Navigating HR Challenges at Tesla: Global Competition & Tech Advances

1 Tesla Corporation Report Student Name Institution Affiliation Course Affiliation Submission Date

2 Introduction Businesses in this modern globalisation era confront complex issues that go beyond functional and strategic levels. In the face of the new complexity that globalisation has introduced, Human Resources Management (HRM), the engine that drives organizational success, faces new challenges. This analysis explores the ever-changing HR environment at the UK-based electric car and renewable energy industry pioneer, Tesla Corporation. A progressive HR strategy is required due to the interaction of many obstacles, which include, global talent competition, fast technological developments, and workplace diversity and inclusion (Narotam, 2021). Significant HR models provide the theoretical basis that directs the study. The Resource- Based View and Human Capital Theory stress the need of investing in one's own talents in order to maintain a competitive edge. Theories of diversity and inclusion provide light on why it is crucial to cultivate an inclusive culture (Valentin, 2019). The highlighted difficulties may be better understood and addressed with the help of these frameworks. The importance of comprehending the intricacies of human resource management in relation to Tesla's impact on the transportation and energy industries' future is growing (Narotam, 2021). Insightful solutions based on theory and practical experience are the goal of this evaluation, which aims to help HR professionals acquire up-to-date abilities. Task 1: Identifying and Analysing Future Challenges for Tesla Corporation in the UK The ever-changing global landscape presents a number of obstacles for Tesla Corporation, a company renowned for its innovative electric cars and sustainable energy

3 solutions. The UK is no exception. With a role as an HR professional looking forward, one must determine which factors could have an effect on Tesla's performance in the next few decades. Challenge 1: Global Talent Competition at Tesla Corporation in the UK The increasing degree of talent competition throughout the world is going to be a major obstacle for Tesla’s bottom line going forward. There is a growing need for highly qualified individuals to fill Tesla's expanding workforce as the company maintains its position as an industry leader in electric vehicles and renewable energy (Van Knippenberg & van Ginkel, 2022). First, having to compete with other top tech and automotive firms for the same pool of talented people makes the recruiting process more tough for Tesla (Harrison et al., 2021). Critical initiatives may be delayed and the company's ability to react quickly to market demands compromised as a result of higher recruiting expenses and longer time-to-fill vacancies (Zacher & Rudolph, 2021). Secondly, the quality of personnel acquisition is of paramount importance. Keeping Tesla at the top of its game in a cut-throat global market requires recruiting A-list talent (Bekmukhambetova, 2021). A decrease in creativity, product development, and competitiveness in general might occur if the top talent is not attracted and retained (Nadezhina & Avduevskaia, 2021). Because of this, the corporation may find it harder to keep up with the dynamic energy and automobile industries. Furthermore, cultural, linguistic, and occupational variety define the global talent landscape. To maintain a positive and productive work environment while managing a diverse team, smart HRM strategies are essential (Gerhart & Feng, 2021). Disagreements inside the

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4 company, low morale among workers, and a hostile work environment might result from ignoring diversity and inclusion issues. Challenge 2: Rapid Technological Advancements at Tesla Corporation in the UK The constant rate of technical improvement is another major obstacle that Tesla will almost certainly encounter in the UK in the not-too-distant future. Maintaining a position of technical pre-eminence is critical for Tesla given its position as an industry leader in electric vehicles and sustainable energy. On the other hand, there are advantages and disadvantages to managing the consequences of fast technological progress (Van Knippenberg & van Ginkel, 2022). The ongoing need to up-skill and re-skill the workforce is a significant consequence of fast technical improvements. Workers at Tesla will need to be nimble learners since the trendy talents of today can turn stale in a flash (Miles et al., 2023). This calls for a solid system of training and development to keep employees skilled and up to date with industry trends. If this problem is not solved, the company's employees may lack the abilities necessary to make the most of modern technology thus reducing the overall output of the company. Furthermore, there is a lot of competition for people with certain abilities when it comes to recruiting. Tesla will have to find and recruit people who are good at sophisticated manufacturing processes, artificial intelligence, machine learning, and other new jobs that are popping up because of innovative technology (Trawick & Carraher, 2023). Potential talent shortages caused by an absence of qualified individuals with certain abilities could slow down innovation cycles and the creation of new products within Tesla.

