cipd 5hr02 assignment

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5HR02 Assignment Example

• August 16, 2021
• Posted by: Harry King
• Category: CIPD Level 5

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)
• an explanation of the impact of changing labour market conditions on resourcing decisions. (AC 2)
• a discussion on the role of government, employers and trade unions in ensuring future skills needs are met. (AC 3)
• an examination of turnover and retention trends and the factors that influence why people choose to leave or remain (AC1)

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 1)
• an evaluation of the techniques used to support the process of workforce planning
• explain approaches to succession and contingency planning aimed at mitigating workforce risks. (AC 3)
• assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces (AC 4)  

Chapter 2 – Talent Management

• compare different approaches to developing and retaining talent on an individual and group level. (AC 2)
• evaluate approaches that an organisation can take to build and support different talent pools. (AC 3)
• evaluate the benefits of diversity in building and supporting talent pools (AC 4)
• explain the impact associated with dysfunctional employee turnover. (AC 5)

Chapter 3 – Contractual Arrangements and Onboarding

• Assess suitable types of contractual arrangements dependent on specific workforce
• Differentiate between the main types of contractual terms in contracts. (AC 2)
• Explain the components and benefits of effective onboarding. (AC 3)

It is essential that you refer to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

INTRODUCTION

Talent management and workforce planning are essential elements of people practice that contribute to organisational performance and attainment of organisational goals.  Managing talent and workforce are essential for dealing with various organisational challenges and strategising people practice in businesses. While workforce planning is a core business process that aligns people strategy with organisational needs, talent management involves understanding employees potential in a workplace to speed up the process of organisational growth and development. Importantly is to understand that there is an existing relationship between an effective workforce and the development of suitable talent pools in an organisation. Therefore, the two should be structured to favour organisational goals and objectives. This manual gives an insight into contracting, effective onboarding, labour market trends and their significance to an organisation and practical intervention tools required to mitigate risks associated with poor workforce planning and talent management.

Workforce Planning

1.1      ac 2.1 – an analysis of the impact of effective workforce planning..

Workforce planning refers to the process of balancing skills with organisational demand (Weeks, 2020). It is a core business process that involves analysing the current workforce and establishing future labour supply needs, establishing the existing gap between the present and the future and coming up with solutions that can be accomplished in an organisational setting to accomplish the general workforce goals and objectives. Effective workforce planning primarily focuses on getting the right workforce, placed at the right roles, at the right time and for the right cost (Weeks, 2020). Depending on organisational needs, workforce planning can either be long term or short term. However, workforce planning should be linked to organisational goals as part of the strategic business process essential for engaging with the workforce change agenda.

Effective workforce planning has various impacts on an organisation. Objectively, there are more positive impacts of effective workforce planning compared to the negative impacts. The positive impacts manifest as benefits to the organisation, and they include reduced labour costs, enhanced employee retention, improved productivity and quality output, employees’ work-life balance, effective identification and response to changing customer needs and identification for focussed people development.

Enhanced employee retention occurs as a result of a thorough assessment of business needs and the potential of the existing workforce. In addition to hiring a talented workforce as part of effective workforce planning, organisations through the HR office can identify industrial positions that are hard to fill and if the employees left it would damage organisational performance and use workforce planning to establish the cause of turnover and come up with strategies to mitigate the causes and enhance retention (Downs, 2016).

Improved productivity and quality output can be achieved through effective workforce planning through avoidance of delays and labour supply distractions that impact organisational performance. Effective workforce planning allows organisations to meet the set production goals and creates a clear pattern for the supply and demand of the workforce in an organisation. Additionally, it acts as a guidance tool for managers to prioritise recruitment and selection in different business cycles.

1.2      AC 2.2  – an evaluation of the techniques used to support the process of workforce planning

Supporting the workforce planning process is an integral part of people practice that requires effective communication between HR and other stakeholders in an organisation. The workforce planning process should be based on primary organisational strategies that link people management and daily business operations (Weeks, 2020). It is important to note that workforce planning can take many forms, but it can best be described using five ideal stages that are interactive, as illustrated in the figure below.

