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MBA7063

Strategic Human Resource Management (SHRM)

Scenario Assignment

Name

Submission
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Table of Contents

Scenario 1: HR Analytics.........................................................................................................3

1. Introduction...................................................................................................................... 3

2. Role of HR Analytics in Organizational Performance......................................................4

3. HR Analytics in Reducing Employee Turnover...............................................................6

4. Challenges & Ethical Considerations...............................................................................8

5. Conclusion........................................................................................................................9

References:............................................................................................................................ 10

Scenario 2: Talent Management – Unilever Case Study........................................................12

1. Introduction.................................................................................................................... 12

2. Unilever’s Talent Management Approach......................................................................13

3. Pros and Cons of Unilever’s Talent Management Approach..........................................14

4. Impact of Unilever’s Talent Management on Organizational Success...........................15

5. Conclusion......................................................................................................................17

Scenario 3: Performance Management...................................................................................18

Introduction........................................................................................................................ 18

Understanding Performance Management and Its Role in Enhancing Job Satisfaction in the
Industry.............................................................................................................................. 19

1. Continuous Feedback................................................................................................. 20

2. Clear Goal Setting...................................................................................................... 21

3. Personalized Development Opportunities...................................................................21

Recommendations for Improving Performance Management Strategies............................22

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Conclusion......................................................................................................................... 23

Scenario 4: Reflection Task....................................................................................................28

Introduction........................................................................................................................ 28

1. Description..................................................................................................................... 28

2. Feelings.......................................................................................................................... 28

3. Evaluation...................................................................................................................... 28

4. Analysis.......................................................................................................................... 29

5. Conclusion......................................................................................................................29

6. Action Plan..................................................................................................................... 29

References:............................................................................................................................ 32
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Scenario 1: HR Analytics

1. Introduction

The term Human Resource (HR) Analytics (People Analytics) is about using data
analysis methods to analyse HR data to learn more about workforce behaviours, trends and
performance (Shafie et al., 2024). In Strategic Human Resource Management (SHRM), HR
analytics plays a crucial role by allowing to use analytical ways of HR practises to implement
them in the way the business is done, using data behind it. Employment of analytics is in
workforce planning for better retention of talents, enhanced decision-making and efficiency
processes that lead to better results in companies to boost organisational performance
(Margherita, 2022). Data then helps the organisations to make informed decisions based on
recruitment, employee engagement, talent management and performance optimisation (Kiran,
et al., 2024). The benefit of this data driven approach is that HR functions can move from
reactive to being proactive and HR team can work on dealing with this issue before it reaches
a point of no return (Feng, 2023).

Strategic Human Resource Management (SHRM) significantly depends on HR

analytics to ensure that HR practices are data-driven and aligned with the organisation’s
overarching business objectives (Margherita, 2022). It is a significant factor in reducing
employee turnover, the primary obstacle that directly affects organisational stability and
performance (Ortega-Rodríguez et al., 2020) According to Chatterjee et al., (2022), when
organisations have data on employee performance, engagement, and happiness, they can
identify trends and ascertain the underlying causes of elevated employee turnover rates.
Consequently, they can employ targeted retention tactics, such as establishing workplace
culture and providing career development opportunities, to enhance long-term employee
engagement and organisational performance.

2. Role of HR Analytics in Organizational Performance

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HR analytics increases the dependence of workforce management on real time data

for decision making, enhancing it, while at the same time, creating important ethical and
operational issues. The data privacy and security are still concerning issues due to risk of data
breach and subsequent legal consequences, if not complying with the GDPR (Hoofnagle et
al., 2019). Predictive models can also perpetuate biases in hiring and promotions and require
regular audits to ensure such outcomes are not discriminatory (Köchling and Wehner, 2020).
Additionally, employee resistance is based on fear that data driven decisions will take over
human judgement, and therefore clear communication and inclusion of employees in the
decision-making process (Booyse and Scheepers, 2024). In the absence of ethical monitoring,
HR analytics can exacerbate issues rather than enhance fairness.

HR analytics allows for precise performance tracking by means of productivity

metrics and real time feedback, something that becomes dangerous as it relies mostly on it
(Feng, 2023). Quantitative assessments often disregard crucial qualitative elements like as
morale, job satisfaction, and company culture, leading to a mechanistic approach that can
impede motivation and innovation (Kiran et al., 2024). An excessive amount of surveillance
leads to the breeding of distrust: employees are observed over what their support should be.
Meanwhile, engagement analysis is valuable, but must not be superficial if organisations do
not act on insights that have been collected. If these practises lack significant interventions,
then it reinforces scepticism against them and makes employees lose trust in the HR analytics
and renders it an ineffective engagement tool (Chatterjee et al., 2022).

HR analytics are enhanced with predictive analytics that can forecast turnover trends
and identify personnel at danger of departure (Shafie et al., 2024). By assessing criteria such
as job satisfaction, career advancement prospects, and work-life balance, HR professionals
may develop methods that effectively enhance employee retention. Meanwhile, the ethical
concerns arising from workforce planning using predictive analytics encompass employees'
apprehension over constant surveillance and the potential for unjust categorisation based on
algorithmic forecasts. From a theoretical perspective, HR analytics aligns with Human
Capital Theory, which argues that the value generated by an organisation is dependent upon
the knowledge and abilities of its personnel (Kengatharan 2019). According to Booyse and
Scheepers, (2024), the Resource Based View (RBV) emphasises the necessity of optimising
internal human resources to achieve competitive advantage for enterprises. However, while
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HR analytics enables organisations to manage personnel effectively, the long-term

application of this practice necessitates a combination of quantitative data and qualitative
approaches, therefore prioritising individuals and ensuring them feel valued beyond just
statistics.

