To build and maintain a reputation as an employer of choice, it is critical for Sun Energy to aim to offer better remunerations and benefits, provide opportunities for quality work-life balance, and focus on employees’ career advancement opportunities. Thus, the company can attract talented professionals through increased wages and proper policies such as health insurance, retirement savings, and programs encouraging people to protect the environment. According to Rua & Santos (2022), flexible work arrangements and supporting policies such as family leaves and mental health days will improve work-life balance more in Sun Energy, which is already considered an attractive company. Moreover, for personnel management, efforts must be made to encourage continuous learning and development activities, especially in the area of renewable energy technologies and sustainability practices, and matters concerning career development paths should be addressed to enhance talent retention and development in the organisation. Regarding employer branding, Sun Energy should establish a powerful branding strategy that defines the company’s mission and values, focusing on sustainability and innovativeness. This means there should be regular and cohesive postings on the company website, social media accounts, and all published job openings. Promoting activities that engage the company in sustainability and sharing the stories of the employees working on sustainability can enhance the brand’s value even more.

In addition, to enhance the company’s image in the organisational context, Sun Energy must meet high standards of transparency and ethical behaviour, presenting itself as open to employees and stakeholders. Thus, participation in sustainability projects and community activities will illustrate the company’s desire to minimise the effects of its actions on the environment and improve people’s quality of life (Cotton, 2019). Moreover, efforts to gain industry awards for sustainability and innovation and to develop generosity programs for its employees will support the company even more. Thus, by successfully addressing these areas, the company can build the necessary reputation as an employer and strengthen the image of a powerful brand, allowing Sun Energy to become an attractive workplace in the competitive energy field.

1.2 Examples of Changing Labour Market Conditions

Technological Revolution

There are many changes in the labour market resulting from advancements in technology. These advancements can result in a tight labour market requiring specialised skills. The upsurge in automation, AI, and digitalisation has resulted in employment opportunities and unemployment. For example, using robots in industries has enhanced efficiency but limited workforce employment. On the other hand, the technology sector has experienced increased employment opportunities for qualified personnel in fields such as artificial intelligence, cybersecurity, and data science (CIPD, 2024). This has led to workers needing to constantly upgrade their skills to adapt to the changing environment. Organisations are also spending on reskilling and upskilling initiatives to ensure the current workforce is relevant to the emerging digital economy.

Demographic change

Another factor affecting labour markets is changes in the demographic structure, including an aging population and declining birth rates. The workforce in many developed nations is becoming older, implying more retirements and reduced availability of workers (Boys, 2024). Consequently, the healthcare and eldercare industries become more popular as people grow older, whereas industries that still depend on young people, such as the technology and manufacturing industries, are becoming hard hit due to a shortage of employees. Organisations are adapting by enforcing policies to retain aging employees and attract young talent through working options and growth strategies.

Tight and Loose Labour Market Conditions

The scenario where unemployment rates are low, and the number of job vacancies is high is referred to as a tight labour market attributable to conditions where demand for specific skills or services outstrips the supply. For instance, the demand for technology that brings about AI and cybersecurity talent results in a skewed talent supply in the technology sector. Likewise, demographic changes that result in increased healthcare utilisation put pressure on the healthcare industry to provide more jobs. Both cases require employers to pay fair salaries and other benefits to attract and retain talent (Boys, 2022). Through fairness and different benefits offered, the highly qualified employees are engaged in part of recruitment and selection.

Conversely, when there is an excess supply of labour compared to the demand, a situation characterised by higher unemployment rates and fewer job openings is referred to as a loose labour market. This broadly applies to techniques that substitute manual work, thus eradicating employment opportunities for numerous manufacturers that do not require workers. Demographic shifts in labour demand and supply can also cause loose labour market scenarios in sectors that require younger employees. In addition, when the labour market conditions have sufficiency, highly qualified employees would be engaged in the organisation. This would positively contribute to the increased performance of the organisation.

