Finding, Keeping, and Growing People

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In Scotland, the energy sector comprises a different range of activities which are development, exploration, production, and supply of non-hydrocarbon and hydrocarbon energy sources. The emergency of COVID-19 has disrupted various functions of Scottish energy sectors concerning employee recruitment, selection, and talent development. Due to COVID-19, organizations are developing new policies, methods, and strategies, which will help in the management, resourcing, and development of talents. Despite the disruption caused by the virus, organizations are expected to manage their business in accordance with professional, legal, and ethical requirements. The Scottish energy sector has felt the impact of COVID-19 on its employee management, and there is a need to develop strategies for managing an organization, which are in line with legal requirements.

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Impact of COVID-19 Identified by Scottish Energy Sector to Recruit Employees

The Scottish energy sector had experienced difficulty in recruiting employees when COVID-19 emerged. In the organization, employers are not able to carry out face-to-face interviews to reduce contact (Greig, 2019). Employees were allowed to work remotely without reporting to a physical place. The management took these measures to prevent the further spread of the virus. The company observed the ministry of health protocol by practicing social distance. Job interviews are conducted through video calls, and this has changed the recruiting process of the company (Greig, 2019). These modern techniques of intervening employees are limited because they are not able to evaluate the capabilities of workers fully.

The Scottish energy sector could not continue with the process of recruiting employees because income was reduced (Greig, 2019). The company found itself in an unfortunate situation where they were compelled to lay off some employees and send some on unpaid leave. These are difficult moments for many organizations, and they are forced to formulate different strategies to enable them to endure tough times. Some of the measures undertaken include cutting down costs, which will ensure there is enough profit to run the company (Greig, 2019). There are fewer positions to fill, and recruiting new staff has been stopped. Companies are struggling to operate, so the recruiting process has been suspended.

Impact of COVID-19 Identified by Scottish Energy Sector to Select Employees

The selection procedure of Scottish Power comprises identifying highly talented individuals who can contribute positively to the company. During the COVID-19 outbreak, the organization was not able to continue with its selection process effectively (Cotterill et al., 2020). Once the positions have been advertised and candidates sent their applications, screening is done to identify suitable individuals. Those who have passed are invited for an interview, and this step is not possible due to the pandemic. The physical interview is significant because it helps to evaluate the skills, knowledge, and abilities of a candidate (Cotterill et al., 2020). Since organizations are encouraged to minimize one-on-one meetings, the selection of employees becomes a challenging task to complete.

During interviews, candidates are given opportunities to explain and expand on their suitability for the advertised position. The application is required to demonstrate critical competencies, such as leadership potential, teamwork, and planning capabilities (Cotterill et al., 2020). This is vital for Scottish Power because they are looking for an individual with the capacity to develop themselves and bring growth to the business. Evaluating these skills through a video interview is quite challenging for the company. The physical interview helps the company to identify an applicant with unique qualities, which will enable them to achieve the highest standard (Cotterill et al., 2020). For example, the Scottish company wants to hire a person who can influence others and communicate effectively. With the emergence of COVID-19, conducting interviews has not been possible, hindering the selection of qualified employees.

Impact of COVID-19 Identified by Scottish Energy to Develop Employee’s Talent

Scottish energy has programs that help employees to learn and acquire skills that enable them to perform their duties professionally. The apprenticeship program helps new staff to earn while working and gaining new skills (Kaushik and Guleria, 2020). The program is designed to last for three to four years, and it blends work-based learning with training and assessment. With the outbreak of the coronavirus, the company had to stop the program. Those who were taking the programs were sent home, and developing employee talent while at home is quite expensive (Kaushik and Guleria, 2020). When such staff members are at home, they do not have the opportunity to acquire some skills. Therefore, COVID-19 interrupted the apprenticeship program, which was essential for developing employee talent.

Scottish Power preferred face-to-face training and employee development before the outbreak of COVID-19. Some of the techniques used include conferences, seminars, workshops, and exchange programs (Kaushik and Guleria, 2020). Most governments are encouraging their citizens to limit physical meetings to help in preventing the spread of the virus. As a result, the company has reported using online media to continue developing employees, but it is not effective. The management is stranded since they do not know the best approach to apply to ensure their respective employee continue receiving training even when they are at home (Kaushik and Guleria, 2020). Therefore, COVID-19 has brought significant changes to how organizations conduct their employee training and development.

