CIPD Level 5 Assignment Example | 5HR02: Talent Management and Workforce Planning
Are you struggling with your 5HR02 Assignment? We’ve got the solution for you! Check out our CIPD assignment help Writing services.
CIPD Level 5 Assignment Example | 5HR02: Talent Management and Workforce Planning
Task 1: The presentation must include:
- An explanation of how organizations strategically position themselves in competitive labor markets. (AC 1.1)
- An explanation of the impact of changing labor market conditions on resourcing decisions. (AC 1.2)
- A discussion on the role of government, employers, and trade unions in ensuring future skills needs are met. (AC 1.3)
- An examination of turnover and retention trends and the factors that influence why people choose to leave or remain (AC 3.1)
Sample Answer: Talent Management and Workforce Planning Slides
- Workforce PlanningAn analysis of the impact of effective workforce planning. (AC 2.1)
- An evaluation of the techniques used to support the process of workforce planning (AC 2.2)
- Explain approaches to succession and contingency planning aimed at mitigating workforce risks. (AC 2.3)
- Assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces (AC 2.4)
- Compare different approaches to developing and retaining talent on an individual and group level. (AC 3.2)
- Evaluate approaches that an organization can take to build and support different talent pools. (AC 3.3)
- Evaluate the benefits of diversity in building and supporting talent pools (AC 3.4)
- Explain the impact associated with dysfunctional employee turnover. (AC 3.5)
Contractual Arrangement and Onboarding
- Assess suitable types of contractual arrangements dependent on specific workforce needs. (AC 4.1)
- Differentiate between the main types of contractual terms in contracts. (AC 4.2)
- Explain the components and benefits of effective onboarding. (AC 4.3)
Talent management and planning encompasses different approaches that help the HR department to have the most qualified personnel to work in the organization. As such, there are different key aspects that are associated with talent management and planning including workforce planning, promoting staff retention, and best onboarding practices. This report covers different aspects relating to talent management practices. In particular, the report has three chapters. The first chapter explores the different workforce planning practices, their effect on the company as well as their impact on the company and the workforce. The second chapter covers different aspects of retaining the best talent, building and supporting the talent, and prevention of employee turnover. The third chapter explores different aspects relating to contractual arrangement and onboarding.
Workforce planning is part of the workforce management practices that are used for the prediction of the number of employees that are needed in an organization at some point for the appropriate action to manage them to attain organizational goals. Workforce planning is applied in organizations to solve numerous long-term and short-term goals.
Cost Reduction: Through analysis of the different future scenarios, workforce planning helps to determine the most appropriate and cost-efficient method to hire local talent and place them at the working site or outsource operations to contingent service providers and freelancers. By proper workforce planning, it becomes possible to reduce the cost of unexpected attrition for better talent recruitment and management.
Efficient Talent Recruitment and Management: When the organization is able to plan and recruit staff in an appropriate manner, it becomes possible to have the right workforce. On the same note, it allows for the organization to conduct the appropriate training for them to master applications and adopt new strategies.
Improves Business Agility: Proper workforce planning helps to build flexibility in the workforce and avoid uncertainties. Workforce planning helps organizations to practice well in a manner that allows assessment of filling of gaps based on the prevailing conditions
There are different tools that are used in workforce planning. A workforce strategy map is a map that shows how the workforce planning activities aligns with the larger organizational goals. The board of directors sets the strategy for the organization and it is derived from the following factors: demand and supply in the labor market; products and services the firm is already producing, and what the competition is doing (De Bruecker, 2015). Another tool is the 9 grid potential matrix, which assesses the current and the future potential of the employees in ensuring that there is a proper assessment (De Bruecker, 2015). This is done to assess the current potential, which categorizes into four stages: development potential; insufficient, sufficient, good, or excellent state. If the performance assessment indicates a low level, it necessities improvement, as part of the workforce planning.
There are two broad successions and contingency planning that help in mitigating the workforce risks.
The succession plan is developed to ensure that there is continuity in the provision of HR services. In this case, based on the level of qualification and experience, the HR manager succeeds the HR director due to the high level of experience and qualifications. The HR manager is succeeded by an HR advisor, who can be succeeded by the HR assistant. This helps in ensuring that there is business continuity.
Career Development Plan
The HR manager who is the possible successor to the position of the HR director needs to improve the skills through training. Some of the essential skills that he needs to acquire include conflict management, the use of technology in HR, and policy development.
- The process of hiring entails recruitment and selection. The process of recruitment encompasses the overall process of identifying and attracting applicants to fill a certain position. There are different methods of recruitment including direct advertising for the position in the media, talent pool databases such as linked in; employee referrals; internal recruitment; and internships and apprentices (Vadeboncoeur, Foster & Townsend, 2018). Adverts are placed on different platforms including career sites, job boards, social media, newspapers, print and radio, and industry publications. The process of screening encompasses the process of selecting the most qualified personnel to fill the specified positions (Vadeboncoeur, Foster& Townsend, 2018). There are different methods of selection including face-to-face interviews; telephone interviews; cultural fit selection; vetting; and preliminary selection. Every method of selection has its merits and drawbacks. In-person interviews are the face to face interviews where candidates are taken through a narrowed screening process where they demonstrate suitability to acquire the position of interest.
|Placing Job Adverts||
· It additionally gives exposure to the employer on the industry and lifts your organization’s reputation.