2.1 Impact of Effective Workforce Planning

Forecasting Demand and Supply of Labour

Effective workforce planning is critical to organisations like Sun Energy since it provides a means of anticipating the need for staffing and hiring the right number of staff with the needed skills. This process includes assessing the existing workforce strengths and weaknesses and identifying what might be required in the future and how these could be met (Hayden, 2024). This process should be based on the company’s objectives, anatomy, and key strategic directions for staff planning. For Sun Energy, it would ensure that the workforce requirements properly reflect the corporate values and the changing direction to green energy. Based on the business proposals, markets, and technologies, a company can anticipate what types and how many employees it would need. For example, should Sun Energy continue to grow in the solar and wind energy projects, there will be employment opportunities for engineers, project managers, and technicians in the renewable energy field, especially in the solar and wind energy fields.

In addition, forecasting the supply of labour entails the evaluation of the existing workforce in terms of the skills, experience, and demography of the current workforce. This involves assessing factors such as employee turnover rates, when employees are expected to retire, and their internal mobility patterns within the company. For Sun Energy, one must learn about the current workforce to determine the gaps in knowledge and expertise. For instance, if for a particular organisation, it is observed that there are many employees with relatively high chances of retiring in the near future, then it is essential to think about how that place can be filled and the knowledge transferred to the new employee. Another important aspect of workforce planning is considering the external labour market to determine the available talent pool (Hirsh, 2019). This entails a look at the labour market demand, the existing and projected unemployment rate, and the education system to produce the required skills. For instance, if there is a shortage of renewable energy specialists in the market, Sun Energy may need to recruit and train its employees or partner with universities to supply it with the right employees.

2.2 Techniques Used to Support Workforce Planning

Using HR analytics and reporting to measure and monitor workforce trends and gaps.

This method compares the number, talent pool, and skill level of people now on hand with the anticipated demands arising from the organisation’s strategic goals. Effective workforce gap monitoring draws attention to the differences between the workforce’s capabilities today and what will be required in the future. This assists companies such as Sun Energy in identifying particular domains requiring recruitment or training (CIPD, 2023). For instance, gap analysis can show that additional engineers with specialised solar and wind technology expertise are needed as Sun Energy moves towards renewable energy. The utilisation of workforce trends and gap analysis facilitates improved strategic planning by elucidating the current and future needs of the workforce. It directs decisions about training options, resource allocation, and employment practices based on knowledge. However, doing a comprehensive gap analysis may be time-consuming due to the large amount of data that must be collected and assessed; hence, accurate data collection impacts the effectiveness of the gap analysis. Inaccurate or outdated information may result in poor planning and execution.

Developing contingency plans for different workforce scenarios.

Depending on various future forecasts, this approach creates several potential scenarios. Evaluating numerous elements like market trends, technology developments, and financial status helps companies be ready for a range of possible consequences. Contingency plans help companies forecast and prepare for numerous plausible situations. Sun Energy must be flexible in adequately managing the changes in the renewable energy industry. By considering different scenarios, organisations can make more informed decisions. For example, Sun Energy can use contingency planning to evaluate the impact of various regulatory changes on its workforce needs and develop strategies accordingly. However, creating and analysing multiple scenarios can be complex and resource-intensive (CIPD, n.d). It requires a deep understanding of various factors that could impact the organisation. In addition, while contingency planning prepares organisations for different futures, it cannot predict the exact outcome. There is always an element of uncertainty, and unexpected events can still occur.

2.3 Recruitment and Selection Methods

Recruitment Methods

Employee Referrals:

Related Papers

-75%

(Solution) 5OS06 (AC3.3) Assess two specific business benefits that can accrue to organisations which invest in first-rate, up-to-date, evidence-led leadership and management development programmes

List of Questions

Add to cart

Solution Increased Employee Engagement For a company like Saudi Aramco that is within a competitive industry, a robust leadership development

-80%

(Solution) CIPS APGM Contract & Category Management in PS&M

List of Solutions

Add to cart

Solution Executive Summary In this integrative business report, category and contract management in Wood Plc organisation has been evaluated. Specifically,

-80%