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Introduction

• Tarmac was established in 1903 and is the UK's leading supplier of building materials and
aggregates to the building industry.

• Tarmac is most often associated with constructing roads or major building projects such as the new
Developing a Human Resource Heathrow terminal and Wembley Stadium.

Tarmac's operational structure is divided into two key areas: Tarmac UK and Tarmac International
strategy • Tarmac International develops building products for supply around the world, especially in the
United Arab Emirates.

A Tarmac case study
• Nearly 11,000 employees work for Tarmac in a variety of work settings that include:
• 135 quarries
• 13 wharves
• 73 asphalt plants
• 172 concrete plants
• 36 recycling sites.

Introduction Mission: 'To deliver the highest value from our

• In the past, most people's view of a Tarmac
employee would have been a man in a hard hat.
• That is not the case anymore. Tarmac depends on
having people with high levels of skill in
externally-facing roles such as sales, customer
service and marketing, as well as internal roles in
IT, finance or procurement (often called
purchasing).
• The recruitment of specialist employees in these
roles is now central to Tarmac's growth.
resources for our customers, communities, employees
and investors.'
• Most important resource within an organisation is its people. This is
because an organisation depends on the skills and capabilities of its
employees to meet its mission.
• Employees are not a static resource. They need to be engaged,
interested, developed and motivated.
• It is through such processes that organisations meet their business
objectives. This helps the organisation to outperform many of its
rivals.
• This case study focuses on Human Resource Management within
Tarmac. It looks at how workforce planning and other HR strategies
enable Tarmac to meet its mission.

HRM as Strategic Process Achieve the Execeptional

• For Tarmac, Human Resource • Tarmac's vision is to 'achieve
Management is a strategic the exceptional'.
process.
• To deliver value to all its
• This is because it involves the stakeholders, Tarmac created
whole business in planning for an integrated plan, which
the future. requires all employees to
contribute in different ways.
• Having the right skills and
knowledge enables the • Tarmac helps all employees
business to meet its objectives remember and focus on its
and compete more effectively five big goals by using the
than its rivals. acronym 'DREAM'

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Employee Engagement Work Force Planning

• As Tarmac”s business is now much broader, it must keep developing
its people. A key element of its plan is to 'engage employees' to use
their energy and skills to improve the business.
• The HR management process provides the means to do this. For
example, the HR department offers formal internal and external
courses to give people training in key skills related to their current
roles.
• Engaging people takes many forms. Tarmac ensures that employees
are motivated through:
• clear and understandable objectives and targets
• being helped to improve and acquire the skills, qualifications and
training to do their jobs effectively
• being recognised for their performance and rewarded accordingly
• Workforce planning involves a continual review of human assets and the
business” organisational structure. The process identifies the skills and
knowledge required at the present time. It also estimates what Tarmac
needs to have in place to respond to future challenges in its market place.
• At Tarmac, like most other businesses, human resource needs are
constantly changing:
• Sometimes individuals leave the organisation to take up other posts.
• Some individuals retire (this is a growing issue with the UK's ageing
population).
• Employees are promoted within the business.
• New technology removes some roles but also creates new types of jobs.
• The changing economic climate may result in more or less demand for its
products.

Getting the Right People Attraction & Recuritment

• The starting point of the • It involves constructing job
descriptions and person
workforce planning specifications.
process is to identify • These identify what the job involves
and what essential and desirable
employment needs for qualities the candidate must have.
the future. This process • These are used to create
advertisements, which are placed in
involves relevant press and media.
• Recruiting the right people is
fundamental to Tarmac”s
development.
• Attraction • It recruits individuals capable of
• Recruitment reaching higher potential. This
involves looking for individuals with
• Selection diverse skills from a range of
backgrounds.

Selection Building Skills & Capabilities

• It is the process undertaken by • At Tarmac, each individual has
HR managers to choose the a personal development plan.
best individual that has
applied for a job vacancy. • This enables employees to
identify the skills or
• For graduate applicants, knowledge they want to
Tarmac uses a range of develop to improve their
different selection tools capability and efficiency.
including competence
questions, a group exercise, • As a key part of the process of
delivering a presentation, workforce planning, this helps
psychometric testing and an Tarmac and individual
interview. This thorough employees to set targets for
process ensures that Tarmac the future.
appoints the most suitable
individuals

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Personal Development
• The process of personal
development helps employees
to achieve their full potential.
• This never stops and
demonstrates the underlying
practice of 'learning for life'.
• Individual employees are
assessed on how they perform
in their plan. This therefore
takes both them and the
business forward.
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Conclusion
• Human Resource Management focuses on matching the needs of the
business with the needs and development of employees.
• Tarmac depends on its people because their skills contribute to achieving
its business objectives.
• Within Tarmac, every employee has a valuable role to play. The emphasis
is on helping individuals to work together. Workforce planning is part of
this strategic process, which looks at the long-term needs across the
organisation.
• Personal development plans enable every individual to grow both
professionally and personally within the business. They also help Tarmac
to create a distinct and important competitive advantage through
selecting and developing highly motivated and skilled staff who are able to
perform at high levels.