-75%
Solution
1.1
Adopting the definition of CIPD (2023), competitive labour market entail inclusive of immense buyers and sellers and neither influencing market wages. For instance, in the webinar, it would be important to note that the restructuring organisation would need to appropriately position themselves in competitive market.
In terms of how organisations position themselves for the purpose of competing in the market, the approaches include;
Competitor analysis
This is identified in CIPD (2022) as a process of analysing workplace characteristics including rewards and benefits, remote (flexitime) work, contracts, work-life balance and conditions of workplace impacting their operations. The organisation going through a restructuring would prioritise on use of data for differentiating resourcing and people management approaches.
Employer of choice
According to Mupanemunda (2020), an employer of choice is an indicator that the organisation culture, leadership strategies and staff engagement practices are appropriate for likely candidates and existing employees. The outcome of this is development of employee value proposition which is core to becoming a top ranked employer. As part of the Webinar presentation, CIPD Good Work Index could be quoted which entail dimensions for the organisation becoming an employer of choice. This is in areas of improved pay, contract, job security, employer of choice and better health and wellbeing initiatives.
Employer branding
This is noted to entail image of the organisation under restructuring to minds of their job seekers. An appropriate employer brand could be attained by prioritising on diversity and inclusion, appropriate work relations, value proposition and communication of vision and mission (CIPD, 2022a). The resourcing strategies ought to harnessing inclusion, fairness in policy development and prioritising on rewards for staff motivation.
1.2
Tight and loose labour markets
Adopting the definition of CIPD (2023a), tight labour markets entail job openings being plenty with available employees being scarce. Basically, during the period of significantly high demand, labour market is noted a being tight. This is with unemployment being less with multiple unfilled job opportunities.
Also identified as labor market slack, loose labour market is characterised with multiple underemployed employees or unemployed candidates compared to job openings available. According to de Haan and Wiese (2022), loose labour market lead to bargaining power held by the employer as many people are looking for jobs.
By using PESTLE analysis (CIPD, 2023b), it is possible for the restructuring organisation to prioritise on local and international factors. These would include;
Economic Trends– Post COVID-19 pandemic, flexible working arrangements has been in the rise. In CIPD (2022b) report, it hypothesis that more than half (51%) of employees note they leverage on flexible work plan in their current function and this is under development. In past 6 months, a higher than a third of entities at 37% have contributed to an increased request for flexible working.
As part of the organisations resourcing decisions, they have been impacted by need for reorganisation. The case study organisation under restructuring, employees would be reorganised in terms of flexible working. This is in terms of working hours and technology use (Austin-Egole et al., 2020).
Social factors– One of the current factors globally is fewer elderly people working. In UK for instance, ONS (2023) report hypothesis that individuals of age more than 65 years have increased from 2011-9.2 million to more than 11 million at 2021. In an international context, KPMG (2017) identify more than 60% of global workforce. This means the existence of less elderly employees in workplace.
The impact of this trend is ensuring that different resourcing approaches are used considering the restructuring organisation. This is by enhancing diversity and inclusive cultures, environment impact and income equality. Through this strategy, it is possible to enhance the millennials to accept job offers influencing the level of retention.
Legal factors– One of the significant legislation which has passed relate to hiring of local employees. For instance, in Saudi Arabia, the Ministry of labour has put in place appropriate policies and legislations for hiring Saudi Nationals quota.
The impact of this trend include changing in the recruitment methods for the case study organisation. As a best practice, the use of modern technology in recruitment contribute to assisting local Saudi Arabia employees. This is particularly important for women who are increasingly accessing civil engineering jobs and careers in the country more than previously.
1.3
Government
The governments are involved in supporting skills development through an introduction of policies and reforms in education sector. For example, considering UK context, apprenticeships programs are supported and funding appropriately (Morgan et al., 2023). This would be the case for the restructuring organisation in the case which would be used appropriately. A different approach of government facilitating future skills development is by pursuing reforms in the vocational and technical learning in the Skills for Jobs White Paper. In particular, there has a recent introduction of Sainsbury Review for Post-16 skills leading to governments reforming technical learning for assisting the leaders in achieving skilled employment (CIPD, 2023c).