Figure 1: (Vulpen, 2024)

3. HR Analytics in Reducing Employee Turnover

HR analytics reduces employee turnover risk by identifying possible resignation

threats and facilitating effective responses (Oladele, 2024). High turnover rates increase
recruiting and training costs, instability, and organisational inefficiency (Chatwick, 2023).
Organisations can use predictive analytics to measure turnover by analysing historical
employee data on satisfaction with work, career success, ethics, and compensation
discrepancies (Hoofnagle et al., 2019). High-quality, bias-free data is required for predictive
models to work. Sentiment analysis, which reveals employees' views of the workplace, is also
important in HR analytics (Feng, 2023). HR professionals can track employee morale and
identify dissatisfied trends using survey data, feedback channels, and social media data.
While these insights may benefit organisational growth, sentiment analysis alone is
insufficient to comprehend employees' genuine concerns.
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It is due to the reason that self-reported data is biassed by factors such as social
desirability and reluctance to communicate openly (Kaine and Wright, 2024). The use of HR
analytics into performance-driven incentive strategies offers both advantages and challenges,
especially concerning data privacy, bias, and employee trust. Meanwhile, analytics-driven
incentives can boost engagement and decrease turnover (Oladele, 2024), ethical issues related
to data gathering and utilisation must not be disregarded. Anuradha and Rani, (2024), IBM's
strategy of utilising employee data for retention demonstrates the advantages of HR
analytics. However, it also highlights the risks of data breaches and unauthorised access,
which may reduce confidence and compliance with legislation such as GDPR (Hoofnagle et
al., 2019).

Furthermore, predictive analytics in human resources frequently strengthens biases

inherent in historical data, resulting in unfair hiring and promotion practices (Köchling and
Wehner, 2020). If ignored this prejudice can undermine the fundamental objective of
performance-based rewards by reducing opportunities for under-represented groups.
Organisations must conduct regular audits and ensure algorithmic transparency to mitigate
these risks. Moreover, concern regarding data-driven HR procedures persists as a
considerable challenge, as employees can think that analytics might replace human
judgement or reduce individual consideration (Booyse and Scheepers, 2024). To address this
difficulty, organisations must involve employees in the creation of HR analytics tools, offer
training, and implement ethical principles to guarantee fairness and inclusivity (Chowdhury
et al., 2022; Ortega Rodríguez et al., 2020). Ultimately, although HR analytics can optimise
incentive frameworks and improve retention, its application must reconcile data-driven
insights with ethical considerations to cultivate enduring organisational trust and equity.
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Figure 2: (Masud, 2024)

4. Challenges & Ethical Considerations

HR analytics provides an efficient method for enhancing organisational performance

by enabling data-driven decision-making in workforce management. In contrast to
conventional approaches that depend on intuition or historical methodologies, HR analytics
use real-time data insights to inform corporate practices about employee performance,
engagement, and retention (Olawale et al, 2024). Human Resource professionals may employ
machine learning and data visualisation to assess workforce dynamics and enhance
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productivity (Sun & Jung, 2024). Conversely, despite the numerous advantageous aspects of
HR analytics, it presents some ethical and operational problems that must be addressed to
ensure its fairness and efficacy. Employee turnover is a key HR analytics factor in business
performance. Business expenditures include hiring, training, and productivity losses due to
high turnover (Kiran et al., 2024). Although predictive models can reduce turnover, they may
perpetuate prejudices if their data shows systemic inequalities in hiring or promotions
(Köchling & Wehner, 2020).

For transparency and fairness, organisations must regularly examine and adjust their
analytics models and algorithms to avoid bias. IBM's data-driven retention methods illustrate
a real-world issue that HR analytics may solve to reduce turnover. IBM uses predictive
modelling to identify candidates for resignation and satisfies their needs through mentorship,
work-life balance, and other measures (Anuradha & Rani, 2024). This strategy has
considerably reduced forced leave rates and increased staff engagement, but can invade
employee privacy and autonomy. To comply with GDPR, a lot of employee data must be
collected and analysed (Hoofnagle et al., 2019). Increased surveillance may also create a
monitoring culture, lowering employee trust and work satisfaction (Booyse & Scheepers,
2024). To take advantage of HR analytics' potential, businesses must address ethics, informed
consent, data security, and non-discrimination. Employee participation and open
communication can create an analytics-driven HR culture that is fair (Chowdhury et al.,
2022). HR analytics can improve performance, retention, and workforce, but only if used
responsibly.

5. Conclusion

Finally, HR analytics propels an organisation to do better because it enhances

decision-making that relates to employee performance, employee engagement, and talent
retention. Predictive analytics, as well as sentiment analysis, can predict future employee
difficulties by forecasting management projections and gradually deploying the workforce.
The significance of data driven HR is strategic too, as it is aligned with business goals which
in turn leads to growth and minimises attrition. However, there are some challenges that
organisations need to solve before they can achieve its full potential, for example data
privacy, bias, resistance, etc. There are improvements that are expected to be focused on in
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the future which includes the more advanced analytics tools, ethical practises and ultimately,
creating a data driven HR culture.

References:

Anuradha, M. and Rani, K.J., 2024. Predictive analytics in hr: Using ai to forecast employee
turnover and improve succession planning. Zibaldone Estudios italianos, 11(2),
pp.157-173.

Booyse, D. and Scheepers, C.B., 2024. Barriers to adopting automated organisational

decision-making through the use of artificial intelligence. Management Research
Review, 47(1), pp.64-85.

Masud, A. A. (2024) Employee Attrition Analytics: A Guide About Employee Turnover,

QuestionPro. Available at: [Link]
analytics/ (Accessed: 24 February 2025).

