HR assignment 3

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Resourcing and Talent Planning (RST)

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Learning Outcomes and Assessment Criteria

1. Understand key contemporary labour market trends and their significance for

workforce planning

▪ 1.1 Assess the major contemporary labour market trends in different country

contexts

▪ 1.2 Explain how organisations position themselves strategically in competitive

labour markets

▪ 1.3 Explain the significance of tight and loose labour market conditions

▪ 1.4 Describe the role of government, employers and trade unions in ensuring

future skills needs are met

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Learning Outcomes and Assessment Criteria (continued)

2. Be able to undertake talent planning and recruitment activities

▪ 2.1 Describe the principles of effective workforce planning and the tools used

in the process

▪ 2.2 Develop basic succession and career development plans

▪ 2.3 Contribute to plans for downsizing an organisation

▪ 2.4 Contribute to the development of job descriptions, person specifications

and competency frameworks

▪ 2.5 Explain the main legal requirements in relation to recruitment and

selection

▪ 2.6 Assess the strengths and weaknesses of different methods of recruitment

and selection

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Learning Outcomes and Assessment Criteria (continued)

3. 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

▪ 3.2 Assess the strengths and weaknesses of different approaches to the

retention of talent

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Learning Outcomes and Assessment Criteria (continued)

4. 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

Assignment Briefing

PwC

Assessment

Your task (3,900 words)

"You have been posed the following questions to answer by your Head of HR

who is going to use this information to deliver a session to the Senior Executive

Leadership Team."

Question 1 (AC 1.1, 1.2, 1.3)

Write a short account which should briefly assess different labour market

conditions in your own country and another country of your choice. In your

account, briefly explain the significance of tight and loose labour market

conditions and how organisations position themselves strategically in

competitive labour markets.

PwC

Assessment (continued)

Question 2 (AC 1.4)

Give a brief description of the role of government, employers and trade

unions in ensuring future skills needs are met. (If you work in a country where

Unions are illegal, you should clearly state this and indicate what other parties

may be involved in ensuring future skills are met (for example, sector specific

bodies responsible for skills development in the Oil and Gas sector)

Question 3 (AC 2.1)

Briefly describe the main principles of effective workforce planning and give

some examples of any tools that may be used for this.

PwC

Assessment (continued)

Question 4 (AC 2.2, 2.3, 2.4)

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 organization

▪ Contributing to the development of job descriptions, person specifications and

competency frameworks

PwC

Assessment (continued)

Question 5 (AC 2.5, 2.6, 3.1, 3.2)

▪ 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.

For programmes delivered outside of the EU, candidates should refer to local

legislation. In the absence of local legislation, then candidates should refer to EU

law.

▪ 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

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Assessment (continued)

Question 6 (AC 4.1)

Provide a brief summary of the advice you would provide to your organisation

on ‘good’ and lawful practice for managing dismissal, retirement and

redundancies.

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Assessment (continued)

Evidence to be produced

Answers to each of the six questions of approximately 3,900 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). Demonstrating

evidence of wider reading through appropriate referencing will improve your answer and

increase the likelihood of your work achieving a ‘Pass’.

Learning Outcome 1

Understand Key

Contemporary Labour

Market Trends and Their

Significance for Workforce

Planning

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Global Maximum Workforce Shortage by 2020

Why are their these shortages?

How will these roles be filled?

14.3 million shortage in US

3.8 million in Japan

3.3 million in Spain

+23 million managerial, technical and

professional roles required by 2020

Global unemployment of 202m in 2013 including

74m youths

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Global Maximum Workforce Shortage by 2020 -Stephen Taylor Model

Tight market/career opportunities

Developers

Tight market/few career opportunities

High Payers

Loose market/career opportunities

Selectors

Loose market/few career opportunities

Involvers

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Activity 1 (30mins): In Groups - Labour Market Trends

▪ Briefly assesses the labour market trends in the UK and another country or

your choice, relating this to your organisation

▪ As part of this, briefly explain the significance of:

o Tight and loose labour market conditions and levels of

employment/unemployment

o How organisations position themselves in competitive labour markets

▪ Use the CIPD reports available online to help you

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Role of Government, Employees and Trade Unions

This Government’s purpose is to return the economy to sustainable growth, extend social inclusion and social mobility and build the Big Society. Underpinning every aspect of this purpose is the improvement of skills.