The first step of workforce planning is understanding the business and its operating environment. This step involves the identification of the business structure and changes that can be made to the structure and processes to enhance labour supply. For example, workforce planning can assess if a business is willing to adopt new technology so as to hire a limited number of employees or employees who have adequate skills and knowledge to handle the new technology. The second step involves an analysis of the workforce. It involves identification and analysing skills, talents, abilities and knowledge and other employee views and attributes that comprise the workforce in an organisation.  Analysing the workforce is essential for establishing reasons for turnover in different departments as well as causes of understaffing and departments affected.

The third step is determining future work needs through the identification of gaps in workforce skills and knowledge. This stage is achieved by the use of various workforce planning tools such as scenario planning tool. It shows the future industrial needs in terms of skills, capabilities and knowledge. Establishing future workforce needs is essential for business continuity and sustainability as contingency and adaptive plans can be developed to meet future needs. The fourth step is the development of an action plan that has functional, numerical and adaptation flexibility. This is an action plan that can be easily adopted and affect change in an organisation as need it may be needed. Implementation of the action plan requires effective communication to enhance the workforce planning efficiency. The fifth and final step is monitoring and evaluation. It involves regular reviews of outcome to establish effectiveness and areas of weakness (pierce, 2017).

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

Succession planning is one of the fundamental people practice functions that mitigate numerous organisational risks. CIPD (2020) defines succession planning as a process of identifying and developing potential future leaders and managers of senior positions. The primary purpose of succession planning is to ensure that the key roles and positions in an organisation are filled in case of a resignation or sudden departure. There are different approaches to succession planning.

The traditional approach to succession planning involves large organisations developing highly structured, confidential top-down succession plans that were designed to identify an internal successor for each of the senior positions. However, changes in organisational structures with most organisations adopting flatter other than hierarchical structures has made the traditional approach obsolete. An example of a hierarchical succession plan is attached in appendix A.

Modern succession planning involves openness and diversity, and it is linked to an organisations talent management practice. This means that the successor is identified based on talent, skills and abilities, and they do not have to come from within the organisation but can also be sourced externally. A good example to illustrate the modern approach is the progressive organisations. These organisations utilise the whole workforce approach in managing and developing talent within the organisation, then identify the critical business roles at all levels of the organisation. The modern approach is most suitable for managing Workforce risks, as it is based on abilities and development at all levels of an organisation.

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

According to Green (2020), the process of attracting the right workforce at the right time for the right role and cost is known as recruitment. Selection, on the other hand, refers to the process of shortlisting and assessing the recruited candidates. Recruitment is a critical resourcing element as organisations should attract the most talented individuals to perform various organisational roles. People practitioners in an organisation are responsible for recruitment and selection, which may be conducted differently.

Recruitment can be done through an external strategy that may include outsourcing the process to a recruiting agent. Although this approach is used by organisations that don’t have HR departments, such as architects and lawyer, it provides the most talented candidates. The disadvantage of using this method is that it can be very expensive. Other recruitment methods include recruitment using online sources, use of internal referral schemes and local arrangements based on an organisational relationship with the community, learning institutions or jobcentres.

Methods of selection described in the CIPD (2020) website include psychometric testing, selection interviews, and assessment centres. Selection should be made fairly, putting into consideration organisational needs and objectives. The figure below illustrates different recruitment and selection methods with their advantage and disadvantages.  

Talent Management

2.1  ac 3.2 – approaches to developing and retaining talent on an individual and group level..

Talent development in an organisational setting is linked to various formal and informal learning interventions. Organisations can adopt different approaches to developing and retaining talent on an individual and team level by adopting various techniques. The common approaches to developing and retaining talent include the use of continuous learning and development program. Internal learning and development programs are essential for developing the talent of the existing workforce through skilling and reskilling of employees. The primary advantage of using learning and development programs for talent development and retention is that it enhances employees’ skills and abilities and prepares them to meet future organisational needs.

Coaching and mentoring is an important informal approach that is designed to meet individual needs in the talent development process.  Coaching and mentoring involves the development of programs that enhance talent development. While coaching is an effective way of fostering skills, mentoring involves the preparation of an employee to engage in higher responsibilities. This approach is designed to foster face to face interactions between the coach/mentor and the person undergoing mentorship. It is a suitable approach to talent retention as it enhances the relationship between employees and their managers who interact during mentorship and create an understanding that is essential for improved organisational performance.