· The strategy gives an opportunity to place adverts on your vocations site, worksheets, online networking, and industry distributions is an astounding method to discover loads of candidates.
External advertising is an expensive method of recruitment because it requires a lot of money to place adverts on mainstream media.
If the employer does not target the ads well, it could attract so many applicants while only a few are qualified.
|In-person interviews||· The process saves time in the selection process.
· The process allows for better assessment for one on one interviews.
· There is no room for partiality when doing panel interviews.
· It allows for better scrutiny of the candidate.
|· It could lead to delays as the team gets to settle down on a single candidate.
· The method has a direct impact on the production/
· The process could lead to pressure on the candidate and make him/her not exhibit quality traits on qualifications.
The process of placing adverts has its merits. First, it gives exposure about the employer to the world, which improves the organization’s reputation. Secondly, it also gives the organization an opportunity to select the best-placed candidate by accessing a huge number of candidates (Patterson et al., 2016). However, on the downside, placing external advertising is an expensive method of recruitment because it requires a lot of money to place adverts on mainstream media. In addition, if the employer does not target the ads well, it could attract so many applicants while only a few are qualified. Personal interviews are conducted by panelists thereby saving time for the subsequent scrutiny (Patterson et al., 2016). In addition, the process allows for better assessment for one on one interviews as candidates are given an opportunity to explain themselves. Further, there is no room for partiality when doing panel interviews. Further, it allows for better scrutiny of the candidate. In regard to weaknesses, the organization could lead to delays as the team gets to settle down on a single candidate. The method has a direct impact on the production and it also leads to pressure on the candidate and makes him/her not exhibit quality traits on qualifications.
Methods Of recruitment
- Recruiting internally- this approach entails selecting employees from within the organization. This approach is appropriate when selecting workers to fill higher positions that may require that one has enough background information and experience in working with the organization (CIPD, 2020). This method creates an opportunity for employees to grow in their careers, enhance their motivation, morale, and level of retention.
- Using recruitment agencies and social media- the organization relies on third-party firms to conduct the process of recruitment on behalf of the firm. This method is appropriate when the firm has no well-established HR department (CIPD, 2020). It is also appropriate when dealing with positions that require specific technical experts to hire skilled persons.
Advantages of using Social Media
- Increase in job visibility: employers are able to get a higher response rate when using social media to communicate of job opportunities. This is an advantage because the organization will have a chance of getting as many applicants as possible, which increases the chances of getting more qualified applicants (CIPD, 2020).
- Higher quality candidates: due to the great referrals by people to their qualified counterparts, social media provides an easier method of accessing qualified personnel. Social media also has an opportunity of targeting specific groups of people by posting to their social groups including professional bodies, thereby increasing chances of getting better-qualified candidates for the position (CIPD, 2020).
Disadvantages of using social media
- High Volume of Responses: due to the access of the post to many people, it forms the basis for so many applicants some of which are not qualified. The huge volume of responses makes the process of selection to be complicated and time-consuming (CIPD, 2020).
- Too impersonal: social media does not give an opportunity for the employer to hold in-person interviews, which makes it difficult to determine if the candidate will fit into the organizational culture. It may be difficult to get the personal attributes of the candidate (CIPD, 2020).
An organization can apply different approaches to help in staff retention and alleviate the huge cost implications that are associated with staff turnover. Some of the commonly applied methods include use of competitive compensation (salaries and benefits), staff interviews, and flexible working conditions (Jang& Kandampully, 2018).
Below is an analysis of each method with elucidation on the pros and cons in a table.
|Provision of competitive compensation||·This is a direct method of providing staff retention and providing an incentive.
·It can be well-tailored to meet the individual needs on a case-to-case basis.
·This provides a direct motivation to the workers.
|·It can be copied and duplicated by competitors thereby making things worse as they offer attractive packages.
·This is an expensive approach that is not cost-effective in the long run.
·Can only be effective in the short term.
|Exit interviews||• They are suitable as they may give the HR some data with respect to the leave that could assist the association with improving and might maintain a strategic distance from practical turnover.
• They give significant bits of knowledge to the association with respect to the issues that the association could be confronting that were clear and could have been settled.
• They structure reasons for workers preparing to improve their abilities and information.
|If activities were based on the meeting, it is hard to have a development and roll out proper improvements to the association.
• During the meeting the representative could be dreadful of not cutting off the ties and may give data that isn’t significant to the association.
• The meeting could be directed in a domain that makes pressure on the interviewee making it hard to get clear and advantageous data.
|Total Reward Package||Poor Leadership|
flexibility and ideal work-life balance
career growth and promotion
Seek better opportunities for growth.
Unfavorable conditions such as longer working hours
Opportunity to have their time.
