Our writing service is available in the UK, USA, Ireland, Canada, Australia, Saudi Arabia, Singapore, and other countries around the world.
5HR02 Assignment Example
- April 10, 2023
- Posted by: Admin
TALENT MANAGEMENT AND WORKFORCE PLANNING
AC 1.1 How can organisations strategically position themselves in competitive labour markets?
The labour market can be defined as the state whereby employers look for skills to enhance the performance of duties in an organisation. In contrast, employees look for employers to provide them with job opportunities (Graham and Anwar, 2019). On the other hand, employer branding is the technique through which an organisation strategically positions itself through the display of their various virtues, such as positive orgaisational culture, to attract skills and talents from the public by showcasing unique attributes. People management professionals in organisations play a significant role in ensuring that the organisation attains desired skills, and this is implemented through evaluating the skills needs of the organisation. After evaluation, people professionals determined the recruitment criteria to be applied so that the organisation can attain those skills. In some cases, the organisation designs a development programme that is implemented in the onboarding process whereby employees are educated on various aspects, such as training on the use of modern technology to perform duties.
Employer branding has a major benefit as it enhances the development of a positive corporate image which impacts an organisation’s revenue and continued success (Saini and Jawahar, 2019). Through employer branding, prospective employees are attracted by the values and thus work exemplary to meet the targets and needs of the organisation, which leads to orgaisational development. For example, in my organisation in the Real Estate and Investment Company, we ensured that employer branding has been attained, and this attracted effective marketing skills from the public, and those individuals contributed to increased sales and this orgaisational development. We adopted the use of modern technology as an orgaisational culture, and this led to the realization of the desired skills and the impact of modern technology to orgaisational development.
AC 1.2 What is the impact of changing labour market conditions on resourcing decisions?
Resourcing is the process through which an organisation effectively recruits and selects employees to fill specific positions in the organisation by evaluating their skills. Changing labour markets impacts on resourcing decisions in various ways as labour markets create an orgaisational image which helps in attracting skills (Sabel, 2019). There are two main labour market trends which include tight and loose labour markets. A tight labour market can be defined as a situation where few potential employees meet an organization’s demand. This impacts resourcing as an organisation is not in a position to attain all the required skills to enhance the continued performance of duties in the organisation. Loose labour markets, on the other side, can be defined as the situation where there is a large number of skilled employees while the opportunities in the organisation are few. This also affects resourcing decisions as people professionals may not effectively evaluate all the available personalities during the recruitment process.
Changing labour markets, such as development in technology, impacts resourcing decisions such as recruitment methods, development decisions, and retention strategies. This can be analysed through the evaluation of the PESTEL analysis, which entails political, economic, social, technological, environmental, and legal aspects. Development in technology is a modern development that highly impacts resourcing decisions (Blut and Wang, 2020). For example, in our organisation, people management professionals have adopted employee development as an effective resourcing strategy which involves training of employees on the use of modern technology to enhance effective communication and performance of duties. Through this implementation, the turnover rate of the organisation has highly reduced, and thus identified that changing labour markets impact on resourcing decisions.
AC 1.3 What is the role of government, employers and trade unions in ensuring future skills needs are met?
Role of the government
The government plays a significant role in ensuring that future skills needs are met through the setting of policies that are aimed at guiding employers in implementing employee development and offering financial support to enhance the implementations (Hackitt, 2018). Due to the continued developments, the government evaluates various aspects, such as the development of technology, and sets policies that necessitate employers to enhance employee skills development. Additionally, the government supports changes in workforce requirements in organisations and sets various standards that employees should attain in order to perform various duties. This leads to the development of skills to meet the future skills needs and it entails evaluation of various countries and their developments and this guides in the effective implementation of the policies.
Role of employers
Employers play an important role in ensuring that future skills needs are met through conducting an evaluation of employees’ skills in the organisation. This is done by people management professionals whereby they evaluate employees’ skills against the organisation’s future needs (Tan and Laswad, 2018). This guides in the implementation of effective training and development programmes in the organisation for employees. For example, in our organisation at Real Estate and Investment Company, people professionals evaluated employees’ skills and determined that effective communication is a key skill that is required. This led to the implementation of a training programme aimed at enhancing employees’ skills on effective communication strategies, such as through the use of modern technology, active listening, and enhancement of professionalism while communicating with customers.