2.2  AC 3.3 – Approaches that an organisation can take to build and support different talent pools.

Talent pools are groups of high performing employees who are being developed to assume greater responsibilities in particular business areas. Talent pools are the basis for organisational succession planning. Employees that should be assigned to talent pools are high performing employees, high potential employees and people who embody organisational culture and values. There are various activities that an organisation can undertake to build and support an effective talent pool.

Firstly, organisations need to create a continual assessment process that analyses the current talent needs and forecasts future organisational needs. An effective talent management system is essential for this analysis, and technological means can also be applied. Open communication and collaboration among employers and employees are essential for talent acquisition and retention of an effective talent pool.

Secondly, an organisation should network both internally and externally. An effective talent pool comprises internal employees and outsiders that have the potential to benefit an organisation. Employers can use social media to build their talent pool by attracting and retaining records of the best candidates. With technological advancements, organisations should use the internet to build and support their talent pool.

2.3  AC 3.4 –  Benefits of diversity in building and supporting talent pools

A diverse workforce is essential for establishing a diverse talent pool in an organisation. A diverse talent pool means that an organisation can benefit from different capabilities that enhance organisational performance and competitive advantage. Organisations with diverse workforce attract talent from a global scale which is resourceful for the organisation. The second benefit of diversity is that the workforce can deal with a wide range of customers, thus expansion and enhanced productivity.

Another benefit of diversity is that it gives an organisation market competitiveness that enhances organisational developments by creating new opportunities for the business. By supporting and including a diverse workforce organisation brand, employees select the organisations as an employer of choice. Diversity in recruitment and retention is essential for the development of a positive corporate reputation. With enhanced competitive advantage, a business can enjoy enhanced productivity and performance.

2.4  AC 3.5 – Explain the impact associated with dysfunctional employee turnover.

Abnormal rates of employee turnover are known as dysfunctional employee turnover. Usually, this is a higher rate than the usual turnover rate experienced in an organisation—dysfunctional employee turnover costs organisation financial and non-financial costs. Financially, the recruitment and selection process can be costly in terms of resources invested in identifying and selecting a talented workforce. Industries with resource scarcity can also suffer losses as finding skilled personnel might take longer than expected. This means that dysfunctional turnover can cost an employer valuable productivity time and profits that could have been generated.

Dysfunctional turnover results in an increased workload for the remaining employees whose productivity and morale may be affected. In turn, this can be costly for the business as the rate of production and performance will decline. HR practitioners need to develop and implement a strategic workforce plan that ensures effective recruitment and selection and minimises the rate of turnover in an organisation (Peters, 2020).

3. Contractual Arrangements and Onboarding

3.1  ac 4.1 – assess suitable types of contractual arrangements dependent on specific workforce needs.

Employment contracts refer to a legally binding agreement between an employer and employee (Suff, 2020). It is important to note that contractual agreement is based on expressed terms and implied terms as agreed by the employee and employer. According to the Employment Act, there are different types of employment contracts that are acceptable in the UK.

First is the permanent terms employment contract. This contract is indefinite in nature. It involves an agreement of continuous work collaboration between the employee and employer until either party is no longer willing to continue with the contract. In this contractual agreement, the employee is entitled to all forms of benefits as stipulated in the Employment Act. Works that mostly utilise this type of contracts are jobs offered by government institutions or agencies (Suff, 2020).

The second type of contractual agreement is the fixed term or temporal employment contract. This contractual agreement has a start date and an end date. Importantly is to understand that employees under these contracts are entitled to the same privileges and rights as those in permanent employment contracts. At the end of the contract duration, an employer may decide to renew the contract if the employee agrees to the terms or vice versa.

The third type of contractual agreement is the independent contractor. This is also known as a self-employed person. Independent contractors are not bound by employment contracts but by contracts of work. This means that they are responsible for their tax compliance and other statutory deductions and benefits. Consultants such as engineers and lawyers primarily work under independent contracts (Suff, 2020).

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

The main terms of contractual terms in a contract include the expressed terms and the implied terms. Expressed terms are terms that are actually stated in the contract document or are communicated verbally. Written expressed terms can be contained in the employment contract or in other organisational documents. Express terms should be compliant with relevant laws, and employers should be careful to comply with the minimum legal standards for each express term they use. For example, when employing a new worker, the employment contract contains express terms that detail information on the wages, work hours, and leaves, which are express terms supported by the law.

