5hr02 assignment help

• Talent Management & Workforce Planning 5HR02

The main aim of the unit Talent Management & Workforce Planning 5HR02 is to investigate workforce planning and talent management in an organisation. In addition, to assessing the learners` recognise the labour market and its trends. It also deals with the ways of relating planning of the workforce to attract accurate candidates to become part of the organisation. Participants identify the role of the employers while positioning a job role in the labour market. To certify that the organisation and its resourcing are with the accurate people and professional day check out the labour market prior to making the decisions of resourcing.

The learners will maximise the inside to versatile process of workforce planning techniques, selection processes and recruitment procedures across the course. The main contribution of these factors is to generate worker retention by enhancing the workforce quality generated in an organisation. In addition, the unit Talent Management & Workforce Planning 5HR02 also provides support to employers in enhancing the development and retention of employees from talent pools by assisting them with the trend of turnover of employees.

According to the OcMara Industries case study, the main involvement in the energy is of a global company. Students are required to render evidence to support their recognition of trends in the labour market. The senior managers of an organisation must develop the practice objectives of the people to maximize their sustainable energy resource uses and the process that is environmentally friendly. The main objective of the unit Talent Management & Workforce Planning 5HR02 is to retain and recruit staff with the capabilities and skills mandatory to serve innovative areas of development and secure them from competition.

The factsheet articles of CIPD can assist the students because they are prepared to assess it completely. The Talent planning and fact sheet of resources elaborates the ways for explaining the strategies of talent management. It is also a crucial factsheet utilised by the students when completing their assessment.

Objectives of unit

The main objective of the unit Talent Management & Workforce Planning 5HR02 includes CIPD factsheet articles.

• To identify the reason for leaving employees in an organisation
• The ways to make employees adhere to the organisation.
• Discuss the factors which must be implemented in work culture for balancing the work life.

Learning outcomes

The learning outcome of unit Talent Management & Workforce Planning 5HR02 is designed to cater for the objective of the whole learning program. Let’s have a look at the learning outcomes of the unit Talent Management & Workforce Planning 5HR02 .

LO1: Recognise the key contemporary Trends of the labour market and its importance in the planning workforce.

Lo2: recognise the significance and purpose of workforce planning.

• LO3: recognise the impact and purpose of useful talent management
• LO4: recognise the significance of managing effective onboarding and contractual arrangements.

Assessment criteria

The assessment criteria of the unit is comprised of the learning outcomes which are tailored to clear the concepts of the students in terms of management planning and check out its impact.

1.1 Elaborate the weight through which the organisations position strategically themselves in the competition of labour markets.

1.2 Elaborate the influence of changing conditions in the labour market with resourcing decision

1.3 Elaborate the government, Trade Union and employers` role in certifying that the future skills requirements are met.

2.1 Identify the significance of effective planning of the workforce.

2.2 Analyse the techniques utilise to support the phenomena of planning workforce.

2.3 Elaborate the approaches to contingency and succession planning to have a goal of alleviating Workforce Risk.

2.4 Monitor the weaknesses and strengths of diverse methods of selection and recruitment to generate an effective workforce.

LO3: Recognise the impact and purpose of useful talent management

3.1 Identify the retention and turnover trends and the aspects which impact the reasons which make people select to remain or leave.

3.2 Contrast diverse approaches to retaining and developing talent in groups and individuals.

• Individual level development
• Group level development

3.3 Analyse the approaches which are taken by the organisation to support and build versatile talent pools.

3.4 Elaborate the influence in terms of dysfunctional turnover of employees.

3.5 Identify the advantages of diversity in supporting and building talent pools.

LO4: Recognise the significance of managing effective onboarding and contractual arrangements.

4.1 Monitor the appropriate categories of contractual arrangements relying on particular requirements of the workforce.

4.2 Contrast between the important categories of contractual terms of contracts.

4.3 Elaborate on the benefits and components of effective onboarding.

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5HR02 Talent management and workforce planning

Introduction 

5HR02 stands as a module designed to offer learners a distinctive perspective on comprehending prevailing labour market tendencies along with their implications in the realm of workforce planning. This knowledge aids in the facilitation of attracting suitable candidates to affiliate with an organization. The module delves into the evaluation of how employers contribute to situating their respective organizations within the labour market. Seasoned professionals scrutinize the labour market landscape before finalizing resourcing determinations, ensuring alignment between available job opportunities within the organization and the skill sets of potential recruits.

Learners amass valuable insights encompassing a spectrum of workforce planning methodologies and approaches, coupled with an exploration of diverse recruitment and selection techniques. These aspects collectively play a pivotal role in constructing robust workforces that in turn bolster the retention of personnel within the organizational framework. Beyond this, the module imparts knowledge regarding the trajectory of employee turnover trends within organizational contexts, while concurrently formulating efficacious strategies aimed at fortifying employee retention initiatives and nurturing reservoirs of talent.

Guidelines for 5HR02 assignments

The evaluation centres around a case study featuring NexEnergi Enterprises, a global firm entrenched in the energy sector. Students are tasked with presenting substantiated insights that shed light on prevailing labour market dynamics. As the corporation embarks on an expansion journey encompassing sustainable energy sources and ecologically beneficial procedures, senior executives have outlined strategic objectives about personnel management. These objectives revolve around enlisting adept workforce members equipped with the requisite proficiencies to contribute to the new realms of advancement, while concurrently implementing measures to secure their allegiance and shield them from potential overtures by competitors.

In their preparations for the assessment’s culmination, students are encouraged to glean insights from a repository of CIPD factsheet articles. Among these, the factsheet dedicated to resource and talent planning assumes significance, elucidating a spectrum of strategies and methodologies concerning talent cultivation and personnel administration. Likewise, the factsheet addressing employee retention and turnover delves into the underlying reasons for workforce attrition, offering a compendium of strategies and best practices tailored to talent retention. Complementing these resources, the CIPD Podcast titled “Pioneering Progress: Adapting People Practices for 2020 and Beyond” engages in a discourse about transformative shifts required within workplaces, encompassing aspects such as work-life equilibrium, all in pursuit of fostering an equitable, bold, and unbiased professional environment for all team members.

The 5HR02 assignment is compartmentalized into three distinct tasks. The inaugural task mandates the creation of a poster presentation that explores strategic alignment with the labour market, followed by the formulation of a workforce planning and recruitment dossier. Lastly, students are required to assemble a proposal presentation package delineating strategies for talent retention.

Task 1: Strategic positioning and labour market

Students are tasked with crafting a poster presentation for the people practice manager, elucidating their research findings on the prevailing labour market trends within the UK. To illustrate these insights, the presentation will draw upon the example of “SAP,” an organization distinguished by its receipt of the Employer Brand Management Awards in 2019. Through this presentation, students are set to address the specific evaluation criteria, specifically:

AC 1.1: A comprehensive elucidation detailing the strategic positioning of “SAP” within the fiercely competitive marketplace

The guideline

Students are slated to conduct an assessment of SAP’s endeavours to establish its presence within the labour market. To substantiate their observations, learners will undertake an analysis of the organization’s competitive landscape, delving into an evaluation of both the strengths and weaknesses characterizing the positioning of the organization, alongside the quality of employee experiences. In addressing this inquiry, students are also encouraged to consider several other facets, including:

• SAP’s standing as a preferred employer
• The nuances of employer branding
• Ethical dimensions and the reputation of the organization
• The perceptual image projected by the organization
• Aspects related to incentives and the prevailing SAP culture

AC 1.2 An explanation of the changing labour market conditions and their impact on the UK

Students are tasked with elucidating the distinctions between tight and loose market conditions, replete with instances of countries embodying these contrasting market dynamics. For instance, the UK stands as an illustration of a tight labour market condition, while Saudi Arabia epitomizes a loose labour market context. Subsequently, learners delve into a comprehensive exposition of labour supply and demand trends within the energy sector, accompanied by an exploration of the causative factors underlying these trends, all of which are rooted in the external business environment.

In the pursuit of this analysis, learners are advised to contemplate a range of pivotal factors, encompassing the political, economic, social, technological, environmental, and legal dimensions that collectively impinge on resourcing determinations within energy sector organizations. Furthermore, students are tasked with the task of elucidating how crises cast their impact on employee retention and the prevailing dearth of essential skills within the energy sector.

AC 1.3 role of the government, employers and trade unions in ensuring future skill needs are met in the UK global energy sector.

Governments play a pivotal role in ensuring the anticipation of forthcoming skill requisites by allocating resources towards bolstering numeracy, literacy, and IT proficiencies. Additionally, governments oversee the implementation of organizational policies geared towards scrutinizing the prospective skill needs of employees operating within the energy sector. By setting workforce criteria, governments actively contribute to fostering an environment conducive to the recruitment of adept professionals into these roles.

Employers, recognizing their role, offer a spectrum of developmental avenues and programs aimed at enhancing the skill sets of their workforce. Through these training and developmental initiatives, employees not only augment their knowledge but also elevate the overall quality of their work. The energy sector greatly benefits from such employer-driven initiatives, ensuring that the offered developmental opportunities align effectively with the demands of future skills.

Trade unions, meanwhile, cultivate strategic agendas designed to bolster the learning and development of employees. These agendas are meticulously crafted to remain pragmatic and relevant, with designated representatives collaborating alongside employers to facilitate the successful implementation of these developmental plans.

Task 2: Workforce planning and recruitment

As part of the unit’s second task, students are assigned the responsibility of delivering a comprehensive report during an HRBPS meeting to the company manager. This report revolves around elucidating the intricacies of the workforce planning and recruitment concept. Within this section, students are tasked with addressing the subsequent inquiries;-

AC 2.1 Analysis of the impact of workforce planning in terms of forecasting demand for labour utilising both internal and external sources of supply

Students delve into the elucidation of disparities existing between the demand and supply of labour, subsequently delving into a nuanced exploration of the merits and demerits associated with forecasting within the context of workforce planning, while integrating both internal and external supply sources tailored to NexEnergi Enterprises. In this analysis, students will scrutinize the advantages and drawbacks associated with cultivating internal talent, unravelling how NexEnergi stands to gain by nurturing skills and capabilities from within its organizational framework. Similarly, the advantages and disadvantages tied to the nurturing of external talent at NexEnergi are expounded upon to ensure a comprehensive response to the posed inquiry.

AC 2.2 Evaluation of the effectiveness of promotion/demotion rates, employee turnover rates and critical incident analysis techniques used to support the workforce planning process

Students elucidate the array of methodologies employed by managers within the spectrum of workforce planning processes. Learners then delve into an exploration of the significance inherent in the facets of promotion and demotion, both of which play instrumental roles in buttressing workforce planning endeavours. Additionally, the value attributed to measuring employee turnover is examined, with a careful assessment of its advantages and drawbacks within the context of supporting workforce planning initiatives. Furthermore, learners provide a concise definition of critical incident analysis and assess its efficacy as a tool within workforce planning strategies. Finally, students interlink these aforementioned techniques by relating them to the operational landscape of NexEnergi, thereby establishing a practical contextualization.

AC 2.3 An explanation of how the appraisal can be used to identify who is interested in progression, managing contingency and mitigating risks through NexEnergi Enterprises developing their talent pools

Learners provide a clear definition of appraisals and subsequently illustrate their potential in recognizing employees inclined towards seizing opportunities that propel their career growth. Students outline how NexEnergi Enterprises could effectively leverage appraisals to mitigate risks, foster the cultivation of talent pools, and align them with the overarching organizational objectives. Furthermore, learners elucidate how appraisals can be harnessed to adeptly handle contingencies while also pinpointing the specific skill requirements of employees.

AC 2.4 Assessment of the use of social media and advertising to recruit employees. An assessment of interviews and job references as methods of selection.

