Background
Exploring the opportunities that exist in the environment of developing economies is both challenging and fascinating. Even though the current opportunities might seem minor, the potential of some of the organizations working in the realm of developing countries is huge. By exploring its specifics, one will be able to make impressive discoveries about the competitive advantages of the said organizations and the chances that they can pursue in the realm of the global economy (Rashid, Abdullah, Yusuf, & Shaari, 2016).
The specified observation is especially true for the food industry. Although the identified environment also incorporates a range of restrictions due to health concerns, it allows deploying a range of innovative approaches to maintaining the levels of engagement among the staff members high and boosting the quality of employees’ performance. Although the economic environments of Ukraine and Fiji are strikingly different, the talent management techniques adopted by Tappoo and Terra Food are quite similar in their focus on the promotion of training and the consistent acquisition of new skills by employees.
Talent Market in Fiji and Ukraine: Comparison
There is no need to stress that the approaches toward managing business relationships are very different in Fiji and Ukraine, primarily due to the specifics of the states’ cultures. Therefore, the talent markets in Fiji and Ukraine might seem too far apart from each other. Nevertheless, a closer look at the identified area of the states’ economies will show that, in both countries, the focus remains on searching for new opportunities. As a result, both Ukrainian and Fijian organizations seek to multiply the skills and assets of their staff members by studying how they can invest in the employees’ professional development (Esmaeilpour, Mohamadi, & Rajabi, 2016).
Solutions by Tappoo and Terra Food: Comparison
As stressed above, both Terra Food and Tappoo have been exploring the options associated with providing training and learning opportunities for the staff members. According to Stepanchuk (2015), the Ukrainian food industry has an untapped potential that needs to be explored, and offering employees extra opportunities for learning new skills and acquiring the relevant knowledge is the first step toward solidifying a company’s position as the leader in the target industry (Stepanchuk, 2015). Therefore, the focus on the development of long-term competitive advantages such as highly professional staff members must be interpreted as the instrumental change in the current HRM techniques used by Ukrainian food organizations.
Fiji organizations operating in the food industry, in turn, also tend to focus on helping their employees engage in an unceasing learning process and, therefore, acquire new skills and knowledge regularly. Mialon, Swinburn, Wate, Tukana, and Sacks (2016) specify that the introduction of the techniques that will allow improving the quality of the end product and, therefore, increase the satisfaction levels of the target population must be deemed as the key tools for market success. Therefore, the promotion of active staff training should be viewed as a necessity. However, the Fiji company also stresses the significance of encouraging employees to accept the values and ethical standards that will compel them to view customers’ well-being as the top priority (Mialon et al., 2016).
Conclusion
By encouraging employees to develop new skills and acquire new knowledge regularly, Tappoo (Fiji) and Terra Food (Ukraine) manage to develop very similar approaches toward managing talent in the context of the food industry. As a result, a gradual improvement in the quality of the staff’s performance, as well as the opportunity to comply with the existing set of quality standards set by WTO, becomes possible. Both states have managed to create the environment in which employees can develop and build a significant competitive advantage, as the examples of Tappoo and Terra Food show. Although there is still an impressive area for improvements, both states are evolving in the right direction.
References
Esmaeilpour, M., Mohamadi, Z., & Rajabi, A. (2016). Effect of dimensions of service quality on the brand equity in the fast food industry. Romanian Economic and Business Review, 11(3), 68-83.
Mialon, M., Swinburn, B., Wate, J., Tukana, I., & Sacks, G. (2016). Analysis of the corporate political activity of major food industry actors in Fiji. Globalization and Health, 12(1), 18-31.
Rashid, I. M. A., Abdullah, M. F. S., Yusuf, B. N. M., & Shaari, M. S. (2016). Impact of service and food quality on customer satisfaction among generation Y for the fast food restaurant in Malaysia. International Journal of Information, Business and Management, 8(1), 51-66.
Stepanchuk, S. (2015). Intellectual potential of Ukrainian enterprises of food industry. Actual Problems of Economics, 7(169), 186-193.