Employers
At all times, employers support learning in modern workplaces for ensuring individuals possess appropriate skills and knowledge for achieving set objectives and goals. For instance, for the organisation to successfully implement their restructuring, they would pursue a formal learning strategy and job-oriented strategies (CIPD, 2022c).
Further, formal learning entail feedback holistic capacity development opportunities. This is through the job-based strategy including assignment, secondment, job shadowing, coaching and mentorship initiatives. Also, for the case organisation, they could enhance partnering with learning institutions for guaranteeing graduates possessing skills set (KPMG, 2017). For the case study organisation, being an employer of choice, they would ensure they are partnering with higher education institutions for acquiring the required skills and knowledge to venture in their business environment.
Trade Unions
These are involved in pursuing learning surveys and granting their membership with impartial data and information pertaining to the form of learning they need to pursue (Tapia & Alberti, 2019). The trade unions offer support in learning process by offering fully fledged funding. For instance, considering Union Learning Fund (ULF), they offer apprenticeship funds and also Collective Learning Funds (CLFs) accessible in UK by involving trade unions for ensuring learning affordability (Ansari & Khan, 2020). Union Learning Representatives (URLs) work in collaboration with entire teams for ensuring their members are accessing appropriate skills and learning process.
2.1
Workforce Planning– This is defined in ATALAN (2022), as a process followed to balance labour supply and demand. To achieve this, an analysis of today and future workforce needs, workforce gaps noted and putting in place measures for addressing the gaps. As part of the Webinar in the forthcoming CIPD branch event, workforce planning can be identified as engaging appropriate individuals with best skills required. The different workforce planning principles are strategic and fully aligned. It is essential aligning the changing business demands with people strategy.
Also, agility as part of the workforce planning entail best practice in understanding the scope of volatility, uncertainties, complexities and ambiguity (VUCA) impacting the labour market.
Positive impact of forecasting
According to Parschau and Hauge (2020), through an effective workforce planning, labour costs would be reduced in favour of workforce deployment and flexibility. Also, for the organisation being restructured, the best practice entail identifying and responding to changes in clients demands. This is while identifying appropriate strategies for focused individuals development. Further, Kumar et al. (2021) note that for the case organisation increasing performance, reduced labour costs and identifying employees growth.
Forecasting impact if not done
Through an effective internal and external forecasting, it would be possible to appreciate influences of labour supply and demand in place (Hervas-Oliver et al., 2021). The internal forecasting relate to anticipation of existing labour skills in areas of promotion, job transfer and retirement. Failure of implementing forecasting would mean that the external factors including economy, social, technology and laws are not put in place. Also, a negative impact on labour supply and demand. Also, with forecasting labour supply and demand being evident, the case organisation could be lacking core talents and skills required for goals achievement.
Impact of gap of workforce supply and demand
The impact of gap of demand and supply can be labour shortage, lacking skills and increase in costs of labour (Song et al., 2021). The gaps are managed through upskilling available workforce by formal learning process, coaching and mentoring strategy and support for lateral moves and secondment. For the case organisation going through a restructuring, succession planning and retention approaches are put in place. This is to promote culture of L&D strategy. This is in areas of appropriate remuneration, job securities and work-life balance.
2.2
9-Box Grid
This is identified in Al Aina and Atan (2020) as being workforce planning tool applied in mapping out existing workforce in regard to their performance and potential. For different employees, their plotting is in the grid evidencing reduced potential and performance and increased performance with high-level potential. The pros of this approach include easily used in analysis of the entire workforce needs. Also, it is possible for the employer understanding the prevalent state of workforce in regard to capability and improvement areas. The cons of the tool include unclear metrics being applied to measure a person potential (Gupta & Singh, 2020). It is also challenging differentiating people performance hence managing biasness in people making assumptions.
