulfill their expanded roles effectively. Exer-

cise can boost their confidence and competence in handling new responsibilities.

 Leadership Support: Ensure organizational leaders actively support and advocate

for expanding the HR department's role. When employees see leadership endors-

ing these changes, they are more likely to embrace them.

 Monitor and Evaluate: Continuously monitor and evaluate the impact of the HR

department's expanded role on talent management, training, and compliance.

Data-driven insights can validate the effectiveness of the changes and help ad-

dress any challenges or resistance that may arise.

Expanding the role of the HR department at UKVI Leeds SSC is essential for effective talent

management, training and development, and legal compliance. The organization can build a

skilled and engaged workforce by empowering the HR department, developing a talent

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management strategy, and implementing training programs. Adopting an HRIS, ensuring legal

compliance, and promoting employee engagement initiatives will contribute to a more efficient

and compliant HR function. Overcoming resistance through effective communication,

stakeholder involvement, and leadership support will facilitate a smooth transition to the

expanded HR department's role (Adam, 2014). A strategic and proactive HR function will

support the organization's planned expansion and success.

 29

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