5 Moreover, ethical, legal, and social considerations must also be carefully considered as Tesla incorporates modern technology into its operations. Concerns of responsibility, safety, and regulatory compliance, for example, arise with the introduction of autonomous driving technology (Gerhart & Feng, 2021). Encouraging workers to be ethically conscious, follow rules, and responsibly contribute to technology development is a crucial responsibility of human resources. Challenge 3: Promoting a Diverse and Inclusive Workplace at Tesla UK Managing and promoting employees' diversity and inclusion is going to be a major obstacle for Tesla in the UK soon enough. An inclusive and diverse work environment is an ethical obligation and a business requirement for this global tech and automotive corporation. It has a substantial influence on organizational performance. Diversity and inclusion in the workplace may have far-reaching effects on Tesla's productivity. The first benefit is that innovation and creativity flourish in workplaces that are varied in terms of background, ethnicity, sexual orientation, and age. Effective diversity management, however, is not without its difficulties; HR professionals must work to foster an inclusive culture in which people of all social classes are welcome and encouraged to share their perspectives. There is a danger of legal trouble, lower employee engagement, and a lack of innovation if diversity and inclusion problems are not addressed. Moreover, one of Tesla's most important competitive advantages is its ability to recruit and keep a diverse workforce. Diversity and inclusion are becoming more key factors for job seekers to consider when choosing a workplace (Marginson, 2019). In a competitive job market, it could be difficult to recruit top people if your company does not demonstrate a dedication to

6 diversity. Employees would perceive such a company as backward and unfair leading to low employee retention tates. Additionally, diverse perspectives and expertise are also part of what it means to be diverse, not only in terms of demographics. The continuing success of Tesla depends on its staff, which is why HR has a critical role to play in finding and developing diverse talent pools ( Aguinis & Bradley, 2015). To achieve this goal, it is necessary to foster a culture that recognizes and appreciates diversity, adopt inclusive recruiting processes, and provide fair career advancement opportunities for all employees. Task 2: Theoretical Analysis of People Management Theories for Addressing HR Challenges at Tesla, UK Theoretical frameworks are an essential tool for human resources practitioners at UK- based Tesla to tackle issues like workforce diversity and inclusion, fast technological advancements, and global talent competition. Below are a number of people management theories that may help direct strategic initiatives and give useful insights. 1. Human Capital Theory: An organization's total productivity and performance may be enhanced by investing in training, instruction, and development, according to Human Capital Theory ( Aliu & Aigbavboa , 2019 ). Applying this theory to solve Tesla's challenge of the global talent competition proposes a strategy centring on programs that promote continual learning and growth ( MacKenzie & Chiang, 2023) . Recognizing critical skill shortages and allocating resources to fill them via internal and external training programs is an initiative-taking strategy. These projects would have a medium-term timeline to keep up with the industry's rapid evolution. Training programs and

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7 associated funding, as well as partnerships with relevant educational institutions and training providers, would be examples of necessary resources (Marginson, 2019). 2. Resource-Based View (RBV): Achieving a sustained competitive advantage is emphasized by the RBV theory as being critically dependent on internal resources, talents, and competencies (Lubis, 2022). Human resources at Tesla should prioritize skill and competency development for employees as a means of responding to rapid technological advancements (Chahal et al., 2020). Strategic hiring, encouraging a spirit of creativity, and setting up systems to ensure the steady flow of information are all part of this. Since there is an urgent demand for qualified individuals, yet long-term success requires consistent work, this strategy has a short- and medium-term timeline (Zahra, 2021). Spending on hiring procedures, tech training, and innovation projects all need financial outlays. 3. Social Identity Theory According to Social Identity Theory, people's actions are shaped by the social groupings into which they place themselves and others (Shore & Chung, 2022). Leaders, according to Inclusive Leadership philosophy, should do everything they can to make their organizations welcoming to all people. When applied to the problem of diversity and inclusion in the workplace, these ideas help human resources develop and execute programs that make all workers feel welcome (Nishii & Leroy, 2022). The culture of the business should include initiatives like mentoring schemes, diversity education, and inclusive leadership development. Due to the ongoing nature of creating an inclusive culture, such endeavors have a lengthy