Department for Business Innovation and Skills, “Skills for Sustainable Growth Report (2010)

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Role of Government, Employees and Trade Unions (continued)

Business often has to pick up the pieces - diverting resource from growth-creating activities to make up the skills gaps.

CBI/Pearson Education and Skills Survey (2015)

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Role of Government, Employees and Trade Unions (continued)

The TUC has long campaigned to raise the skills of Britain's work force.

TUC Website (2015)

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▪ Identify the role of government,

employers and trade unions in

ensuring future skills needs are met

▪ If you work in a country where

Unions are illegal, you should clearly

state this and indicate what other

parties may be involved in ensuring

future skills are met

Activity 2 (30mins) In Groups - Role of Government, Employees and Trade Unions

Learning Outcome 2

Be Able to Undertake Talent

Planning Activities and

Recruitment Activities

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The Three Levels of Strategy

Effective strategy is

dependent upon the

match between your

organisation’s internal

capabilities and its

external environment

Corporate Strategy

The business you should be in

Business Strategy

Tactics to beat the competition

Functional Strategy

Operational methods to implement the tactics

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Core Talent Planning Activities

▪ Workforce planning

▪ Succession planning

▪ Career development planning

▪ Talent management

▪ Talent development

▪ Downsizing

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Workforce Planning

▪ Is a process which includes forecasting future employee requirements to

enable planning the necessary recruitment, selection, training, deployment

and utilisation of employees, so that future requirements can be met in a

timely and planned way.

The 5 rights (Taylor 2008)

▪ Right numbers of people

▪ Right skills

▪ Right cost

▪ In the right place

▪ At the right time

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▪ Briefly describe the main principles

of effective workforce planning and

give some examples of any tools

that may be used for this

Activity 3 (30mins) In Group - Workforce Planning

WORKFORCE PLANNING

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Succession Planning - A Definition

▪ Succession planning may be broadly defined as a process for identifying and

developing potential future leaders or senior managers, as well as individuals

to fill other business-critical positions, either in the short- or the long-term.

▪ In addition to training and development activities, succession planning

programmes typically include the provision of practical, tailored work

experience that will be relevant for future senior or key roles.

(CIPD, 2020)

https://www.cipd.co.uk/knowledge/strategy/resourcing/succession-planning-factsheet

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Succession Planning

Succession planning is a systematic approach to:

▪ Building a leadership pipeline / talent pool to ensure leadership continuity

▪ Develop potential successors

▪ Create a match between the company’s future need and the aspirations of

individual employees

▪ Recognises some jobs to be the lifeblood of a company and too critical to

leave unfilled, left vacant or filled by anyone but the best

(CIPD, 2020)

https://www.cipd.co.uk/knowledge/strategy/resourcing/succession-

planning-factsheet

https://www.cipd.co.uk/knowledge/strategy/resourcing/succession-planning-factsheet

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Succession Plan Cycle - Considerations

1 • Leadership vision

2 • Business strategy

3 • High profile behaviours

4 • Targeted solutions

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Succession Plan Cycle - Considerations

Strategy and future

business needs

Identify critical positions

Analyse gaps

People/ Positions

Define capabilities

Identify candidate

(s)

Provide focused

development

Review progress of identified

successors

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Career Developing Planning

The purpose of career development planning is to help you create a career plan to develop yourself in your current role and identify possible career goals for the future.

(The Sunday times)

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Talent Management

▪ Talent consists of those individuals who can make a difference to

organisational performance either through their immediate contribution or,

in the longer-term, by demonstrating the highest levels of potential.

▪ Talent can be either ‘inclusive’ or ‘exclusive’

▪ Exclusive focus - segmenting talent according to need, that is, the

talent management process relates specifically to key or high-potential

individuals

▪ Inclusive approach - engagement and development of all employees

https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet

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Talent Management

Talent management

▪ systematic attraction,

▪ identification,

▪ development,

▪ engagement,

▪ retention

and deployment of those individuals who are of particular value to an

organisation, either in view of their ‘high potential’ for the future or

because they are fulfilling business/operation-critical roles. (CIPD Fact sheet Talent management 2020)

https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet

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Talent Management (continued)

Identifying a pool of talent which is developed early for long-term needs and is

the process of identifying top talent linked to:

▪ Strategic direction

▪ Leadership competencies

▪ Current leadership profiles

Identifying critical skill sets for the future:

▪ High potentials/performers

▪ Gaps in the pipeline

▪ Flight risks

▪ Mobility paths

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Talent Management Model

P o te

n ti a l

Performance

Developing

High potential

Inconsistent performer

Too new or

Needs significant

improvement

Non performer

Low potential and

performance

High potential

Climber

Steady and reliable

performer

Key to organisation

Effective performer

Achieves expectations

Cruising

Outstanding potential and

performer

Future Leader

Exceeds performance

expectations

Rising star

Expert / Specialist

Solid & professional

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Talent Management and Career Development Model

Performance

review

Career

review

Improvement /

development

planning

Past 12 Months Next 12 Months

Next 1-3/5 years or longer

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Leadership Pipeline

Self management People management Manager

management

Functional management

Business leadership Group leadership

Enterprise leadership

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Success Factors

Employees should be in charge of own development, and talent management,

diversity, leadership competencies must be approached in partnership with HR

Involved Accountable Strategic

Leaders should

be:

And…. And…

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Outline HR’s role in each of the

following:

▪ Developing succession plans

▪ Developing career development

plans

Activity 4 (30mins) In Groups - Succession Planning and Career Development

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Employer Branding

…a set of attributes and qualities - often intangible - that makes an organisation distinctive, promised a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture

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Brand Power

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Employee Value Proposition

A message or line of words which best reflects the employers values, intentions

and proposition to all their existing and prospective employees

▪ How your current employee’s see your company (your identity),

▪ How the external market sees you as an employer (your image) and

▪ How the top management sees the development of the company

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Employer of Choice

Employee of

Cash

Employee of

Choice

Employee of

Churn

Employee of

Values

Culture

R e w

a rd

http://www.hrfitforpurpose.co.uk/latestnews/employer-of-choice-or-employer-of-churn-excerpt-from-care-agenda

https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/brand-factsheet

http://www.hrfitforpurpose.co.uk/latestnews/employer-of-choice-or-employer-of-churn-excerpt-from-care-agenda

https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/brand-factsheet

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Recap

Labour market trends

▪ Tightening and loosening of labour market conditions

Core talent planning activities

▪ Workforce planning

▪ Succession planning

▪ Career development planning

▪ Talent management

Development of resourcing strategies

▪ Strengths and weaknesses of labour market competitors

▪ Employer branding & employee value proposition

▪ Becoming an employer of choice

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The System Resourcing Process

Talent/HR Planning - what skills, knowledge and behaviours do we need now and in

the future? -

Job Analysis - What is the job? -

Attracting and Managing Applications

Selecting Candidates - Short-listing and assessment -

Making the Offer

Induction and Orientation

Business Strategy

Regular

Review

R e g u la

to ry

& L

e g is

la ti v e

F ra

m e w

o rk

https://www.cipd.co.uk/knowledge/strategy/hr/operating-models

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Job Description

▪ Provides a clear guide about the

requirements of the job

▪ Communicate expectations on

performance

Person Specification

States the necessary and desirable

criteria for selection often based on a

set of competencies

Will include:

▪ Skills, knowledge and experience

▪ Qualifications

▪ Job related personal qualities

Job Profile

Date

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Avoid…

▪ Asking for a specific number of years’

experience

▪ Using age-related descriptions including:

energetic, lively, fast-paced (youth) and

mature, reliable, dependable (age). And

talent, potential, fit and high-flyer could also

be regarded as associated with younger

workers

▪ Asking for unnecessary or time-linked

qualifications or requirements

▪ Using ‘Junior’ or ‘Senior’ in job titles as

they may imply being younger or older

Try…

▪ Asking for relevant experience, or

demonstrated abilities. You could also use

appropriate, significant, relevant ability or

capability

▪ Focus on the job not the person. Using the

core competencies to help you find the

description of the ability you are looking for

▪ Focussing on the competencies and skills

you require. If a particular degree or

qualification is necessary, add ‘or

equivalent’

▪ Finding a job title that describes the role

and identifies the position

Age - Neutral Profiles

Date

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Recruitment Methods

▪ Internal

▪ External

▪ Advertising

▪ Agencies

▪ Job centre

▪ Social media

▪ Outsourcing

▪ Off-shoring

▪ Graduate hiring

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Social Media - Coca Cola (Happiness Booth)

48https://www.youtube.com/watch?v=DMMjhtUl3Jk

https://www.youtube.com/watch?v=DMMjhtUl3Jk

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Outline HR’s role in each of the

following:

▪ Contributing to plans for downsizing

an organisation

▪ Contributing to the development of

job descriptions, person

specifications and competency

frameworks

Activity 5 (20mins) In Groups - Recruitment Activities

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Validity of The Selection Interview

0.0

1.0

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.9

Perfect prediction

Change prediction

Astrology, graphology, phrenology

Typical/bio interviews, references, A/forms

Ability tests

Personality questionnaires

Structured interviews - behavioural

Structured interviews - situational

Work sample tests

Assessment centres

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The Competency - Based Approach

What is competence?