Role of trade unions
Trade unions also play a role in ensuring that future skills are met through the development of union-led agendas that focus on the implementation of training programmes for employees. Trade unions act as a representation of employee needs, and thus they evaluate the skills and needs for employees and present them to their employers (Stone et al., 2020). Additionally, trade unions play a role in ensuring that future skills needs are met through representing employees to employers in the case of a conflict. For example, employees may demand the implementation of a training programme that may not be welcomed by their employers. In this case, trade unions evaluate the case to determine the impact of the employee desires, and in the case where this is aimed at enhancing their skills, trade unions represent the complaint to the employer and seek for a solution.
AC 2.1 Impact of effective workforce planning?
Effective workforce planning impacts on effective forecasting of demand and supply of labour, both internal and external, and effective ways to address the issues (Stewart and Brown, 2019). For example, people professionals in an organisation evaluate employees’ needs which are essential in enhancing orgaisational development (Hackitt, 2018). After evaluation, a comparison is conducted on the availability of the skills and the possible supply. In the case of internal supply of labour, people professionals use existing employees in the organisation to perform various duties. Employee training and development can be adopted to enhance the employees’ skills to meet the needs of the organisation. External supply of labour, however, entails the recruitment of new employees in the organisation to meet the various needs.
Additionally, effective workforce planning improves on the recruitment process and thus reduces the hiring cost. People professionals in an organisation recruit employees through adopting various procedures. Through workforce planning, people professionals enhance the recruitment process as it focuses on the selection of a specific talent and thus narrows down the selection criteria (Stewart and Brown, 2019). The organisation is in a position to attain effective skills as employees are evaluated following the selection criteria. Moreover, the cost of hiring is significantly reduced as the organisation does not have to implement employee training programmes after the recruitment procedure since the selected employees meet the desired criteria and thus save on the cost of hiring.
AC 2.2 Could you evaluate the techniques used to support the process of workforce planning?
Orgaisational strategy is a technique that can be used to support workforce planning as it entails techniques used to forecast demand and supply for labour. Techniques used to forecast demand for labour support workforce planning through implementing managerial judgment. People professionals make management judgments focused on the demand for labour through conducting an evaluation of the existing staff in comparison with the needs of the organisation. Additionally, organisations works back from cost as a technique to evaluate the demand of labour. This includes the costs incurred from the recruitment and development of employees to attain the desired skills.
Techniques used to forecast on supply of labour can also be used to support the process of workforce planning through the evaluation of promotion and demotion rates in the organisation. People professionals play a significant role in ensuring that employees are promoted or demoted in the organisation based on various aspects (Graham and Anwar, 2019). Moreover, employee turnover rate is an aspect used to evaluate the supply of labour in organisations. Some of the major causes of turnover is lack of employee well-being or poor orgaisational culture. These aspects support the process of workforce planning as orgaisational managers focus on the key aspect and implement effective response actions. For example, people professionals can implement employee involvement in decision-making to help identify various challenges that affect effective workforce planning.
AC 2.3 Could you explain two approaches to succession and contingency planning aimed at mitigating workforce risks?
Succession planning can be defined as the process through which an organisation evaluates key positions in the organisation and identifies unique individuals who can fill up those positions. Contingency planning involves an organisation effectively preparing for various occurrences which have been predicted, and this involves getting the desired skills to deal with the challenges. Developing talent pools is one of the approaches to succession and contingency planning aimed at mitigating workforce risks. Talent pools involve people professionals evaluating various skills that can be adopted in the organisation to enhance employees’ knowledge on the effective performance of duties (Smith et al., 2022). People professionals thus implement training and development programmes aimed at enhancing employees’ skills. For example, current developments in technology have created the need for organisations to digitize their operations. People professionals thus train employees on the effective use of technology in various aspects of the organisation, such as communication and marketing, and this helps in mitigating workforce risks such as digital marketing and feedback collection from orgaisational customers.
