: Resource and Talent Planning

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Name: (typed) Date: Tutor’s signature Date 5RST IHR105001 Title of unit/s Resourcing and Talent Planning Unit No/s 5RST Level 5 Credit value 6 Assessment method(s) 1. Written answers to questions Learning outcomes: 1 Understand key contemporary labour market trends and their significance for workforce planning. 2 Be able to undertake talent planning and recruitment activities 3 Understand how to maximise employee retention 4 Know how to manage dismissal, redundancy and retirement effectively and lawfully. Assessment brief/activity You are required to provide written responses to each of the following six questions: Question 1 Your organisation is based in two different countries (the UK and another country of your choice). Write a short account which briefly assesses the labour market trends in each country. In your account, briefly explain the significance of tight and loose labour market conditions and how organisations position themselves strategically in competitive labour markets. Question 2 Give a brief description of the role of government, employers and trade unions in ensuring future skills needs are met. Question 3 Briefly describe the main principles of effective workforce planning and give some examples of any tools that may be used for this. Question 4 Give a brief account of HR’s role in each of the following: - developing basic succession and career development plans - contributing to plans for downsizing an organisation - contributing to the development of job descriptions, person specifications and competency frameworks. Question 5 Explain some of the main legal requirements in relation to recruitment and selection and briefly assess the strengths and weaknesses of at least two different methods of recruitment and selection. Go on to explain briefly why people leave or remain with organisations and provide a brief summary of some of the costs associated with dysfunctional employee turnover. Provide a brief assessment of the strengths and weaknesses of at least two different approaches to retaining talent. Question 6 Provide a brief summary of the advice you would provide to your organisation on good and lawful practice for managing dismissal, retirement and redundancies. Assessment Criteria 1.1, 1.2, 1.3 1.4 2.1 2.2, 2.3, 2.4, 2.5, 2.6, 3.1 3.2 4.1 Evidence to be produced/required Answers to each of the six questions of approximately, 3300 words in total (divided appropriately across the questions). You should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration. All reference sources should be acknowledged correctly and a bibliography provided where appropriate (these should be excluded from the word count). Assessment Bank – HR Level 5 (QCF) 5RST: Resource and Talent Planning Answer all questions within approximately 3300 words (with a 10% allowance minimum of 2970 words; maximum of 3630 words). Potential structure (below) based on questions and assessment criteria. Consider slightly adapting the headings from the questions and criteria once you think you have fulfilled the requirements ASSESSSMENT BUILDER LO1: Understand key labour market trends and their significance for workforce planning Question 1: Your organisation is based in two different countries (the UK and another country of your choice). Write a short account which briefly assesses the labour market trends in each country. In your account, briefly explain the significance of tight and loose labour market conditions and how organisations position themselves strategically in competitive labour markets (AC1.1, 1.2, 1.3) 1.1 Assess the major contemporary labour market trends in different country contexts Can choose any two countries (sources: ONS; Government; OECD, Europa). Evaluate 3 trends for each country Key issues: age, skills, diversity (e.g. ethnicity); feminisation, wages, industry/occupations, regulations (e.g. flexible working practices such as zero-hour contracts) 1.2 Explain how organisations position themselves strategically in competitive labour markets Consider one of the strategies e.g. Miles and Snow; Porter; Product life cycle or Higgs and explain how your organisation would position itself 1.3 Explain the significance of tight and loose labour market conditions Refer to slide 9 to guide you Question 2: Give a brief description of the role of government, employers and trade unions in ensuring future skills needs are met (AC1.4) 1.4 Describe the role of government, employers & trade unions ensuring future skills needs are met Government • Refer to slide 11 to guide you Employers • Refer to slide 11 to guide you Trade unions • Refer to slide 11 to guide you Overview of key sites: UKCES; OECD; Eurostat; ONS; ILO; CIPD Labour Market; ULRs; CIPD RTP Survey 2015; CIPD L&D; CIPD UK Skills Policy; Leitch Report; CIPD Employee Engagement; CIPD Employer Brand; CIPD Talent Management; CIPD Employer Branding Resources; Sunday Times 100; Best Places to Work For; Talent Smoothie – EVP; Porter’ Strategies; Miles and Snow LO2 Be able to undertake talent planning activities and recruitment activities Question 3: Briefly describe the main principles of effective workforce planning and give some examples of any tools that may be used for this (AC2.1) 2.1 Describe the principles of effective workforce planning and the tools used in the process Provide an overall description of workforce planning and the approaches / tools used (e.g. managerial judgement, statistics, Delphi techniques, budgets) Question 4: Give a brief account of HR’s role in each of the following: (a) developing basic succession and career development plans; (b) contributing to plans for downsizing an organisation; (c) contributing to the development of job descriptions, person specifications and (d) competency frameworks (AC2.2, 2.3, 2.4) 2.2 Develop basic succession and career development plans Provide explanations of what succession and career planning is and what HR can do in terms of putting this in place (i.e. looking at future roles, training managers in identifying potential successors fairly and equitably; regular 1:1s with staff) 2.3 Contribute to plans for downsizing an organisation Explain how an organisation can plan effectively for downsizing e.g. using one flexible firm model (less permanent staff); voluntary redundancy, recruitment freezes. 