Employees may either stay or leave the organization due to various reasons. Employees may stay at the organization due to the provision of working conditions that are favorable, good remuneration, and flexibility at the workplace. Indeed, employees make consideration of the work-life balance to determine whether to stay or not. Employees may, therefore, decide to leave the organization if they are not well remunerated, they have poor working conditions, or they are seeking good career growth opportunities (Gong & Wang, 2019). Indeed, employees are motivated by the remuneration and growth opportunity. In this case, where they are provided with an opportunity to take on greater roles and responsibilities.
Benefits of Diversity in Building and Supporting Talent Pools (AC 3.4)
Employee diversity is the practice by an organization where they include a workforce of people with varying gender, age, religion, race, ethnicity, as well as cultural background.
- Increased creativity and enhanced ability in problem-Solving.: having a diverse workforce means that the organization employs people with different abilities and mindsets. Therefore, such people have diverse approaches and varied creativity in solving organizational problems (Bogers et al., 2018).
- Increased Productivity: Diversity in the workplace helps to incorporate people with varying abilities and talents, which translates to enhanced production. In addition, diversity also encompasses the inclusion of different sets of skills that generally determine whether the set of talents will fit in the organization for a common goal (Bogers et al., 2018).
- Positive organizational image and reputation: an organization that values diversity attracts a positive reputation as it is considered to value inclusivity thereby becoming well reputed by employees and the society at large (Bogers et al., 2018). This is an advantage as it promotes organizational popularity that ultimately leads to better performance.
Impact associated with Dysfunctional Employee Turnover (AC 3.5)
Dysfunctional turnover encompasses the situation where the best talent for the organization leaves the firm due to various reasons. This comes with different costs. Some of the common costs that are incurred due to the dysfunctional employees include the cost of advertising, selection costs, and opportunity costs (Gong& Wang, 2019). There is the cost of training staff due to the current skill gaps that comes with new employees. There is a danger of the indirect costs including tainted reputation and decreasing the morale of the employees and the overall productivity. The ultimate costs are great loss while understanding that recruitment and selection are time-consuming and require resources. Employees who remain in the organization are the best talent encompassed of the best performers (Gong & Wang, 2019). This happens because of various reasons that include inappropriate actions by the HR department and poor working conditions.
Chapter 3 – Contractual Arrangements and Onboarding
Types of Contractual Arrangements Dependent on Specific Workforce needs (AC 4.1)
A contractual arrangement encompasses an agreement between the employer and the employees, which stipulates the rights, responsibilities, duties, and employment conditions that constitute a legal relationship between the employer and the employee. There are three broad categories of contractual arrangements for the workforce:
Permanent employment contracts: A permanent employment contract is a form of arrangement where employees work on regular hours and are remunerated at an hourly rate or at a specific rate. This form of employment is appropriate for the workforce that holds special skills.
Fixed-term contracts: Fixed-term contracts are allocated a set time and date. For instance, employees could be employed on six months or one-year period. This form of contractual arrangement is appropriate when working on seasonal projects that take a specific time to get completed. Fixed contractual employees enjoy the same rights as the permanent ones but for a fixed period.
Casual employment contracts: This form of contractual arrangement are suitable for scenarios where an individual is interested in committing to work for the firm but there is uncertainty regarding the number of hours that the project will take.
Difference between the main Types of Contractual Terms in contracts (AC 4.2)
Contractual terms could be expressed or implied.
- Expressed Conditions: these are the conditions in a contract, which are clearly described as they are agreed between the two parties. Any action that contravenes the express contractual terms amount to a breach of the contract and liability is assessed and damages awarded accordingly.
- Implied conditions: these are conditions that are assumed to be acceptable by the two parties in a contract regarding the obligations. These may include conditions that are too detailed and are beyond the express terms. For instance, for employees, it is assumed that the employee ought to come to work on time but the contractual terms will not have these expressly stated in the contract.
Every organization has its own goals as well as processes for onboarding but there are key components and tools, which are considered key for a practical onboarding program.
Orientation is considered as the initial process that sets the tone for the new employees by introducing them to the organization. It provides for regular updates on initial plans, the intent, and the progress throughout the first one or two months. This process is beneficial as it shapes the person to understand the vision and the culture of the organization.
Functional training provides an overview of the organization’s activities, products, services, clients, and organizations systems. The training provides the employee with the opportunity to acquaint themselves with CRM and other operations systems. Functional training is beneficial to the employee and the organization as it places them on the right position to deliver effectively.
Clarification of role
For the first 30-60 days, the employees are undertaken through different sessions and discussions to make clarifications regarding the expectations, priorities, deliverables as well as communication for decision-making preferences. These sessions are beneficial as they help to attain organizational goals.
Assimilation into the team
Facilitated team session(s) help the newly recruited employees to be assimilated into the team, work in the right style and overcome the perceived hurdles. This process provides the organization with candid organization and team information for the successful navigation into the organization. These also help the employee to bond with others for the attainment of collective goals.
After 60 to 90 days, the organizational leaders review the competencies that are required for success in the role and assessment of how the new employee is aligned to the competencies. Through this process, the new employee develops an understanding of the organizational culture and identifies with the necessary adjustments in behavior.