Scenario Planning
In a successful implementation of succession planning, the manager due to provide Webinar session would need to image existence of likely futures influencing workforce and business needs (Tavana et al., 2022). These are laws, technology and the public behaviours. Further, for the organisation, this technique is relevant for understanding workforce through enhancing ranking of internal and external factors influenced by uncertainties. The pros of this is ensuring risks are successfully minimised. Also, a broad appreciation of environment and effective decision making is achieved. Nevertheless, the process consume immense time to implement. Also, it is a process pursued for a significant amount of time like several days with consistent monitoring required. For effectiveness, implementation need to be regularly pursued.
2.3
Succession Planning- This is defined in CIPD (2022c) as a process used to identify and develop talents for filling leadership and business-critical positions for future. When skills shortages are evident, succession planning achieve high-level popularity and appropriate for large and small organisations. In the past, succession planning was pursued through selecting an employee to be passed through succession planning, develop them to occupy leadership positions. Today, a more in-depth continuous growth process is implemented including secondment, formalised learning, coaching and mentoring. As part of the Webinar, it is appropriate to note that through succession, best leaders are internally engaged rather than inviting new employees.
Contingency Planning– According to Indeed Editorial Team (2022), this is used in identifying an organisation responding when disruptive situations are occurring. This is for creating plans aligned with risks, resources and goals of an entity of employment. Considering the organisation going through restructuring, this would be appropriate for anticipating for labour market tightness and then prioritise on appropriate remuneration and competitive gains for attracting and retaining talents.
Approach reducing risk in succession planning– To reduce risks, the approach which can be adopted is the talent management. According to Jindal and Shaikh (2020), this is used to identify and develop the future leaders of this organisation. Hence, for the case organisation, it would not only prioritise on the top but similarly core functions and major positions for entire organisation levels. Through this, succession planning would assist case study organisation in preparation of contingency through an adequate readiness for employees advancing their position.
Approach reducing risk in contingency planning- Upskilling strategy is used in ensuring risks are reduced by guaranteeing a holistic adaptability. According to George et al. (2023), through an adequate investment in development of available employees and offer opportunities for growth, it is possible retain valuable talents and minimising the necessity for layoffs.
2.4
Recruitment
Advertising vacancies in organisation website
This is a recruitment method where the available jobs are posted in the organisation website (Callaway et al., 2021). The advantage of this include the capacity of provision of clearly identified functions being an employer with elaborate expectations on candidates. Also, the advertisements end up improving the employer brand as potential employees will be able to review other information pertaining to the organisation in the same webpage. For disadvantages, it is cost intensive managing the organisation website continuously. Also, some of the potential employees would lack insights on access of the website details.
Building Effective workforces– For the organisations with websites, they provide a segment where jobs are posted. This contribute to development of an effective workforce ready to venture their operations.
Social Media
This recruitment method include using different platforms of social media including LinkedIn, Twitter and Facebook. The pros of this approach include large talent pool attracted. Also, their diversity is similarly improved since there is no requirement for the employees to be based in a particular jurisdiction. For cons, going against the law lead to candidate rejection with access to candidates. Also, it is time intensive to implement successfully.
Building Effective workforces– The popularity of this approach is owing to post-pandemic and technology development (Lee et al., 2020). A large pool of employees ready to work through flexible work opportunities is established.
Selection
Interviews
These are appropriate for selecting best employees after their shortlisting from recruitment phase. The pros of this method include a clear appreciation of candidate international and communication skills and to gauge experiences and capacity of their jobs executing (Callaway et al., 2021). They could similarly offer employees with appropriate positive impression for the organisation being an employer of choice. The cons of the process include being difficult to use by some individuals. Also, it is uncomfortable for use leading to poor interviews performance.
Building Effective workforces– As part of restructuring, interviews would be appropriate to determine the best employees fitting the available opportunities. This is for success in the organisation operations.
Job references
This is an approach of selection applied in pursuing backgrounds evaluation for the sake of understanding of best employees holistically (Lee et al., 2020). The pros of this approach include offering facts and data pertaining to an employee performance, job title, criminal backgrounds and reasons they have left. The cons of this include providing less perspective of how candidates are suitable for their functions (Callaway et al., 2021).
Building Effective workforces– selection does not primarily prioritise on references only in regard to the case study organisation going to restructuring. This is for their successful leverage on the business environment.
3.1
Turnover
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