(Solution) CIPD 2024 5HR02 Talent management and workforce planning Assessment ID / CIPD_5HR02_22_01

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 First step is to create a value proposition for your employer: the company’s core values that make up its higher employer brand are called an Employer Value Proposition (EVP), and this include the financial and non- financial benefits such as when the organization respect different culture, diversity and inclusion, and provide the life work balance and give the chance to develop their employees professionally and personally. And that will allow the employees to stay with their employers for long term. (Armstrong, 2012).

Second step is to create a communication plan: the Employer Value Proposition (EVP) reflects what makes the organization exceptional for the searchers, but it may need to be tailored and assigned to the target audience. That will reflect through the communication channel that the organization use. Also, we must ensure that we are utilizing the communication channels that are appropriate for the talent we are seeking for such as in LinkedIn we must mention the organization filed to be more accurate.

Third step is implementing the content strategy:

The company can attract the talented people through the content shared in the social channels which will give the employer the chance to present itself to be a desirable and the aimed employer. For example, our organization always sharing the activities that values their employees in their work anniversary celebration, birthday gift, newborn gifts, and for wedding gifts.

Competitive Labour Market– This is defined as a phenomenon where the employers focus to acquire skilled employees with high qualifications (CIPD, 2023). In this regard, the organisations compete for labour where costs and demand/supply dynamics influence success in the competitive labour market.

The importance of competitive labour market in modern organisations is organisations appropriate positioning to recruit best employees where an appropriate and competitive pay provided.

To achieve appropriate positioning in competitive labour markets, the best practice include;

Competitor Analysis– This is a strategy adopted in identifying competitors in an industry and to research their recruitment strategies (Bown & Souto Otero, 2020). To position themselves in the competitive labour market, competitor analysis information obtained guide on identifying strengths and weaknesses of competing organisations. Hence, they come up with most effective strategies better than their competitors hence appropriate positioning. Also, the outcome assists understanding best practice in enhancing organisation strategy.

Employer of Choice– Using the Higgs Model of Employer of choice (CIPD,2019), an organisation can provide their employees with good opportunities and best working environment. As a result, the employees prefer working in such an organisation hence identified as an employer of choice for many. The defining features of employers of choice include strong leadership system, competitive-based remuneration, highly engaged staff, meaningfulness in their work roles and highly attractive organisation culture. Hence, crafting a strong culture is essential.

Employer Branding– As defined in CIPD (2022), employer branding entail perceptions held by people regarding an organisation value and work environment. For appropriate positioning in competitive labour market, an organisation develop a unique brand among all employers and potential employees. Hence, the organisation has a set of attributes and qualities, intangible which make it distinctive. The employer positions themselves as they promise a specific form of employment experience, and appealing to those people who would thrive and perform best in their culture.

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For example, during the COVID-19 pandemic has significantly impact on the economy and labour market, which lead the employers to implement different of strategies to prevent turnover and layoffs, such as hiring freezes, redeployment, rotation in the workplace, and salary flexibility. In addition, companies draw their attention to pay high salaries to their employees, improve the recruitment strategies, must set a succession plan to measure the performance of the employers and the productivity. That will increase the development of the employment brand in fewer changing in the market labour conditions.  

The high demand of using new technology such as replacing people and roles with machines or software, in our organization the onboarding and recruitment process automated in system called ATS which allows to make the market labour more productive.

Demographic trends mean to involve the boomers in the workforce as fast as the young employees, accordance to demographic changes. Immigration has helped close the gap, but it is taking longer now.

Many companies, particularly those in the service industries, have most likely become accustomed to having an abundance of low salaries labour over the years. This is the initial time they were forced to compete for employees. CIPD,(2023).

Rise in Flexible Working Arrangements- As evidenced in CIPD (2019), post COVID-19, the demand for flexible working plan has significantly increased. In UK for instance, LinkedIn (2023) report hypothesised that 64% of the employees were satisfied with this arrangement with an 80% increase in flexible working.

The impact of this trend has been organisations preferring recruitment agencies for meeting the demand. Also, employees are passed through capacity development to acquire skills for an effective flexible working.

Ageing Population–  In UK, GOV.UK (2023) report hypothesise that 71.3% of people aged 50 to 64 years were the labour market. The impact of this trend has been social media is preferred in recruitment to attract Millennials and Generation Z. Also, during recruitment, they are promised total rewards including career growth opportunities as that is their preference.

Unemployment Rates– Internationally, existing global economic challenges have contributed to an increase in unemployment rates (Ganong et al., 2020). With high number of potential recruits existing, organisations prefer to use less costly recruitment strategies such as social media, organisations websites and referrals.

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In consequently, trade unions play a critical role in supporting the development and acquisition of future talents. CIPD, (2023). Also, the support of union training representatives, who will connect employees to the relevant resources and training alternatives, allowing them to gain the experience and skill needed to fulfil the new quality requirements. lastly, employers should be considered as essential collaborators in the advancement of future skill acquisition and development. Organisations will need to develop standards for future skills for employees to understand the criteria by which they will be evaluated and with which they must comply in order to keep their competitiveness as employees in the labour force. (CIPD Factsheets, 2023). As a result, companies must perform comprehensive and accurate evaluations of market trends, alterations in customer desires, tools required to achieve those demands, and cutting-edge technological solutions.

