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The main aim of the unit Talent Management & Workforce Planning 5HR02 is to investigate workforce planning and talent management in an organisation. In addition, to assessing the learners` recognise the labour market and its trends. It also deals with the ways of relating planning of the workforce to attract accurate candidates to become part of the organisation. Participants identify the role of the employers while positioning a job role in the labour market. To certify that the organisation and its resourcing are with the accurate people and professional day check out the labour market prior to making the decisions of resourcing.

The learners will maximise the inside to versatile process of workforce planning techniques, selection processes and recruitment procedures across the course. The main contribution of these factors is to generate worker retention by enhancing the workforce quality generated in an organisation. In addition, the unit Talent Management & Workforce Planning 5HR02 also provides support to employers in enhancing the development and retention of employees from talent pools by assisting them with the trend of turnover of employees.

According to the OcMara Industries case study, the main involvement in the energy is of a global company. Students are required to render evidence to support their recognition of trends in the labour market. The senior managers of an organisation must develop the practice objectives of the people to maximize their sustainable energy resource uses and the process that is environmentally friendly. The main objective of the unit Talent Management & Workforce Planning 5HR02 is to retain and recruit staff with the capabilities and skills mandatory to serve innovative areas of development and secure them from competition.

The factsheet articles of CIPD can assist the students because they are prepared to assess it completely. The Talent planning and fact sheet of resources elaborates the ways for explaining the strategies of talent management. It is also a crucial factsheet utilised by the students when completing their assessment.

Objectives of Unit

The main objective of the unit Talent Management & Workforce Planning 5HR02 includes CIPD factsheet articles.

  • To identify the reason for leaving employees in an organisation
  • The ways to make employees adhere to the organisation.
  • Discuss the factors which must be implemented in work culture for balancing the work life.
  • To get the idea of contract management significance and useful onboarding.

Learning outcomes

The learning outcome of unit Talent Management & Workforce Planning 5HR02 is designed to cater for the objective of the whole learning program. Let’s have a look at the learning outcomes of the unit Talent Management & Workforce Planning 5HR02.

LO1: Understand key contemporary labour market trends and their significance for workforce planning.

LO2: Understand the purpose and importance of workforce planning.

LO3: Understand the purpose and impact of effective talent management.

LO4: Understand the importance of managing contractual arrangements and effective onboarding.

Assessment Criteria

The assessment criteria of the unit is comprised of the learning outcomes which are tailored to clear the concepts of the students in terms of management planning and check out its impact.

  • 1.1 Explain how organisations strategically position themselves in competitive labour markets.
  • 1.2 Explain the impact of changing labour market conditions on resourcing decisions.
  • 2.1 Analyse the impact of effective workforce planning.
  • 2.2 Evaluate the techniques used to support the process of workforce planning.
  • 2.3 Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces.
  • 3.1 Discuss factors that influence why people choose to leave or remain in organisations.
  • 3.2 Compare different approaches to retaining people.
  • 3.3 Explain the impact of dysfunctional employee turnover.
  • 4.1 Assess suitable types of contractual arrangements dependent on specific workforce needs.
  • 4.2 Explain the benefits of effective onboarding.

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5HR02 Talent Management and Workforce Planning

  • February 23, 2022
  • Posted by: admin
  • Category: CIPD Level 5

5HR02 Talent Management and Workforce Planning

An introduction to the unit 5HR02 Talent management and workforce planning

Learning 5HR02 helps learners understand labour market trends and how they relate to workforce planning to attract the best candidates to join an organisation. Participants examine employers’ role in positioning themselves in the labour market. To ensure that they are resourcing their organisations with the right people, professionals assess the labour market before making resourcing decisions.

Learners will gain insight into diverse workforce planning processes, techniques, and recruitment and selection methods throughout the course. These factors contribute to the retention of workers by improving the quality of the workforce built in an organisation. Additionally, the unit supports employers in improving employee retention and developing talent pools by providing information about employee turnover trends.

Guidelines for 5HR02 Assignments

In this assessment, we present the case study of OcMara Industries, a global company involved in energy. Students are expected to provide evidence to support their understanding of labour market trends. Our senior managers have developed people practice objectives to expand our use of sustainable energy sources and environmentally friendly processes. The objective is to recruit and retain staff with the skills and capabilities necessary to serve in the new development areas and protect them from the competition.

Students must read the CIPD factsheet articles as they prepare to complete the assessment. The resource and talent planning factsheet explains how to manage talent and explains talent management strategies. It is among the essential factsheets students can use when completing assessments. We identify why employees leave the organisation and develop strategies and practices to retain talent in the employee and turnover retention factsheet. CIPD Podcast “From surviving to thriving: key changes facing people practice in 2020” discusses factors that should be implemented at work, such as work-life balance to build a workplace that is fair, brave, and equal for everyone. The 5HR02 assignment is divided into three parts. It begins with a poster presentation on strategic positioning and the labour market, followed by a workplace planning and recruitment package, and finally a proposal presentation on talent retention.