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Strategies, Methods, Policies for Resourcing

Scottish Energy has implemented different methods, policies, and strategies that they apply when resourcing. For instance, the company recruits internally from the candidates who have gone through their training and development (O’Hanlon and Cummins, 2020). Using this method, the organization can run an advertisement on its website for free or message board. This policy of resourcing internally creates room for a progression path for the employees. The management acknowledged that this method plays an essential role in staff motivation, morale, and retention. Internal hiring also prepares the company for succession planning. Empowering junior employees help them to take senior leadership position when a vacancy occurs.

The company has developed a workforce plan which enables them to identify the future needs of the organization. This strategy ensures no gap occurs without being noticed because those who are responsible identify the type of personnel needed (O’Hanlon and Cummins, 2020). Other factors considered when making a plan include where to get the employee, the number of people required, where they will be based, and skills they must have. This is a proactive approach to recruitment, where the company plans for the future. The methods help in building a pool of talents, and the company might not struggle at the last minute when a vacancy occurs. Therefore, developing a workforce plan for the future is one of the strategies used by Scottish Power to resource employees.

Strategies, Methods, Policies for Managing Organization

Managing an organization effectively is an important aspect since it helps to improve efficiency and increase productivity. Scottish Power Company has employed performance management to manage its operations (Favoreu, Carassus, and Maurel, 2016). The organization has strategies and policies in place to ensure they measure everyone’s performance, which ensures they meet expectations. Staff members are provided with the opportunity to give feedback, and certain issues can be addressed when they are not meeting expectations (Favoreu Carassus and Maurel, 2016). Some companies conduct performance evaluations at the end of the year. Nevertheless, the evaluation should be a continuous process where high performers are rewarded, and those who are not doing well are helped. Such strategies help to motivate the employee, and they work towards a common objective.

Employee engagement is another strategy being utilized by Scottish Power to manage the organization. To understand employees, it is necessary to measure their satisfaction. Developing survey questions is a critical component, and it helps in gaining insights into the topics which are important for the firm (Favoreu, Carassus, and Maurel, 2016). Workers should be provided with a system where they give feedback without revealing their identities, and this makes them feel comfortable. When employees are open, they give honest feedback, which can help to improve various functions in the company. The leadership team of the company evaluates the received data and develops a strategy on how they can be implemented best.

Strategies, Methods, Policies for Developing Talents in Organization

Scottish Power has implemented methods, strategies, and policies which help them to develop talents in the organization. The company achieves that by identifying the goals of priority that will steer them forward (Nzonzo and du Plessis, 2020). For instance, the organization can conduct an assessment to find out if there are changes they need to manage in the future. The evaluation can help them understand some of the initiatives they should focus on. If they do not have the right employee to implement the change or initiatives, they will start to develop talent. It can plan for training where the selected employee can improve their skills and knowledge.

The company has also developed a policy that encourages employees to delegate duties. Talents can be developed in a company when tasks are assigned to junior employees in the organization. Some of these assignments engage the workers, and they develop skills to explore new opportunities. The person delegating the duty must ensure they train the employee through the process of explanation, discussion, and coaching, which will help the person to learn and perform adequately (Nzonzo and du Plessis, 2020). Senior members should identify which job to delegate and who to assign these duties to. The expectations must be communicated, and this can be achieved by providing regular feedback. Delegation provides employees with skills and knowledge to perform various duties in the organization and be accountable.

Importance of Managing Organization in Accordance with Legal Requirements

Managing business by observing legal requirements helps in growing the organization. The company must meet its legal obligation with regard to the health, safety, and welfare of its employees. Some of the legal obligations which must be observed by Scottish Power include paying taxes and obtaining a business license (Whelan, 2017). As the business grows, it becomes complex in managing, and compliance with legal requirements helps to evade some challenges. Responsibility of the company might expand to hiring, firing, harassment, safety, payroll, discrimination, and benefits. Following government regulations ensure that the company is protected from external forces.

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Managing the business in accordance with legal requirements helps to reduce legal problems, improve operations and safety, enhance public relations, and help in employee retention. Operating with the law protects the organization from lawsuits, fines, penalties, work stoppages, and shutdowns (Whelan, 2017). Some organizations hire lawyers who provide guidance to the organization on how to comply with the law. Creating a conducive environment in the workplace can be achieved by observing the law on discrimination and harassment. Organizations must ensure that they comply with all regulations which guide their operations (Whelan, 2017). Companies that observe legal requirements increase their productivity and efficiency since there is no interference from law enforcement officers.