Diverse recruitment techniques warrant learners’ consideration when discerning talent within the organization. This inquiry delves specifically into the utilization of social media and advertising as recruitment avenues. Students elaborate on their deployment of these methods, detailing how they leverage them to attract and secure adept individuals whose values seamlessly align with the organizational ethos.

The unit imparts valuable insights to learners concerning a myriad of selection methodologies, each calibrated to effectively assess an individual’s suitability for a given job role. Students delve into expounding the dependability and efficacy of these techniques in gauging candidates’ capacity to excel. Interviews, acting as a bridge between employers and potential candidates, serve as a platform for candidates to elucidate their identity and aptitude for the role through responsive dialogues. Similarly, job references, a selection mechanism, facilitate employer engagement with candidates’ former employers or colleagues, thereby affording a more comprehensive understanding of the candidate’s potential within the new job position.

AC 4.1 Assessment of how NexEnergi Enterprises could introduce zero-hours and contractor contracts for the new staff it is hoping to recruit

CIPD supplies a comprehensive factsheet elucidating zero-hours contracts, a form of engagement devoid of work guarantees. On the other hand, contractor contracts play a pivotal role in delineating the work-related terms and conditions that underpin the rapport between employers and fresh personnel within NexEnergi Enterprises. As OcMara embarks on talent acquisition endeavours, it is paramount to exercise vigilance in sidestepping zero-hours contracts, given the energy sector’s relative lack of fluctuations. Instead, the organization should favour the implementation of contractor contracts to ensure a more stable and constructive employment framework.

AC 4.2 Discussion on the differences between express and implied terms of contracts and what is meant by custom and practice

The explicit and inferred clauses within contracts serve as the binding agreements that establish the relationship between employers and employees. These terms are framed by the Employment Rights Act of 1996. Express terms hold significant legal relevance, dictating the employers’ obligation to uphold the legal entitlements of employees. These terms encompass statements that elucidate employees’ statutory rights, spanning areas such as parental leave, flexible working hours, minimum wages, and part-time employment regulations.

Implied terms, on the other hand, are embedded within contracts to facilitate harmonious agreements between employers and employees, fostering operational efficiency. Instances include the principles of mutual trust and confidence, the duty to maintain a safe work environment, the entitlement for employees to receive minimum wages, and the promotion of gender pay equality. Both express and implied terms are conveyed to employees before their commencement of work within the organization, and they should be formally documented.

AC 4.3 Explanation of how role information and socialisation can be included in an effective onboarding programme. Benefits of onboarding in terms of appreciation of the organisation’s culture and norms and employee effectiveness are also provided.

Role information stands as a crucial facet of the onboarding process, wherein HR professionals facilitate the comprehension of new staff members about their designated roles within the organization. Complementing this, socialization serves as an integral component that aids employees in comprehending the organizational policies and cultivating an awareness of the organizational culture. These functions collectively foster employee commitment to the organization and enhance their overall effectiveness.

The advantages inherent in a well-structured onboarding process include the seamless integration of employees into the new organizational environment. Moreover, a sound understanding of the organizational culture significantly diminishes the likelihood of induction-related challenges. Induction also extends its benefits by empowering employees to grasp the organizational culture, thereby fostering increased employee retention rates and a subsequent reduction in turnover.

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5HR02 Talent management and workforce planning assignment guideline

Introduction to the unit 5hr02 talent management and workforce planning.

5HR02 is a unit that helps learners understand the labour market trends and their connotation in workforce planning to attract suitable candidates to join an organisation. Learners review employers’ role in positioning their organisation in the labour market. Professionals analyse the labour market before making resourcing decisions to ensure that they have the right people for the available job opportunities in the organisation.

Learners gain insight into the diverse workforce planning processes and techniques and the different recruitment and selection methods. These are significant in ensuring that effective workforces are built to enhance the retention of workers in an organisation. Additionally, the unit provides information on employee turnover trends in organisations and develops strategies effective to enhance employee retention and develop talent pools.

5HR02 Assignment guideline

The assessment introduces a case study of OcMara Industries, a global organisation operating in the energy sector. Students are expected to provide evidence to help understand the labour market trends. As the organisation expands into more sustainable energy sources and environmentally productive processes, the senior managers have developed people practice objectives. The objectives are to recruit staff members with skills and capabilities to serve in the new areas of development and retain them to protect them from being poached by competitors.

As the students prepare to complete the assessment, they must get insight from CIPD factsheets articles. Among the most important factsheets that will guide students in completing the assessments are the resource and talent planning factsheet that explains the talent management strategies and approaches to managing people. The employee and turnover retention factsheet identifies why employees leave the organisation and develop strategies and practices to retain talent. The CIPD Podcast “From surviving to thriving: key changes facing people practice in 2020” provides a discussion of changes that need to be implemented at work, such as work-life balance to build a fair, brave and equal workplace for all employees. 5HR02 assignment is divided into three tasks. The first task is a poster presentation for strategic positioning and the labour market, the workforce planning and recruitment pack, and finally, a proposal presentation pack on talent retention.

Task 1: Strategic positioning and labour market

The students will prepare a poster presentation to the people practice manager on research about the labour market trends in the UK. Students will refer to “SAP”, a company that won the Employer Brand Management Awards in 2019. The presentation will provide answers to the following assessment criteria sections;-

AC 1.1 An explanation of how “SAP” strategically positions itself in the competitive marketplace

Students will review SAP engagement in positioning itself in the labour market. Learners bring evidence by analysing the organisation’s competitive environment and evaluating the strengths and weaknesses of organisation positioning and employee experiences. Other characteristics that the students should look at while answering the question are;-

• SAP as an employer of choice
• Employer branding
• Organisational ethics and reputation
• Organisational image
• Rewarding and SAP culture

AC 1.2 An explanation of the changing labour market conditions and their impact on the UK

Learners explain the differences between the tight and loose market conditions, with examples of the countries with the defined market conditions. For example, the UK has a tight labour market condition while Saudi Arabia has a loose labour market condition. Next, learners explain the trends in labour supply and demand in the energy sector and the reasons for the identified trends considering the external business environment. Essential factors to consider are the political, economic, social, technological, environmental and legal issues that affect resourcing decisions made within organisations in the energy sector. Students also explain how the crises affect employee retention and skills shortage in the energy sector.

AC 1.3 role of the government, employers and trade unions in ensuring future skill needs are met in the UK global energy sector.

Governments ensure that future skills needs are met by funding for numeracy, literacy and IT skills. The government ensures that organisations’ policies are implemented to help analyse the future skills needs of the employees in the energy sector. Governments ensure that employers meet the workforce requirements that enhance the recruitment of skilled people into the job.

Employers provide development opportunities and programmes to improve employees’ skills. Training and development programmes help improve employees’ knowledge and quality of work. The energy sector benefits from employers who provide development opportunities and experiences adequate to support the accomplishment of future skills.

Trade unions develop agendas that support employee learning and development. They strive to keep the agendas real and identify representatives to work with employers in implementing the agendas.

Task 2: Workforce planning and recruitment

The second task in the unit requires students to present a report to the company manager in an HRBPS meeting on the workforce planning and recruitment concept. The section provides answers to the following questions;-

AC 2.1 Analysis of the impact of workforce planning in terms of forecasting demand for labour utilising both internal and external sources of supply

Students explain the gaps between labour demand and supply explain the pros and cons of forecasting in workforce planning when utilising internal and external sources of supply for OcMara Company. In explaining this answer, students will examine the benefits and disadvantages of developing internal talent and how OcMara would benefit from developing talent from within the organisation. In the same case, the advantages and disadvantages of developing external talent at OcMara are explained to answer the question comprehensively.

AC 2.2 evaluation of the effectiveness of promotion/demotion rates, employee turnover rates and critical incident analysis techniques used to support the workforce planning process

Students explain the techniques that managers use in workforce planning processes. Learners explain the importance of promotion and demotion in supporting workforce planning processes. They also explain the value of measuring employee turnover the pros and cons of supporting workforce planning. Learners then define critical incident analysis and its effectiveness in workforce planning. Finally, students explain these techniques by linking them to OcMara.

AC 2.3 an explanation of how the appraisal can be used to identify who is interested in progression, managing contingency and mitigating risks through OcMara developing their talent pools

The learners define appraisal and explain how this can be used to identify employees interested in taking opportunities that will enhance their career progressions. Learners explain how OcMara would use appraisals to manage risks and develop talent pools to meet the organisational goals. Learners also explain how appraisals would be used in managing contingencies and determining the employee skills needs.

AC 2.4 Assessment of the use of social media and advertising to recruit employees. An assessment of interviews and job references as methods of selection.

There are different recruitment methods that learners should consider when identifying talent in the organisation. This question focuses on the social media and advertising recruitment methods specifically. Students explain how they use these methods to attract and recruit the right talent whose values connect to the organisational values.

The unit helps learners gain insight on the different selection methods effective to evaluate the learners’ capability to perform in the available job position. Students explain the reliability and effectiveness of these methods in identifying employees’ capabilities to perform. Interviews connect employers with potential candidates, and they ask questions to allow candidates to explain who they are and their capability to perform. Job references are selection methods where employers engage with candidates’ former employers or colleagues to understand better the candidates’ potential in the new job position.

AC 4.1 Assessment of how OcMara could introduce zero-hours and contractor contracts for the new staff it is hoping to recruit

CIPD provides a factsheet on zero-hours contracts, which offers no work guarantee. Contractor contracts identify the terms and conditions of work that establish the relationships between the employers and new staff in the organisation. When hoping to recruit talent, OcMara should be keen to avoid zero-hours contracts because there are no fluctuations in the energy sector. Contractor contracts

AC 4.2 Discussion on the differences between express and implied terms of contracts and what is meant by custom and practice

The express and implied terms of contracts are the agreements that bind the employers and employees. The terms are defined according to Employment Rights Act 1996. Express terms are relevant to the law and govern the employers to respect employees’ legal rights. They are statements explaining employees’ statutory rights such as parental leave, flexible working hours, minimum wages and part-time working.

Implied terms of a contract are incorporated to develop agreements between employers and employees and create business efficacy. Examples include mutual trust and confidence, duty to provide a safe workplace, right for employees to receive minimum wages and equality between men and women’s pay. Express and implied terms are given to employees before they start working in an organisation and should be in writing.

AC 4.3 Explanation of how role information and socialisation can be included in an effective onboarding programme. Benefits of onboarding in terms of appreciation of the organisation culture and norms and employee effectiveness are also provided.

Role information is an onboarding component where people professionals help new staff members understand the roles they will perform in the organisation. Socialisation is a component that helps employees understand organisational policies and culture. These functions help employees commit to the organisation and function effectively

The benefits of onboarding are that employees become successfully integrated into the new organisation. In addition, with a good understanding of the organisational culture, chances of induction crisis are reduced. Other benefits of induction are employees’ capability to appreciate organisational culture, increased employee retention and reduced turnover.

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5HR02 Assignment Example

5HR02 Assignment Example- TALENT MANAGEMENT AND WORKFORCE PLANNING

Task one: presentation pack, ac 1.1 an explanation of how organisations strategically position themselves in competitive labour markets..

Labour markets are an essential aspect that contributes to the performance of an organisation and can be defined as the supply and demand for labour in an organisation. Employees provide labour while employers supply demand for labour, thus striking a balance. Organisations can strategically position themselves in the labour markets by adopting the employer of cash strategy. Employer of cash strategy entails an organisation providing high wages for employees in the organisation while adopting the authoritative mode of management (Al-Dalahmeh et al., 2021). Through this, employees will be motivated to work for the organisation due to the high payment rates, which creates competition in the labour markets as the organisation is in a position to maintain skills in the organisation. Additionally, to ensure that this adoption is effective, people management professionals research to ensure that employees’ output strikes a balance with their salaries.

