5HR02 Assignment Example

TALENT MANAGEMENT AND WORKFORCE PLANNING

AC1.1 Explain how 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. 

AC1.2 Explain 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. 

AC2.1 Analyse the 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. 

AC2.2 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. 

AC2.3 Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces.

Recruitment 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.

Selection method

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.

AC3.1 Discuss factors that influence why people choose to leave or remain in organisations. 

Management issues

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. 

AC3.2 Compare different approaches to retaining people.

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. 

AC3.3 Explain the impact of 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 organisational 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 organisational 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 organisational development, and thus people professionals should implement effective response actions to deal with dysfunctional turnover, such as adopting employee involvement in decision-making.

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. 

AC4.1 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. 

AC4.2 Explain the 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. 

References

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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]

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