8 timeline (Roberson & Perry, 2022). Leadership development, diversity initiatives, and the creation of staff resource groups are all things that need resources. 4. Psychological Contract Theory: The unspoken understandings and responsibilities of both employers and workers are the primary emphasis of Psychological Contract Theory. In order to tackle the challenges posed by fast technological advances and global talent competition, HR should prioritize building a strong psychological contract with workers (Wibowo, 2022). This necessitates open and honest dialogue on possibilities for professional growth, employment stability, and the organization's commitment to being flexible. Since managing expectations and restoring trust are continuous processes, this approach has a short- and medium-term timeline (Herrera & De Las Heras-Rosas, 2021). Needed resources include leadership development programs for handling psychological contracts and efficient lines of communication. 5. Change Management Theories (Kotter's 8-Step Model): Rapid technological advancements need a methodical strategy for organizational transformations, and change management theories provide just that (Knapp et al., 2020). Human resources, for example, might benefit from Kotter's 8-Step Model when it comes to making changes stick. To do this, a sense of urgency must be restored, a governing coalition must be formed, a forward momentum of transformation must be maintained (Laig & Abocejo, 2021). These reform activities are planned for the medium-term, which is in line with how quickly technology is advancing. Change management coaching, communication plans, and programs to get employees involved all need resources. Task 3: Evaluation of Organizational Culture Flexibility at Tesla Corporation in the UK

9 The effectiveness of establishing novel procedures and practices in response to modern difficulties is heavily dependent on the adaptability of Tesla's organizational culture in the UK (Jie et al., 2023). One possible factor contributing to Tesla's reputation for adaptability is the company's inventive and dynamic culture. Nevertheless, a detailed investigation is required to determine how well this culture can include new endeavours. Arguments in Favour of Tesla’s Flexibility Historically, the culture of Tesla has been defined by a commitment to entrepreneurship and a dedication to technological innovation ( Aguinis & Bradley, 2015). New methods and protocols should be well-received by this innovative culture. The fact that the corporation is so committed to promoting innovation in the renewable energy and electric car industries shows that it is willing to embrace change (JOVANOVIĆ, 2020). In this instance, the solution's quality is in line with the company's larger goal of hastening the global shift to renewable energy. Furthermore, as a major figure in shaping Tesla's culture, Elon Musk's leadership style is often characterized by a readiness to challenge established conventions and take calculated risks (Bredenfeld et al., 2020). An atmosphere where people are motivated to think creatively and adapt quickly to new difficulties is fostered by this leadership style (Jie et al., 2023). With the current culture of agility, the time it takes to deploy new procedures may be shorter. The dedication to innovation may call for financial outlays for things like staff education and new computer systems. Arguments against Tesla’s Flexibility On the other side, organizational adaptability may be evaluated by Tesla's fast development and growth. Processes and procedures sometimes become increasingly strict as

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10 businesses grow in order to maintain operational stability (Lashley, 2017). The rapid implementation of new processes might be impeded by this inflexibility. Possible roadblocks might be better understood with the help of scholarly research on organizational flexibility and scalability (JOVANOVIĆ, 2020). Furthermore, changes in big, complicated companies may be hard to implement without a lot of planning and, more importantly, resources. In addition, long-standing practices and conventions within an organization's culture may make change difficult. Despite its inventive spirit, Tesla's culture may be rigid and resistant to change (Khan, 2021). To better understand the possible obstacles and viable solutions, studies on organizational change resistance in the context of Tesla's industry would be extremely helpful. To ensure a high-quality solution, it may be necessary to implement a thorough change management strategy that incorporates strategies for communication and participation of stakeholders (Gali, 2020). Task 4: Personal Reflection It has been a worthwhile experience to analyse and evaluate the activities, especially with regard to solving problems at Tesla Corporation and putting HR ideas into practice. A comprehensive grasp of the organization's present and future difficulties was the first step in the methodical process. To do this, I dove head-first into studying Tesla's inner workings, drawing on both historical facts and current events as well as scholarly publications to fill in the gaps. In order to produce workable solutions, theoretical frameworks including the Resource- Based View, Diversity and Inclusion Theories, and Human Capital Theory were used. The suggested solutions were based on tried-and-true concepts since these ideas provide a framework for analyzing and resolving problems. By incorporating practical information from scholarly