Chatterjee, S., Chaudhuri, R., Vrontis, D. and Siachou, E., 2022. Examining the dark side of
human resource analytics: an empirical investigation using the privacy calculus
approach. International Journal of Manpower, 43(1), pp.52-74.

Chatwick, J.A., 2023. The Application of Information Technology to Human Resources

Management in a Large Organizational Setting: An Examination of Concerns Related
to Recruiting, Training, Retention, and Operational Efficiency (Doctoral dissertation,
Trident University International).

Chowdhury, M.R., 2022. Facilitating the talent pipeline-a practical experience from Unilever
Bangladesh Limited. Department of Business and Technology Management (BTM),
Islamic University of Technology (IUT), Board Bazar, Gazipur-1704, Bangladesh.

Feng, S., 2023. Job satisfaction, management sentiment, and financial performance: Text
analysis with job reviews from indeed. com. International Journal of Information
Management Data Insights, 3(1), p.100155.
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Hoofnagle, C.J., Van Der Sloot, B. and Borgesius, F.Z., 2019. The European Union general
data protection regulation: what it is and what it means. Information &
Communications Technology Law, 28(1), pp.65-98.

Kaine, G. and Wright, V., 2024. Social Desirability Bias and the Prevalence of Self-Reported
Conservation Behaviour Among Farmers. Sustainability, 16(22), p.9658.

Kengatharan, N., 2019. A knowledge-based theory of the firm: Nexus of intellectual capital,
productivity and firms’ performance. International journal of manpower, 40(6),
pp.1056-1074

Kiran, P.R., Chaubey, A. and Shastri, R.K., 2024. Role of HR analytics and attrition on
organisational performance: a literature review leveraging the SCM-TBFO
framework. Benchmarking: An International Journal, 31(9), pp.3102-3129.

Köchling, A. and Wehner, M.C., 2020. Discriminated by an algorithm: a systematic review of

discrimination and fairness by algorithmic decision-making in the context of HR
recruitment and HR development. Business Research, 13(3), pp.795-848.

Margherita, A., 2022. Human resources analytics: A systematization of research topics and
directions for future research. Human Resource Management Review, 32(2),
p.100795.

Ortega-Rodríguez, C., Licerán-Gutiérrez, A. and Moreno-Albarracín, A.L., 2020.

Transparency as a key element in accountability in non-profit organizations: A
systematic literature review. Sustainability, 12(14), p.5834.

Shafie, M.R., Khosravi, H., Farhadpour, S., Das, S. and Ahmed, I., 2024. Cluster-based
human resources analytics for predicting employee turnover using optimized
Artificial Neural Networks and data augmentation. Decision Analytics Journal, 11,
p.100461.
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Sun, Y. and Jung, H., 2024. Machine Learning (ML) Modeling, IoT, and Optimizing
Organizational Operations through Integrated Strategies: The Role of Technology and
Human Resource Management. Sustainability, 16(16), p.6751.

Vulpen, E. van (2024) What is HR Analytics? All You Need to Know to Get Started, AIHR.
Available at: [Link] (Accessed: 24 February
2025).

Scenario 2: Talent Management – Unilever Case Study

1. Introduction

Talent Management is the strategic way organisations adopt in order to attract,

develop, engage, and retain the best available talent to ensure long-term success and
competitive advantage. Today’s dynamic business environment requires the right talent for an
organisation to thrive and survive (Al Aina and Atan, 2020). Talent Management is a
strategic approach that not only assists organisations in locating and hiring the best
employees but also helps in developing them into high-performing individuals playing a part
in achieving business goals (Kaliannan et al., 2023). Meanwhile, this involves identifying
skills needs, delivering training and development, and creating a workplace that encourages
employee engagement and retention (Vecchi et al., 2021). Effective personnel Management
uses HR analytics to create data-driven recruiting, employee development, and workforce
planning choices to match personnel strategies with company goals (Collings et al., 2019).

Unilever, a consumer products leader, demonstrates talent management. The

company's commitment to employee development, diversity, and innovation helped it
succeed (Harsch and Festing, 2020). Unilever aligns its Talent Management strategies with
company goals to highlight their importance. HR analytics and artificial intelligence have
helped the company evaluate employee performance, identify talent needs, and build
leadership development programmes for long-term success (Marler & Boudreau, 2017). The
analysis critically reviews Unilever's talent management practices, focussing on AI and HR
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analytics in workforce planning, employee development, and leadership initiatives. It also

discusses ethical challenges in data-driven talent management.

Figure 3: (McGraw, 2021)

2. Unilever’s Talent Management Approach

Talent management is a strategic process that is involved with acquiring, developing

and maintaining highly skilled individuals for the success of the organisations within a longer
period. To maintain its competitive edge in the dynamic business environment, effective
talent management in a company helps in aligning the HR strategies with aligning business
goals, promoting leadership development, motivating employees and boosting innovation (Al
Aina and Atan, 2020). These include learning and development programmes, succession
planning and HR analytics, among many other things aimed at improving workforce
performance and staying ahead of the competition. (Vecchi et al., 2021). The Future Leaders
Programme (FLP) of Atmaja recruits graduates and offers them cross functional exposure,
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mentorship and their leadership training (Atmaja, 2024). Azeez (2019) states that the
company further asserted that over 80% of its senior managers are from this initiative. In
addition, Unilever Academy offers employees continuous learning which empowers them to
upskill for the dynamic industry (Sebopa, 2020). Women will occupy 50% of executive
positions by 2021 and continue to be the core priorities of diversity and inclusion (Baragiola
and Mauri, 2021). Moreover, Unilever is utilising the HR analytics tool to identify high
potential employees and customise its retention strategy (Vasudevan and Kumar, 2025). With
these combined strategies, Unilever enhances its employee skills while abiding with the
company’s long-term goals.