The first task focuses on positioning and labour market issues

To present research on labour market trends in the UK, students will prepare posters to be presented to the people practice manager. This year’s Employer Brand Management Awards were won by SAP, a company students will discuss. Students will provide answers to the following sections of the assessment criteria:-

AC 1.1 An explanation of how SAP strategically positions itself in an increasingly competitive market

The objective of this course is to review SAP’s efforts in positioning itself in the labour market. Students provide evidence by analysing the organisation’s competitive environment and evaluating the strengths and weaknesses of the organisation’s positioning and employee experiences. Students should also consider the following characteristics in answering the question:-

  • Choosing SAP as an employer
  • Branding for employers
  • Ethics and reputation of organisations
  • Image of the organisation
  • SAP’s culture of rewarding

AC 1.2 Explains how the UK’s labour market is changing and how it affects the country.

In this lesson, learners demonstrate the differences between markets with tight and loose conditions, comparing examples of countries with tight and loose market conditions. Accordingly, the UK labour market is tight, while Saudi Arabia’s labour market is loose. After that, learners explain trends in supply and demand for labour in the energy sector and how the external business environment affects the identified trends. Politics, economics, society, technology, environment, and law all play a role in resourcing decisions by organisations operating in the energy sector. In addition, students discuss the effects of the economic crisis on employee retention and skills shortages in the energy industry.

AC 1.3 Ensure future skill needs of the UK global energy sector are met by the government, employers, and unions.

Governments fund numeracy, literacy, and IT skills to meet future skills needs. However, it is the government’s responsibility to ensure that organisations’ policies are implemented to assess the future skills requirements of employees in the energy industry. In addition, the government ensures that employers are meeting the workforce requirements that enable them to recruit skilled workers.

Employers offer employees development opportunities and training programs to enhance their skills. Development programs improve an employee’s knowledge and work quality. The energy sector benefits from employers who offer opportunities to develop skills and provide experiences that support future skills development.

Unions have agendas that support employees’ learning and development. They work with employers to implement agendas as authentic as possible and identify representatives to implement agendas.

Task 2: Recruitment and planning of the workforce

The second task in the unit requires students to present a report on workforce planning and recruitment to the company manager during an HRBPS meeting. In this section, students answer questions such as;-

AC 2.1 An analysis of workforce planning in terms of predicting labour demand by using internal and external sources of supply

The students explain the gap between labour demand and supply and the pros and cons of forecasting in workforce planning when using internal and external sources of supply for OcMara Company. In addition, students will examine how OcMara can benefit by developing talent from within by examining the advantages and disadvantages of internal talent development. The advantages and disadvantages of developing external talent at OcMara are also discussed to address the question comprehensively.

AC 2.2 Using critical incident analysis and promotion/demotion rates to support the workforce planning process and evaluate their effectiveness .

They explain how managers plan their workforces using various techniques. Participants discuss the importance of promotion and demotion as part of workforce planning. Additionally, they describe the importance of measuring employee turnover and the pros and cons of supporting workforce planning. Finally, they describe the critical incident analysis and its effectiveness in workforce planning. In addition, they describe OcMARA concerning these techniques.

AC 2.3 An explanation of how OcMara can be used to identify candidates interested in progression, manage risk, and mitigate contingency through developing their talent pools

Learning participants define appraisal and explain how this can be used to identify employees interested in taking on opportunities that will advance their careers. In this lesson, learners explain how OcMara would use appraisals to manage risks and develop talent pools to reach its organisation’s goals. Furthermore, learners explain how appraisals can manage contingencies and determine employee skill requirements.

AC 2.4 Examines how social media and advertising are used in recruiting. It evaluates interviews and job references as methods of selection.

When identifying talent in an organisation, learners should consider different recruitment methods. Specifically, this question addresses social media and advertising recruitment methods. This is done by matching a candidate’s values with the organisational values, thus attracting and retaining the right talent.

By completing the unit, learners will gain insight into the different selection methods that evaluate a candidate’s capability to perform well in the position they are applying for. These students describe the effectiveness of these methods in identifying employees’ abilities to perform. First, candidates answer interview questions to explain who they are and their ability to perform—employers interview candidates to determine their suitability for the job. The process of job references refers to how employers gain insight into a candidate’s potential for a new job position by consulting with the candidate’s previous employers or colleagues.

AC 4.1 Evaluation of how OcMara could introduce zero-hours contracts for its new employees

The CIPD offers a factsheet explaining zero-hour contracts, which do not provide work guarantees. Contractor contracts establish the relationship between the employer and new staff in the organisation by establishing the terms and conditions of work. OcMara should avoid zero-hours contracts to recruit talent because the energy sector does not experience fluctuations. Contractor contracts

AC 4.2 A discussion of the differences between express and implied terms of contracts, as well as the meaning and significance of custom and practice

Employers and employees bind themselves to contracts that express implied terms. These terms are defined by the Employment Rights Act 1996. Employers must respect employees’ legal rights by implementing express terms relevant to the law. The statements explain employees’ statutory rights, such as parental leave, flexible working hours, minimum wages, and part-time employment.

To create business efficiency by establishing agreements between employers and employees, implied contract terms are incorporated. Mutual trust and confidence are examples of the duty to provide a safe workplace, the right to a minimum wage for workers, and pay equality for men and women. Generally, employees are given express and implied terms before starting work in an organisation, and the terms should be in writing.

AC 4.3 Describes how role information and socialisation can be incorporated into an effective onboarding program. In addition, onboarding contributes to an understanding of the organisation’s culture and norms and employee effectiveness.

It is part of the onboarding process where people professionals help new staff members understand their roles in the organisation. In addition, the socialisation process helps employees to understand the organisation’s policies and culture. When employees understand these aspects of the organisation, they are more committed and productive.

