CIPD Level 5 Samples: Associate Diploma in People Management - 5HR02

CIPD LEVEL 5 ASSIGNMENT HELP SAMPLES FOR 5HR02

5HR02: Talent Management and Workforce Planning

Introduction

Effective companies are defined by their ability to assess their needs in terms of knowledge and skills among employees and whether they have the right talent to meet the company’s needs (Greene, 2020). Through workforce planning and talent management, companies ensure that they have the right employees at the right time and place. This describes Taylor’s five rights model. The report below focuses on the concepts in the two areas of workforce planning and talent management and the objective of meeting company’s objectives. 

1.     How can organisations strategically position themselves in competitive labour markets? (AC 1.1)

Organisations strategically position themselves in competitive labour markets by being employers of choice, engaging in employer branding activities, and creating proper relationships with training institutions that act as sources of a talented workforce.

Becoming an employer of choice is informed by the Higgs Model, which guides organizations in becoming the preferred ones in the labour market (King, 2023). As shown in figure 1 below, Higgs model has four dimensions, which include Employer of Choice, Employer of Churn, Employer of Value, and Employer of Cash.

Figure 1: Higgs Model

Preference over other entities is created by offering the most attractive employee value proposition (EVP) that is characterised by competitive salaries, proper working conditions, and flexible work engagements. A proper EVP also encourages organisational branding where the company positions itself as being fair and having a proper organisational culture that supports employee development. For example, an organisation can promote inclusivity and gender parity, leading it to be perceived as supportive of all employees irrespective of underlying differences between them.

Organisations also strategically position themselves in the labour market by utilising effective recruitment and retention strategies. For example, Leighton et al. (2021) explain that using social media can effectively access a larger pool of labour. Furthermore, establishing and maintaining a positive relationship with educational institutions creates a labour source for organisations. This also gives it the advantage of positively influencing the skill development of recruits. On the low side, whereas these strategies can lead to acquiring top talent in the labour market, they can be costly in the long run.

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2.     What is the impact of changing labour market conditions on resourcing decisions? (AC 1.2)

Conditions in labour markets are changing globally. In the United Kingdom, there is a gradual shift towards tight from loose labour markers. According to Asadpour et al. (2023), loose labour markets exist when labour supply exceeds demand. This was the case during Covid 19. Currently, situations characterising tight labour markets with a low labour supply compared to demand are increasing. This shift has a general effect in all sectors. For example, a leading change is the increased use of technology due to its ability to enhance the operational efficiency of most organisations.

Changes in Labour Market

The changes in labour market can be described using PESTEL analysis, which is provided in the figure below.

Figure 2: PESTEL Analysis

Socially, the current labour force has several demographics, including millennials and generation Z who have different and unique needs and requirements. Technologically, the present labour force is characterised by preference for information and communication technology (ICT). As noted by Cartwright et al. (2021), the majority of employees are presently being found on social media and other digital platforms, which companies should focus on. Legal factors include expanding labour-related laws, such as the Equality Act 2010 and Working Time Regulations 1998.

Impact on resourcing decisions

The changing labour market conditions impact organisational decisions regarding recruitment approaches, skill shortages, and retention strategies. Regarding retention strategies, organisations are enhancing their EVPs to limit outward labour mobility. For example, there is an increase in providing growth opportunities for workers in addition to flexible working arrangements (Preza & Cooper, 2023). The effect on the recruitment approach is the changing focus by organisations, adopting a long-term focus by recruiting workers who meet both short- and long-term needs. Regarding skill shortages, organisations are opting to upskill current workers through training and development instead of recruiting. Also, the advent of globalisation is influencing organisations to access global labour markets, which offer a wider pool of labour. However, with globalisations, companies are also adjusting payment and benefits to consider specific demographic needs and cost plan effectively.

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

Meeting future skill needs requires collective input by the government, employees, and trade unions. Each of these entities needs to carry out specific roles.

Role of Government

The primary role of the government in meeting future skill needs is developing effective education and training policies that align with future workforce needs. The UK government has met this role by making policies which support learning and skill development. For example, there are policies which lead to the provision of educational grants and loans (Farquharson et al., 2021). Through Apprenticeship Levy, employers contribute to training and development of the apprentice as they work. The other role of the government in meeting future skill needs is creating a conducive environment for skill development through sustainable political stability.

Employers

Employers help meet future skill needs directly by investing in employee reskilling and upskilling programs. This is usually through providing educational loans or financing learning engagements through employee workshops (Lukowski et al., 2021). Employees also collaborate with educational institutions to determine organisational needs for future skills and then recommend training.

Trade unions

Trade unions help in meeting future skills needs by advocating for training opportunities. For instance, trade unions can conduct research, determine key focus areas by industries, and encourage employee development in these sections (Brand and Niedermoser, 2019). Trade unions also advocate for fair compensation of skilled workers, which motivates others to seek these crucial skills, leading to having more skilled labour.