3. Pros and Cons of Unilever’s Talent Management Approach

 Pros:

Leadership Development & Succession Planning:

The Future Leaders Programme (FLP) serves to develop and maintain a robust succession
system through its talent management program. The program delivers approximately 80 % of
managers who hold top positions in the organization (Azeez, 2019).

Strong Learning & Development (L&D) Programs:

People working at Unilever can access professional development opportunities through the
Unilever Academy, which builds their competencies and boosts workplace engagement
(Sebopa, 2020).

Data-Driven Talent Management:

The HR analytics system at Unilever helps with talent acquisition forecasting along with
employee connection monitoring and skills deficit assessment to maintain workforce
compatibility with organizational objectives (Vasudevan and Kumar, 2025).

Diversity & Inclusion (D&I) Initiatives:

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Unilever successfully reached a 50% balance of men and women in executive positions and
maintains active diversity promotion to create an innovative workplace culture (Baragiola
and Mauri, 2021).

Strong Employer Branding & Retention:

Millennials rate Unilever among the top 10 employers due to its advancement possibilities
together with sustainable practices and programs aimed at employee health (Kucharska and
Kowalczyk, 2019).

 Cons:

High Competition for FLP Positions:

The Future Leaders Programme's highly competitive selection could dissuade talented
candidates who do not get in (Atmaja, 2024).

Challenges in Managing Global Talent:

Due to the fact that a company’s global workforce requires region-specific HR strategies, it is
almost impossible to standardize talent management practices across cultures and regulations
(Ahmed, 2024).

Retention of High-Potential Employees:

While Unilever promotes internally and hopes that this keeps their skilled employees in-
house, they may face challenges in retaining such employees as external competitors often
lure top talent with more appealing offers (Sarwar, 2023).

Potential Over-Reliance on HR Analytics:

While data-driven decision-making enhances talent management, it loses sight of some of the
other elements like the aspirations and emotional intelligence of the individuals or the
company (Chatterjee et al., 2022).

4. Impact of Unilever’s Talent Management on Organizational Success

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Unilever’s Talent Management strategy has assisted in enhancing employee

performance, strengthening Unilever’s reputation, fostering career growth and thus
strengthening its long-term success and competitive advantage.

Reputation and Employer Brand

Through its strong commitment to talent development, Unilever has become an

exceptionally favoured employer which further enhances its global reputation. Furthermore,
the company aims at sustainability, social impact, and employee wellbeing has made it a
favourite for job seekers especially among millennial (Kucharska and Kowalczyk, 2019). Its
strength as an employer brand is reflected in its presence in LinkedIn’s 2021 ranking of the
most followed companies in the consumer goods sector (Räisänen, 2024). In addition,
Unilever consistently ranks among the top 10 employers, in regard to leadership development
in report of Aon Hewitt in 2020, implementing its commitment to helping employees succeed
(Azeez, 2019). Its good reputation also allows it to attract and keep top talent as well as
skilled employees in a growing competitive job market.

Enhancing High Performance

Unilever’s Talent Management approach focuses on providing continuous leadership

development, internal and external mobility, and diversity. Sarwar (2023) states that 90% of
employees are satisfied with Unilever’s initiative that facilitates professional development
that ultimately impacts directly on job performance and productivity. Moreover, the
investment of Unilever in HR analytics further assists in spotting and developing high-
potential employees, so that the top performers are provided with requisite support to perform
outstandingly in leadership positions (Vasudevan & Kumar, 2025). Unilever ensures that it
has a creation powered workforce that is the backbone of their success by focusing on
improving skills as well as engaging workers.

Career Growth and Employee Retention

Unilever’s retention strategy relies strongly on having a well-defined career

progression path. The company’s internal mobility plays such a strong role internally that
employees don’t have to look on the outside to grow others. According to Sebopa (2020)
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75% plus of Unilever’s leadership roles are taken by people who worked within the
organisation, shows that is their commitment for internal career advancement. In addition,
Unilever promotes diversity and inclusion that ensures an inclusive workplace in which all
the employees get opportunities for progression regardless of ethnicity, gender, or
background (Baragiola & Mauri, 2021). Therefore, Unilever’s comprehensive Talent
Management strategy draws attention to the efficiency of its effectiveness in replenishing the
competitive edge in the global market by developing an effective reputation building, high
performance, and a career growth.

Figure 4: (StudyCorgi, 2025)

5. Conclusion

Unilever’s success and its competitive edge in the global marketplace, its ability to
sustain that, is the key in the approach of talent management. Unilever is providing a highly
skilled and engaged workforce through initiatives such as the Future Leaders Programme
(FLP) which develops leadership, and its strong Learning and Development (L&D) platforms
all while reaffirming to its people that Diversity and Inclusion (D&I) is the company’s
business. This HR analytics critically boosts the company’s talent acquisition, engagement
and retention strategies in as aligned to business goals, and responsive to industry changes.

Despite these strengths, challenges persist. The FLP that applies such a rigorous
process to select candidates will also limit the candidacy of many talented individuals who
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can contribute in other ways. Further, dealing with a global workplace comes with the
convenience of having to deal with various cultural protocols, labor regulations, and diverse
employee expectation at different points in the world. Competing for top talent also
represents a retention tough squeeze, as the talented workforce is generally looking for
greater financial compensation and career advancement outside.