▪ ‘The knowledge, skills and qualities of effective leaders’

Hornby & Thomas 1989

▪ ‘Behavioural repertoires that some people carry out better than others’

Woodruffe 1990

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Using Competency Frameworks

Training

Appraisal

Reward and

recognition

Recruitment Release and

redeployment

Career

development

Competency

framework

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Why do We Need A Competency - Based Approach?

So that we…

▪ Think about where the business is going and what kinds of people are going

to help us get there

▪ Identify the people with the right skills, knowledge and personal qualities to do

the job really well

▪ Train people to meet their business targets and performance standards

▪ Develop people’s own personal effectiveness and potential

▪ Reward the right things

▪ Clarify for everyone what they need to pay attention to

▪ Have fairer, more objective criteria when identifying and managing under-

performers

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Discrimination

Direct Indirect Positive

Learning Outcome 3

Understand How to

Maximise Employee

Retention

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▪ Explain some of the main legal

requirements in relation to

recruitment and selection

▪ Assess the strengths and

weaknesses of at least two

different methods of recruitment

and selection

Activity 6 (30mins) In Groups - Recruitment and Selection

PwC

Latest Employee Turnover Trends

▪ Average cost = £3-8,000 per person (does not include Lost opportunity costs)

▪ Voluntary turnover has decreased as a result of challenging economic

conditions

▪ Redundancy-related turnover increase as a result

▪ Skills shortages still persist for certain occupational groups

▪ Turnover levels can vary widely between occupations and industries

https://www.cipd.co.uk/knowledge/strategy/resourcing/turnover-retention-factsheet

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Measures and Calculations

▪ Employee turnover

▪ Employee retention

Total number of leavers over a period x 100

Average total number employed over period

Number of staff with service of one year or more x 100

Total number of staff in post one year ago

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Staff Retention Methods

Methods

• Job previews

• Career development and progression

• Consult employees

• Provide security

Approaches

• Make line managers accountable

• Be flexible

• Avoid presenteeism

• Treat people fairly

• Defend your organisation

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Activity 7 (30mins): In Groups - Maximising Retention

▪ Explain why people leave or remain with organisations and provide a brief

summary of some of the costs associated with dysfunctional employee

turnover

▪ Assess the strengths and weaknesses of at least two different approaches to

retaining talent

https://www.cipd.co.uk/knowledge/strategy/resourcing/turnover-retention-factsheet

Learning Outcome 4

Know How to Manage

Dismissal, Redundancy and

Retirement Effectively and

Lawfully

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Why does dismissal occur?

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Why does dismissal occur?

• Performance • Conduct/Misconduct • Restructuring • Reengineering • Downsizing

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Downsizing Reengineering/Restructuring

organization is facing problems

▪ efficiency and profitability.

▪ merger pressure from the competition

▪ updated technologies

▪ crisis - Covid

Despite these common grounds between the two corporate actions,

they are not the same

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Downsizing Reengineering/Restructuring

Restructuring refers to the reorganization of the business structure, from

legal, ownership to operational.

Re-engineering refers to the process of reinventing the business processes.

Re-engineering: rethinking or redesigning or changing the processes of

doing things in a business

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Downsizing Reengineering/Restructuring

1. Reduction of the number of employees:

2. Redesign workflow:

3. Restructuring:

unpopular but has provided answers and results for high

inefficiency and low profitability.

includes major re-configuring of the organizational structure and

looks, to changing the atmosphere and/or environment of the

company.

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4 Types of corporate restructuring

▪ Merger

▪ Acquisition

▪ Joint Venture

▪ Disinvestment

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Difference between Downsizing and Restructuring

Downsizing is mainly the reduction in the number of employees,

Restructuring - does not always include reducing the number of

employees

Downsizing - usually is the best way that a company can take in order

to fight inefficiency and low productivity

Restructuring - is the step taken when there is a real crisis that might

actually lead to the downfall of a company like debts and low number

for the products.