Employees become successful in integrating into a new organisation through onboarding. The chances of an induction crisis are also reduced when one understands the organisational culture. Induction also benefits employees to appreciate the company’s culture, increase employee retention, and reduce turnover.

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5HR02 Talent management and workforce planning 

  • August 24, 2021
  • Posted by: Harry King
  • Category: CIPD Level 5

5HR02 Talent management and workforce planning 

About this unit

Talent Management and Workforce planning comprise all gap assessment, prediction, analysis, talent supply and demand, formation of suitable workforce management interventions. All these processes ensure that employees and new hires are the right fit for an organization and achieving strategic goals. Therefore, the unit’s scope encompasses the effects of effective workforce planning in the contemplation of talent development of different bases, outsourcing methods, and new hire orientation. In addition, the unit also involves the projection of the losses an organization may incur in the event of poor management and control measures and tools that would reduce the costs.

What you will learn

The unit will provide a clear perspective into various trends visible in labour markets and their impacts on personnel planning. The unit mainly expounds on the tactics used by organisations to center themselves strategically, such as onboarding and contractual arrangements, and the effects of dynamic labour markets when seeking critical resources. Besides, Talent Management and Workforce planning also provide clarity on succession, pros and cons of different talent sourcing practices for better personnel outcomes, and foolproof plans development. One will also learn how to assess organisational employee retention and turnover and analyze various methods ideal for talent retention, development, and consequently, the establishment of talent bases.

This unit is suitable for persons who?

The essential qualification for the CIPD’s 5 th Associate level is completing the CIPD’s 3rd associate level and cuts across all units within the course. However, for persons without a CIPD background, the course is still ideal for:

  • R. or Learning and Development professionals who are pursuing managerial positions.
  • People with years of work experience in the fields or whose job description involves implementing workforce management, learning and development solutions.
  • Learners capable of answering degree-level assignments.
  • Professionals seeking to boost their credibility in HRM

Learning Outcomes (L.O.s)

Learning outcome 1.

Completing this section will increase learners’ understanding of non-traditional labour market trends and their influences on personnel planning through:

  • The simplification of strategic positioning by drawing examples from cases of rival organizations operating in highly competitive markets.
  • The explanation of dynamic labour market conditions such as looseness and tightness impacts resourcing needs and decisions such as hiring, retention, motivation, and contingency planning.
  • Description of the roles of trade unions, the government, and employers in developing talent pools that will satisfy future talent demands. For example, creating distinctions between governmental responsibilities such as raising national literacy, skill development levels, and financial support, employers’ roles of providing learning platforms and sourcing skills and trade unions’ lobbying duties.

Learning Outcome 2

The second learning outcome is a better understanding of why personnel planning is a critical aspect in people management which is achieved after:

  • The assessment of strategies like demand and supply predictions that effectively support personnel planning.
  • Analysing the benefits of effective personnel planning from labor supply and demand gap predictions and precise workforce planning interventions.
  • The clarification of contingency and succession planning targeted towards reducing risks presented by dynamic labour market conditions.
  • The appraisal of the benefits and risks of different hiring and selection techniques in building performing personnel.

Therefore, at the end of this section, learners will better identify suitable new hires for their organisations by evaluating their current objectives and talent gaps.

Learning Outcome 3

After this unit’s completion, a student will view the significance of streamlined onboarding and the management of contract-based recruitments because of unit-specific exercises that include:

  • The evaluation of different types of contracts and matching them with suitable workforce needs.
  • The distinction between concepts in contractual arrangements such as incorporated, implied, and express terms.
  • The description of employee orientation aspects like the clusters of information and their benefits such as smooth cultural assimilation and the appreciation of organisational norms directly impact personnel turnover and retention.

Learning Outcome 4

The Talent Management and Workforce Planning unit encompass insight on the importance and reasons for effective personnel management in organizations that will enable students to:

  • Identify employee retention and turnover patterns and the factors surrounding the identified trends such as job contentment, leadership styles, ethics, and motivation.
  • Make comparisons between individual and collective-based methods used in talent retention and development.
  • Identify talent building and support initiatives ideal for a variety of talent clusters that improve selection, L&D, retention, and reduce turnover.
  • Establish the importance of variety in the support and development of talent bases. Essentially, the integration of multiple interventions, for example, reducing communication barriers and increasing innovation, fosters reduced turnover and improves engagement.
  • Explain the financial and non-financial costs attached to high employee turnover rates, such as direct costs incurred through selection, recruitment, and induction, as well as indirect costs incurred through reduced productivity, skills, and motivation.

What are the entry requirements?

The fifth CIPD Associate level stands above the foundation’s level three courses. Therefore, level 5 entrants must have attained a level 3 certification or an undergraduate degree in a similar course. However, people aspiring for H.R. positions and managerial roles are also a good fit. They can work on assignments at the degree difficulty level and have a solid English language background. Other than the recommended entrants, the course has no distinct formal requirements. Therefore, it is open to any individual with a passion for people management and who is willing to implement policies and strategies covered through coursework in actual work settings.

How can we help?

We provide unrivaled services for all CIPD levels focusing mainly on carefully curated solutions that engage our vastly competent workforce. Our personnel consists of a group of professionals qualified in different fields, including L&D and H.R., who can tackle any needs necessary in boosting the credibility of assignments. Apart from providing our clients with plagiarism-free work, we also strive to ensure that they are satisfied with the quality of the work based on the grammar and information provided. What sets our organization apart is 24-hour customer support to ensure all assignments, irrespective of short deadlines, are delivered in time and with top-notch quality.