Furthermore, over dependency on HR data analytics plays a crucial role as Unilever

relies more on the use of technology for developing HR strategies and was risk to create
variant, as people tend to overvalue data and underrate soft skills, emotional quotient, and
personal career goals, all of which play a prominent role in creating a positive work
environment. The challenge will be striking the right balance between data driven insights
and human centric leadership. Overall, Unilever’s innovation and inclusion focus in the talent
management strategy that the company has made puts it among the top global leaders in the
industry. In order to keep up with its success, Unilever will need to perfect its strategies and
adopt new technologies while remaining an employer of choice and keeping employees at
the epicentre of its success to secure long term growth.
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References:

Abdelrahman, H., 2023. Artificial Intelligence in Human Resource Management: Advanced

Computing Systems for Talent Analytics and Decision Making. Journal of Advanced
Computing Systems, 3(6), pp.1-11.

Ahmed, M., 2024. The Impact of Workforce Diversity on Organizational Performance: A Case
Study of Unilever. iRAPA International Journal of Business Studies, 1(1), pp.18-33.

Al Aina, R. and Atan, T., 2020. The impact of implementing talent management practices on
sustainable organizational performance. Sustainability, 12(20), p.8372.

Atmaja, H., 2024, April. The effect of self-efficacy, work commitment and talent
management on employee performance of PT Unilever Tbk Sumatera Utara. In
Proceedings of the 3rd Economics and Business International Conference, EBIC 2022,
22 September 2022, Medan, North Sumatera, Indonesia.

Azeez, F.O., 2019. Impact of Selection Process on Organisational Performance: A Case Study
of Unilever Nig. Plc (Master's thesis, Kwara State University (Nigeria)).

Baragiola, G. and Mauri, M., 2021. SDGs and the private sector: Unilever and P&G case
studies.

Chatterjee, S., Chaudhuri, R., Vrontis, D. and Siachou, E., 2022. Examining the dark side of
human resource analytics: an empirical investigation using the privacy calculus
approach. International Journal of Manpower, 43(1), pp.52-74.
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Fischer, G.S., Righi, R.D.R., Costa, C.A.D., Galante, G. and Griebler, D., 2019. Towards
evaluating proactive and reactive approaches on reorganizing human resources in
IoT-based smart hospitals. Sensors, 19(17), p.3800.

Harsch, K. and Festing, M., 2020. Dynamic talent management capabilities and
organizational agility—A qualitative exploration. Human Resource Management,
59(1), pp.43-61.

Kaliannan, M., Darmalinggam, D., Dorasamy, M. and Abraham, M., 2023. Inclusive talent
development as a key talent management approach: A systematic literature
review. Human Resource Management Review, 33(1), p.100926.

Kucharska, W. and Kowalczyk, R., 2019. How to achieve sustainability? —Employee's point
of view on company's culture and CSR practice. Corporate Social Responsibility and
Environmental Management, 26(2), pp.453-467.

Mahajan, V., 2020. Exploring talent management strategies adopted by organizations.

Journal of Exclusive Management Science, 9(9), pp.1-11.

Margherita, A., 2022. Human resources analytics: A systematization of research topics and
directions for future research. Human Resource Management Review, 32(2),
p.100795.

McGraw, M. (2021) Unilever’s Internal Talent Marketplace: Putting Skills on Display,

Institute for Corporate Productivity (i4cp). Available at:
[Link]
internal-talent-marketplace (Accessed: 24 February 2025).

Nkpurukwe, O.I., Nwokah, E. and Arumdeben, G., 2025. Diversity Management Strategies
and Employee Performance in Unilever Plc. RUN Journal of Management, 1(1).
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Olawale, O., Ajayi, F.A., Udeh, C.A. and Odejide, O.A., 2024. Leveraging workforce analytics
for supply chain efficiency: a review of hr data-driven practices. International Journal
of Applied Research in Social Sciences, 6(4), pp.664-684.

Räisänen, S., 2024. Exploring Consumer Preferences in Fast-Moving Consumer Goods

(FMCG) E-commerce-Case Study: Company X.

Sarwar, O., 2023. An analysis on the impact of employee branding activities: a perspectives
from Unilever Bangladesh Limited.

Sebopa, C.B., 2020. Building brand commitment from internal brand management and
employee-based brand equity factors (Doctoral dissertation).

Unilever Group’s Supply Chain and Management: Free Essay Example (no date) StudyCorgi.
Available at: [Link]
management/ (Accessed: 24 February 2025).

Vasudevan, M. and Kumar, B.S., 2025. Evolving Strategies for Organizational Management
and Performance Evaluation: Adapting Management Practices for Future Success. In
Evolving Strategies for Organizational Management and Performance Evaluation (pp.
177-208). IGI Global Scientific Publishing.

Vecchi, A., Della Piana, B., Feola, R. and Crudele, C., 2021. Talent management processes
and outcomes in a virtual organization. Business Process Management Journal, 27(7),
pp.1937-1965.
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Scenario 3: Performance Management

Introduction

Performance management refers to a strategic practice that assures the employee’s

efforts are directed toward the organization’s objective to achieve increased productivity,
employee engagement, and organizational success as a whole (Govender and Bussin, 2020).
Leadership requires setting clear expectations, offering continuous feedback, and contributing
to professional growth which aid in boosting employee performance and job satisfaction
(Ashraf, 2019). Therefore, traditionally, annual performance reviews have been used by
organizations, which at times happen too late due to which feedback is delayed and employee
development cannot happen (Bandura, 2023). However, the movement towards continuous
feedback and goal setting shifted performance management from a static to a dynamic,
proactive process. This modern approach helps in real-time performance tracking, and the
development of an open communication culture and allows for an increase in the motivation
of employees (Madhumita et al., 2024). Efficient performance management not only
increases the productivity of teams and individuals but also increases job satisfaction, which
is one framework in a supportive and growing work environment (Sudiarti and Saepudin,
2024). This analysis explores how continuous feedback results lead to targeted work
objectives through professional advancement while increasing worker job contentment and
company growth.
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Figure 5: (Investopedia, 2025)

Understanding Performance Management and Its Role in Enhancing Job Satisfaction in

the Industry

Performance management effectiveness cannot be measured by its implementation, it

has to be through employee engagement, motivation, and job satisfaction (Kamel, 2019).
Organizations that effectively integrate structured feedback mechanisms and goal alignment
strategies, create an environment that makes our employees feel that they are precious and
accountable. The development-oriented system with the top priority on evaluation creates a
culture of continuous improvement and decreases the percentage of lost workers and
workplace dissatisfaction (Rakova et al., 2021). Job performance is not only dependent on
individual satisfaction but is also related to organizational productivity because performance
management is affected beyond individual job satisfaction.