Appraisal is an approach to contingency and workforce planning as it helps determine those interested in progression in the organisation. People professionals can conduct appraisals by evaluating employees’ performance in the organisation. This guides in identifying employees who perform effectively on their roles and thus can be determined as those interested in progression. Additionally, people management professionals can collect feedback from employees to get their views on progression. For example, at Real Estate and Investment Company, we implemented surveys to collect employee feedback on their views. These guides people professionals in selecting the employees interested in progression and enhancing their skills, and this helps in mitigating workforce risks such as turnover.
AC 2.4 Could you briefly assess the strengths and weaknesses of these methods as well as another recruitment method and another selection method?
The use of social media platforms is a recruitment method that involves orgaisational managers using various social media platforms such as Facebook, Twitter, or Instagram to advertise vacant positions. The main advantage of using these social media platforms is that the advertisements reach a wide variety of potential employees, and thus people professionals can attain diverse skills (McRobert et al., 2018). Additionally, through social media advertisement, the organisation gains publicity, and this enhances the continued growth of clientele and the development of a positive orgaisational impact. However, this method leads to the attraction of a large number of people, which creates a challenge for people professionals to evaluate all the applications and thus becomes time-consuming.
Interviews are a selection method that can be adopted in an organisation to attain the desired skills and personalities for vacant positions. Through interviews, people professionals in an organisation conduct physical or virtual interviews with the applicants. The main benefit of interviews as a lection method is that people professionals are in a position to evaluate an individual’s code of conduct which is determined through their facial expressions and physical conduct. This helps the organisation select the individuals who possess the right attributes to perform duties effectively. However, interviews are costly and thus create a negative impact on the organisation’s finances. Moreover, interviews take a long time as all employees have to communicate directly with the recruitment team, which slows down the organisation’s development.
AC 3.1 Turnover and retention trends, and factors influence why people choose to leave or remain?
Management strategies adopted by people professionals in an organisation contribute to turnover trends. For example, an organisation could adopt a hierarchical management structure that entails decisions being made by senior orgaisational managers. This creates an increased rate of turnover as employees do not feel included in the orgaisational development. Through this, employees might choose to leave the organisation due to poor management strategy (Belete, 2018). To deal with this, people management professionals could implement employee involvement in decision-making. This allows employees to give their feedback on various aspects and thus people professionals can determine various challenges and implement effective decisions aimed at dealing with the challenges hence reducing turnover.
Recognition and reward
Recognition and reward is a retention trend that exists in an organisation, and this is one of the main reasons why individuals choose to remain in the organisation. Recognition and reward is a motivational approach that can be adopted by people professionals in an organisation with the aim of enhancing employee well-being (Belete, 2018). There are various forms of rewards that can be adopted which can be tangible or intangible. Intangible rewards include recognition whereby employees are recognized for their actions and this enhances their motivation. In contrast, tangible rewards involve monetary incentives whereby employees receive rewards such as bonuses or pay increase for their achievements. This creates a reason why employees choose to stay in an organisation.
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?
Talents are unique skills that are possessed by individuals in an organisation and which people professionals focus on to retain and develop at an individual and group level. One of the major approaches that can be adopted involves the training and development of employees. This focuses on the development of talent on both individual and group level (Stone et al., 2020). To effectively implement a training programme, people professionals in an organisation evaluate employees’ skills through various procedures such as observation or evaluation of performance reports. For example, people professionals in an organisation can implement a training programme aimed at educating employees on problem-solving skills. This guides in the development of professionalism and develops skills and thus guides in developing and retaining talent at both individual and group levels.
Implementing fair and an equitable reward is an approach that can be adopted by people professionals in an organisation to develop and retain talent within a group and individual level. Reward is an essential aspect of enhancing employee motivation (Stone et al., 2020). People professionals can adopt monetary rewards, which include bonuses or pay increases, to act as a motivation for employees. Through this, the rate at which employees leave an organisation is reduced, and employees are motivated to perform their duties effectively and thus attaining the organisation’s strategic goals. Through this, talents are effectively retained at an individual and group level in the organisation.