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Clutterbuck, D. (2012) The talent wave: why succession planning fails and what to do about it . London: Kogan Page.

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Gibson, A. (2021) Agile workforce planning: how to align people with organizational strategy for improved performance. London: Kogan Page.

Green, M. (2019) Employee turnover and retention. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/resourcing/turnover-retention-factsheet

Green, M. (2019) Selection methods. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/people/recruitment/selection-factsheet

Green, M. (2020) Recruitment: an introduction. Factsheet. London: Chartered Institute of Personnel and Development. Available at:www.cipd.co.uk/knowledge/fundamentals/people/recruitment/factsheet

Guion, R.M. (2015) Assessment, measurement, and prediction for personnel decisions. 2nd ed. Hove: Routledge.

Health and Safety. (nd) Available at: www.hse.gov.uk

Hesketh, A. (2013) Valuing your talent: resourceful assets? Research insight. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/assets-report

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Investors in People. (nd) Available at: www.investorsinpeople.com

Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A. (2020) Human resource management at work: the definitive guide. 7th ed. London: CIPD Kogan Page.

Neal, A. and Sonsino, D. (2015) Talent management disrupted. T.D. (Talent Development). Vol 69, No 9, September. pp30-35.

Newell Brown, J. (2011) The complete guide to recruitment: a step-by-step approach to selecting, assessing and hiring the right people. London: Kogan Page.

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People Management. Available at: www.peoplemanagement.co.uk/

Pilbeam, S. and Corbridge, M. (2010) People resourcing and talent planning: HRM in practice.4 th ed. Harlow: Financial Times/Prentice Hall.

Recruitment and Employment Confederation, Chartered Institute of Personnel and Development, and Chartered Institute of Procurement and Supply. (2014) Chain reaction: making recruitment supply chains work. Research report. London: The Confederation. Available at: www.cipd.co.uk/knowledge/fundamentals/people/recruitment/supply-chains-report

Sparkman, R. (2018) Strategic workforce planning: developing optimized talent strategies for future growth. London: Kogan Page.

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Ungemah, J. (2015) Misplaced talent: a guide to better people decisions. Hoboken, NJ: John Wiley.

Weeks, A. (2020) Talent management. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet

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5HR02 Talent management and workforce planning assignment guideline

Introduction to the unit 5hr02 talent management and workforce planning.

5HR02 is a unit that helps learners understand the labour market trends and their connotation in workforce planning to attract suitable candidates to join an organisation. Learners review employers’ role in positioning their organisation in the labour market. Professionals analyse the labour market before making resourcing decisions to ensure that they have the right people for the available job opportunities in the organisation.

Learners gain insight into the diverse workforce planning processes and techniques and the different recruitment and selection methods. These are significant in ensuring that effective workforces are built to enhance the retention of workers in an organisation. Additionally, the unit provides information on employee turnover trends in organisations and develops strategies effective to enhance employee retention and develop talent pools.

5HR02 Assignment guideline

The assessment introduces a case study of OcMara Industries, a global organisation operating in the energy sector. Students are expected to provide evidence to help understand the labour market trends. As the organisation expands into more sustainable energy sources and environmentally productive processes, the senior managers have developed people practice objectives. The objectives are to recruit staff members with skills and capabilities to serve in the new areas of development and retain them to protect them from being poached by competitors.

As the students prepare to complete the assessment, they must get insight from CIPD factsheets articles. Among the most important factsheets that will guide students in completing the assessments are the resource and talent planning factsheet that explains the talent management strategies and approaches to managing people. The employee and turnover retention factsheet identifies why employees leave the organisation and develop strategies and practices to retain talent. The CIPD Podcast “From surviving to thriving: key changes facing people practice in 2020” provides a discussion of changes that need to be implemented at work, such as work-life balance to build a fair, brave and equal workplace for all employees. 5HR02 assignment is divided into three tasks. The first task is a poster presentation for strategic positioning and the labour market, the workforce planning and recruitment pack, and finally, a proposal presentation pack on talent retention.

Task 1: Strategic positioning and labour market

The students will prepare a poster presentation to the people practice manager on research about the labour market trends in the UK. Students will refer to “SAP”, a company that won the Employer Brand Management Awards in 2019. The presentation will provide answers to the following assessment criteria sections;-

AC 1.1 An explanation of how “SAP” strategically positions itself in the competitive marketplace

Students will review SAP engagement in positioning itself in the labour market. Learners bring evidence by analysing the organisation’s competitive environment and evaluating the strengths and weaknesses of organisation positioning and employee experiences. Other characteristics that the students should look at while answering the question are;-

  • SAP as an employer of choice
  • Employer branding
  • Organisational ethics and reputation
  • Organisational image
  • Rewarding and SAP culture

AC 1.2 An explanation of the changing labour market conditions and their impact on the UK

Learners explain the differences between the tight and loose market conditions, with examples of the countries with the defined market conditions. For example, the UK has a tight labour market condition while Saudi Arabia has a loose labour market condition. Next, learners explain the trends in labour supply and demand in the energy sector and the reasons for the identified trends considering the external business environment. Essential factors to consider are the political, economic, social, technological, environmental and legal issues that affect resourcing decisions made within organisations in the energy sector. Students also explain how the crises affect employee retention and skills shortage in the energy sector.