Government

Policy and legislations development for continuous learning– In different countries, governments are involved in passing legislations and also policies enactment. These policies are involved in providing the employees with an opportunity to receive grants and also support for future skills development. For example, Saudi Arabia government has passed the Saudi Arabia Labour Policy (Khraif et al., 2019). This is for increasing access to skills by employees for future development.

Apprenticeships– For UK, government funds upto 97% of apprenticeships with 3% covered by the employers. This offer an opportunity for an increased skills development by employees (CIPD, 2023). The support has improved access to high-level apprenticeships, further education opportunities and developing skills.

Employers

Succession Planning– Employers identify and recommend capacity development opportunities to occupy leadership and management positions in future. Succession planning enhance the ability ascend higher job positions (CIPD, 2022a).

Continuous learning culture– An appropriate culture is initiated by employers for harnessing continuous development strategy. This is for encouraging employees in acquiring future skills.

Trade Unions

Training Schemes– Trade unions initiate these schemes for ensuring guidance on new learning opportunities and supporting continuous development. Future skills are hence effectively attained hence an increased credibility for future-based sills.

Learning Representatives– Trade unions represent their members (employees) in requesting organisations to facilitate them with capacity development opportunities for future skills growth. In Kelly (2019), learning representatives improve employees voice and securing future skills acquisition.

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 Second, identify the most efficient strategies for focused human development in the company by offering learning opportunity and conduct rotation in different area to booster their knowledge.

Third, to know how to utilize the best talent in the company to achieve the business goals and to reach the strategic value such as to guide the new talented managers how to be fair with their team and at the same time how to be more productive in work.

Fourth, improve employees’ work-life balance by activate the work remotely, early leave one hour before the end of the working hours for the employees once a week.

To sum up, to be able to implement the workforce planning we have to involve the managers who will support their deputy managers and team leaders. “Monitor and evaluate action plans and solutions: Develop and agree a set of actions with appropriate support and information for managers and regular reviews of outcomes. Design and embed clear evaluation processes into all stages of the process.” CIPD | Workforce Planning (2023).

Workforce Planning– This is identified as an important business strategy used in aligning organisation changes needs with people practice (CIPD, 2022). The importance us using workforce planning is to manage different challenges and issues, preparing for initiatives for supporting achievement of long-term organisation goals. The best practice include application of the 5 Rights Model by Taylors Model.

The positive impact of effective workforce planning include;

Reduced turnover– Through an effective workforce planning, Okwakpam (2019) note that employees turnover is significantly reduced. This is with the most qualified employees engaged. This is possible since all learning opportunities are analysed and marketplace trends identifying job positions to be pursued.

Improved professional growth– By successfully implementing workforce planning, it is possible to ensure skilled employees are resourced. This is by noting on skills deficit and recommending on best L&D strategy (Boselie et al., 2021)

Impact if forecasting is not done

According to Alicke et al. (2020), failure in appropriately implementing the forecast of internal and external supply of labour lead to challenges of resourcing. This is at the same time labour market challenges affected in the organisation. The rationale of this is that internal growth factors are not a priority and failure in embracing required technologies.

Impact of gap of workforce supply and demand

The need of pursuing workforce planning is for managing the demand of workforce and supply approach to facilitate success and efficient operations. This entail guiding the organisations in ensuring they are successfully replacing job opportunities unoccupied (Drennan & Ross, 2019).

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The first technique to support the process of the workforce planning is, managerial judgment which will allow the managers to know the challenges and issue that they will face in this role and what are expecting from them as managers based on the pervious data and current. Such as for the new managers we must give them a training on how they can evaluate their team in the mid- evaluation and end year evaluation with full respect and fairness. (What Is Managerial Judgment?, 2020)

The second is “ratio analysis premised on production are used for job related to producing a business’s good or service. Ratio analysis based on past employment are generally reserved for projecting support or administrative staffing needs.” (What Is a Ratio Analysis of HR Forecasting?, 2017). Moreover, there are different example of ratio analysis such as profitability ratios, solvency ratios, liquidity ratios, turnover ratios, and earnings ratios.

Nine Box Grid Tool

In workforce planning, this is identified as a technique used in dividing and plotting the employees in 9 different key data points. The relevance of this in workforce planning is identified in Ramya et al. (2019) as successfully evaluating the staff performance levels and potential growth for fitting them into the 9 segments of the grid. This method is very useful in workforce planning as it enables people practice professionals to view their overall workforce  or particular departments/functions/positions at a glance and how they are integrated.

The strengths of this technique is that it is easy in using as it is simple and clearly established structure. Only the staff strengths and weaknesses are put into account for matching them into the right boxes. Also, it leads to workforce planning being easy owing to clarity created  to ensure staff receive expected support and guidance (CIPD, 2023).  For drawbacks, ranking of employees in the lower level grids means that they would feel their career prospects are limited. The outcome of this is increased employees turnover.

Ratio Analysis

This is a method used in identifying the skills and knowledge which are demanded by an organisation to harness their operations effectiveness (Timilsina et al., 2020).  The effectiveness of this approach include establishing future demand for human resources by calculation of ratio of specific business factors and the number of employees required by such an organisation.

The strengths, this method offer detailed information  regarding financial performance, profits acquired, liquidity and efficiencies. Also, in CIPD (2023), it is identified as assisting stakeholders in making good decisions and identifying improvement areas.

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