AC 3.3 Could you evaluate approaches that an organisation can take to build and support different talent pools?
Role performance reviews
Talent pools in an organisation can be defined as a group of employees who are effectively prepared to take up various roles in the organisation by enhancing their skills. Role performance reviews is an approach that can be taken to support different talent pools (King and Vaiman, 2019). For example, people professionals in an organisation can allocate employee management roles to role pay. This helps in the identification of key skills among the employees that can be developed to create the development of talent pools. Through role play, people professionals also identify gaps and possible developments that can be enhanced, and this supports the development of various talent pools in the organisation.
Learning and development initiatives
Learning and development initiatives such as coaching and mentoring is an approach that an organisation can take to support different talent pools. Through coaching, people professionals in an organisation evaluate employees’ skills and create a comparison with the desired skills and knowledge to meet orgaisational needs. This guides in the effective implementation of a coaching programme to enhance employees’ skills (King and Vaiman, 2019). For example, on our organisation at Real Estate and Investment Company, talent pools are built to enhance the digitization of sales and access to international markets. This led to the implementation of a coaching programme that focused on enhancing employees’ marketing and management skills as this led to the effective performance of management roles. Additionally, employees received support of the adoption of modern technology to enhance efficiency of performance.
AC 3.4 Could you evaluate two benefits of diversity in building and supporting talent pools?.
Increased creativity leading to low employee turnover
Diversity in supporting talent pools leads to increased creativity leading to low employee turnover rate in the organisation. For example, during the development of talent pools, employees are involved in the decision-making process and thus implement creativity in identifying various aspects that can be adopted in the organisation (Belete, 2018). Moreover, through the development of creativity, employees attain essential skills that guide them in dealing with various orgaisational challenges, and this contributed to reduce turnover. A reduction in the turnover rate in an organisation impacts positively on the continued success and attainment of the main orgaisational objectives.
Positive impact on employer brand
Diversity in building and supporting talent pools leads to the development of a positive impact to the employer brand. This is an important aspect as it leads to the development of a positive orgaisational culture that attracts talents. Additionally, through the employer brand, the organisation is in a position to attain its strategic objectives as employees work towards the attainment of their individual targets. This leads to orgaisational development and success. Additionally, through the positive impact on the employer brand, there is a reduced risk of discrimination among employees as they are all involved in various orgaisational developments.
AC 3.5 Impact associated with dysfunctional employee turnover?
Dysfunctional employee turnover can be described as the rate at which employees voluntarily leave the organisation, and these are the skilled employees leaving the unskilled (Dwesini, 2019). Dysfunctional employee turnover leads to both direct and indirect costs in the organisation, such as in the recruitment and selection of employees. In an organisation, people professionals use various resources to enhance the effective recruitment process. Moreover, employee development during the onboarding process involves training programmes that are costly to implement. These costs affect the organisation’s financial status and lead to reduced income this, affecting orgaisational development.
Additionally, dysfunctional employee turnover leads to the loss of essential skills in the organisation as skilled employees leave. This affects the organisation’s productivity and future developments. For example, in the case where an organisation losses all skilled employees through turnover, there will be no individuals to take up management positions which may arise within the organisation and thus slowing down orgaisational development. Additionally, through losing skills through dysfunctional turnover, the organisation might face competition from other organisations in the case these employees are absorbed in these organisations. This affects orgaisational development, and thus people professionals should implement effective response actions to deal with dysfunctional turnover, such as adopting employee involvement in decision-making.
AC 4.1 Could you assess suitable types of contractual arrangements dependent on specific workforce need.