Additionally, an organisation can effectively position itself in the labour market by adopting the employer of values policy. Some of the main ethical values applied in an organisation include fairness, justice, equality, accountability, and responsibility. In order to attract and maintain employees in the organisation in the competitive labour markets, people management professionals can implement employee involvement in the decision-making process. This creates a sense of recognition and valuing among employees, and they can effectively communicate some of the challenges they are facing in the organisation and offer various recommendations. Through this, the organisational management effectively understands employees’ needs and implements various aspects to enhance their wellbeing.

AC 1.2 The impact of changing labour market conditions on resourcing decisions.

Resourcing is an essential aspect of an organisation that entails the effective recruitment and selection of employees to take up roles in the organisation. Changing labour markets significantly impact resourcing decisions, creating the need for adopting new policies in the organisation. For example, an organisation can adopt the implementation of training and development programmes aimed at enhancing employees’ skills to match the organisation’s needs. For instance, RML Beverage Drinks can adopt a training programme for their employees to train them in effective production skills aimed at making drinks based on customer needs, such as non-fizzy drinks. This change will help the organisation attain an effective workforce which will enhance organisational productivity and help deal with the impact of changing conditions on resourcing.

Additionally, changing labour markets have impacted resourcing decisions by creating a change in the recruitment and selection process in organisations. People management professionals focus on recruiting employees who possess the desired skills to enhance effective production. (Gallardo-Gallardo et al., 2020) The changes in labour markets affect the cost of recruitment, thus creating the need for organizations to adopt various recruitment procedures such as adopting modern technology. Through modern technology, employees can effectively interact with the organisational managers through various platforms and thus save on the cost of conducting physical interviews and saves on time.

AC 1.3 The role of government, employers, and trade unions in ensuring future skills needs are met.

The government plays a significant role in ensuring that future skills needs are met through the setting of laws and regulations which govern organisational operations. Some of the laws provide requirements for the qualifications an employee should possess in order to perform duties in a given position. These standards guide people management professionals to enhance effective recruitment and selection of employees into the organisation (Gaupp-Berghausen et al., 2019). Additionally, the government creates requirements for employees to enhance employee development and may create a continued development policy that mandates employers to implement employee development programs. To ensure that these laws and regulations are followed, the government implements various fines whereby an employer or employee can be sued in a court of law for breaking these rules, and this guides in ensuring that future skill needs are met.

Employers also play a major role in ensuring that future skills needs are met through conducting continued research to identify various trends in skills development. This research can be conducted by evaluating various organisations’ performance and the skill set of their employees. Through this, employers are in a position to identify various trends in the market. Additionally, employers could ensure that future skills needs are met through the implementation of employee development programmes in the organisation. Some aspects that can be implemented in the training and development programmes include adopting modern technology to enhance the effective performance of duties.

Additionally, trade unions also play a significant role in ensuring that future skills needs are met through acting as a representation for employees’ needs to their employers. Employees might identify the need to enhance their skills and thus use trade unions to present their views to their employer. This guides in effectively convincing and stating the need to enhance employees’ skills in the organisation. Moreover, trade unions play a major role in creating standard requirements for employees. These requirements entail the attainment of various skills for an employee to become a member of the trade union and thus guide in the achievement of the future skills needs.

AC 3.1 An examination of turnover and retention trends and the factors that influence why people choose to leave or remain.

The organisational environment influences turnover and retention trends, and the main turnover trends include voluntary and involuntary turnover. At RML, involuntary turnover has been adopted due to the downsizing of the organisation as the shift in consumer trends has affected the selling rate of the organisation’s beverages. One o the ways in which the organisation could enhance the retention trend of employees is by implementing a change in production by seeking consumer feedback and recommendations, which guides the training of employees on various production methods to be adopted.

Additionally, one of the factors why people choose to leave or remain in an organisation is how they are treated. For example, the implementation of employee involvement in the decision-making process will contribute to employees staying in the organisation as it enhances well-being. Employee development through training programmes also contributes to employees choosing to remain as they gain essential skills, enhancing their competitiveness and career development. The lack of these aspects leads to people leaving the organisation.

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TASK TWO: 5HR02 Assignment Example INHOUSE MANUAL

Introduction.

This in-house manual focuses on three main aspects, which include workforce planning, talent management, and contractual arrangements, and onboarding. Talent management and workforce planning are essential aspects that contribute to organisational development. Workforce planning can be defined as the process through which employees in an organisation are effectively managed through the creation of working procedures that act as a guide. Talent management is defined as the process through which employees’ skills and talents are effectively managed and enhanced in the organisation through the implementation of aspects such as training and development programmes. Onboarding is the process through which new employees are incorporated into the organisation. Each of the aspects is discussed in detail below.

Chapter 1: Workforce planning

Ac 2.1 impact of effective workforce planning.

Workforce planning is the process through which people practice professionals generate and analyse information based on people skills and thus implement effective response actions aimed at creating an effective workforce to match with future skills needs. Effective workforce planning helps in the identification of skills gaps in the organisation (Lloyd and Payne, 2019). Through this, people practice professionals implement effective response measures such as implementing training and development programmes aimed at enhancing employees’ skills. Additionally, through the identification of skills gaps, people practice professionals are in a position to identify specific skills to look for through advertisements or any other resourcing method.

Through effective workforce planning, people practice professionals effectively forecast the demand and supply of labour. The changes in the supply and demand and for labour are highly influenced by the changes in consumer trends and organisational developments. Through the forecast for the demand and supply for labour, people professionals can thus implement effective response measures such as implementing continued evaluation for employees to identify key skills needed in the development. Additionally, people practice professionals are in a position to acquire all desired equipment that supports the effective performance of duties.

Moreover, through effective workforce planning, people practice professionals can enhance effective recruitment and selection of employees into the organisation. People practice professionals can adopt the use of modern technology to enhance effective advertisement of organisational positions through social media platforms. This creates an advantage to the organisation as the advertisement reaches a wide variety of people and hence the possibility of attracting more efficient skills. Additionally, people practice professionals through effective workforce planning can select skills that can be used to enhance organisational development through adopting new performance practices.

AC 2.2 An evaluation of the techniques used to support the process of workforce planning.

Total compensation and benefits analysis is a major technique used to support the process of workforce planning as it focuses on a continued employee evaluation. Analysing employee benefits helps to determine if organisational income strikes a balance with the total compensation amount and thus supports effective workforce planning (Dhaliwal, 2018). additionally, people practice professionals can evaluate various benefits which can be implemented in the organisation to enhance employee motivation and thus can be used to support the process of workforce planning. For example, people practice professionals can implement a reward policy that is aimed at creating employee motivation and can be based on performance. This enhances the effective performance of duties, thus enhancing organisational development.

Contingency planning is a technique used to support the process of workforce planning as it entails the implementation of risk management procedures. People management professionals in an organisation effectively evaluate possible risks that might impact on organisational performance or employee wellbeing and implement effective response actions. For example, people who practice professional can identify a risk such as an advancement in modern technology (Luz et al., 2018). This will impact the organization’s normal operations, and through this, people management professionals can implement training and development programmes aimed at enhancing employees’ skills to prepare them in the case of the emergence of the changes, and this effectively supports workforce planning.

Additionally, the setting of organisational strategy is a technique used to support the process of workforce planning. An organisational strategy can e defined as the plan that people management professionals follow in the management of the organisation and entails a set of roles and targets. Through effective evaluation of organisational strategy, people practice professionals can effectively implement the process of workforce planning and thus implement aspects based on the main goal. For example, people management professionals can implement teamwork which aligns with the organisational strategy of enhancing interactivity and promoting communication between employees and organisational managers.

AC 2.3 Approaches to succession and contingency planning aimed at mitigating workforce risks.

Succession planning is the process through which people practice professionals identify various positions that need to be taken up. Mainly, these are managerial positions that require effective skills to enhance the effective performance of duties (Ali and Mehreen, 2018). To ensure that succession planning is implemented effectively, people management professionals evaluate employees’ skills and identify the most suitable employee. Continued development can be implemented through adopting training and development programmes to enhance employees’ skills to meet the desired skills for the available positions.

Analysis of desired skills is one of the main approaches to succession planning which helps in mitigating workforce risk in the organisation. Employee evaluation can be done through various methods such as performance evaluation, observation, or participation in focused group interviews (Ali et al., 2019). People management professionals can evaluate employee performance through the application of various analysis tools which guide in the effective identification of capability. To ensure that the data collected is accurate, people management professionals can evaluate performance over a long period of time. Additionally, through observation, people management professionals can identify unique skills and talents that best fit employees for succession planning.

Contingency planning is the process through which people management professionals identify possible threats and developments and implement effective response measures to deal with these foreseen changes. In order to enhance contingency planning, people management professionals can implement the creation of talent pools in the organisation. Talent pools can be defined as the enhancement of employees’ skills in various areas of operation, which is aimed at equipping employees with the desired skills to deal with changes in organisational performances, which guides in mitigating workforce risks.

AC 2.4 Strengths and weaknesses of different methods of recruitment and selection to build effective workforces.

Recruitment methods

There are two main recruitment methods that can be applied in an organisation with the aim of building effective workforces, and they include internal and external recruitment. Internal recruitment entails people management professionals offering job positions to existing employees, and these may consist of management positions or new departments. External recruitment entails the process through which people management professionals offer job opportunities for individuals outside the organisation, and this can be effectively done through advertisements using various platforms such as print media, referrals, and social media platforms.

Internal recruitment methods have a great advantage to the organisation, such as enhancing the rate of employee retention and promoting employee motivation. Employee motivation is an essential aspect of organisational development as it contributes to the development of loyalty, thus reducing the turnover rate and increasing employee loyalty. Additionally, through external recruitment, the organisation gains more skills and talents, which can be enhanced to improve organisational productivity and enhance development. However, external recruitment has a major weakness as it creates the need to implement employee training and development, which is costly and negatively impacts organisational finances.

Selection methods

Selection methods consist of two major aspects: screening and interviews to enhance an effective workforce. Screening is an effective aspect as it entails the keen evaluation of the applicant’s skills and talents in comparison with the organisation’s requirements. People management professionals effectively evaluate these skills according to the presented evidence and enhance the selection of employees who best match the desired qualifications. However, this method has its weakness as it takes a lot of time to effectively evaluate all applications, thus slowing down the development of an effective workforce. Additionally, selection through interviews allows people management professionals to effectively evaluate applicants’ skills and understand their communication skills. This creates a great advantage in selecting the most desired skills as employees get to elaborate more skills and talents which might not be indicated on their application.

Chapter 2: Talent management

Ac 3.2 different approaches to developing and retaining talent on an individual and group level..

A talent can be defined as an employee’s unique skill that enhances the effective performance of duties. Talent management is the process through which employees’ skills are evaluated and enhanced, which contributes to increased organizational performance and promotes employee satisfaction. Therefore, there are various approaches to developing and retaining talent on an individual or group level, such as the implementation of training and development programmes (De Boeck et al., 2018). People management professionals can effectively implement training programmes for an individual or a group of employees with the aim of enhancing their skills. For example, with the developing trends in the adoption of modern technology, people management professionals can adopt a training programme to enhance employees’ skills in the use of modern technology, which contributes to their performance.

Additionally, an appraisal is an approach that can be used in retaining and development of talents of an individual or a group. Appraisal involves the continued evaluation of employees’ performance to identify various trends and skills possessed by employees (Gagne et al., 2018). Through performance appraisal, people management professionals are in a position to identify various essential skills which can be enhanced to contribute to organisational development through various aspects such as mentoring. After the effective identification of unique skills, people management professionals can implement rewards policies such as promotions which allow employees to take up management positions in the organisation, and this enhances the retaining of talents in the organisation.

