5HR02 Talent Management and Workforce Planning
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
Guide
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.
Guide
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.
Guide
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
Guide
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.
Guide
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
Guide
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.
Guide
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
Guide
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
Guide
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.
Guide
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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