Contractual arrangements are agreements that are made between two parties and are bid by the law and these create a restriction on the various actions that should be taken by the parties involved. Some of the main contractual arrangements in organisations include permanent contracts, temporary contracts, and pay per hour (Datta et al., 2019). The gig economy is an example of a factor that impacts the adoption of contractor contracts in an organisation. The gig economy entails labour markets that rely on employees that are hired on a part-time basis or contracts. Through contracts, the organisation is in apposition to save on cost of paying full-time employees, especially in the case where the duties performed are not long-lived. Additionally, through contracts, people professionals in an organisation are in a position to attain professional skills as individuals hired specialize on a given aspect of duty performance and this enhances orgaisational development.
Permanent contracts are contractual arrangements that involve organisation hiring employees permanently in the organisation and setting effective salary scales. This type of contractual arrangement has a major benefit as it enhances the continued development of the organisation as people professionals can implement development programmes for employees to enhance their skills. Additionally, through permanent contracts, the organisation develops a positive orgaisational culture help in setting the direction of the organisation. Permanent contracts can be used in work practice terms as people professionals can set an evaluation criterion that guides in the identification of various challenges or opportunities in the organisation.
AC 4.2 Difference between express terms and implied terms?
Expressed terms of contracts are legal agreements between two parties that involve employees and their employer, and they might be oral or in the form of writing. These terms guide organisations in the performance of duties through highlighting various laws and procedures that should be followed (Kot-Radojewska and Timenko, 2018). Orgaisational managers ensure that expressed terms adopted in the organisation are in line with the legal requirements of the country as stated in the Employment Rights Act 1996. Expressed terms ensures that employees attain the full benefits in their organisation, such as working for 40 hours a week, getting off days, enjoying holiday day off, and gaining development benefits such as skills development through training. Employees have to evaluate all the expressed terms before agreeing to them, and this enhances effective orgaisational performance and development.
Implied terms of contracts entail a written agreement between two parties involved, which include employer and employees. Implied terms focus on collective agreements, such as ensuring that the employer and the employee agree on the involvement of trade unions. This is an essential aspect as trade unions play a major role in the continued performance of an organisation as they represent employees’ needs to the employers. Additionally, implied terms incorporate individual employee contracts, which entails the details of terms of contract over a given period. Employees should effectively evaluate these contracts and ensure that the terms are favorable before signing them. An implied terms of contract is made legal through signing by the two involved parties.
AC 4.3 Could you explain the components and two benefits of effective onboarding?
Onboarding can be defined as the process through which newly hired employees are incorporated into the organisation through the adoption of various aspects such as training. The main components of effective onboarding include orgaisational and departmental information and clarification of expectations.
Components of effective onboarding
Clarification of expectations is a main component of effective onboarding and this involves people professionals offering guidance on the expectations from employees (Smith et al., 2022). Through this, employees are in a position to understand their role and perform duties in line with the organisation’s expectations hence effective performance. Additionally, to enhance effective onboarding, organisations should provide organisation and departmental information. This offers guidance to employees in understanding the structure and needs of the organisation.
Benefits of effective onboarding
Effective onboarding leads to the effective integration of employees in to the organisation by making them understand the orgaisational structure effectively (Smith et al., 2022). The integration process allows new hires to understand the effective performance of duties in the organisation. This leads to continued orgaisational development and thus leads to low risk of employee turnover. Additionally, effective onboarding leads to the development of a positive orgaisational culture which impacts positively on the organisation.