Both appraisal, training, and development approaches focus on identifying skills and implementing enhancement procedures. These help in the retaining of employees in an organisation either as an individual or a group. However, these two approaches differ in that appraisal entails the identification of an existing skill while training and development focus on the implementation or enhancement of skills among organisational employees. The adoption of reward policies contributes to the maintenance of talents in the organisation, thus promoting organisational development and attainment of the main objectives.

AC 3.3 An organization can take approaches to build and support different talent pools.

A talent pool is defined as a collection of skills whereby people management professionals ensure that all employees possess these desired skills, which are essential for organisational development. One of the main approaches an organisation can take to support different talent pools includes the implementation of learning and development activities in the organisation. Learning and development aimed at enhancing candidates’ skills with the aim of attaining a specific target. People management professionals can engage uninterested employees in the development programmes by effectively stating the advantage of gaining the talent pool skills in the organisation, such as creating a probability for promotion and development chances.

Additionally, effective recruitment and selection is an approach that can be used to build and support different talent pools in the organisation. Effective selection entails people management professionals evaluating applicants’ skills before adopting them into the organisation. The employees selected should possess the desired skills and thus can be used to enhance existing employees’ skills through the development of teamwork or implementation of training programmes whereby the qualified employees train other organisational employees. Through effective recruitment and selection, the organisation saves on the cost of employee development, and thus it’s cost-effective.

AC 3.4 Benefits of diversity in building and supporting talent pools.

Diversity in building and supporting talent pools reduces of employee turnover rate. Employee turnover can be defined as the process through which employees leave an organisation, either voluntary or involuntary. Lack of skill development creates the need for employees to seek personal career development, and this leads to increased turnover (Gallardo-Gallardo et al., 2020). Additionally, changes in organisational developments creates the need for more advanced skills, and thus lack of talent pools leads to the implementation of indirect turnover whereby people management professionals downsize the organisation contributing to increased turnover. Building and supporting talent pools thus enhances the development of diversity and employees’ skills in the organisation.

Additionally, diversity in building and supporting talent pools enhances the development of effective communication in the organisation. Effective communication plays a major role in organisational development as employees are in a position to highlight some of the challenges they are facing in their work which guides people management professionals in identifying various gaps which require the implementation of development programmes (Wang and Zhao, 2018). Moreover, through effective communication, people management professionals can conduct an evaluation of the impact of various training and development programmes on employees or the organisation.

Moreover, diversity in building and supporting talent polls helps deal with unforeseen challenges in the organisation, such as changes in consumer trends. Through building talent pools, employees are equipped with various skills which can e implemented to enhance the effective performance of duties following different operation procedures. For example, the developing trends on the use of modern technology highly impact consumer trends through aspects such as the adoption of online shopping. Following this trend, people management professionals can equip employees with the essential skills that assist them in effectively adopting the changes and thus does not affect organisational productivity.

AC 3.5 The impact associated with dysfunctional employee turnover.

Dysfunctional employee turnover can be defined as the process through which skilled employees leave an organisation at a higher rate compared to unskilled employees. This leads to the loss of essential skills, which enhances organisational performance. Through these people, management professionals face various challenges straining to attain organisational targets. Additionally, due to the loss of essential skills in the organisation, the competition rate increases from other organisations, thus creating a major challenge for the organisation. To deal with this, people management professionals have to implement effective aspects aimed at mitigating turnover through aspects, such as adopting reward policies that help motivate employees.

Moreover, dysfunctional employee turnover negatively impacts organisational cultural development and public image. Organisational culture is an essential aspect that highly contributes to the success of the organisation. The development of a negative organisational culture affects employee attraction to the organisation, which is one of the main ways in which an organisation attracts talents (Singh, 2019). Additionally, the development of a negative public image affects external customers and thus leads to a reduced clientele rate, thus affecting organisational income. People management professionals can implement an evaluation procedure to determine the cause of employee turnover through the use of exit interviews. Through these people, management professionals will identify the major challenges and implement effective response policies.

Chapter 3: Contractual Arrangements and Onboarding

Ac 4.1 types of contractual arrangements dependent on specific workforce needs..

There are two main contractual arrangements dependent on specific workforce needs, and they include permanent contracts and contractor contracts. Permanent contracts are essential in workforce needs that require continued employee jo performance as they help in the effective maintenance of skills in the organisation, through permanent contacts, employees get to enjoy various benefits such as annual leave and other aspects such as internal promotions. Additionally, people management professionals ensure that employees under permanent contracts work on given targets, which guides the effective evaluation of performance.

Contractor contracts is a contractual arrangement that entails an organisation’s management contracting employees to perform specified duties and are only paid for the specific tasks completed. This is an important contractual arrangement as it allows organisational managers to attain various skills and contract skilled individuals to perform the duties, thus enhancing organisational development. Additionally, through contractual contracts, people management professionals can identify various unique skills which can be adopted in the organisation to enhance effective productivity.

AC 4.2 Main types of contractual terms in contracts.

The two main types of contractual terms in contracts are implied terms and expressed terms, whereby implied terms have no agreement through writing but rather by word of mouth. However, expressed terms of contracts involve two parties agree on work together and record the agreement in writing, whereby the two parties sign the document and a specific payment scale is allocated to the expected duty to be performed. Below is a chart that identifies the difference between the two contractual terms of contracts.

AC 4.3 Components and benefits of effective onboarding.

Onboarding is the process through which newly recruited employees are incorporated into an organisation, and the main components of onboarding include the provision of organisational and departmental information. During the onboarding process, people management professionals give employees their expectations, which acts as a guide on how to effectively perform duties and responsibilities (Smith et al., 2022). Each of the expectations from people management professionals are aligned with organisational targets, and this guides employees to work towards the attainment of their individual targets.

Benefits of effective onboarding

Effective onboarding helps employees deal with culture shock as they get to understand various organisational procedures, and thus this does not affect their adaptability. Culture shock is the process through which employees meet unfamiliar actions which might not match with their expectations (Hall et al., 2019). Additionally, effective onboarding helps reduce the risk of increased turnover due to aspects such as the lack of compatibility of new employees with existing employees. Through this effective interaction and introduction, employees feel comfortable, and this enhances the effective development of unity and growth in the organisation. Moreover, onboarding enhances professionalism in an organisation which is one of the main roles of people management professionals, and thus this leads to the development of a positive organisational culture.

Al-Dalahmeh, M. and Héder-Rima, M., 2021. The effect of talent management practices on employee turnover intention in the Information and Communication Technologies (ICTs) sector: case of Jordan.  Problems and Perspectives in Management ,  18 (4), p.59. https://search.proquest.com/openview/42ed2c10c456a3e9448ed5bab443eaec/1?pq-origsite=gscholar&cbl=4368393 (Accessed on August 9, 2022)

Ali, Z., Mahmood, B. and Mehreen, A., 2019. Linking succession planning to employee performance: The mediating roles of career development and performance appraisal.  Australian Journal of Career Development ,  28 (2), pp.112-121. https://journals.sagepub.com/doi/abs/10.1177/1038416219830419 (Accessed on August 9, 2022)

Ali, Z. and Mehreen, A., 2018. Understanding succession planning as a combating strategy for turnover intentions.  Journal of Advances in Management Research . https://www.emerald.com/insight/content/doi/10.1108/JAMR-09-2018-0076/full/html (Accessed on August 9, 2022)

De Boeck, G., Meyers, M.C. and Dries, N., 2018. Employee reactions to talent management: Assumptions versus evidence.  Journal of Organizational Behavior ,  39 (2), pp.199-213. https://onlinelibrary.wiley.com/doi/abs/10.1002/job.2254 (Accessed on August 9, 2022)

Dhaliwal, J.S., 2018. Workforce planning: How we think about the impact of organisations on outcomes.  Australian Journal of General Practice ,  47 (8), pp.519-521. https://www1.racgp.org.au/RACGP/files/07/0747febf-ea88-40c4-a952-cca4a3b4ee31.pdf (Accessed on August 9, 2022)

Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., 2020. Talent management: context matters.  The International Journal of Human Resource Management ,  31 (4), pp.457-473. https://www.tandfonline.com/doi/abs/10.1080/09585192.2019.1642645 (Accessed on August 9, 2022)

Gagne, C.A., Finch, W.L., Myrick, K.J. and Davis, L.M., 2018. Peer workers in the behavioral and integrated health workforce: opportunities and future directions.  American journal of preventive medicine ,  54 (6), pp. S258-S266. https://www.sciencedirect.com/science/article/pii/S0749379718316374 (Accessed on August 9, 2022)

Gaupp-Berghausen, M., Raser, E., Anaya-Boig, E., Avila-Palencia, I., De Nazelle, A., Dons, E., Franzen, H., Gerike, R., Götschi, T., Iacorossi, F. and Hössinger, R., 2019. Evaluation of different recruitment methods: longitudinal, web-based, pan-European physical activity through sustainable transport approaches (PASTA) project.  Journal of medical Internet research ,  21 (5), p.e11492. https://www.jmir.org/2019/5/e11492/ (Accessed on August 9, 2022)

Hall, S., Taylor, S. and Altobar, C., 2019. Transition to Practice: Onboarding components for establishing and sustaining healthy work environments. AACN Advanced Critical Care ,  30 (4), pp.416-420. https://aacnjournals.org/aacnacconline/article-abstract/30/4/416/30607 (Accessed on August 9, 2022)

Lloyd, C. and Payne, J., 2019. Rethinking country effects: Robotics, AI and work futures in Norway and the UK.  New Technology, Work and Employment ,  34 (3), pp.208-225. https://onlinelibrary.wiley.com/doi/abs/10.1111/ntwe.12149 (Accessed on August 9, 2022)

Luz, C.M.D.R., de Paula, S.L. and de Oliveira, L.M.B., 2018. Organizational commitment, job satisfaction and their possible influences on intent to turnover.  Revista de Gestão . https://www.emerald.com/insight/content/doi/10.1108/REGE-12-2017-008/full/html (Accessed on August 9, 2022)

Singh, D., 2019. A literature review on employee retention with a focus on recent trends. International Journal of Scientific Research in Science and Technology ,  6 (1), pp.425-431. https://www.academia.edu/download/60641051/5095_lit_review_paper20190919-118800-dzni7v.pdf (Accessed on August 9, 2022)

Smith, C.E., Matthews, R.A., Mills, M.J., Hong, Y.H. and Sim, S., 2022. Organizational Benefits of Onboarding Contingent Workers: An Anchoring Model Approach.  Journal of Business and Psychology ,  37 (3), pp.525-541. https://link.springer.com/article/10.1007/s10869-021-09757-0 (Accessed on August 9, 2022)

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5HR02 Talent management and workforce planning 

• August 24, 2021
• Posted by: Harry King
• Category: CIPD Level 5

About this unit

Talent Management and Workforce planning comprise all gap assessment, prediction, analysis, talent supply and demand, formation of suitable workforce management interventions. All these processes ensure that employees and new hires are the right fit for an organization and achieving strategic goals. Therefore, the unit’s scope encompasses the effects of effective workforce planning in the contemplation of talent development of different bases, outsourcing methods, and new hire orientation. In addition, the unit also involves the projection of the losses an organization may incur in the event of poor management and control measures and tools that would reduce the costs.

What you will learn

The unit will provide a clear perspective into various trends visible in labour markets and their impacts on personnel planning. The unit mainly expounds on the tactics used by organisations to center themselves strategically, such as onboarding and contractual arrangements, and the effects of dynamic labour markets when seeking critical resources. Besides, Talent Management and Workforce planning also provide clarity on succession, pros and cons of different talent sourcing practices for better personnel outcomes, and foolproof plans development. One will also learn how to assess organisational employee retention and turnover and analyze various methods ideal for talent retention, development, and consequently, the establishment of talent bases.