On the other hand, implied terms refer to contracts that are neither written nor spoken but emerge from circumstances or a mutual understanding. Implied contractual terms can either be implied facts or fundamental law.  An example of an implied term could be working overtime. Although the employment contract may not have stated overtime compensation, there is an implied contract that all employees working overtime should be accordingly compensated. The primary differences in expressed and implied contractual terms are summarised in the table below.

3.3  AC 4.3 –  Explain the components and benefits of effective onboarding.

Onboarding is the process through which employees adjust to their new roles and work environment. It is important to note that it is not only the new employees who need onboarding but also tailor-made onboarding programs that can be developed for various groups such as newly promoted employees, remote workers and also the transferred staff. A practical onboarding component includes initial orientation, functional training, role clarification sessions, team assimilation, and leadership assessment (Sherwood, 2017).

The initial orientation is the process that involves the introduction of new members to the organisation.  After the introduction, the members are then provided with an overview of the organisation’s products, activities, and structure. Role clarification is crucial for guiding employees towards achieving organisational goals. Team assimilation and leadership assessments are the last stages between 60 and 90 days into an organisation.

The primary benefits of an effective onboarding program include:

• Employees settle in quickly
• Employees are easily integrated into their respective work teams or groups.
• The new employees easily understand the organisational values and culture
• Comfort makes it easy for employees to be more productive
• Employees are able to work to their highest potential.

CIPD (2020a). Diversity and Inclusion in the Workplace | Factsheets | CIPD . [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet [Accessed 11 May 2021].

CIPD (2020b). Succession Planning | Factsheets . [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/strategy/resourcing/succession-planning-factsheet#gref [Accessed 11 May 2021].

Downs, B. (2016). Benefits of Workforce Planning – Business Benefits Group . [online] Business Benefits Group. Available at: https://www.bbgbroker.com/benefits-of-workforce-planning/ [Accessed 11 May 2021].

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 [Accessed 11 May 2021].

Green, M. (2020b). Induction | Factsheets . [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/induction-factsheet#gref [Accessed 11 May 2021].

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 [Accessed 11 May 2021].

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 [Accessed 10 May 2021].

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/ [Accessed 11 May 2021].

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 [Accessed 11 May 2021].

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 [Accessed 11 May 2021].

Weeks, A. (2021). Talent Management Overview | Factsheets | CIPD . [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet [Accessed 11 May 2021].

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• 5HR02 Talent management and workforce planning
• CIPD LEVEL 3

Table of Contents

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 Talent Management and Workforce Planning

• February 23, 2022
• Posted by: admin
• Category: CIPD Level 5

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

Learning 5HR02 helps learners understand labour market trends and how they relate to workforce planning to attract the best candidates to join an organisation. Participants examine employers’ role in positioning themselves in the labour market. To ensure that they are resourcing their organisations with the right people, professionals assess the labour market before making resourcing decisions.

Learners will gain insight into diverse workforce planning processes, techniques, and recruitment and selection methods throughout the course. These factors contribute to the retention of workers by improving the quality of the workforce built in an organisation. Additionally, the unit supports employers in improving employee retention and developing talent pools by providing information about employee turnover trends.

Guidelines for 5HR02 Assignments

In this assessment, we present the case study of OcMara Industries, a global company involved in energy. Students are expected to provide evidence to support their understanding of labour market trends. Our senior managers have developed people practice objectives to expand our use of sustainable energy sources and environmentally friendly processes. The objective is to recruit and retain staff with the skills and capabilities necessary to serve in the new development areas and protect them from the competition.

Students must read the CIPD factsheet articles as they prepare to complete the assessment. The resource and talent planning factsheet explains how to manage talent and explains talent management strategies. It is among the essential factsheets students can use when completing assessments. We identify why employees leave the organisation and develop strategies and practices to retain talent in the employee and turnover retention factsheet. CIPD Podcast “From surviving to thriving: key changes facing people practice in 2020” discusses factors that should be implemented at work, such as work-life balance to build a workplace that is fair, brave, and equal for everyone. The 5HR02 assignment is divided into three parts. It begins with a poster presentation on strategic positioning and the labour market, followed by a workplace planning and recruitment package, and finally a proposal presentation on talent retention.