Performance expectations are clear and mechanisms for providing real-time feedback
are there to ensure that employees understand their roles and their role in achieving the
business objectives (Schleicher et al., 2019). Published research shows that companies with
good performance management systems achieve higher operational efficiencies and financial
growth as a result of improved workforce performance. Otherwise, employees operate in
 24

ambiguity, negatively affecting output quality, and at the same time enhancing inefficiencies
(Ibrahim et al., 2023). Unmotivated employees stall innovation rather than contribute to it,
making such organizations unable to sustain their competitiveness, as the focus shifts from
performance optimization to merely existing in the market.

Ineffective performance management is not a minor issue, as it considerably increases

the risk to organizational success (van Helden and Reichard, 2023). An unstable work
environment arises when there are unclear expectations, irregular feedback, and no clear
career development pathways. The employees who are exposed to ambiguous or variable
evaluation processes find themselves in frustration, unappealing morale, and lack of direction
of roles. However, the effects are even greater than within the workforce. Businesses that do
not adopt structured performance management are faced with lower agility, higher
operational costs, and a disintegrated employer brand (Van Heerden, 2019). Organizations
that do not adjust their workplace systems to match employees' current needs will face
threatened future success.

Key Components of Performance Management and Their Impact

1. Continuous Feedback

Continuous feedback is a performance measurement model that is based on replacing

rigid annual appraisal with continuous and real-time feedback. Feedback systems that work
constantly create a configuration that leads people to give up on success because of slow
evaluation but helps teams develop better ways to work quickly (Idrus 2025). The reason for
its significance is that uncertainty is reduced, expectations are reinforced, and employee
efforts are aligned with changing organizational goals. Feedback given in real-time directly
affects employee morale as it acts as a push or positive feedback to the individual for his
achievements and helps to reform his shortcomings proactively. Timely feedback helps
employees feel appreciated, and this contributes to motivation and work commitment
(Burnett and Lisk, 2021). Furthermore, a continuous feedback culture fosters accountability,
and subsequently, performance issues do not become long-term inefficiencies (Abrahams et
al, 2024). High Performance Cultures of companies using continuous feedback (Google and
Netflix) Google uses regular performance check-ins and employee discussions to improve
 25

team flexibility and Netflix stimulates honest communication through its radical candour
method. (OYLUM, 2024). Organizations achieve better performance results when they use
feedback effectively in their performance management system.

2. Clear Goal Setting

The success of performance management depends on goal setting even though

common problems arise from poorly defined objectives (Hasyim and Bakri, 2024). When
workers do not have specific goals to follow they become confused and disconnect from
work while wasting time doing things less effectively. Strategic goal setting shows
employees the right direction and creates results by setting specific performance targets.
Using the SMART framework to set targets works well until organizations follow it without
flexibility. Concentrating on exact results restricts company opportunities to explore new
concepts and calculated hazards (Kelliher et al., 2020). An emphasis on meeting deadlines
behind schedule causes employees to neglect excellence which harms their long-term work
value. Setting clear goals helps employees contribute their work to organisational
achievements which prevents ambiguity at work. Intel and Amazon use cascading goal
setting that links personal job targets directly to corporate direction according to FERRAZZI
(2020). When business conditions shift regularly goal definition remains relevant only when
companies review their plans periodically. Companies need to adjust their use of formal
planning models, so they can adjust easily to evolving business conditions and support
employee and business performance growth (Al-Baik et al., 2024).

3. Personalized Development Opportunities

Many companies provide identical training plans to all staff without considering what
specific career paths employees want (as per Oelberger et al. 2023). Employees want more
than basic training and want learning opportunities that match their present skills and future
work targets. When employees do not receive personalized development, they become
stagnant which makes them unhappy and causes them to leave their jobs sooner.
Organizations achieve better results when they help employees develop necessary skills
through proper training and support. Most companies launch these initiatives as responses to
specific situations even though they should include them as part of their detailed workforce
 26

planning approach (Toni et al., 2025). Google leads employee learning by creating internal
career paths in combination with job-based training and AI-designed learning paths as
detailed by Vladimirovna in 2024. High-level organizations struggle when they lack clear
career paths since their staff sees development schemes as surface-level rather than core
development steps. Organizations must evolve their training methods from broad skills
learning to competency programs that link employee growth to company results for
development programs to boost performance impact (Kelliher et al., 2020). Organizations
need to consistently evaluate progress through technology and leadership support for
development programs to become true business strategies.