This unit is suitable for persons who?

The essential qualification for the CIPD’s 5 th Associate level is completing the CIPD’s 3rd associate level and cuts across all units within the course. However, for persons without a CIPD background, the course is still ideal for:

• R. or Learning and Development professionals who are pursuing managerial positions.
• People with years of work experience in the fields or whose job description involves implementing workforce management, learning and development solutions.
• Learners capable of answering degree-level assignments.
• Professionals seeking to boost their credibility in HRM

Learning Outcomes (L.O.s)

Learning outcome 1.

Completing this section will increase learners’ understanding of non-traditional labour market trends and their influences on personnel planning through:

• The simplification of strategic positioning by drawing examples from cases of rival organizations operating in highly competitive markets.
• The explanation of dynamic labour market conditions such as looseness and tightness impacts resourcing needs and decisions such as hiring, retention, motivation, and contingency planning.
• Description of the roles of trade unions, the government, and employers in developing talent pools that will satisfy future talent demands. For example, creating distinctions between governmental responsibilities such as raising national literacy, skill development levels, and financial support, employers’ roles of providing learning platforms and sourcing skills and trade unions’ lobbying duties.

Learning Outcome 2

The second learning outcome is a better understanding of why personnel planning is a critical aspect in people management which is achieved after:

• The assessment of strategies like demand and supply predictions that effectively support personnel planning.
• Analysing the benefits of effective personnel planning from labor supply and demand gap predictions and precise workforce planning interventions.
• The clarification of contingency and succession planning targeted towards reducing risks presented by dynamic labour market conditions.
• The appraisal of the benefits and risks of different hiring and selection techniques in building performing personnel.

Therefore, at the end of this section, learners will better identify suitable new hires for their organisations by evaluating their current objectives and talent gaps.

Learning Outcome 3

After this unit’s completion, a student will view the significance of streamlined onboarding and the management of contract-based recruitments because of unit-specific exercises that include:

• The evaluation of different types of contracts and matching them with suitable workforce needs.
• The distinction between concepts in contractual arrangements such as incorporated, implied, and express terms.
• The description of employee orientation aspects like the clusters of information and their benefits such as smooth cultural assimilation and the appreciation of organisational norms directly impact personnel turnover and retention.

Learning Outcome 4

The Talent Management and Workforce Planning unit encompass insight on the importance and reasons for effective personnel management in organizations that will enable students to:

• Identify employee retention and turnover patterns and the factors surrounding the identified trends such as job contentment, leadership styles, ethics, and motivation.
• Make comparisons between individual and collective-based methods used in talent retention and development.
• Identify talent building and support initiatives ideal for a variety of talent clusters that improve selection, L&D, retention, and reduce turnover.
• Establish the importance of variety in the support and development of talent bases. Essentially, the integration of multiple interventions, for example, reducing communication barriers and increasing innovation, fosters reduced turnover and improves engagement.
• Explain the financial and non-financial costs attached to high employee turnover rates, such as direct costs incurred through selection, recruitment, and induction, as well as indirect costs incurred through reduced productivity, skills, and motivation.

What are the entry requirements?

The fifth CIPD Associate level stands above the foundation’s level three courses. Therefore, level 5 entrants must have attained a level 3 certification or an undergraduate degree in a similar course. However, people aspiring for H.R. positions and managerial roles are also a good fit. They can work on assignments at the degree difficulty level and have a solid English language background. Other than the recommended entrants, the course has no distinct formal requirements. Therefore, it is open to any individual with a passion for people management and who is willing to implement policies and strategies covered through coursework in actual work settings.

How can we help?

We provide unrivaled services for all CIPD levels focusing mainly on carefully curated solutions that engage our vastly competent workforce. Our personnel consists of a group of professionals qualified in different fields, including L&D and H.R., who can tackle any needs necessary in boosting the credibility of assignments. Apart from providing our clients with plagiarism-free work, we also strive to ensure that they are satisfied with the quality of the work based on the grammar and information provided. What sets our organization apart is 24-hour customer support to ensure all assignments, irrespective of short deadlines, are delivered in time and with top-notch quality.

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Pilbeam, S. and Corbridge, M. (2010) People resourcing and talent planning: HRM in practice.4 th ed. Harlow: Financial Times/Prentice Hall.

Recruitment and Employment Confederation, Chartered Institute of Personnel and Development, and Chartered Institute of Procurement and Supply. (2014) Chain reaction: making recruitment supply chains work. Research report. London: The Confederation. Available at: www.cipd.co.uk/knowledge/fundamentals/people/recruitment/supply-chains-report

Sparkman, R. (2018) Strategic workforce planning: developing optimized talent strategies for future growth. London: Kogan Page.

Sims, D.M. (2014) 5 ways to increase success in succession planning. T.D. (Talent Development). Vol 68, No 8, August. pp60-65.

Taylor, S. and Woodhams, C. (eds) (2016) Human resource management: people and organisations. 2nd ed. London: CIPD Kogan Page.

Taylor, S. and Woodhams, C. (eds) (2016) Studying human resource management. 2nd ed. London: CIPD Kogan Page.

Taylor, S. (2018) Resourcing and talent management. 7th ed. London: CIPD Kogan Page. [Forthcoming, 8th ed., December 2021.]

T.D.: Talent Development. (nd) Available at: www.cipd.co.uk/knowledge/journals

Ungemah, J. (2015) Misplaced talent: a guide to better people decisions. Hoboken, NJ: John Wiley.

Weeks, A. (2020) Talent management. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet

Weeks, A., Reilly, P. and Hirsh, W. (2018) Workforce planning practice. Guide. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planningpractice

CIPD Level 5HR02 Talent Management & Workforce Planning Assignment Example, UK

Learning talent management skills and workforce planning strategies is an essential aspect of the CIPD Level 5 learners. The study of talent management develops the understanding of the employees at the workplace and identify & retain the right talented employees can help an organization to grow faster. Whereas, workforce planning is a business core process that keeps aligning the people strategy with organizational needs. Both talent management and workforce planning should be structured in the favour of business goals and objectives.

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Talent management and workforce planning is the way to make a high-performance workplace by managing valuable employees and focusing on the challenges and issues faced by a business. Thus, learners should consider this module the key priorities of their studies. We are going to discuss some relevant assignment examples and topics to enhance your learning even better. Therefore, we have divided the examples according to the learning outcomes of the module mentioned below.

CIPD Level 5HR02 Task 1: Understand key contemporary labour market trends and their significance for workforce planning.

1.1 explain how organisations strategically position themselves in competitive labour markets..

Organisations strategize their position in the labour market based on various elements such as the cost of labour, availability of skilled workers, and regulatory environment. Firms seek to minimize their costs while still being able to access a suitably skilled workforce. At the same time, they also want to be located in an environment that is conducive to doing business.

There are a few ways in which firms can strategize their position in the labour market.

• One way is by locating themselves in areas where the cost of labor is relatively low. This allows them to reduce their overall expenses and remain competitive.
• Another way is by locating themselves near sources of skilled labor. This allows them to have access to a pool of workers with the necessary skills and knowledge to support the organization’s operations.
• Finally, firms can also choose to locate themselves in environments that are supportive of business activity. This includes factors such as the availability of infrastructure and the existence of favorable government policies.

1.2 Explain the impact of changing labour market conditions on resourcing decisions.

Rapidly changing labour market conditions can have a significant impact on an organization’s resourcing decisions. As organizations attempt to navigate an increasingly complex and competitive landscape, they must be adaptive and agile in their planning and execution. In order to make the best possible decisions, organizations need to understand the evolving nature of the labour market and its effect on the business.

There are a number of factors that can contribute to changing labour market conditions, such as globalization, technological advancement, shifts in demographics, and changes in government policy. Each of these factors can have a profound effect on the availability and cost of talent, as well as the skills and expertise required to perform certain roles. As a result, organizations must be constantly monitoring labour market trends in order to stay ahead of the curve and make the most informed decisions possible.

1.3 Discuss the role of government, employers and trade unions in ensuring future skills needs are met.

Governments play a critical role in ensuring that future skills needs are met. Through initiatives such as workforce planning, education and training, and immigration policy, governments can help to ensure that businesses have access to the talent they need to stay competitive.

Employers also have a responsibility to invest in the development of their workforce and to create an environment that attracts and retains top talent.

Finally, trade unions can help to ensure that workers have the skills and training they need to meet the demands of the labour market.

By working together, these three groups can help to ensure that the future needs of the labour market are met.

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5HR02 Assignment Activity 2:  Understand the purpose and importance of workforce planning.

2.1 analyse the impact of effective workforce planning..

Workforce planning is essential for organisations to ensure they have the right number of employees with the right skills to meet the needs of the business. Without effective planning, organisations can experience a number of negative consequences, such as:

• Increased costs due to overtime or hiring temps
• Poor customer service due to lack of staff
• Reduced productivity as a result of staff shortages
• Staff morale problems caused by overworking or feeling undervalued
• Difficulty attracting and retaining the best staff
• Increased risk of legal action due to not having enough staff to comply with health and safety regulations.

2.2 Evaluate the techniques used to support the process of workforce planning.

There are a number of different techniques that can be used to support workforce planning, including:

• Workforce analysis – this involves looking at factors such as the skills mix of the current workforce, projected retirements and resignations, and future business needs to identify any gaps.
• Benchmarking – this involves comparing your organisation’s workforce against others in your industry to identify any areas where you may be falling behind.
• Workforce modelling – this involves using software to create models of different workforce scenarios, which can help to plan for future needs.
• Skills audits – this involves assessing the skills of your current workforce and identifying any training needs.

2.3 Explain approaches to succession and contingency planning aimed at mitigating workforce risks.

When it comes to succession and contingency planning, there are a few different approaches that organizations can take in order to mitigate risks associated with their workforce. Typically, these strategies fall into two main categories: organizational and individual.

Organizational succession and contingency planning generally involve putting systems and processes in place at the company level in order to ensure that critical functions can be adequately fulfilled even in the event of staff turnover or other disruptions. For instance, an organization might develop cross-training programs so that employees are able to fill multiple roles within the company, or create detailed job descriptions and manuals to make it easier for someone new to step into a particular position. Contingency plans might also be developed for specific situations, such as what to do in the event of a natural disaster or pandemic.

Individual succession and contingency planning, on the other hand, generally involve taking steps at the level of the individual employee to ensure that they are prepared to take on new responsibilities or fill critical roles in the event of turnover or other disruptions. This might include providing employees with opportunities to develop new skills, preparing them for specific succession scenarios, or offering mentorship or other forms of support.

2.4 Assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces.

There are a number of different methods that can be used to recruit and select employees, each with its own advantages and disadvantages. Some of the most common methods include:

• Job postings – this is one of the simplest and most common methods of recruitment, but it can be difficult to reach a wide audience, and you may only received applications from people who are actively looking for a job.
• Networking – this involves reaching out to your personal and professional networks to see if anyone is interested in the position or knows someone who might be a good fit. This can be a great way to find qualified candidates, but it can also be time-consuming.
• Referrals – this involves asking current employees if they know anyone who might be interested in the position. Referrals can be a great source of high-quality candidates, but you may only receive a few referrals.
• Recruitment agencies – this involves using a professional agency to help you find candidates. This can be a great way to find qualified candidates, but it can also be expensive.
• Assessment centres – this involves bringing candidates to a central location to participate in a series of activities and tests designed to assess their suitability for the position. This can be a great way to assess multiple candidates at once, but it can also be expensive and time-consuming.
• Interviews – this is one of the most common methods of selection, but it can be difficult to get an accurate sense of a candidate’s suitability for the position from a one-hour conversation.