The first task focuses on positioning and labour market issues

To present research on labour market trends in the UK, students will prepare posters to be presented to the people practice manager. This year’s Employer Brand Management Awards were won by SAP, a company students will discuss. Students will provide answers to the following sections of the assessment criteria:-

AC 1.1 An explanation of how SAP strategically positions itself in an increasingly competitive market

The objective of this course is to review SAP’s efforts in positioning itself in the labour market. Students provide evidence by analysing the organisation’s competitive environment and evaluating the strengths and weaknesses of the organisation’s positioning and employee experiences. Students should also consider the following characteristics in answering the question:-

• Choosing SAP as an employer
• Branding for employers
• Ethics and reputation of organisations
• Image of the organisation
• SAP’s culture of rewarding

AC 1.2 Explains how the UK’s labour market is changing and how it affects the country.

In this lesson, learners demonstrate the differences between markets with tight and loose conditions, comparing examples of countries with tight and loose market conditions. Accordingly, the UK labour market is tight, while Saudi Arabia’s labour market is loose. After that, learners explain trends in supply and demand for labour in the energy sector and how the external business environment affects the identified trends. Politics, economics, society, technology, environment, and law all play a role in resourcing decisions by organisations operating in the energy sector. In addition, students discuss the effects of the economic crisis on employee retention and skills shortages in the energy industry.

AC 1.3 Ensure future skill needs of the UK global energy sector are met by the government, employers, and unions.

Governments fund numeracy, literacy, and IT skills to meet future skills needs. However, it is the government’s responsibility to ensure that organisations’ policies are implemented to assess the future skills requirements of employees in the energy industry. In addition, the government ensures that employers are meeting the workforce requirements that enable them to recruit skilled workers.

Employers offer employees development opportunities and training programs to enhance their skills. Development programs improve an employee’s knowledge and work quality. The energy sector benefits from employers who offer opportunities to develop skills and provide experiences that support future skills development.

Unions have agendas that support employees’ learning and development. They work with employers to implement agendas as authentic as possible and identify representatives to implement agendas.

Task 2: Recruitment and planning of the workforce

The second task in the unit requires students to present a report on workforce planning and recruitment to the company manager during an HRBPS meeting. In this section, students answer questions such as;-

AC 2.1 An analysis of workforce planning in terms of predicting labour demand by using internal and external sources of supply

The students explain the gap between labour demand and supply and the pros and cons of forecasting in workforce planning when using internal and external sources of supply for OcMara Company. In addition, students will examine how OcMara can benefit by developing talent from within by examining the advantages and disadvantages of internal talent development. The advantages and disadvantages of developing external talent at OcMara are also discussed to address the question comprehensively.

AC 2.2 Using critical incident analysis and promotion/demotion rates to support the workforce planning process and evaluate their effectiveness .

They explain how managers plan their workforces using various techniques. Participants discuss the importance of promotion and demotion as part of workforce planning. Additionally, they describe the importance of measuring employee turnover and the pros and cons of supporting workforce planning. Finally, they describe the critical incident analysis and its effectiveness in workforce planning. In addition, they describe OcMARA concerning these techniques.

AC 2.3 An explanation of how OcMara can be used to identify candidates interested in progression, manage risk, and mitigate contingency through developing their talent pools

Learning participants define appraisal and explain how this can be used to identify employees interested in taking on opportunities that will advance their careers. In this lesson, learners explain how OcMara would use appraisals to manage risks and develop talent pools to reach its organisation’s goals. Furthermore, learners explain how appraisals can manage contingencies and determine employee skill requirements.

AC 2.4 Examines how social media and advertising are used in recruiting. It evaluates interviews and job references as methods of selection.

When identifying talent in an organisation, learners should consider different recruitment methods. Specifically, this question addresses social media and advertising recruitment methods. This is done by matching a candidate’s values with the organisational values, thus attracting and retaining the right talent.