Recommendations for Improving Performance Management Strategies

Organizations need to use technology to shift away from internal opinions and base
decisions on real performance data. AI-based HR analytics helps predict employee success
while finding skill deficits and designing individual training methods (Thirunagalingam et al.,
2025). Companies use modules from Workday and SAP SuccessFactors to collect employee
feedback in real-time and provide useful information that replaces old yearly performance
reviews. Organizations need to implement technology alongside a system that supports
ongoing learning and readiness for change (Sahni 2021). Using AI sentiment analysis to
monitor employee connexions and setting up reviews between team members helps
organizations grow together (Subrahmanyam, 2025). In today's corporate landscape
employees and management work together to develop goals that benefit personal and
business development aspirations. The combination of OKR (Objectives and Key Results)
methodology and SMART goals creates clear goals and responsibilities which stops teams
from working in different directions (Oelberger et al., 2023). Organizations must measure
performance in ways that benefit employee health and happiness above all else. Businesses
that provide mental health help and offer flexible work solutions plus distinct career paths
retain their employees better and generate more output (Burnett and Lisk, 2021). Microsoft
leads the way in valuing person growth besides output results by judging employee
performance in terms of creative collaboration and self-improvement. Successful
performance management uses leadership that focuses on employees' needs to achieve
business targets effectively (Vasudevan and Kumar, 2025).
 27

Figure 6: (Naha, 2024)

Conclusion

Organizations need effective performance management to make employees satisfied

and improve engagement while achieving better business results. When employees get
frequent feedback with targeted direction they achieve personal development step-by-step at
their workplace. Performance management works poorly when leaders do not put this system
into action. Organizations need to use technology and data combined with employee wellness
to run their operations. When business operations change the workplace must become easier
for employees through adaptive performance management and teamwork focus to stay
competitive for many years to come.
 28

References:

Abrahams, T.O., Farayola, O.A., Amoo, O.O., Ayinla, B.S., Osasona, F. and Atadoga, A.,
2024. Continuous improvement in information security: A review of lessons from
superannuation cybersecurity uplift programs. International Journal of Science and
Research Archive, 11(1), pp.1327-1337.

Al-Baik, O., Abu Alhija, M., Abdeljaber, H. and Ovais Ahmad, M., 2024. Organizational debt
—Roadblock to agility in software engineering: Exploring an emerging concept and
future research for software excellence. PloS one, 19(11), p.e0308183.
 29

Ashraf, M.A., 2019. The mediating role of work atmosphere in the relationship between
supervisor cooperation, career growth and job satisfaction. Journal of Workplace
Learning, 31(2), pp.78-94.

Naha, P. (2024) What is Strategic Performance Management? Benefits & Best Practices,
SoftwareSuggest Blog. Available at: [Link]
performance-management/ (Accessed: 3 March 2025).

Bandura, A., 2023. Cultivate self‐efficacy for personal and organizational effectiveness.
Principles of Organizational Behavior: The Handbook of Evidence‐Based
Management 3rd Edition, pp.113-135.

Burnett, J.R. and Lisk, T.C., 2021. The future of employee engagement: Real-time monitoring
and digital tools for engaging a workforce. In International perspectives on employee
engagement (pp. 117-128). Routledge.

Tardi, C. (no date) Performance Management: Definition, Purpose, Steps & Benefits,
Investopedia. Investopedia. Available at:
[Link] (Accessed: 3
March 2025).

FERRAZZI, M., 2020. Objectives and key results as a tool for organizational agility: the case
of digital start-ups.

Gibbs’ Reflective Cycle (no date) The University of Edinburgh. Available at:
[Link]
cycle (Accessed: 1 March 2025).

Govender, M. and Bussin, M.H., 2020. Performance management and employee engagement:
A South African perspective. SA Journal of Human Resource Management, 18(1),
pp.1-19.

Hasyim, H. and Bakri, M., 2024. Organizational Goal Vagueness and Its Impact on Employee
Motivation. Economics and Digital Business Review, 5(1).
 30

Ibrahim, I., Tahir, M., Ishak, I., Safrida, S. and Machmud, M., 2023. The role of performance
management system in improving corporate financial performance. Atestasi: Jurnal
Ilmiah Akuntansi, 6(1), pp.493-510.

Idrus, S., 2025. Performance Management Reimagined: Moving Beyond Annual Reviews to
Continuous Feedback. The Journal of Academic Science, 2(1), pp.222-231.

Kamel, N., 2019, November. Implementing talent management and its effect on employee
engagement and organizational performance. In Abu Dhabi International Petroleum
Exhibition and Conference (p. D031S093R001). SPE.

Kelliher, F., Murphy, M. and Harrington, D., 2020. Exploring the role of goal setting and
external accountability mechanisms in embedding strategic learning plans in small
firms. Journal of Small Business and Enterprise Development, 27(3), pp.449-469.

Madhumita, G., Diana, P.D., Neena, P.C., Kiran, P.N., Aggarwal, S. and Nargunde, A.S.,
2024, April. AI-powered Performance Management: Driving Employee Success and
Organizational Growth. In 2024 5th International Conference on Recent Trends in
Computer Science and Technology (ICRTCST) (pp. 204-209). IEEE.

Oelberger, C., Eaton, A. and Choi, J.H., 2023. One Size Fits All? Exploring Motivation for
Public Employees With a Job Fit Framework and Response Surface Analysis. Review
of Public Personnel Administration, p.0734371X231218898.

OYLUM, E., 2024. Corporate Cultures in Companies: Values and Understanding,

Participation, Learning and Innovation Culture: ŞİRKETLERDE KURUMSAL
KÜLTÜRLER: DEĞERLER VE ANLAYIŞ, KATILIMCI, ÖĞRENME VE YENİLİK
KÜLTÜRÜ. Socrates Journal of Interdisciplinary Social Researches, 10(47), pp.87-
99.

Rakova, B., Yang, J., Cramer, H. and Chowdhury, R., 2021. Where responsible AI meets
reality: Practitioner perspectives on enablers for shifting organizational practices.
Proceedings of the ACM on Human-Computer Interaction, 5(CSCW1), pp.1-23.