Each of these methods has its own strengths and weaknesses, and the best approach for your organization will depend on your specific needs and circumstances.

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Level 5 CIPD 5HR02 Assignment Task 3 : Understand the purpose and impact of effective talent management.

3.1 examine turnover and retention trends and the factors that influence why people choose to leave or remain..

According to recent studies, there are several reasons why employees choose to leave or remain with a company. Here are some of the most common findings:

One of the most significant factors is compensation. If employees feel they are not being paid what they are worth, they will likely look for another job. Considering the cost of living and other financial obligations, this is understandable. Additionally, company culture also plays a role in someone’s decision to stay or go. If an employee feels management is unfair or that their work situation is unfavorable, they will be more likely to seek new opportunities elsewhere.

Retention rates are higher when employees feel enabled and supported by their company. When an individual’s goals align with those of the organization, they are more likely to stay put. Furthermore, if an employee feels their job is secure and that there is room for growth within the company, they will be less inclined to look for other work. Lastly, a positive relationship with one’s immediate supervisor is another key factor in retention. Employees who feel respected and supported by their boss are more likely to stick around.

3.2 Compare different approaches to developing and retaining talent on an individual and group level.

There are a variety of ways companies develop and retain talent. Some organizations focus on individual development, while others take a more group-oriented approach. Here is a comparison of the two:

Individual Development:

With this method, each employee is responsible for their own development. They are given the freedom to choose which areas they want to focus on and are given the resources to do so. This approach can be very motivating for employees as they feel empowered to take control of their own career. Additionally, it allows employees to develop at their own pace and in a way that best suits their learning style. However, this method can be less effective for developing team skills and may not be as aligned with company objectives.

Group Development:

This approach focuses on developing talent within a team or department. It is often used to improve team morale and build cohesion. Additionally, it can be more aligned with company objectives as it allows for better control over the development process. However, this method can be less motivating for employees as they may feel like they are not in control of their own development. Additionally, it can be more difficult to tailor the development process to each individual’s needs.

3.3 Evaluate approaches that an organisation can take to build and support different talent pools.

There are a few different approaches that an organisation can take to build and support different talent pools. Some common ones are:

• Focusing on specific groups or demographics within the workforce that may be underrepresented or have unique skillsets. This could involve things like targeted recruiting, mentorship programs, and development opportunities.
• Encouraging employees to develop their skillsets and knowledge in specific areas through training and development programs. This could help to create a more well-rounded workforce and give employees the chance to grow into new roles.
• Working with external partners or organisations to source talent from different pools. This could involve things like internships, apprenticeships, or even just networking opportunities.

Each organisation will have different needs when it comes to building and supporting their talent pools. It’s important to assess what those needs are and then put together a plan that will best meet those needs. Talent management is an ongoing process, so it’s also important to review and adjust your approach as needed over time.

3.4 Evaluate the benefits of diversity in building and supporting talent pools.

There are many benefits to diversity in building and supporting talent pools.

• First, businesses can draw from a larger pool of qualified candidates, which can lead to more creativity and innovation.
• Second, diversity can help businesses better understand and serve their customers, as well as identify new market opportunities.
• Third, a diverse workforce can help businesses better reflect the community in which they operate.
• And finally, research shows that diverse teams are more effective and productive than homogeneous teams.

3.5 Explain the impact associated with dysfunctional employee turnover.

When an organization experiences dysfunctional employee turnover, it means that employees are leaving the company at a rate that exceeds the rate of attrition. This can have a number of negative impacts on the organization, including:

1) Decreased productivity: When employees leave the company, they take with them institutional knowledge and expertise. This can lead to decreased productivity as new employees need time to get up to speed.

2) Higher costs: It costs money to replace employees, and these costs can add up if you’re losing employees at a high rate. Not only do you have to pay for recruitment and training, but you also lose out on the potential revenue that could be generated by these employees.

3) Lower morale: Dysfunctional employee turnover can lead to lower morale among remaining employees. This is because employees may feel like they are working in a revolving door and that their efforts are not appreciated.

4) Decreased customer satisfaction: When employees leave, it can impact customer satisfaction. This is because customers may have to deal with new employees who are not familiar with the company’s products and services.

5) Damage to the company’s reputation: Dysfunctional employee turnover can damage the company’s reputation, as it may be seen as an indication that the company is not a good place to work. This can make it more difficult to attract and retain top talent.

CIPD Level 5HR02  Learning Outcome 4: Understand the importance of managing contractual arrangements and effective onboarding.

4.1 assess suitable types of contractual arrangements dependent on specific workforce need..

As an HR professional, it is important to be aware of the different types of contractual arrangements that can be used in order to meet the specific workforce needs of an organisation. The most appropriate type of contract will depend on a number of factors, such as the nature of the work to be carried out, the duration of the project, and the geographical location of the workers.

There are four main types of contractual arrangements that are commonly used in the workplace:

1. Permanent contracts – These are the most common type of contract, and usually involve an employee working for an organisation on a long-term basis. The terms and conditions of permanent contracts can vary considerably, but typically include benefits such as holiday entitlement and sick pay.

2. Fixed-term contracts – These are typically used for specific projects or when there is a need for additional staff on a short-term basis. The terms and conditions of fixed-term contracts are generally similar to those of permanent contracts, but they will usually specify an end date for the employment agreement.

3. Casual contracts – These are typically used for workers who are needed on an ad hoc basis, such as in the hospitality industry. Casual contracts do not usually include any employment benefits, and the hours of work can vary considerably from one week to the next.

4. Zero-hours contracts – These are similar to casual contracts, but the employee is not guaranteed any minimum number of hours per week. These types of contracts are becoming increasingly common in the UK, although they have been criticised for providing little security for workers.

When selecting the most appropriate type of contract, it is important to consider the specific needs of the organisation and the workers involved. In some cases, a combination of different types of contracts may be used in order to meet the requirements of both the employer and the employee.

4.2 Differentiate between the main types of contractual terms in contracts.

When it comes to contracts, there are a few different types of terms that you should be aware of. These include express terms, implied terms, conditions, and warranties.

Express terms are those that are explicitly stated in the contract. They are the basis of the agreement between the parties and can be either written or oral. Implied terms are those that are not expressly stated in the contract but are assumed to be part of it. These might include things like a duty of care or good faith.

Conditions are essential terms of the contract that give rise to a contractual obligation. If these aren’t met, then one party may be able to end the contract or sue for damages.

Warranties are less important terms of the contract that simply state certain facts about the subject matter of the contract. If these turn out to be false, then one party may be able to sue for damages.

4.3 Explain the components and benefits of effective onboarding.

Onboarding programs are designed to help new employees transition into their roles successfully. By orienting newbies to the company culture, work expectations and goals, onboarding can accelerate their time to productivity and decrease turnover.

An effective onboarding program will include the following components:

• An Orientation to the Company Culture:

New employees should be given a tour of the office and introduced to everyone on their first day. This will help them feel comfortable in their new surroundings and start to build a network of colleagues. During orientation, they should also be taught about the company culture, values and mission. This will ensure that they understand what is expected of them and help them seamlessly integrate into the workplace.

2. A Review of Job Responsibilities:

On their first day, new employees should sit down with their manager and review their job responsibilities. This will ensure that they understand what is expected of them and help them hit the ground running.

3. Training on Company Policies and Procedures:

New employees should be given a company handbook on their first day and be given time to read through it. They should also be trained on company policies and procedures, such as the attendance policy, dress code, etc. This will ensure that they are familiar with the rules and regulations of the company and avoid any potential issues down the road.

4. Setting Performance Expectations:

New employees should sit down with their manager and set performance expectations. This will help them understand what is expected of them and help them stay on track.

5. A Mentor or Buddy Program:

Pairing new employees with a mentor or buddy can help them transition into their new role. The mentor or buddy can answer any questions they have and help them acclimate to the company culture.

An effective onboarding program will help new employees transition into their roles successfully and decrease turnover. By orienting newbies to the company culture, work expectations and goals, onboarding can accelerate their time to productivity.

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5hr02 assignment example.

• May 17, 2022
• CIPD Level 5

‘RML Beverage Drinks’ is a drinks company based in the UK. They currently have a team of 150 employees and an annual turnover of £6 million. In the last few years, the company has fallen upon some difficult times. Market conditions and a drive for healthier drinks have resulted in more consumers rejecting fizzy drinks. The company has started to diversify its product offering but, in the meantime, has been forced to downsize. The Managing Director (MD) of the company has requested that you act as a consultant to the firm and help support the company in the following workforce planning and talent management initiatives. You will be generating materials for managers on what is involved and how to undertake appropriate actions.

Preparation for the Tasks:

Refer to the indicative content in the unit to guide and support your evidence. Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task. Ensure that the evidence generated for this assessment remains your own work.

Task One – Presentation Pack

The MD has asked you to prepare a presentation to the managers to position them around key contemporary labour market trends and their significance for workforce planning. This will also cover turnover and retention trends and the factors that influence why people choose to leave or remain. The pack needs to include presentation slides and supporting notes.

The presentation must include:

• An explanation on how organisations strategically position themselves in competitive labour markets. (AC 1.1)
• An explanation of the impact of changing labour market conditions on resourcing decisions. (AC 1.2)
• A discussion on the role of government, employers and trade unions in ensuring future skills needs are met. (AC 1.3)
• An examination of turnover and retention trends and the factors that influence why people choose to leave or remain (AC 3.1)

It is essential that you refer to current labour market and turnover and retention trends / conditions to ensure that your work is contemporary and relevant. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

Task Two – Inhouse Manual

For this task you need to create chapters for an inhouse manual for managers on what is involved in Talent Management and Workforce Planning and how to undertake appropriate actions. As your manual is being prepared for managers, it should be written in a professional format and style.

Your manual should have a title page, contents page and a brief introduction. Your manual should be broken down into chapters covering the following:

Chapter 1 – Workforce Planning

• An analysis of the impact of effective workforce planning. (AC 2.1)
• An evaluation of the techniques used to support the process of workforce planning (AC 2.2)
• Explain approaches to succession and contingency planning aimed at mitigating workforce risks. (AC 2.3)
• Assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces (AC 2.4)

Chapter 2 – Talent Management

• Compare different approaches to developing and retaining talent on an individual and group level. (AC 3.2)
• Evaluate approaches that an organisation can take to build and support different talent pools. (AC 3.3)
• Evaluate the benefits of diversity in building and supporting talent pools (AC 3.4)
• Explain the impact associated with dysfunctional employee turnover. (AC 3.5)

Chapter 3 – Contractual Arrangements and Onboarding

• Assess suitable types of contractual arrangements dependent on specific workforce needs. (AC 4.1)
• Differentiate between the main types of contractual terms in contracts. (AC 4.2)
• Explain the components and benefits of effective onboarding. (AC 4.3)

Talent management is a vital part of an organisation as this is the process that ensures the organisation get and retain the best fit for a particular position. Talent management entails the attraction, identification, development, retention and deployment of value individuals to the organisation (CIPD, 2021). For talent management to be effective, it needs to sync with the business goals and strategies. High performance at the workplace, a learning culture and better employees are just a few of the benefits of having a proper talent management system in place.

Talent management goes hand in hand with workforce planning, which is a process through which the current workforce is analysed, future workforce needs are determined, the gap in the workforce needed and implementation of solutions (CIPD, 2021). It is essential to acknowledge that they are affected by both internal and external factors. Throughout the presentation, I will discuss this and more.