AC 1.3 role of the government, employers and trade unions in ensuring future skill needs are met in the UK global energy sector.

Governments ensure that future skills needs are met by funding for numeracy, literacy and IT skills. The government ensures that organisations’ policies are implemented to help analyse the future skills needs of the employees in the energy sector. Governments ensure that employers meet the workforce requirements that enhance the recruitment of skilled people into the job.

Employers provide development opportunities and programmes to improve employees’ skills. Training and development programmes help improve employees’ knowledge and quality of work. The energy sector benefits from employers who provide development opportunities and experiences adequate to support the accomplishment of future skills.

Trade unions develop agendas that support employee learning and development. They strive to keep the agendas real and identify representatives to work with employers in implementing the agendas.

Task 2: Workforce planning and recruitment

The second task in the unit requires students to present a report to the company manager in an HRBPS meeting on the workforce planning and recruitment concept. The section provides answers to the following questions;-

AC 2.1 Analysis of the impact of workforce planning in terms of forecasting demand for labour utilising both internal and external sources of supply

Students explain the gaps between labour demand and supply explain the pros and cons of forecasting in workforce planning when utilising internal and external sources of supply for OcMara Company. In explaining this answer, students will examine the benefits and disadvantages of developing internal talent and how OcMara would benefit from developing talent from within the organisation. In the same case, the advantages and disadvantages of developing external talent at OcMara are explained to answer the question comprehensively.

AC 2.2 evaluation of the effectiveness of promotion/demotion rates, employee turnover rates and critical incident analysis techniques used to support the workforce planning process

Students explain the techniques that managers use in workforce planning processes. Learners explain the importance of promotion and demotion in supporting workforce planning processes. They also explain the value of measuring employee turnover the pros and cons of supporting workforce planning. Learners then define critical incident analysis and its effectiveness in workforce planning. Finally, students explain these techniques by linking them to OcMara.

AC 2.3 an explanation of how the appraisal can be used to identify who is interested in progression, managing contingency and mitigating risks through OcMara developing their talent pools

The learners define appraisal and explain how this can be used to identify employees interested in taking opportunities that will enhance their career progressions. Learners explain how OcMara would use appraisals to manage risks and develop talent pools to meet the organisational goals. Learners also explain how appraisals would be used in managing contingencies and determining the employee skills needs.

AC 2.4 Assessment of the use of social media and advertising to recruit employees. An assessment of interviews and job references as methods of selection.

There are different recruitment methods that learners should consider when identifying talent in the organisation. This question focuses on the social media and advertising recruitment methods specifically. Students explain how they use these methods to attract and recruit the right talent whose values connect to the organisational values.

The unit helps learners gain insight on the different selection methods effective to evaluate the learners’ capability to perform in the available job position. Students explain the reliability and effectiveness of these methods in identifying employees’ capabilities to perform. Interviews connect employers with potential candidates, and they ask questions to allow candidates to explain who they are and their capability to perform. Job references are selection methods where employers engage with candidates’ former employers or colleagues to understand better the candidates’ potential in the new job position.

AC 4.1 Assessment of how OcMara could introduce zero-hours and contractor contracts for the new staff it is hoping to recruit

CIPD provides a factsheet on zero-hours contracts, which offers no work guarantee. Contractor contracts identify the terms and conditions of work that establish the relationships between the employers and new staff in the organisation. When hoping to recruit talent, OcMara should be keen to avoid zero-hours contracts because there are no fluctuations in the energy sector. Contractor contracts

AC 4.2 Discussion on the differences between express and implied terms of contracts and what is meant by custom and practice

The express and implied terms of contracts are the agreements that bind the employers and employees. The terms are defined according to Employment Rights Act 1996. Express terms are relevant to the law and govern the employers to respect employees’ legal rights. They are statements explaining employees’ statutory rights such as parental leave, flexible working hours, minimum wages and part-time working.

Implied terms of a contract are incorporated to develop agreements between employers and employees and create business efficacy. Examples include mutual trust and confidence, duty to provide a safe workplace, right for employees to receive minimum wages and equality between men and women’s pay. Express and implied terms are given to employees before they start working in an organisation and should be in writing.

AC 4.3 Explanation of how role information and socialisation can be included in an effective onboarding programme. Benefits of onboarding in terms of appreciation of the organisation culture and norms and employee effectiveness are also provided.

Role information is an onboarding component where people professionals help new staff members understand the roles they will perform in the organisation. Socialisation is a component that helps employees understand organisational policies and culture. These functions help employees commit to the organisation and function effectively

The benefits of onboarding are that employees become successfully integrated into the new organisation. In addition, with a good understanding of the organisational culture, chances of induction crisis are reduced. Other benefits of induction are employees’ capability to appreciate organisational culture, increased employee retention and reduced turnover.

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5HR02 Talent Management & Workforce Planning

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5HR02 TALENT MANAGEMENT AND WORKFORCE PLANNING ASSIGNMENT GUIDELINE

  • October 18, 2022
  • Posted by: Fletcher Samuel
  • Category: CIPD Level 5

5HR02 TALENT MANAGEMENT AND WORKFORCE PLANNING ASSIGNMENT GUIDELINE

An introduction to the unit 5HR02 Talent management and workforce planning

5HR02 is a unit that teaches students about labour market trends and their implications for workforce planning to attract qualified candidates to join an organization. Learners examine the role of employers in positioning their organizations in the labour market. Before making resourcing decisions, professionals conduct a labour market analysis to ensure that they have the right people for the available job opportunities in the organization.