By completing the unit, learners will gain insight into the different selection methods that evaluate a candidate’s capability to perform well in the position they are applying for. These students describe the effectiveness of these methods in identifying employees’ abilities to perform. First, candidates answer interview questions to explain who they are and their ability to perform—employers interview candidates to determine their suitability for the job. The process of job references refers to how employers gain insight into a candidate’s potential for a new job position by consulting with the candidate’s previous employers or colleagues.

AC 4.1 Evaluation of how OcMara could introduce zero-hours contracts for its new employees

The CIPD offers a factsheet explaining zero-hour contracts, which do not provide work guarantees. Contractor contracts establish the relationship between the employer and new staff in the organisation by establishing the terms and conditions of work. OcMara should avoid zero-hours contracts to recruit talent because the energy sector does not experience fluctuations. Contractor contracts

AC 4.2 A discussion of the differences between express and implied terms of contracts, as well as the meaning and significance of custom and practice

Employers and employees bind themselves to contracts that express implied terms. These terms are defined by the Employment Rights Act 1996. Employers must respect employees’ legal rights by implementing express terms relevant to the law. The statements explain employees’ statutory rights, such as parental leave, flexible working hours, minimum wages, and part-time employment.

To create business efficiency by establishing agreements between employers and employees, implied contract terms are incorporated. Mutual trust and confidence are examples of the duty to provide a safe workplace, the right to a minimum wage for workers, and pay equality for men and women. Generally, employees are given express and implied terms before starting work in an organisation, and the terms should be in writing.

AC 4.3 Describes how role information and socialisation can be incorporated into an effective onboarding program. In addition, onboarding contributes to an understanding of the organisation’s culture and norms and employee effectiveness.

It is part of the onboarding process where people professionals help new staff members understand their roles in the organisation. In addition, the socialisation process helps employees to understand the organisation’s policies and culture. When employees understand these aspects of the organisation, they are more committed and productive.

Employees become successful in integrating into a new organisation through onboarding. The chances of an induction crisis are also reduced when one understands the organisational culture. Induction also benefits employees to appreciate the company’s culture, increase employee retention, and reduce turnover.

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• 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.

You can also read a sample  Supporting Self-Directed and Social Learning 5LD01 .

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Talent Management and Workforce Planning (5HR02)

Unit details

• Specialist unit

What will you learn

You will extend your understanding of labour market trends and their significance for workforce planning. You will explain how organisations position themselves and the impact of a changing labour market on resourcing decisions. You will evaluate techniques to support workforce planning and explain approaches to succession and contingency planning, assessing the strengths and weaknesses of different methods of recruitment and selection aimed at building effective workforces. Additionally, you will examine turnover and retention trends, and compare different approaches to developing and retaining talent, looking at how organisations build talent pools. Finally, you will learn about the importance of managing contractual arrangements and onboarding.

This unit is suitable for persons who:

are aspiring to, or embarking on, a career in people management

are working in a people practice role and wish to contribute their knowledge and skills to help shape organisational value

are working towards or working in a people manager role

Learning outcomes

On completion of this unit, learners will:

Understand key contemporary labour market trends and their significance for workforce planning.

Understand the purpose and importance of workforce planning.

Understand the purpose and impact of effective talent management.

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Other units.

Learning and Development Essentials

Well-being at work, leadership and management development.

Introduction

Workforce planning can be defined as the process that a particular organisation utilises to analyse its workforce and determine frameworks that it must adapt to prepare for future staffing needs (Business Management Ideas 2019). On the other hand, a recruitment pack can be defined as information about a particular job and the type of personnel most desired to fill a particular position. Taking the time to plan and make work-related decisions is vital for the success of any organisation. Despite the size and or type of the company, workforce planning is a vital HR strategy that ensures your staff executes your business strategy effectively (CIPD 2018; Kapur 2022; Pahlanie et al. 2020). Workforce planning has emerged as a key HR subject in the contemporary global market. In specific, with a clear understanding of the existing workforce and future goals, HR can profile skills, experience, and knowledge vital for the company as well as its hiring and training process. To provide an in-depth understanding of the topic, the present paper highlights workforce planning and recruitment pack tools that can be vital for OcMara.

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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

• April 10, 2023
• Posted by: Fletcher Samuel

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?

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.

AC 3.1 Turnover and retention trends, and factors influence why people choose to leave or remain?

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. 

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.

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

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. 

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