2.4 Contribute to the development of job descriptions, person specs and competency frameworks Brief explanations of job descriptions, person specifications and competency frameworks. Consider the importance of job analysis for informing the above Overview of key sites: CIPD Recruitment: an overview; CIPD RTP Survey 2015; CIPD Workforce planning; CIPD Succession Planning; CIPD Flexible working; CIPD Talent Management; PM: Forecasting; What is HR/.com; CIPD Competency Frameworks; CIPD RTP Survey 2015; CIPD Recruitment: an overview Question 5: Explain some of the main legal requirements in relation to recruitment and selection and briefly assess the strengths and weaknesses of at least two different methods of recruitment and selection. Go on to explain briefly why people leave or remain with organisations and provide a brief summary of some of the costs associated with dysfunctional employee turnover. Provide a brief assessment of the strengths and weaknesses of at least two different approaches to retaining talent (AC2.5, 2.6, 3.1; 3.2) 2.5 Explain the main legal requirements in relation to recruitment and selection Focus specifically on the Equality Act 2010 – 9 protected characteristics, direct / indirect discrimination, genuine occupational requirements (GOR) e.g. female staff for a woman’s refuge role Briefly identify on other act with a brief sentence on its purpose e.g. Data Protection Act 1998 2.6 Assess the strengths and weaknesses of different methods of recruitment and selection Identify minimum of 2 recruitment methods – and analyse the 2 strengths and 2 weaknesses e.g. corporate websites, word of mouth. Don’t just list areas, provide analysis Identify minimum of 2 selection methods – and analyse the 2 strengths and 2 weaknesses e.g. interviews, personality tests. Don’t just list areas, provide analysis Overview of key sites Equality Act 2010; CIPD Competency Frameworks; CIPD RTP Survey 2015; CIPD Recruitment: an overview; CIPD Pre-employment checks; CIPD Selection Methods; ICO LO3: Understand how to maximise employee retention 3.1 Explain why people choose to leave or remain employed by organisations and the costs associated with dysfunctional employee turnover Identify 3 reasons why people choose to leave / remain e.g. induction, line management relationship, lack of development. Consider 3 costs associated with dysfunctional turnover – i.e. replacement costs, recruitment costs, bad publicity, training new starter, etc 3.2 Assess the strengths and weaknesses of different approaches to the retention of talent Consider 3 approaches e.g. training line managers, new induction, more development and generally assess strengths (e.g. reduced turnover) and limitations (time to implement) of each Overview of key sites CIPD turnover and retention; ERE Media; CIPD RTP Survey 2015; CIPD Job Turnover; ACAS; CIPD Employee Engagement; Typepad.com Question 6: Provide a brief summary of the advice you would provide to your organisation on good and lawful practice for managing dismissal, retirement and redundancies (AC4.1) LO4: Know how to manage dismissal, redundancy and retirement effectively and lawfully 4.1 Advise organisations on good practice in the management of dismissals, retirements and redundancies that complies with current legislation Main legal requirements Retirement – initially refer to slides 44/45 Redundancy – initially refer to slides 44/45 Dismissals – initially refer to slides 44/45 Good practice Retirement – initially refer to slide 46 Redundancy – initially refer to slide 46 Dismissals – initially refer to slide 46 CIPD Dismissal; CIPD Retirement; CIPD Redundancy; ACAC Code of Practice For a Level 5 qualification make sure you integrate sourced research into your responses. Research enables you to gain further informed insights. No reference to sourced research will result in you not meeting the criteria. Make sure you include a bibliography at the end. See end of this document for an example bibliography BIBLIOGRAPHY Refer to the study skills section of the blended learning site/handbook. Two goods sites provided within this section include: http://www.cipd.co.uk/hr-resources/library/references.aspx http://libweb.anglia.ac.uk/referencing/harvard.htm http://www.citethisforme.com/ Use Harvard referencing e.g. CIPD 2013. SWOT Analysis, Factsheet. Available at: < http://www.cipd.co.uk/hr-resources/factsheets/swot-analysis.aspx> [Accessed: 24 February 2015]. CIPD 2013. PESTLE Analysis, Factsheet. Available at: < http://www.cipd.co.uk/hr-resources/factsheets/pestle-analysis.aspx> [Accessed: 24 February 2015]. CIPD 2013. Megatrends: the trends shaping work and working lives. Available at: <http://www.cipd.co.uk/hr-resources/research/megatrends-trends-shaping-work-lives.aspx> [Accessed: 24 February 2013]. McCartney, C. and Garrow, V. (2006) The talent management journey.