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

Effective workforce planning involves assessing current and future organisational labour needs and developing effective strategies for managing gaps between them (Doll, 2022). This requires forecasting labour demand and supply from internal and external sources and then developing strategies for the target organisation to meet its objectives and goals. Figure 3 below outlines the core stages of workforce planning according to CIPD (2023).

Figure 3: Stages of Workforce Planning (CIPD, 2023).

Workforce planning has several positive impacts on the organisation.  The primary benefits are helping organisations cut labour expenses as it leads to reduced redundancy, effective recruitment and management of underlying skill gaps. For example, by determining the skills needed at an organisation, workplace planning helps reduce redundancy by eliminating staff members whose qualities are not helpful (Ayandibu & Kaseeram, 2020). Workforce planning is also vital in improving talent retention and acquisition by aligning current and future workforce needs. Therefore, the organisation can shield itself against adverse changes in the labour market. This results in improved adaptability to varying market conditions. Effective workforce planning is also essential because it enhances organisational brand image (Sutton et al., 2023). This is because it depicts an organisation as being associated with top talent, Which could ease its appeal to a skilled workforce.

Despite the positive effects, workforce planning is also costly as carrying out organisational needs assessment may require compensating internal and external evaluators. It also takes a long to establish the specific organisational needs and project future labour requirements

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

The approach involves identifying scenarios likely to occur in the future and then assessing implications for the workforce (Cave & Willis, 2020). For example, an organisation can state that it will digitalise most operations in three years. The impact on the workforce will be requiring employees with technical skills or those who are tech-savvy.

Skills gap analysis:

The strategy involves evaluating current and future skill needs and then comparing them. Deficiencies or gaps in the skills are then identified. The involved organisation reacts by starting early plans to source and acquire personnel with these skills.

Succession planning:

The techniques involve having plans to replace essential personnel immediately after they leave (Umans et al. (2021). For example, an organisation can have trainers, interns, or assistants working under crucial personnel. When the person leaves, the assistant takes over.

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

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

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

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

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

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

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

13.  Could you assess suitable types of contractual arrangements dependent on specific workforce need. (AC 4.1)

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

15.  Could you explain the components and two benefits of effective onboarding? (AC 4.3)

References

Asadpour, A., Lobel, I., & van Ryzin, G. (2023). Minimum earnings regulation and the stability of marketplaces. Manufacturing & Service Operations Management, 25(1), 254–265.

Ayandibu, A. O., & Kaseeram, I. (2020). The future of workforce planning. In Human Capital Formation for the Fourth Industrial Revolution (pp. 127-156). IGI Global.

Brand, U., & Niedermoser, M. K. (2019). The role of trade unions in social-ecological transformation: Overcoming the impasse of the current growth model and the imperial mode of living. Journal of Cleaner Production, 225, 173-180.

Cartwright, S., Liu, H., & Raddats, C. (2021). Strategic use of social media within business-to-business (B2B) marketing: A systematic literature review. Industrial Marketing Management, 97, 35-58.

Cave, S., & Willis, G. (2020). System dynamics and workforce planning. System Dynamics: Theory and Applications, pp. 431–457.

Chartered Institute of Personnel and Development. (2023). CIPD | Employee Turnover & Retention | Factsheets. CIPD. https://www.cipd.org/en/knowledge/factsheets/turnover-retention-factsheet/#Whydo

Doll, J. L. (2022). Developing workforce planning skills in human resource management courses: A data-driven exercise. Management Teaching Review, 7(1), 89–108.

Farquharson, C., Sibieta, L., Tahir, I., & Waltman, B. (2021). 2021 annual report on education spending in England (No. R204). IFS Report.

Greene, R. J. (2020). Strategic talent management: Creating the right workforce. Routledge.

King, H. (2023, September 12). Higgs Model of Employer of Choice - CIPD Assignment help. CIPD Assignment Help. https://cipdassignmenthelp.co.uk/higgs-model-of-employer-of-choice/

Leighton, K., Kardong-Edgren, S., Schneidereith, T., & Foisy-Doll, C. (2021). Using social media and snowball sampling as an alternative recruitment strategy for research. Clinical simulation in nursing, 55, 37-42.

Lukowski, F., Baum, M., & Mohr, S. (2021). Technology, tasks and training–evidence on the provision of employer-provided training in times of technological change in Germany. Studies in Continuing Education, 43(2), 174-195.

Preza, R., & Cooper, J. (2023). Talent Management a vetted employee perspective that activates a Mutuality of Partnership Interest.

Sutton, C., Prowse, J., McVey, L., Elshehaly, M., Neagu, D., Montague, J., ... & Randell, R. (2023). Strategic workforce planning in health and social care–an international perspective: A scoping review. Health policy, 104827.

Umans, I., Lybaert, N., Steijvers, T., & Voordeckers, W. (2021). The influence of transgenerational succession intentions on the succession planning process: The moderating role of high-quality relationships. Journal of family business strategy, 12(2), 100269.

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