11 sources, including research on Tesla's corporate culture, the theoretical application was made more solid by providing it with a foundation in the real world (Ajitha, & Nagra, 2021). Task three, which aimed to assess the adaptability of Tesla's corporate culture, required an analytical evaluation that balanced the benefits and drawbacks. In order to provide a balanced view, the review drew on scholarly literature as well as an awareness of Tesla's own culture (Valentin, 2019). I was able to compare and contrast theoretical discoveries with practical issues by thoroughly exploring the existing literature, which was a necessary part of this process. Critical analysis was used in an iterative fashion throughout these assignments. In each step, there was an ongoing feedback loop wherein the original analysis was fine-tuned in light of fresh information uncovered. The last discussions were thorough and well-rounded because this iterative process allowed for a more sophisticated grasp of the problems and viable solutions. Conclusion In conclusion, using relevant people management theories to examine Tesla Corporation's HR difficulties shows the need of HR practitioners in handling modern organizational complexity. A combination of strategic acumen and the sophisticated application of theories is required to meet the problems of workforce diversity and inclusion, rapidly changing technologies, and global talent competition. Diverse and inclusive workplace cultures are stressed in Diversity and Inclusion Theories, whereas Human Capital Theory and Resource- Based View enlighten on talent acquisition and sustainable competitive edge. In Tesla's unique setting, theoretical studies equip HR practitioners with a full tool-set to traverse the global electric car and renewable energy industries. The Tesla corporate culture flexibility debate emphasizes strategic autonomy and task management. Practical solutions are

12 enhanced by actual facts and intellectual ideas. As Tesla shapes sustainable transport and energy solutions, the article deepens HR problems and develops modern skills essential for organizational success. This article guides HR professionals with the constant changes of the international corporate environment by balancing theory and practice.

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13 References Aguinis, H., & Bradley, K. J. (2015). The secret sauce for organizatioAguinis, H., & Bradley, K. J. (2015). The secret sauce for organizational success. Organizational Dynamics , 44 (3), 161-168.nal success. Organizational Dynamics , 44 (3), 161-168. https://hermanaguinis.com/pdf/OrgDynamics2015.pdf Ajitha, P. V., & Nagra, A. (2021). An Overview of Artificial Intelligence in Automobile Industry– A Case Study on Tesla Cars. Solid State Technology , 64 (2), 503-512. Aliu, J., & Aigbavboa, C. (2019, December). Examining the Roles of Human Capital Theory. What next for Construction Industry?. In Journal of Physics: Conference Series (Vol. 1378, No. 2, p. 022057). IOP Publishing . https://iopscience.iop.org/article/10.1088/1742- 6596/1378/2/022057/pdf Bekmukhambetova, A. (2021). Comparative analysis of change management models. Corvinus University of Budapest, Business and Management , 8. Bredenfeld, L., Cherubim, M., Kellermann, A. C., Lehmann, C., Malberg, S., Rafn, J., ... & Choi, S. (2020). Tesla Moving Forward. 신산업경영저널 , 38 (1), 47-70. Chahal, H., Gupta, M., Bhan, N., & Cheng, T. C. E. (2020). Operations management research grounded in the resource-based view: A meta-analysis. International Journal of Production Economics , 230 , 107805. Gali, G. R. (2020). Corporate and Business Strategies of Tesla Company. NOLEGEIN-Journal of Entrepreneurship Planning, Development and Management , 3 (2), 10-23.