Sahni, K.N., 2021. A systematic analysis of SAP enterprise resource planning (ERP) software
implementation as accounting software in New Zealand organisations (Master's
thesis).
 31

Schleicher, D.J., Baumann, H.M., Sullivan, D.W. and Yim, J., 2019. Evaluating the
effectiveness of performance management: A 30-year integrative conceptual review.
Journal of Applied Psychology, 104(7), p.851.

Subrahmanyam, S., 2025. The Integration of Artificial Intelligence and Machine Learning in
Performance Evaluation. In Evolving Strategies for Organizational Management and
Performance Evaluation (pp. 603-626). IGI Global Scientific Publishing.

Sudiarti, N. and Saepudin, T.H., 2024. The Role of Leadership In Enhancing Human
Experience In Performance Management. Dinasti International Journal of Economics,
Finance & Accounting (DIJEFA), 5(2).

Thirunagalingam, A., Addanki, S., Vemula, V.R. and Selvakumar, P., 2025. AI in Performance
Management: Data-Driven Approaches. In Navigating Organizational Behavior in the
Digital Age With AI (pp. 101-126). IGI Global Scientific Publishing.

Toni, M., Mehta, A.K., Chandel, P.S., Kamalakkannan, M.K. and Selvakumar, P., 2025.
Mentoring and Coaching in Staff Development. In Innovative Approaches to Staff
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Van Heerden, C., 2019. Methods to improve morale in state owned entities’ technical
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van Helden, J. and Reichard, C., 2023. Performance management. In Global Encyclopedia of
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Vasudevan, M. and Kumar, B.S., 2025. Evolving Strategies for Organizational Management
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Vladimirovna, V.V., 2024. AI-Driven Transformation of HR Managers Role in Training of

Employees.
 32

Scenario 4: Reflection Task

Introduction

This analysis uses Gibbs' Reflective Cycle (1988) to study what I learned from my
experience with HR Analytics, Talent Management, and Performance Management.
Verbalised scenario studies demonstrated modern HR practices and their live workplace uses
 33

(Kilponen 2025). This reflection studies the improvements the concepts made to my
understanding of SHRM practices and their presence in present-day businesses.

1. Description

The scenarios focused on essential HR activities that impact company success. DBA
analysis helps companies make better workforce choices while lowering their employee loss
rate. Talent Management at Unilever showed how to handle recruitment development and
retention of top performers (Rao et al., 2025). Performance Management shows that only
regular reviews of employee performance can build a happy workplace (Rajapakshe, 2024).
The different situations demonstrated how HR functions guide companies to link employee
strategies with their business objectives.

2. Feelings

When HR Analytics first appeared, it seemed hard to use because of the demand for
data analysis and predictive modeling work. The data showed how HR Analytics reduced
employee turnover to prove its strategic worth in the organization. Yahia et al. (2021) explain
how Unilever demonstrates best practices in Talent Management (2021). Staff members
learned that Performance Management leads to better employee motivation and work
enjoyment which drives successful business operations.

3. Evaluation

Through these scenarios, Human Resources gained a strategic standing above

administrative responsibilities. Data analysis in HR shows teams can use information better
to shape their workforce and take action. Talent Management demonstrated that engaged
employees linked to good leadership bring success in employee retention efforts (Madhani,
2023). Performance Management helped organizations see why they need flexible goals and
regular feedback to motivate employees and get better results while running their business.

4. Analysis

HR Analytics helps leaders make better decisions when they use forecast results to
run their workforce better. Talent Management helps organizations lead the market by
developing and keeping high-performing employees through talent advancement systems
(Adesina et al., 2024). Performance Management helps employees develop through live
 34

feedback and professional training programs (Madhumita et al., 2024). Through these
instances, HR must apply real-time data and planning methods to better achieve business
results and improve organization performance.

5. Conclusion

Through this personal review I have learned HR must work strategically to connect
how workers perform their duties and reach business goals. The HR department protects
organisational achievement by combining employee data with talent strategies to help
employees work more effectively. HR needs fresh methods to improve employee contentment
and help businesses succeed in current market conditions.

6. Action Plan

I will study HR technology tools and artificial intelligence to enhance how my team
manages its workforce. I will look at worldwide talent hiring methods to learn from
successful organisations that recruit top performers effectively. My next step will be to
research more about performance frameworks to build better employee connexions. I will
research new HR developments to keep my skills updated and ready for changes in the
workplace.
 35

Figure 7: (The University of Edinburgh, 2025).

 36

References:

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strategic decision-making: Enhancing business performance through data-driven
insights. World Journal of Advanced Research and Reviews, 22(3), pp.1927-1934.

Kilponen, K., 2025. From early stages to infinite potential: predictive HR analytics use cases
in wellbeing services counties.

Madhani, P.M., 2023. Human resources analytics: leveraging human resources for enhancing
business performance. Compensation & Benefits Review, 55(1), pp.31-45.

Madhumita, G., Diana, P.D., Neena, P.C., Kiran, P.N., Aggarwal, S. and Nargunde, A.S.,
2024, April. AI-powered Performance Management: Driving Employee Success and
Organizational Growth. In 2024 5th International Conference on Recent Trends in
Computer Science and Technology (ICRTCST) (pp. 204-209). IEEE.

Rajapakshe, W., 2024. Fundamentals of Performance Management. In Employee

Performance Management for Improved Workplace Motivation (pp. 1-30). IGI
Global.

Rao, P.B., Raghavendra, R., Pawar, C., Patel, P., Sharma, P.R. and Harshitha, R., 2025. The
Impact of HR Analytics and Big Data on Decision Making in Healthcare
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Global.

Yahia, N.B., Hlel, J. and Colomo-Palacios, R., 2021. From big data to deep data to
support people analytics for employee attrition prediction. Ieee Access, 9, pp.60447-60458.
37