Talent management and workforce planning

Explain the impact of changing labour market conditions on resourcing decisions (AC 1.2)Word count: Approximately 200 words
Labor market changes significantly impact organizational resourcing: market
competitiveness, skilled labor, economic growth, technology, and demographics.
Flexible staff planning and resourcing are needed. Labor market developments impact
resources in many ways. First, talent availability matters as labor market changes may
affect skilled workers. High unemployment simplifies hiring by increasing the
candidate pool. Low unemployment or skill-short businesses struggle to find qualified
staff. Second, market competition impacts resourcing (Von Wachter, 2020).
Companies must stand out in competitive labor markets to recruit top personnel. They
may promote employer branding, competitive salary and benefits, professional
advancement, or an intriguing workplace. Organizations may need to streamline
recruitment to save time and boost applicant satisfaction.
Third, economics affects resource allocation. In recessions or rapid growth,
organizations’ resourcing strategies change. In recessions, companies may lay off
workers or restructure. However, economic growth may increase talent demand and
company hiring—economic and labor market information aid company resourcing.
Finally, demography impacts resources. Generational shifts and aging workers effect
hiring and retention. Companies must understand demographics, opinions, and
motives to personalize recruiting and retention. Younger people want work-life
balance and career advancement, while elderly workers want stability and flexibility.
Determining demographic trends helps organizations serve various consumers.
1.2
Explain the impact of changing labour market conditions on resourcing
decisions.
Assessor feedback
The impact of changing labour market conditions on resourcing decisions
has been explained, however.
This at present a refer.
Resubmission feedback
You need to be more specific with the labour market terms.
To guide you, consider the following terms to use within your work.
Any additional information on the following would be a good add on in order
to achieve a pass.
• differences between tight and loose labour markets
• trends in the demand and supply of labour and skill
reasons for trends using analytical models such as political, economic,
social, technological, legal, environmental.
Explain (two) approaches to succession and contingency planning aimed at mitigating
workforce risks (AC 2.3) Word count: Approximately 275 words
Succession planning is essential for workforce risk mitigation and
organizational resilience. To ensure leadership continuity, find and train crucial
candidates. Top company jobs should be identified for succession planning.
Executives, department heads, and experts can hold these positions. After defining
key responsibilities, find leadership-ready candidates (Santos, 2020). Identifying
frequently involves talent assessments, performance evaluations, and manager
comments. Excelling personnel have growth potential. Leadership development plans
are given to high-potential employees. Mentoring, coaching, work rotations, training,
and company-wide exposure are possible. They should get experience and skills for
future careers.
Succession planning requires knowledge transfer. Current leaders must
transmit skills, knowledge, and institutional memory. Work shadowing, mentoring,
and formal training transfer knowledge. When critical staff retire or leave, knowledge
transfer decreases operational interruption. However, contingency planning
anticipates personnel disruptions—plan risk management and operations for
unforeseen incidents. Companies start contingency planning with a thorough risk
assessment to identify operational concerns. Natural disasters, pandemics, economic
downturns, and other surprises are dangers (Santos, 2020). Companies assess
commercial implications after recognizing hazards. It evaluates scenario preparation
and dangers. Companies reduce risk through analysis. Methods include remote work,
alternative supply chains, cross-training, and essential function redundancy.
Contingency plans include communication and response. Organizations need clear
communication, emergency protocols, and decision-making frameworks to respond
quickly to disruptions. Working contingency plans must be tested, analyzed, and
updated often. Drills, simulations, and table top exercises help companies evaluate
plan readiness and improve.
In conclusion, workforce risk mitigation needs succession and contingency
planning. For organizational continuity, find and train key role successors. Risk
assessment, mitigation, response planning, and testing prepare organizations for
unexpected interruptions. These methods assist firms in handling employee risks and
bad times.
2.3
Explain approaches to succession and contingency planning
aimed at mitigating workforce risks.
Assessor feedback
Insufficient demonstration of knowledge, understanding or
skills for this AC. You must be clear in your response and
answer the question fully.
Resubmission feedback
For your resubmission research and wider reading into
the following areas with a clear concise answer
Managing contingency and mitigating risk through developing
talent pools.
use of appraisals in identifying who is interested in
progression.
assessing current abilities and building development plans to
address gaps between current ability, interests and skills,
knowledge and behaviours needed to progress.
balancing internal progression with need for fresh ideas from
external candidates.
Assess suitable types of contractual arrangements dependent on specific workforce need.