Importance of Managing Organization in Accordance with Professional Requirements

Scottish companies should continue to manage their organization in line with professional requirements. Observing them is important because it ensures the company remains competitive in the industry (Jayatilleke and Lai, 2018). A company must be able to offer quality services, and this can only be achieved when they comply with professional requirements. The company also gains confidence with the customers, and they are likely to expand their customer base (Jayatilleke and Lai, 2018). Many people prefer a company that works by ensuring they maintain a high level of professionalism. Therefore, operating in accordance with professional requirements enables the company to remain competitive in the industry.

Compliance with professional requirements ensures the company keeps pace with current standards. In the industry, the nature of work changes rapidly, and this influences how organizations operate (Jayatilleke and Lai, 2018). The standards of operations are updated continually, and professional bodies and organizations are expected to follow them. Companies that observe professionalism in the company make a meaningful contribution to their team.

Importance of Managing Organization in Accordance with Ethical Requirements

Ethical requirements in the organization can be considered as procedures, policies, and culture in the organization. Managing an organization in line with ethical requirements helps to build a positive corporate culture, boost consumer confidence, reduce financial liabilities, and minimize potential lawsuits (Drozd, Pysmenna, and Volkov, 2020). Such policies as equal opportunities in the organization improve employee morale. This makes them committed to the company, and they are likely to improve productivity. Good ethical practices can help a company to retain customers and increase the client base (Aidara-Kane et al., 2018). Observing ethical requirements helps organizations deliver quality services and products to the market. Minimizing unethical practices in the company, such as sexual discrimination, helps in mitigating the chances of lawsuits.


With the outbreak of COVID-19, Scottish energy sectors have been impacted negatively on how they recruit, select and develop the talents of employees. For example, the selected company used to develop talents through apprenticeship programs. Such programs have been altered since organizations are encouraged to avoid physical meetings. The Scottish company has different strategies, policies, and methods for resourcing, talent development, and managing organization. Managing a business in accordance with legal, ethical and professional requirements has significant value. For instance, managing the business in compliance with legal requirements helps to reduce legal problems, improve operations and safety, enhance public relation, and helps in employee retention.

Reference List

Aidara-Kane, A., et al. (2018) ‘World Health Organization (WHO) guidelines on use of medically important antimicrobials in food-producing animals.’ Antimicrobial Resistance & Infection Control, 7(1), p. 7-15.

Cotterill, S., et al. (2020) ‘COVID-19 and the water sector: Understanding impact, preparedness and resilience in the UK through a sector-wide survey.’ Water and Environment Journal, 3(1), p. 22-35.

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Drozd, I., Pysmenna, M. and Volkov, V. (2020) Management of ethical behavior of auditors. Baltic Journal of Economic Studies, 6(4), pp. 66-71.

Favoreu, C., Carassus, D. and Maurel, C. (2016) ‘Strategic management in the public sector: a rational, political or collaborative approach?’ International Review of Administrative Sciences, 82(3), pp. 435-453.

Greig, M. (2019) ‘Factors affecting Modern Apprenticeship completion in Scotland.’ International Journal of Training and Development, 23(1), pp. 27-50.

Jayatilleke, S. and Lai, R. (2018) A systematic review of requirements change management. Information and Software Technology, 93, pp. 163-185.

Kaushik, M. and Guleria, N. (2020) ‘The impact of pandemic COVID-19 in Workplace.’ European Journal of Business and Management, 12(15), pp. 1-10.

Nzonzo, J. C. and du Plessis, Y. (2020) ‘Critical success factors for integrating talent management strategies with wellness interventions.’ SA Journal of Human Resource Management, 18, p. 11-25

O’Hanlon, Z. and Cummins, V. (2020) ‘A comparative insight of Irish and Scottish regulatory frameworks for offshore wind energy–An expert perspective.’ Marine Policy, 117, p. 103934.

Whelan, C. (2017) ‘Managing dynamic security networks: Towards the strategic managing of cooperation, coordination and collaboration.’ Security Journal, 30(1), pp. 310-327.

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