14 Gerhart, B., & Feng, J. (2021). The resource-based view of the firm, human resources, and human capital: Progress and prospects. Journal of Management , 47 (7), 1796-1819. Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation Herrera, J., & De Las Heras-Rosas, C. (2021). The organizational commitment in the company and its relationship with the psychological contract. Frontiers in Psychology , 11 , 609211. Jie, Z., Ma, T. H., Wu, X., & Xia, M. (2023, June). Tesla’s Global Talent Strategy Research and Prospects. In Proceedings of the 6th International Conference on Economic Management and Green Development (pp. 1097-1107). Singapore: Springer Nature Singapore. JOVANOVIĆ, T. (2020, September). DRIVING INNOVATION THROUGH TRANSFORMATIVE HRM. In Conference on Organizational Science Development Organizations at Innovation and Digital Transformation Roundabout . Khan, M. R. (2021). A critical analysis of Elon Musk’s leadership in Tesla motors. Journal of Global Entrepreneurship Research , 11 (1), 213-222. Knapp, J. R., Diehl, M. R., & Dougan, W. (2020). Towards a social-cognitive theory of multiple psychological contracts. European Journal of Work and Organizational Psychology , 29 (2), 200-214. Laig, R. B. D., & Abocejo, F. T. (2021). Change management process in a mining company: Kotter’s 8-Step change model. Journal of Management, Economics, and Industrial Organization , 5 (3), 31-50.

15 Lashley, B. C. (2017). Communicating Community at Tesla Motors: Maintaining Corporate Values in Blogging Communities (Doctoral dissertation, Virginia Tech). Lubis, N. W. (2022). Resource based view (RBV) in improving company strategic capacity. Research Horizon , 2 (6), 587-596. MacKenzie, A., & Chiang, T. H. (2023). The human development and capability approach: A counter theory to human capital discourse in promoting low SES students’ agency in education. International Journal of Educational Research , 117 , 102121. Marginson, S. (2019). Limitations of human capital theory. Studies in higher education , 44 (2), 287-301. Miles, M. C., Richardson, K. M., Wolfe, R., Hairston, K., Cleveland, M., Kelly, C., ... & Pruitt, Z. (2023). Using Kotter's Change Management Framework to Redesign Departmental GME Recruitment. Journal of Graduate Medical Education , 15 (1), 98-104. Nadezhina, O., & Avduevskaia, E. (2021, September). Genesis of Human Capital Theory in the Context of Digitalization. In European Conference on Knowledge Management (pp. 577- 584). Academic Conferences International Limited. Nishii, L. H., & Leroy, H. (2022). A multi-level framework of inclusive leadership in organizations. Group & organization management , 47 (4), 683-722. Narotam, K. (2021). TESLA INC. Roberson, Q., & Perry, J. L. (2022). Inclusive leadership in thought and action: A thematic analysis. Group & Organization Management , 47 (4), 755-778.

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16 Shore, L. M., & Chung, B. G. (2022). Inclusive leadership: How leaders sustain or discourage work group inclusion. Group & Organization Management , 47 (4), 723-754. Trawick, S., & Carraher, T. (2023). Contextualising Kotter’s 8-step model to a sustainable digital transformation: A qualitative study from the perspective of organizational change. Valentin, M. (2019). The Tesla Way: The disruptive strategies and models of Teslism . Kogan Page Publishers. Van Knippenberg, D., & van Ginkel, W. P. (2022). A diversity mindset perspective on inclusive leadership. Group & Organization Management , 47 (4), 779-797. Wibowo, T. S. (2022). Psychological Contract Theory Relation to Organizational Citizenship Behavior (OCB) of Flight Attendants. International Journal of Science, Technology & Management , 3 (1), 144-152. Zacher, H., & Rudolph, C. W. (2021). Relationships between psychological contract breach and employee well‐being and career‐related behavior: The role of occupational future time perspective. Journal of Organizational Behavior , 42 (1), 84-99. Zahra, S. A. (2021). The resource-based view, resourcefulness, and resource management in startup firms: A proposed research agenda. Journal of Management , 47 (7), 1841-1860.

Tesla Corporation Report 8722 F.E

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