Learners gain an understanding of the various workforce planning processes and techniques, as well as the various recruitment and selection methods. These are important in ensuring that effective workforces are built to improve employee retention in an organization. Furthermore, the unit provides information on employee turnover trends in organizations and develops effective strategies to improve employee retention and talent pools.

5HR02 Assignment guideline

The assessment begins with a case study of OcMara Industries, a global company in the energy sector. Students are expected to provide evidence that will aid in understanding of labor market trends. Senior management has developed people practice objectives as the organization expands into more sustainable energy sources and environmentally productive processes. The goals are to recruit staff members with the necessary skills and capabilities to serve in new areas of development and to keep them from being poached by competitors.

Students must gain insight from CIPD factsheet articles as they prepare to complete the assessment. The resource and talent planning factsheet, which explains talent management strategies and approaches to managing people, is one of the most important factsheets that will guide students in completing the assessments. The employee and turnover retention factsheet identifies the reasons for employee turnover and develops strategies and practices to retain talent. The CIPD Podcast “From Surviving to Thriving: Key Changes Facing People Practice in 2020” discusses work-life balance and other changes that must be implemented to create a fair, brave, and equal workplace for all employees. The 5HR02 assignment is broken down into three tasks. The first task is to create a poster presentation about strategic positioning and the labour market, followed by a workforce planning and recruitment pack, and finally a proposal presentation pack about talent retention.

Task 1: Strategic positioning and labour market

The students will prepare a poster presentation for the people practice manager based on research on labour market trends in the United Kingdom. Students will use the term “SAP,” which won the Employer Brand Management Awards in 2019. The presentation will provide answers to the following sections of the assessment criteria:

AC 1.1 An explanation of how “SAP” strategically positions itself in the competitive marketplace

The guideline

Students will examine SAP’s efforts to position itself in the labour market. Learners provide evidence by analyzing the competitive environment of the organization and evaluating the strengths and weaknesses of organizational positioning and employee experiences. Other characteristics that students should consider when answering the question are as follows:

  • SAP as a preferred employer
  • Company branding
  • Organizational ethics and image
  • Image of the organization
  • SAP culture and rewarding

AC 1.2 An explanation of the changing labour market conditions and their impact on the UK

Learners describe the differences between tight and loose market conditions, using examples from countries with defined market conditions. For example, the UK has a tight labour market, whereas Saudi Arabia has a loose labour market. Following that, students explain the trends in labour supply and demand in the energy sector, as well as the reasons for the identified trends in light of the external business environment. Consider the political, economic, social, technological, environmental, and legal issues that influence resourcing decisions made within energy-related organizations. Students also discuss how the energy sector’s employee retention and a skills shortage are affected by the crises.

AC 1.3 role of the government, employers and trade unions in ensuring future skill needs are met in the UK global energy sector.

Governments fund numeracy, literacy, and information technology skills to ensure that future skill needs are met. The government ensures that organizations’ policies are put in place to assist in analyzing the future skill needs of employees in the energy sector. Governments ensure that employers meet workforce requirements, which improves the recruitment of skilled workers.

Employers provide development opportunities and programs to help employees improve their skills. Employee knowledge and work quality can be improved through training and development programs. Employers who provide adequate development opportunities and experiences to support the achievement of future skills benefit the energy sector.

Trade union agendas promote employee learning and development. They work hard to keep the agendas real and identify representatives to collaborate with employers in putting the agendas into action.

Task 2: Workforce planning and recruitment

The second task in the unit requires students to present a report to the company manager on the workforce planning and recruitment concept at an HRBPS meeting. The following questions are addressed in this section:

AC 2.1 Analysis of the impact of workforce planning in terms of forecasting demand for labour utilising both internal and external sources of supply

Students explain the gaps between labour demand and supply for OcMara Company, as well as the benefits and drawbacks of forecasting in workforce planning when utilizing internal and external sources of supply. Students will examine the benefits and drawbacks of developing internal talent, as well as how OcMara would benefit from developing talent from within the organization, in explaining this answer. In the same case, the benefits and drawbacks of developing external talent at OcMara are explained in detail to provide a comprehensive answer to the question.

AC 2.2 evaluation of the effectiveness of promotion/demotion rates, employee turnover rates and critical incident analysis techniques used to support the workforce planning process

Students describe the techniques used by managers in workforce planning processes. Learners discuss the significance of promotion and demotion in assisting with workforce planning processes. They also discuss the importance of measuring employee turnover and the benefits and drawbacks of supporting workforce planning. Then, students define critical incident analysis and its application in workforce planning. Finally, students explain these techniques by referencing OcMara.

AC 2.3 an explanation of how the appraisal can be used to identify who is interested in progression, managing contingency and mitigating risks through OcMara developing their talent pools

The students define appraisal and explain how it can be used to identify employees who are interested in pursuing opportunities that will advance their careers. Learners describe how OcMara would use appraisals to manage risks and develop talent pools to meet organizational objectives. Learners also describe how appraisals would be used to manage contingencies and determine employee skill requirements.

AC 2.4 Assessment of the use of social media and advertising to recruit employees. An assessment of interviews and job references as methods of selection.