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Downsizing - Stages

Planning Identifying the pool for

selection Seeking volunteers

Consulting employees Selection Appeals and dismissals

Suitable alternative employment

Redundancy payments Counselling and

support

https://www.cipd.co.uk/knowledge/fundamentals/emp-law/redundancy/factsheet

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The Impact of The Downturn

What are the possible interventions to avoid redundancies being made?

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The Impact of The Downturn -Avoiding redundancies

▪ natural wastage

▪ recruitment freezes

▪ stopping or reducing overtime

▪ offering early retirement to volunteers (subject to complying with age

discrimination law)

▪ retraining or redeployment

▪ offering existing employees sabbaticals and secondments

▪ pay freezes

▪ short-time working

▪ other ‘alternatives to redundancy’ schemes

https://www.cipd.co.uk/knowledge/fundamentals/emp-law/redundancy/factsheet

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The Impact of The Downturn

What are the possible interventions to avoid redundancies being made?

• planning

• identifying the pool for selection

• seeking volunteers

• consulting employees

• selection for redundancy

• appeals and dismissals

• suitable alternative employment

• redundancy payment

• counselling and support.

https://www.cipd.co.uk/knowledge/fundamentals/emp-law/redundancy/factsheet

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Introduction to Involuntary-Dismissal

https://www.cipd.co.uk/search?q=dismissal+procedures+factsheets

▪ Wrongful dismissal

▪ Constructive dismissal

▪ Unfair dismissal

▪ Importance of policies and procedures

▪ Consistency of documentation

▪ Data storage

https://www.cipd.co.uk/search?q=dismissal+procedures+factsheets

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Exit Interviews

▪ Why carry them out?

▪ Who should carry them out?

▪ Problems with honesty/objectivity

▪ How to overcome those problems – best practice tips

▪ Alternatives or supplementing the interview

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Create a summary of the advice you

would provide to your organisation on

good and lawful practice for

managing:

▪ Dismissal

▪ Retirement

▪ Redundancies

Activity 8 (30mins) In Froups - Dismissal, Retirement and Redundancies

Assessment Briefing

PwC

Assessment

Your task (3,900 words)

"You have been posed the following questions to answer by your Head of HR

who is going to use this information to deliver a session to the Senior Executive

Leadership Team."

Question 1 (AC 1.1, 1.2, 1.3)

Write a short account which should briefly assess different labour market

conditions in your own country and another country of your choice. In your

account, briefly explain the significance of tight and loose labour market

conditions and how organisations position themselves strategically in

competitive labour markets.

PwC

Assessment (continued)

Question 2 (AC 1.4)

Give a brief description of the role of government, employers and trade

unions in ensuring future skills needs are met. (If you work in a country where

Unions are illegal, you should clearly state this and indicate what other parties

may be involved in ensuring future skills are met (for example, sector specific

bodies responsible for skills development in the Oil and Gas sector)

Question 3 (AC 2.1)

Briefly describe the main principles of effective workforce planning and give

some examples of any tools that may be used for this.

PwC

Assessment (continued)

Question 4 (AC 2.2, 2.3, 2.4)

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 organization

▪ Contributing to the development of job descriptions, person specifications and

competency frameworks

PwC

Assessment (continued)

Question 5 (AC 2.5, 2.6, 3.1, 3.2)

▪ 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.

For programmes delivered outside of the EU, candidates should refer to local

legislation. In the absence of local legislation, then candidates should refer to EU

law.

▪ 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

PwC

Assessment (continued)

Question 6 (AC 4.1)

Provide a brief summary of the advice you would provide to your organisation

on ‘good’ and lawful practice for managing dismissal, retirement and

redundancies.

PwC

Assessment (continued)

Evidence to be produced

Answers to each of the six questions of approximately 3,900 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). Demonstrating

evidence of wider reading through appropriate referencing will improve your answer and

increase the likelihood of your work achieving a ‘Pass’.

PwC

Submission Checklist

1. Assignment cover sheet

2. Answers to 6 questions (3900 words)

3. Appendices (if any)

4. References/Bibliography

5. Updated Personal Development Plan

6. Updated Key Learning Summary

pwc.com

Thank you

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