The current labour market has tremendously changed in a short period—the main reason being the current COVID-19 pandemic (CIPD, 2021). We quickly changed from working in offices to working remotely. As much as some organisations had slowly adopted remote working, it was quite a fast change that affected the labour market and organisations that can’t offer services or work remotely.

Given this is a new trend, the lack of skilled or qualified labour has been a problem that recruiters have highlighted. Though recruiters also attribute the problem to be facilitated with the current immigration laws that are not favourable so reducing the labour force available. This means that the labour market is quite competitive, and employers need to position themselves to get the best from the pool strategically. Organisations need to position themselves strategically in the competitive labour market. It must attract and retain the best talent with desirable company culture, leadership style and employee engagement.

In a competitive labour market, Higgs Model defines four organisational positions: Employers of cash, who pay handsomely but do not treat their people well are cash. Employers of value pay less yet provide rewarding employment, e.g., non-profits. Employers of churn pay little and treat employees brutally, resulting in a significant turnover. These businesses struggle to hire new employees and retain existing ones.

Finally, there is an Employer of choice, a mix of high pay and treatment. This is the sort of employer you need to be in a competitive labour market. Companies should invest in three critical elements if they want to become an employer of choice (Turner, 2019);

Organisational values are guiding principles that offer direction on how to accomplish stuff in an organisation, including how the organisation interacts with its employees and customers. They include organisational ideals like diversity and inclusiveness, work-life balance, and professional advancement. Organisational perception, an employer branding, which is the organisation’s reputation in society.

By becoming an employer of choice, organisations could improve their labour market position by planning retention strategies to maintain their top performers.

Resourcing entails attracting and hiring the appropriate people for the right job at the right time and the right price. Understanding the labour market position, your unique people offer, and job analysis can help to guarantee that positions are appealing to a diverse group of individuals.

The labour market is one of the essential issues in this respect. The labour market circumstances directly impact the supply of human resources, which in turn affects human resource planning strategies and activities. Aside from that, labour rules and regulations impact organisations’ human resource practices.

The Labour Market changes every now and then and employers have to put this into consideration when making resourcing decision. For instance, outsourcing HR services has been proven to provide the most qualified individuals. If the available work force is less this would be a good method for organisations to use in recruiting

Skills are crucial to our future and to building stronger communities. A skilled workforce is necessary to drive private-sector growth, creating new jobs and income for individuals (BIS, 2010). The demand for skills cannot be satisfied by one sector alone but by companies, trade unions, and governments working together.

Government’s role

The Government Can Fund Apprenticeships and Recognise Their Value: Because people lack the necessary qualifications and organisations in Manufacturing and Supply Chain Engineering exist, the government should work with them to satisfy the country’s skill set requirement (BIS, 2010). Regulators should provide a stable policy environment. Also, the government should help companies regulate training budgets:

Employee Role

Employers should create and enforce professional standards, standard operating procedures, and operator technique sheets that outline several rules, regulations, and procedures for future workers or technicians (BIS, 2010). An employer must reinvest in the existing workforce. As the available workforce need diverse skill development, employers should have an excellent strategy to develop existing employees.

A Trade Union Learning Representative can analyse, plan, and support training needs. Trade Union Representatives can assess each worker’s training needs and plan learning sessions in cooperation with company conversations. Trade unions can also mediate disputes between workers and employers during the selection of skill sets and training event planning(BIS, 2010). Moreover, trade unions may help reduce various uncertainties or hazards, such as political obstacles.

Employee turnover is the percentage of employees who leave a company over a certain amount of time (usually on a year-to-year basis). This is generally shown as a percentage of the total workforce. While retention is how long a company keeps its workers (CIPD, 2021). It can be expressed as a percentage of total workforce numbers or as the percentage of employees with a certain length of service (usually one year or more).

Turnover rates can be very different between jobs and businesses. Most jobs with the highest pay levels are in retailing, hotels, catering and leisure, call centres, and other low-paid private sector service groups (CIPD, 2021). People are leaving the hospitality industry and health and social care and manufacturing for other jobs.

The COVID-19 pandemic has been terrible for many businesses, so some employers have thought about hiring extra workers to keep their businesses running. There are a lot of resources for employers in our Responding to the coronavirus hub that can help them deal with the virus. For employees, the pandemic has made job security more critical than flexibility or pay when they decide to stay at the same place they work.

Employees quit for many different reasons. Sometimes, they’re drawn to a new job or the idea of time off from work. If someone is unhappy with their job, they might be pushed to look for another one. These push issues include a lack of employment and changes in the way businesses work

(Pandita & Ray, 2018). A mix of pull and push influences could also be at play.A bad relationship with one’s line boss leads to disengagement, which may be a big reason someone quits.

Exit interviews can be done to determine why people are leaving their jobs.

AC 2.1 – An analysis of the impact of effective workforce planning.

Workforce planning refers to aligning the available labour with the labour demand. It is not a complex process, but it involves several activities such as analysing the current workforce, assessing the future workforce needs, distinguishing the gap between present and future, and employing solutions to ensure that an organisation attains its set goals (CIPD, 2020).

An effective workforce plan focuses on getting the required number of individuals with the right skills. It ensures this is done at the right time, right cost, and in a proper manner to ensure the achievement of an organisation’s long-term and short-term goals (Downs, 2016). Workforce planning varies depending on the company’s size and needs. Large organisations tend to have a team dedicated to workforce planning, while other organisations may start the process following specific events such as mergers, downsizing and acquisition.

Effective workforce planning comes in handy when it comes to identifying the company’s obstacles and other hindrances to strategic changes and providing solutions to mitigate risks to strategic objectives. Some of the positive impacts of an effective workforce plan are; Reduced labour costs, Improved employee retention and Improved employees’ work-life balance. Enhanced employee retention is achieved by conducting a thorough assessment of the capability of the current workforce and the business needs. This way, an organisation is better positioned to know what measures to take to maintain a qualified workforce (Downs, 2016). Improved productivity and quality output are attainable by ensuring there are no delays of labour supply that affect the performance of an organisation. An effective work plan facilitates the achievement of the production goals and gives direction regarding workforce supply in an organisation. It also acts as a guiding tool in regards to recruiting decisions, which position needs to be filled first.

AC 2.2. An assessment of the methods used to help with workforce planning.

Workforce planning plays a significant role in the performance of an organisation, and all stakeholders should be involved to ensure they understand the organisations resourcing needs (Downs, 2016). It is important to note that the workforce planning process can take many forms, but there are five ideal stages that are essential in the process.

The first step is to understand an organisation and its operating environment. It involves getting to know the organisation’s current structure and how it would be in future. Identifying if the organisation is open to new changes, upgrading its structure and process, and adopting new technologies (Pierce, 2017). The second step is the analysis of the workforce. It involves identifying and analysing the talent, abilities, skills, and knowledge of the current workforce (Pierce, 2017). It is also essential that we assess the level of job satisfaction and security among the existing employees during this step.

The third step is to determine the future workforce needed; having evaluated the current workforce and understanding the future position of an organisation, it would be possible for people practitioners to predict the future skills set required. Scenario planning can be used to assist in formulating adaptive plans to achieve future goals. The fourth step is to develop an action plan that can be quickly adopted and bring about change if need be. Effective communication is needed during the implementation of the action plan to improve the efficiency of workforce planning. The fifth and final step is to keep an eye on and evaluate things. It involves reviewing the results regularly to see if they work or not and what needs to be changed (pierce, 2017).

 AC 2.3: Approaches to succession and contingency planning meant to protect the workforce from risks.

Planning for your employee’s future is one of the most important things you can do to keep your business safe. According to CIPD (2020), succession planning is the process of finding and developing people who could become leaders and managers in the future. The main goal of succession planning is to make sure that the most important jobs and roles in an organisation are always filled if someone resigns or leaves suddenly (CIPD, 2020b). There are a lot of different ways to plan for the future.

The traditional way to think about succession planning was for big businesses to make very detailed; private top-down plans meant to find an internal successor for each of the top jobs (CIPD, 2020b). However, most businesses now have flat rather than hierarchical structures. Modern succession planning is about being open and diverse, and it is linked to an organisation’s talent management process. It means that the successor is chosen based on their talent, skills, and abilities, and they don’t have to come from inside the company. They can also be hired from outside the company (CIPD, 2020). Progressive organisations are an excellent example of how modern people think. These companies use a whole workforce approach to managing and developing talent. They then figure out which business roles are essential at all levels of the organisation. The modern approach has proven to be more effective in dealing with workforce risks as it is based on abilities and growth at all levels of an organisation.

AC 2.4 – The strengths and weaknesses of different ways to recruit and choose workers to make them effective.

Recruiting is the process of finding the right people for the right job at the right time and the right price, according to Green (2020). On the other hand, selection refers to shortlisting and evaluating the hired people. Companies need to find the best people to work for them, so recruitment is essential for their resourcing. People who work for an organisation are in charge of hiring and deciding who gets hired and who doesn’t, which may be done differently.

Outsourcing some of the work to a recruiting agent could be part of an outside strategy. Even though this method is very costly compared to the rest, it provides the best candidates. The method is popular among businesses that don’t have an HR department (CIPD,2020). Other ways to find new employees are online sources, internal referral schemes, and local arrangements based on an organisation’s relationship with the community, schools, or job centres. The CIPD (2020) website lists psychometric tests, interviews, and assessment centres as selection methods. Selection is to be done fairly, taking into account the needs and goals of the organisation.

AC 3.2 On both an individual and group level, there are different ways to grow and keep talent.

Many formal and informal learning activities help people become better at their jobs in an organisation. Businesses can take different steps to develop and keep employees and teams using other methods and tools. The main benefit of using learning and development programs for talent development and retention is that it improves employees’ skills and abilities and makes them better able to meet their needs in the future (Downs, 2016).

Coaching and mentoring are critical informal ways to help people learn and develop talent. It is designed to meet each person’s unique needs.

Coaching and mentoring create programs that help people become better at their jobs. Coaching is an excellent way to improve skills, but mentoring involves getting an employee ready to take on more responsibility. This method encourages face-to-face interactions between the coach or mentor and the mentored person (Downs, 2016). It is an excellent way to keep talented people from leaving the company because it improves the relationship between employees and their managers when they work together as mentors. It helps them understand each other better, which is essential for its success.

 AC 3.3: Different ways an organisation can build and support different types of talent pools.

Talent pools are groups of employees who are being trained to take on more responsibility in certain parts of the business. Talent pools are the foundation for planning for the future of your company. People who should be in talent pools are high-performing employees, people who have a lot of potentials, and people who fit in with the culture and values of the company (CIPD, 2020a). There are many things that an organisation can do to build and support an adequate talent pool.

The first thing that organisations need to do is set up a process that keeps track of their current talent needs and predicts what they will need in the future. An effective talent management system is required for this kind of analysis, and technological tools can also be used. Employers and employees need to communicate openly and work together to find and keep good employees and build a good talent pool.

Second, an organisation should connect both inside and outside. An adequate talent pool includes people who work for the company and people who might help it in the future. People who work for companies can use social media to find and keep track of the best candidates and build their talent pool (CIPD,2020a). Businesses should use the internet to find and keep good employees.

3.4) Benefits of diversity in building and supporting talent pools.

It’s good to have a wide range of people in your talent pool. A diverse workforce is essential for a company to have a wide range of talented people. It also guarantees organisations access to various skills that improve their performance and competitive advantage. With a diverse workforce, organisations can get the best people worldwide, which is good for them (CIPD, 2020a). Various employees can work with a wide range of customers, which leads to more customers and better productivity at the company.

Diversity also makes an organisation more marketable, which helps the business grow by giving it new opportunities. People choose to work for organisations that support and include a diverse workforce brand because they think they are good places to work. Diversity in hiring and retaining employees is important for developing a good company reputation. A business can be more productive and do better work with a better competitive advantage.

