Personnel Resourcing



PERSONNEL RESOURCING 

Oman S2SHR031-6 
Assessment 1- individual report (50%)
Assignment Brief-
Case study: KPMG – a new approach to bringing talent into the business

The last year has seen a big change to the way KPMG brings young talent into the business through an innovative school leavers’ programme designed to bring a different pipeline of young people into the business. New recruits follow a six-year programme allowing them to gain an accounting degree (from Birmingham, Durham or Exeter University) and become a fully qualified chartered accountant with the ICAEW or ICAS. The organisation was keen to make sure, however, they weren’t simply offering a ‘degree with work experience’. The ‘job’ which is offered – as part of the audit function at KPMG – comes first.
Although historically the firm had taken on a small number of school leavers each year, KPMG first started thinking seriously about the way it brings these young people with high potential into the firm about 18 months ago. The business was very successful in recruiting the high numbers of graduates required by the business (particularly in the audit area). However, inevitably, once the three-year graduate training programme finished, retaining these employees could be challenging. With this in mind, they were keen to look at alternatives. As Alison Heron, UK Head of Student Recruitment, explains, ‘If you keep fishing in the same pool, you end up with the same kind of candidates. From a diversity perspective, it makes sense to look elsewhere.’
Alison also describes how this was a timely issue given the Milburn report on Fair Access to the Professions (July 2009) and the Browne review looking at higher education and student finance (October 2010). With the prospect of rising tuition fees, it was likely that some young people – particularly where there was a not a history of attending university in the family – could be put off from applying for a traditional degree.
 In 2011, when the programme was launched, it received a great deal of press coverage and this gave candidate applications a substantial boost. In the 2012 round of recruitment there has been more emphasis on using social media to reach potential applicants and identifying target schools (for example, where a higher than average number of pupils receive free school meals). This has allowed KPMG to build on relationships it had already established with schools as part of its corporate social responsibility activity.
Importantly, The number of positions available as part of the school leavers’ programme has increased from 90 in the first cohort to 150 this year. Feedback from the business has been good – with managers in some cases unable to distinguish recruits from their graduate counterparts in terms of their contribution.
Graduates continue to play a key role in KPMG’s talent management strategy. However, with a big emphasis on widening participation to the profession, the firm has taken a new approach to bringing fresh talent into the business. Since the successful launch of the school leavers’ programme, they have also introduced two apprenticeship programmes in the risk consulting area of the business.

Tasks/questions

The case study above deals with an important ‘resourcing and talent management’ issue which has been addressed by the organisation successfully. Using the information above as a reference point, please complete the following tasks/questions as part of an individual report:

   Critically evaluate the approach used by organisation in addressing the main issue related to ‘resourcing/talent management. (Note: Use theoretical (books and journal articles) and practitioner literature (CIPD and HRM publications) to develop your arguments).

   As part of your analysis, choose an organisation of your choice in Oman (ideally your employer) facing a similar issue as above. Provide recommendations and justify the approach/strategy you will suggest to address the problem.

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Location: United Arab Emirates

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