When identifying talent in an organization, learners should consider various recruitment methods. This question focuses specifically on social media and advertising recruitment methods. Students explain how they use these methods to attract and recruit the right talent whose values align with the values of the organization.

The unit assists learners in gaining an understanding of the various selection methods that are effective in evaluating the learners’ ability to perform in the available job position. Students explain the dependability and effectiveness of these methods in determining employees’ performance capabilities. Interviews connect employers with potential candidates by asking questions that allow candidates to explain who they are and what they are capable of doing. Job references are methods of selection in which employers contact candidates’ former employers or colleagues to better understand the candidates’ potential in the new job position.

AC 4.1 Assessment of how OcMara could introduce zero-hours and contractor contracts for the new staff it is hoping to recruit

The CIPD has a factsheet on zero-hours contracts, which provide no work guarantee. Contractor contracts define the terms and conditions of work that govern the relationships between employers and new employees. OcMara should avoid zero-hours contracts when recruiting talent because there are no fluctuations in the energy sector. Contracts with contractors

AC 4.2 Discussion on the differences between express and implied terms of contracts and what is meant by custom and practice

Contracts’ express and implied terms are the agreements that bind employers and employees. The terms are defined by the Employment Rights Act of 1996. Employers must follow the law and express terms to respect their employees’ legal rights. They are statements that explain employees’ legal rights, such as parental leave, flexible working hours, minimum wages, and part-time work.

Implied contract terms are used to create agreements between employers and employees and to increase business efficiency. Mutual trust and confidence are examples, as is the duty to provide a safe workplace, the right of employees to receive minimum wages and pay equality between men and women. Employees are given express and implied terms in writing before beginning work in an organization.

AC 4.3 Explanation of how role information and socialisation can be included in an effective onboarding programme. Benefits of onboarding in terms of appreciation of the organisation’s culture and norms and employee effectiveness are also provided.

Role information is an onboarding component in which people professionals assist new employees in understanding the roles they will play in the organization. Employees learn about organizational policies and culture through socialization. These functions assist employees in committing to the organization and performing effectively.

Employees are successfully integrated into the new organization as a result of onboarding. Furthermore, understanding the organizational culture reduces the likelihood of an induction crisis. Employees’ ability to appreciate organizational culture is another advantage of induction, as is increased employee retention and reduced turnover.

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5HR02 Talent management and workforce planning

5HR02 Talent management and workforce planning

Introduction 

5HR02 stands as a module designed to offer learners a distinctive perspective on comprehending prevailing labour market tendencies along with their implications in the realm of workforce planning. This knowledge aids in the facilitation of attracting suitable candidates to affiliate with an organization. The module delves into the evaluation of how employers contribute to situating their respective organizations within the labour market. Seasoned professionals scrutinize the labour market landscape before finalizing resourcing determinations, ensuring alignment between available job opportunities within the organization and the skill sets of potential recruits.

Learners amass valuable insights encompassing a spectrum of workforce planning methodologies and approaches, coupled with an exploration of diverse recruitment and selection techniques. These aspects collectively play a pivotal role in constructing robust workforces that in turn bolster the retention of personnel within the organizational framework. Beyond this, the module imparts knowledge regarding the trajectory of employee turnover trends within organizational contexts, while concurrently formulating efficacious strategies aimed at fortifying employee retention initiatives and nurturing reservoirs of talent.

Guidelines for 5HR02 assignments

The evaluation centres around a case study featuring NexEnergi Enterprises, a global firm entrenched in the energy sector. Students are tasked with presenting substantiated insights that shed light on prevailing labour market dynamics. As the corporation embarks on an expansion journey encompassing sustainable energy sources and ecologically beneficial procedures, senior executives have outlined strategic objectives about personnel management. These objectives revolve around enlisting adept workforce members equipped with the requisite proficiencies to contribute to the new realms of advancement, while concurrently implementing measures to secure their allegiance and shield them from potential overtures by competitors.

In their preparations for the assessment’s culmination, students are encouraged to glean insights from a repository of CIPD factsheet articles. Among these, the factsheet dedicated to resource and talent planning assumes significance, elucidating a spectrum of strategies and methodologies concerning talent cultivation and personnel administration. Likewise, the factsheet addressing employee retention and turnover delves into the underlying reasons for workforce attrition, offering a compendium of strategies and best practices tailored to talent retention. Complementing these resources, the CIPD Podcast titled “Pioneering Progress: Adapting People Practices for 2020 and Beyond” engages in a discourse about transformative shifts required within workplaces, encompassing aspects such as work-life equilibrium, all in pursuit of fostering an equitable, bold, and unbiased professional environment for all team members.

The 5HR02 assignment is compartmentalized into three distinct tasks. The inaugural task mandates the creation of a poster presentation that explores strategic alignment with the labour market, followed by the formulation of a workforce planning and recruitment dossier. Lastly, students are required to assemble a proposal presentation package delineating strategies for talent retention.