(AC 4.1)
Word count: Approximately 250 words
Companies offer numerous contracts to satisfy workers. Contracts impact firm
flexibility, cost, and adaptation. Popular contractual structures will be evaluated for
unique purposes. Traditional permanent employment contracts offer long-term, solid
work. Employee perks include healthcare, pensions, and paid leave (Bellmann &
Hübler, 2020). Permanent contracts suit long-term, dedicated jobs. They are done for
critical activities requiring unique skills, extensive training, and company expertise.
Fixed-term employment contracts provide short-term organizational needs.
Fixed-term contracts cover staff absences, seasonal workloads, and short-term
projects. Companies can temporarily hire experts without permanent contracts.
Organizations must follow legal standards since excessive usage of fixed-term
contracts may lead to unfair treatment or exploitation claims.
Temporary contracts include hiring as needed. These contracts are good for
resource-intensive or workload-spiking jobs. Short-term contracts allow companies to
staff as needed. Labor laws should be followed to avoid misclassifying employees as
independent contractors, which can have legal and financial ramifications.
Hire freelancers or independent contractors for project-specific skills. This
method works for organizations that need expertise in their permanent personnel
needs. Freelancers can handle specialized tasks without contracts. Corporations
should correctly classify workers as independent contractors, follow tax requirements,
and set explicit contractual terms to safeguard both sides. Companies use outside
vendors or service providers to perform specific tasks through outsourcing or vendor
agreements. This contract is ideal for companies who want to outsource non-essential
tasks and focus on core competencies. Businesses should carefully evaluate
relinquishing control over specific tasks, data security and confidentiality, and good
communication and coordination with the outsourcing partner.
4.1
Assess suitable types of contractual arrangements dependent on specific
workforce need.
Assessor feedback
Insufficient demonstration of knowledge, understanding or skills for this AC.
You must be clear in your response and answer the question fully.
Resubmission feedback
You are right with the current ones you have included however.
Further assessment needed to enable a pass.
Matching workforces need to contractual arrangements.
How work can be delivered through different contracts: employee, worker,
contractor.
zero-hours; how work can be delivered and resourced in different ways
including the ‘gig economy.’
Financial terms, work practice terms, behavioural terms, attendance and
sickness, reporting.
Please consider more depth to your answer for your resubmission, above
are some ideas to help you expand your answer, your answer also needs to
be supported by relevant referencing, the CIPD or ACAS can help with this.
Explain the components and (two) benefits of effective onboarding (AC 4.3)
Word count: Approximately 250 words
Many key onboarding factors assist new hires in integrating into an
organization. A well-executed onboarding process has other benefits. Onboarding
new hires requires a warm welcome and thorough orientation by describing the
company’s mission, values, culture, history, structure, policies, and processes.
Knowledge and understanding help new hires feel like they belong and understand
their duties (Smith et al., 2021). Job training and coaching are crucial to onboarding.
New personnel receive extensive job-specific training in activities, processes, and
tools. Onboarding can be improved by assigning a mentor or buddy to advise and
answer queries. Mentoring new personnel fosters company culture and provides
advice. Onboarding requires continuous contact and feedback. Regular check-ins
allow new hires to ask questions and receive performance feedback. Open
communication lets them voice their opinions and enhance the company. Open
communication makes new hires feel valued and supported, improving engagement
and job satisfaction.
Effective onboarding involves tools and resources. With computers, software,
and documentation, new hires may start working. By making information accessible,
training tools, employee handbooks, and online resources help recruits learn and lead.
Good onboarding promotes productivity and retention (Smith et al., 2021). Training
and support help new hires adjust and contribute quickly. Structured onboarding
improves recent hire performance and efficiency. Effective onboarding enhances
employee retention. Welcome, support, and engage new hires to reduce turnover and
costs by staying with the organization. Onboarding should involve orientation,
welcome, job training and mentorship, clear communication and feedback, and
resources and tools. A good onboarding process can enhance productivity and
retention.
4.3
Explain the components and benefits of effective onboarding.
Assessor feedback
Insufficient demonstration of knowledge, understanding or skills for this AC.
You must be clear in your response and answer the question fully.
Resubmission feedback
Components could include.
pre-employment information, organisational and departmental information,
role information, clarification, expectations, socialisation, support, and
development availability.
Benefits: purpose of onboarding such as successful integration of new
employees and reduced risk of ‘induction crisis;’ the benefits of an effective
onboarding programme, such as introduction to and appreciation of the
organisation’s culture and norms, improved effectiveness in role, retention,
and reduced employee turnover.
Further research is required to pass this section. I would expect some
referencing to the people practise strategy and the CIPD – there is a wealth
of information to draw on for this AC.