 AC 3.5 – Describe the adverse effects of having many bad employees leave simultaneously.

People who have a lot of employees leave are called dysfunctional employees, which is usually a higher rate than the standard turnover rate that an organisation sees. Dysfunctional employee turnover costs the organisation both money and time. Financially, the recruitment and selection process can be costly because of the resources to find and hire a good group of people (Peters, 2020). Businesses that don’t have a lot of resources can also lose money because it might take longer than expected to find skilled workers. If an employee leaves badly, the company loses time and money that could have been used to work and make money.

Dysfunctional turnover has adverse impacts on an organisation. It leads to more work for the employees who stay, hurting their productivity and morale. Because of this, the business will have to pay more for it because the rate of production and performance will go down. HR professionals need to develop and implement a strategic workforce plan that makes it easier to recruit and hire people and reduces the rate of turnover in an organisation (Peters, 2020).

 AC 4.1 – Determine which types of contractual arrangements are best for your company based on your workforce needs.

When an employer and employee sign a legally binding agreement, it’s called an employment contract (Suff, 2020). To make sure you understand how contracts work, it’s essential to know that they’re made up of both written terms and implied terms that the employee and the employer agree on, both of which are written down. Employment law says that different types of employment contracts in the UK can be used, but they must meet specific rules.

First, there is the contract for a long-term job. This contract is long-term in nature. It’s when the employee and the employer agree to keep working together until one of them decides to break the deal (Suff, 2020). In this contract, the employee is entitled to all the benefits that the Employment Act says they should get. People who work for government institutions or agencies are the ones who use this type of contract the most in their jobs (Suff, 2020).

The second type of contract is called a fixed term or “temporary” employment contract. In this contract, the time frame of engagement is stated, the day it starts and when it will end, and both sides must sign it (Suff, 2020). It is important to know that people who work on short-term contracts get the same benefits and rights as people who work on long-term contracts. At the end of the contract, if the employee and the employer both agree to the terms, the contract may be renewed. Depending on the employer and employee agreement, the new contract terms can be retained or changed or retained. The contract will be over if they don’t agree to the terms.

The third type of contract is between an independent contractor and a company. Self-employed people also do their work, so this is also called that. If an independent contractor, they don’t have an employment contract. Instead, they have a work contract. It means that they have to make sure that they pay their taxes and other statutory deductions and benefits. Consultants, like engineers and lawyers, usually work independently (Suff, 2020).

 AC 4.2 – Identify the main types of contractual terms in a deal.

Contractual terms are made up of two main parts:  written down terms and implied terms. Expressed terms are the terms that are communicated either verbally or written in the contract. Written terms can be found in the employment contract or other company documents (Suff, 2020). Employers should make sure that the terms they use are in line with the law, and they should be careful to meet the minimum legal requirements for each term they use. For instance, at the point of hiring a new employee, the employment contract must include clear terms about the worker’s wages, work hours, and vacation time, which are all clear terms supported by the law.

Implied terms refer to contracts that aren’t written or spoken but come from things that happen together or a shared understanding. They can be suggested facts or part of the law itself. An example is overtime. Even if the terms for overtime were not included in the contract, there is an implied contract that all employees working overtime should be compensated. The main differences between stated contractual terms and those that are implied are shown in the table below.

AC 4.3 – Describe the parts and benefits of good onboarding.

Onboarding is how new employees get used to their new jobs and work environment. It is important to remember that new employees need to be onboarded and employees who have recently been promoted, people who work from home, and people who have been moved. A practical part of onboarding includes orientation, functional training, role clarification sessions, team integration, and a leadership assessment (Sherwood, 2017).

People who join an organisation for the first time should be oriented. People learn about the organisation’s products, activities, and structure after being greeted by the group’s leader. Role clarification is very important for employees to know how to help the company reach its goals (Sherwood, 2017). It usually takes between 60 and 90 days for a new employee to become part of a team and test their leadership skills.

The main benefits of a good onboarding program are: It doesn’t take long for people to get used to their new place of work, employees can easily fit into their work teams or groups, the new employees quickly learn about the company’s values and culture, a place that is easy to get around makes it easier for people to be more productive and employees can work to the best of their abilities.  

CIPD (2020a).  Diversity and Inclusion in the Workplace | Factsheets | CIPD . [online] CIPD. Available at:  https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet ].

CIPD (2020b).  Succession Planning | Factsheets . [online] CIPD. Available at:  https://www.cipd.co.uk/knowledge/strategy/resourcing/succession-planning-factsheet#gref  .

Downs, B. (2016).  Benefits of Workforce Planning – Business Benefits Group . [online] Business Benefits Group. Available at:  https://www.bbgbroker.com/benefits-of-workforce-planning/ .

Gill, R. (2015). Why the PR strategy of storytelling improves employee engagement and adds value to CSR: An integrated literature review.  Public Relations Review , 41(5), pp.662–674.

Green (2020a).  Recruitment Process Overview | Factsheets . [online] CIPD. Available at:  https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/factsheet#gref .

Green, M. (2020b).  Induction | Factsheets . [online] CIPD. Available at:  https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/induction-factsheet#gref .

Kotelva, D., (2018). Which ERP system is better: Oracle vs SAP vs Dynamics 365? | Infopulse. [online] Infopulse. Available at:  https://www.infopulse.com/blog/which-erp-system-is-better-oracle-vs-sap-vs-dynamics-365/

Peters, R. (2020).  Employer Branding | Factsheets . [online] CIPD. Available at:  https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/brand-factsheet#gref  .

Pierce (2017).  5 Simple Steps to Efficient Workforce Planning | Mitrefinch Inc.  [online] Mitrefinch. Available at:  https://mitrefinch.com/blog/5-simple-steps-workforce-planning/#:~:text=%20Follow%205%20Simple%20Steps%20to%20Efficient%20Workforce  .

Sherwood, K. (2017).  5 Components of Successful and Practical Onboarding . [online] Training Industry. Available at:  https://trainingindustry.com/articles/onboarding/5-key-components-of-successful-and-practical-onboarding/  .

Suff, R. (2020).  Contracts of Employment | Factsheets . [online] CIPD. Available at:  https://www.cipd.co.uk/knowledge/fundamentals/emp-law/terms-conditions/contracts-factsheet#gref .

Taylor, S. and Woodhams, C. (2012).  Managing people and organisations . London: Chartered Institute Of Personnel And Development.

Weeks, A. (2020).  Workforce Planning | Factsheets . [online] CIPD. Available at:  https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planning-factsheet#:~:text=The%20following%20points%20are%20key%20in%20workforce%20planning%3A  .

Weeks, A. (2021).  Talent Management Overview | Factsheets | CIPD . [online] CIPD. Available at:  https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet .

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5hr02 Assignment Example

• June 26, 2024
• Posted by: admin
• Category: CIPD Level 5

You work for a large organisation that has recently restructured its HR department. Previously specialising in employment relations, you now work in the resourcing team under a new manager who is an experienced resourcing specialist. Your manager is scheduled to deliver a webinar at an upcoming CIPD branch event, which has garnered significant interest and many bookings. When participants book their spots, they are asked to submit questions they would like addressed.

Eager to enhance your knowledge of talent management and workforce planning, your manager has tasked you with preparing comprehensive written answers to the 15 questions submitted by participants. These questions are diverse, and you aim to impress your new manager not only with your answers but also with your ability to independently research unfamiliar topics. Since these answers will be presented during the webinar, it is crucial that they are focused, clear, and concise.

Assessment Questions

AC1.1 How can organisations strategically position themselves in competitive labour markets?

To answer this, you need to:

• Explain some ways in which organisations can position themselves to be competitive in tight labour markets (e.g., using the Higgs model).

AC 1.2 What is the impact of changing labour market conditions on resourcing decisions?

This AC has two parts:

• Provide an explanation of the changes in the labour market.
• Provide an explanation of how these changes impact resourcing decisions.

If you miss either part, the answer will be incomplete. Ensure that you focus on the impact on resourcing decisions.

AC 1.3 What is the role of government, employers and trade unions in ensuring future skills needs are met?

Divide this answer into three equal sections and describe:

• The role of government in ensuring future skills needs are met.
• The role of employers in ensuring future skills needs are met.
• The role of unions in ensuring future skills needs are met. 

If unions are not present in your country, you can also refer to the role of other professional bodies relevant to your industry.

AC 2.1 I am new to people practice and have heard that workforce planning is important. Before I try to convince others of this, I welcome the views of someone with more experience. Could you analyse the impact of effective workforce planning?

You could start by describing the concept of workforce planning (optional).

The main requirement of this section is to:

• Analyse the impact of effective workforce planning by clearly describing how it benefits the organisation.

Tip: Do not explain the workforce planning process; instead, focus on why it is important.

AC 2.2 I want to introduce workforce planning in my organisation but I’m unsure which technique/s to use. Could you evaluate the techniques used to support the process of workforce planning?

You need to evaluate the pros and cons of at least two workforce planning techniques.

AC 2.3 Could you explain two approaches to succession and contingency planning aimed at mitigating workforce risks?

This section has two parts:

• Describe a succession planning approach an organisation can take. (Include one approach)
• Describe a contingency planning approach an organisation can take. (Include one approach)

Tip: You don’t need to define the terms, but rather explain how to implement succession planning and contingency planning.

AC 2.4 I tend to advertise all vacancies on our organisation’s website, then managers interview applicants. I would like to consider other recruitment and selection methods. Could you briefly assess the strengths and weaknesses of these methods as well as one other recruitment method and one other selection method?

• Using the organisational website
• One other recruitment method of your choice
• Using interviews
• One other selection method of your choice

Tip: Presenting this answer in a table can help clarify it.

AC 3.1 I am aware employee turnover rates vary from one organisation to another but what turnover and retention trends exist and what factors influence why people choose to leave or remain?

This answer consists of three parts:

• Discuss a few turnover or retention trends. (These trends can be general market trends or specific to your organisation or industry.)
• Explain two factors that influence why people leave an organisation.
• Explain two factors that influence why people stay in a company.

AC 3.2 I want to compare different approaches to developing and retaining talent on an individual and group level? Could you give me some pointers?

Compare the similarities and differences between two approaches to developing and/or retaining talent.

Tip: You can compare them based on various factors such as:

• Individual vs. group approach
• Organisational policy/culture

AC 3.3 Could you evaluate approaches that an organisation can take to build and support different talent pools?

Choose two different approaches an organisation can take to build or support talent pools. Then, evaluate the pros and cons of each approach.

AC 3.4 Could you evaluate two benefits of diversity in building and supporting talent pools?

Explain two benefits of incorporating and supporting diversity within talent pools.

AC 3.5 I am trying to persuade managers in my organisation to take employee turnover more seriously but have been unsuccessful. Could you explain the impact associated with dysfunctional employee turnover?

Start by discussing what dysfunctional turnover is. Then, explain its impact on the organisation.

AC 4.1 Could you assess suitable types of contractual arrangements dependent on specific workforce needs.

This answer consists of two parts:

• Select a few different types of contractual arrangements.
• Assess when it is appropriate to use these contracts in alignment with the workforce needs of the organisation.

AC 4.2 I have heard there are different types of terms in contracts – surely a term is a term. Can you differentiate between express terms and implied terms? 

Differentiate between:

• Express Terms
• Implied Terms

Tip: Using a table to present this answer may help clarify the differences.

AC 4.3 Could you explain the components and two benefits of effective onboarding?

This section is divided into two parts:

• Explain the components of the onboarding process.
• Explain two benefits of effective onboarding.

Tip: For a stronger answer, include one benefit for the organisation and one benefit for the employee.

• 5HR02 Talent Management and Workforce Planning