(Solution) 5HR02 Talent management and workforce planning Assessment ID / CIPD_5HR02_22_01

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 300 words

Organisations position themselves up for success in the labor market by examining things like employer branding, employer choice, and competitive analysis:

Competitive analysis

Organisations should research the competition in their industry and area to find out how they are hiring for comparable positions. In order to maintain a competitive edge, organisations should study what their competitors are offering in terms of remuneration, benefits, workplace culture, etc. (Readers et al., 2023). Using this information, you may create a compelling talent pitch. In the webinar, my boss might talk about how your company is changing up its strategy in comparison to the competition (for instance, how they’re putting more emphasis on flexibility and wellness).

Employer choice

As Thirst Creative (2023) shows, prospective applicants have options. Therefore, organisations need to know what talent wants and how to establish their employment value proposition. My organisation has to brag about the amazing opportunity, culture, and room for advancement that their company offers. It is possible to draw on data on factors that influence employer choice, such as learning and development support and meaningful employment. The company’s reputation as an attractive place to work will rise as a result.

Employer branding

To be perceived as a desirable workplace, it is essential to have a solid employer brand. To appeal to the right demographics, businesses should discuss the interplay between their brand and culture (Stengel et al., 2023). Managers in the case study would do well to cultivate a positive reputation by using consistent language across all touchpoints, including alumni networks, social media, and employment websites. Both active and passive candidates are kept in the loop about the organization through campaigns that showcase brand values like as diversity, innovation, and community impact.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 200 words

Labor market trends and organisation resourcing decisions
PESTEL analysis analyses political, economic, social, technological, environmental, and legal variables (CIPD 2023). Through PESTEL, new labor market trends include:

• Political – Resourcing is affected by local hire legislation. Local and external applicants were recruited by the company. For compliance, my manager might partner with regional employment centers and retrain staff for open positions.
Impacts
To meet legislative requirements, the business had to work with regional job centres to recruit local individuals and implement retraining programmes to upskill current workers into new tasks (CIPD, 2022).

• Economic- The corporation reformed mixed-age teams and retrained individuals to fulfill different duties due to fewer older personnel.

Impacts

According to BoatMan (2021), internal job advertising for mobility, intergenerational team structures, and reskilling programs that integrate current employees into different jobs are needed to overcome the decreasing talent pool. My manager will optimize multigenerational teams and apply internal job rotations in the case study.

• Social- Now, remote work is expected as reported by CIPD (2021). After COVID-19, collaborative technology and workspace reorganisation enabled hybrid arrangements. My boss needs to explain how flexible infrastructure and output transformed remote workforce resourcing.
Impacts
Young et al. (2021) note that collaborative technology investments facilitate remote hiring. Redistributing workspaces for hybrid working would open new markets through dispersed resourcing

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 200 words

Rohaidi (2023) states that government active labor market strategies strive to meet future skills needs. Key aims include:
• Funding job center retraining programs to build in-demand skills.
• Offering training while employed through apprenticeship programs to fill skills shortfalls.
• Employers offering on-the-job learning may receive targeted education reimbursements or tax advantages.
• Collaborated with colleges/universities to provide industry-relevant curriculum.
Role of employers
To prepare employees for future skills needs, employers must be proactive. Levesque (2019) shows that they collaborate with instructors to provide in-demand role-specific reskilling programs. On-the-job rotations and internal apprenticeships retrain staff. Partnerships with educators give students curriculum experience and insight. Development opportunities finance additional training. In the case study, organisations should impose advocacy to communicate priority skills to the government. Together, these initiatives align skills.
Roles of Trade Union
Green (2019) reports that several trade unions are involved with UK-style joint consultative councils. UK trade unions will work with employers to design apprenticeship programs for green industries like offshore wind, advocating for training and requalification so members can transition skills from dying sectors like oil/gas extraction. This ensures workers can gain skills needed for future economic opportunities. On the case study, Unite and GMB will likely discuss future skills and training at the CIPD webinar. Unions advise my manager on apprenticeships and skills auditing as UK JCC participants.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 275 words

Positive Impacts

As shown by Vain (2023), the organisation now has a complete understanding of its talent demands and gaps due to workforce planning. That way, it can fill current and future positions with the most qualified candidates by actively seeking out and nurturing talent. Now that we have a clearer idea of who needs what talents, my new manager’s resourcing team can concentrate on finding and hiring the best candidates. Participants’ issues regarding managing staff and workforce planning can be discussed during the forthcoming popular CIPD webinar, which my boss will be presenting. This technique will assist identify clear career routes for current employees, which will aid in their retention. Managers have the power to maximize production by efficiently deploying talent.

Without completion of workforce forecasting and planning, the firm would not have a comprehensive picture of its future personnel needs. If this continues, large gaps may form between the supply and demand for workers, predicts Nouri (2018). The present staff’s skill sets might not be suitable for the company’s future demands. If there isn’t enough management of the talent pipeline, the company will not be able to train itself to fill future positions. This can lead to a lack of essential skills (LinkedIn, 2023) in an organisation. Both productivity and the capacity to seize new possibilities could be gravely impacted by this skills gap. It would also make last-minute outsider hires more common.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 275 words

How well it works- It ensures leadership continuity by methodically identifying high-potential personnel and developing them for future responsibilities.
Pros- Helps build up existing staff, keeps institutional knowledge in-house, and cuts down on expenses associated with recruiting outside help.
Cons- Talent can become outdated if not updated periodically; may fail to keep up with new skill needs.

• Analyses of skill gaps and inventories
Identifying gaps can be done proactively by cataloging present staff abilities and comparing them to future requirements (Ozgoodman, 2023). If there are any shortages in skills, workforce plans can help fill them by reskilling current employees or bringing in outside talent. Strategic talent management and rigorous workforce forecasts are made possible with the help of tools like skills gap analysis and succession planning.
How well it works- Offers a snapshot of present skill sets as well as a prediction of future needs, enabling focused efforts to fill in any gaps.
Advantages –  Workforce planning finds out what skills are needed now and in the future, which helps with allocating training funds.
Cons-  It provides just a static image; it does not account for how markets are always changing or help fill in development gaps.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 275 words

Contingency Planning

According to the Indeed Editorial Team (2021), a contingency plan is a strategy for the workforce that takes into account the possibility of interruptions, such as the departure of important employees or changes in the company’s requirements. It prepares for any disruptions by creating alternatives in advance, so that appropriate replacements or transition plans may be prepared to keep operations running smoothly.

•     Approach to reduce risk during the implementation secession planning

As shown by Allen (92018), one approach is to cultivate a deep bench of talent for every key position. Organisations should plan by identifying two or more possible candidates who could take over the post, rather than simply one main replacement. If the designated successor is either unable or ill-prepared, this provides a fallback plan. To make sure there’s always a competent replacement, it’s a good idea to train several potential heirs at once using targeted growth strategies and in-house training. It diminishes the organisation’s vulnerability to disruptions and decreases its reliance on any one person.

·      Approach to reduce risk during the implementation Contigency planning

A multi-skilled workforce that can fill in during emergencies can lessen risks for our organisation. Staff can be reallocated internally if needed (Mindtools, 2023). Development of cross-functional abilities was essential to maintain operations amid my company’s restructuring. At my manager’s CIPD webinar, I will ask how they detected role overlap and created on-the-job skill development. Their experience in establishing a backup workforce strategy can reduce change disruption risks for attendees.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 275 words