5HR02 TALENT MANAGEMENT AND WORKFORCE PLANNING ASSIGNMENT GUIDELINE

An introduction to the unit 5HR02 Talent management and workforce planning

5HR02 is a unit that teaches students about labour market trends and their implications for workforce planning to attract qualified candidates to join an organization. Learners examine the role of employers in positioning their organizations in the labour market. Before making resourcing decisions, professionals conduct a labour market analysis to ensure that they have the right people for the available job opportunities in the organization.

Learners gain an understanding of the various workforce planning processes and techniques, as well as the various recruitment and selection methods. These are important in ensuring that effective workforces are built to improve employee retention in an organization. Furthermore, the unit provides information on employee turnover trends in organizations and develops effective strategies to improve employee retention and talent pools.

5HR02 Assignment guideline

The assessment begins with a case study of OcMara Industries, a global company in the energy sector. Students are expected to provide evidence that will aid in understanding of labor market trends. Senior management has developed people practice objectives as the organization expands into more sustainable energy sources and environmentally productive processes. The goals are to recruit staff members with the necessary skills and capabilities to serve in new areas of development and to keep them from being poached by competitors.

Students must gain insight from CIPD factsheet articles as they prepare to complete the assessment. The resource and talent planning factsheet, which explains talent management strategies and approaches to managing people, is one of the most important factsheets that will guide students in completing the assessments. The employee and turnover retention factsheet identifies the reasons for employee turnover and develops strategies and practices to retain talent. The CIPD Podcast “From Surviving to Thriving: Key Changes Facing People Practice in 2020” discusses work-life balance and other changes that must be implemented to create a fair, brave, and equal workplace for all employees. The 5HR02 assignment is broken down into three tasks. The first task is to create a poster presentation about strategic positioning and the labour market, followed by a workforce planning and recruitment pack, and finally a proposal presentation pack about talent retention.

Task 1: Strategic positioning and labour market

The students will prepare a poster presentation for the people practice manager based on research on labour market trends in the United Kingdom. Students will use the term “SAP,” which won the Employer Brand Management Awards in 2019. The presentation will provide answers to the following sections of the assessment criteria:

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

The guideline

Students will examine SAP’s efforts to position itself in the labour market. Learners provide evidence by analyzing the competitive environment of the organization and evaluating the strengths and weaknesses of organizational positioning and employee experiences. Other characteristics that students should consider when answering the question are as follows:

• SAP as a preferred employer
• Company branding
• Organizational ethics and image
• Image of the organization
• SAP culture and rewarding

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

The guideline

Learners describe the differences between tight and loose market conditions, using examples from countries with defined market conditions. For example, the UK has a tight labour market, whereas Saudi Arabia has a loose labour market. Following that, students explain the trends in labour supply and demand in the energy sector, as well as the reasons for the identified trends in light of the external business environment. Consider the political, economic, social, technological, environmental, and legal issues that influence resourcing decisions made within energy-related organizations. Students also discuss how the energy sector’s employee retention and a skills shortage are affected by the crises.

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

The guideline

Governments fund numeracy, literacy, and information technology skills to ensure that future skill needs are met. The government ensures that organizations’ policies are put in place to assist in analyzing the future skill needs of employees in the energy sector. Governments ensure that employers meet workforce requirements, which improves the recruitment of skilled workers.

Employers provide development opportunities and programs to help employees improve their skills. Employee knowledge and work quality can be improved through training and development programs. Employers who provide adequate development opportunities and experiences to support the achievement of future skills benefit the energy sector.

Trade union agendas promote employee learning and development. They work hard to keep the agendas real and identify representatives to collaborate with employers in putting the agendas into action.

Task 2: Workforce planning and recruitment

The second task in the unit requires students to present a report to the company manager on the workforce planning and recruitment concept at an HRBPS meeting. The following questions are addressed in this section:

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

The guideline

Students explain the gaps between labour demand and supply for OcMara Company, as well as the benefits and drawbacks of forecasting in workforce planning when utilizing internal and external sources of supply. Students will examine the benefits and drawbacks of developing internal talent, as well as how OcMara would benefit from developing talent from within the organization, in explaining this answer. In the same case, the benefits and drawbacks of developing external talent at OcMara are explained in detail to provide a comprehensive answer to the question.

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

The guideline

Students describe the techniques used by managers in workforce planning processes. Learners discuss the significance of promotion and demotion in assisting with workforce planning processes. They also discuss the importance of measuring employee turnover and the benefits and drawbacks of supporting workforce planning. Then, students define critical incident analysis and its application in workforce planning. Finally, students explain these techniques by referencing 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 guideline

The students define appraisal and explain how it can be used to identify employees who are interested in pursuing opportunities that will advance their careers. Learners describe how OcMara would use appraisals to manage risks and develop talent pools to meet organizational objectives. Learners also describe how appraisals would be used to manage contingencies and determine employee skill requirements.

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.

The guideline

When identifying talent in an organization, learners should consider various recruitment methods. This question focuses specifically on social media and advertising recruitment methods. Students explain how they use these methods to attract and recruit the right talent whose values align with the values of the organization.

The unit assists learners in gaining an understanding of the various selection methods that are effective in evaluating the learners’ ability to perform in the available job position. Students explain the dependability and effectiveness of these methods in determining employees’ performance capabilities. Interviews connect employers with potential candidates by asking questions that allow candidates to explain who they are and what they are capable of doing. Job references are methods of selection in which employers contact candidates’ former employers or colleagues to better understand 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

The guideline

The CIPD has a factsheet on zero-hours contracts, which provide no work guarantee. Contractor contracts define the terms and conditions of work that govern the relationships between employers and new employees. OcMara should avoid zero-hours contracts when recruiting talent because there are no fluctuations in the energy sector. Contracts with contractors

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

The guideline

Contracts’ express and implied terms are the agreements that bind employers and employees. The terms are defined by the Employment Rights Act of 1996. Employers must follow the law and express terms to respect their employees’ legal rights. They are statements that explain employees’ legal rights, such as parental leave, flexible working hours, minimum wages, and part-time work.

Implied contract terms are used to create agreements between employers and employees and to increase business efficiency. Mutual trust and confidence are examples, as is the duty to provide a safe workplace, the right of employees to receive minimum wages and pay equality between men and women. Employees are given express and implied terms in writing before beginning work in an organization.

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.

The guideline

Role information is an onboarding component in which people professionals assist new employees in understanding the roles they will play in the organization. Employees learn about organizational policies and culture through socialization. These functions assist employees in committing to the organization and performing effectively.

Employees are successfully integrated into the new organization as a result of onboarding. Furthermore, understanding the organizational culture reduces the likelihood of an induction crisis. Employees’ ability to appreciate organizational culture is another advantage of induction, as is increased employee retention and reduced turnover.