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 December 13, 2022]
Belete, A.K., 2018. Turnover intention influencing factors of employees: an empirical work review. Journal of Entrepreneurship & Organization Management, 7(3), pp.1-7. https://pdfs.semanticscholar.org/c3a2/6253e522d8b3a4cfc15b24c86f841d4e837c.pdf accessed on December 13, 2022]
Blut, M. and Wang, C., 2020. Technology readiness: a meta-analysis of conceptualizations of the construct and its impact on technology usage. Journal of the Academy of Marketing Science, 48(4), pp.649-669. https://link.springer.com/article/10.1007/s11747-019-00680-8 [accessed on December 13, 2022]
Datta, N., Giupponi, G. and Machin, S., 2019. Zero-hours contracts and labour market policy. Economic Policy, 34(99), pp.369-427. https://academic.oup.com/economicpolicy/article-abstract/34/99/369/5524663 [accessed on December 13, 2022]
Dwesini, N.F., 2019. Causes and prevention of high employee turnover within the hospitality industry: A literature review. African Journal of Hospitality, Tourism and Leisure, 8(3), pp.1-15. https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_38_vol_8_3__2019.pdf [accessed on December 13, 2022]
Graham, M. and Anwar, M., 2019. The global gig economy: Towards a planetary labour market?. First Monday, 24(4). https://ora.ox.ac.uk/objects/uuid:f3bf8e6a-9f42-4b16-8f81-73f0ae8aad4f/files/md7cbec0c3cd81bdc3c3965a0881f33fe [accessed on December 13, 2022]
Hackitt, J., 2018. Building a safer future. Independent Review of building regulations and fire safety: Final report. https://www.longworth-uk.com/wp-content/uploads/2018/07/Building-a-Safer-Future-Overview.pdf [accessed on December 13, 2022]
King, K.A. and Vaiman, V., 2019. Enabling effective talent management through a macro-contingent approach: A framework for research and practice. BRQ Business Research Quarterly, 22(3), pp.194-206. https://journals.sagepub.com/doi/abs/10.1016/j.brq.2019.04.005 [accessed on December 13, 2022]
Kot-Radojewska, M. and Timenko, I.V., 2018. Employee loyalty to the organization in the context of the form of employment. Oeconomia Copernicana, 9(3), pp.511-527. http://economic-research.pl/Journals/index.php/oc/article/view/1053 [accessed on December 13, 2022]
McRobert, C.J., Hill, J.C., Smale, T., Hay, E.M. and Van der Windt, D.A., 2018. A multi-modal recruitment strategy using social media and internet-mediated methods to recruit a multidisciplinary, international sample of clinicians to an online research study. PLoS One, 13(7), p.e0200184. https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0200184 [accessed on December 13, 2022]
Sabel, C., 2019. Moebius-strip organizations and open labor markets: some consequences of the reintegration of conception and execution in a volatile economy. In Social theory for a changing society (pp. 23-61). Routledge. https://www.taylorfrancis.com/chapters/edit/10.4324/9780429306440-2/moebius-strip-organizations-open-labor-markets-consequences-reintegration-conception-execution-volatile-economy-charles-sabel [accessed on December 13, 2022]
Saini, G.K. and Jawahar, I.M., 2019. The influence of employer rankings, employment experience, and employee characteristics on employer branding as an employer of choice. Career Development International. https://www.researchgate.net/profile/Avinash-Pawar-6/publication/340081711_Study_on_Employer_Branding_in_IT_Companies_The_Indian_Scenario/links/5e76165ca6fdcccd6213d06f/Study-on-Employer-Branding-in-IT-Companies-The-Indian-Scenario.pdf [accessed on December 13, 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 December 13, 2022]
Stone, R.J., Cox, A. and Gavin, M., 2020. Human resource management. John Wiley & Sons. https://books.google.com/books?hl=en&lr=&id=uCIgEAAAQBAJ&oi=fnd&pg=PR13&dq=Role+of+trade+unions+in+ensuring+future+skills+needs+are+met&ots=PJMJRx4PE8&sig=sKajQPsVhPMIaxm748rLWQNxFME [accessed on December 13, 2022]
Stewart, G.L. and Brown, K.G., 2019. Human resource management. John Wiley & Sons. https://books.google.com/books?hl=en&lr=&id=53eYDwAAQBAJ&oi=fnd&pg=PA2&dq=the+impact+of+effective+workforce+planning&ots=XFzEkescan&sig=pGzJ7iu1I9_MVGpArTDuVe61QBA [accessed on December 13, 2022]
Tan, L.M. and Laswad, F., 2018. Professional skills required of accountants: what do job advertisements tell us? Accounting Education, 27(4), pp.403-432. https://www.tandfonline.com/doi/abs/10.1080/09639284.2018.1490189 [accessed on December 13, 2022]