Task 1: Strategic positioning and labour market

Students are tasked with crafting a poster presentation for the people practice manager, elucidating their research findings on the prevailing labour market trends within the UK. To illustrate these insights, the presentation will draw upon the example of “SAP,” an organization distinguished by its receipt of the Employer Brand Management Awards in 2019. Through this presentation, students are set to address the specific evaluation criteria, specifically:

AC 1.1: A comprehensive elucidation detailing the strategic positioning of “SAP” within the fiercely competitive marketplace

The guideline

Students are slated to conduct an assessment of SAP’s endeavours to establish its presence within the labour market. To substantiate their observations, learners will undertake an analysis of the organization’s competitive landscape, delving into an evaluation of both the strengths and weaknesses characterizing the positioning of the organization, alongside the quality of employee experiences. In addressing this inquiry, students are also encouraged to consider several other facets, including:

  • SAP’s standing as a preferred employer
  • The nuances of employer branding
  • Ethical dimensions and the reputation of the organization
  • The perceptual image projected by the organization
  • Aspects related to incentives and the prevailing SAP culture

AC 1.2 An explanation of the changing labour market conditions and their impact on the UK

Students are tasked with elucidating the distinctions between tight and loose market conditions, replete with instances of countries embodying these contrasting market dynamics. For instance, the UK stands as an illustration of a tight labour market condition, while Saudi Arabia epitomizes a loose labour market context. Subsequently, learners delve into a comprehensive exposition of labour supply and demand trends within the energy sector, accompanied by an exploration of the causative factors underlying these trends, all of which are rooted in the external business environment.

In the pursuit of this analysis, learners are advised to contemplate a range of pivotal factors, encompassing the political, economic, social, technological, environmental, and legal dimensions that collectively impinge on resourcing determinations within energy sector organizations. Furthermore, students are tasked with the task of elucidating how crises cast their impact on employee retention and the prevailing dearth of essential skills within the energy sector.

AC 1.3 role of the government, employers and trade unions in ensuring future skill needs are met in the UK global energy sector.

Governments play a pivotal role in ensuring the anticipation of forthcoming skill requisites by allocating resources towards bolstering numeracy, literacy, and IT proficiencies. Additionally, governments oversee the implementation of organizational policies geared towards scrutinizing the prospective skill needs of employees operating within the energy sector. By setting workforce criteria, governments actively contribute to fostering an environment conducive to the recruitment of adept professionals into these roles.

Employers, recognizing their role, offer a spectrum of developmental avenues and programs aimed at enhancing the skill sets of their workforce. Through these training and developmental initiatives, employees not only augment their knowledge but also elevate the overall quality of their work. The energy sector greatly benefits from such employer-driven initiatives, ensuring that the offered developmental opportunities align effectively with the demands of future skills.

Trade unions, meanwhile, cultivate strategic agendas designed to bolster the learning and development of employees. These agendas are meticulously crafted to remain pragmatic and relevant, with designated representatives collaborating alongside employers to facilitate the successful implementation of these developmental plans.

Task 2: Workforce planning and recruitment

As part of the unit’s second task, students are assigned the responsibility of delivering a comprehensive report during an HRBPS meeting to the company manager. This report revolves around elucidating the intricacies of the workforce planning and recruitment concept. Within this section, students are tasked with addressing the subsequent inquiries;-

AC 2.1 Analysis of the impact of workforce planning in terms of forecasting demand for labour utilising both internal and external sources of supply

Students delve into the elucidation of disparities existing between the demand and supply of labour, subsequently delving into a nuanced exploration of the merits and demerits associated with forecasting within the context of workforce planning, while integrating both internal and external supply sources tailored to NexEnergi Enterprises. In this analysis, students will scrutinize the advantages and drawbacks associated with cultivating internal talent, unravelling how NexEnergi stands to gain by nurturing skills and capabilities from within its organizational framework. Similarly, the advantages and disadvantages tied to the nurturing of external talent at NexEnergi are expounded upon to ensure a comprehensive response to the posed inquiry.

AC 2.2 Evaluation of the effectiveness of promotion/demotion rates, employee turnover rates and critical incident analysis techniques used to support the workforce planning process

Students elucidate the array of methodologies employed by managers within the spectrum of workforce planning processes. Learners then delve into an exploration of the significance inherent in the facets of promotion and demotion, both of which play instrumental roles in buttressing workforce planning endeavours. Additionally, the value attributed to measuring employee turnover is examined, with a careful assessment of its advantages and drawbacks within the context of supporting workforce planning initiatives. Furthermore, learners provide a concise definition of critical incident analysis and assess its efficacy as a tool within workforce planning strategies. Finally, students interlink these aforementioned techniques by relating them to the operational landscape of NexEnergi, thereby establishing a practical contextualization.

AC 2.3 An explanation of how the appraisal can be used to identify who is interested in progression, managing contingency and mitigating risks through NexEnergi Enterprises developing their talent pools

Learners provide a clear definition of appraisals and subsequently illustrate their potential in recognizing employees inclined towards seizing opportunities that propel their career growth. Students outline how NexEnergi Enterprises could effectively leverage appraisals to mitigate risks, foster the cultivation of talent pools, and align them with the overarching organizational objectives. Furthermore, learners elucidate how appraisals can be harnessed to adeptly handle contingencies while also pinpointing the specific skill requirements of employees.

AC 2.4 Assessment of the use of social media and advertising to recruit employees. An assessment of interviews and job references as methods of selection.

Diverse recruitment techniques warrant learners’ consideration when discerning talent within the organization. This inquiry delves specifically into the utilization of social media and advertising as recruitment avenues. Students elaborate on their deployment of these methods, detailing how they leverage them to attract and secure adept individuals whose values seamlessly align with the organizational ethos.

The unit imparts valuable insights to learners concerning a myriad of selection methodologies, each calibrated to effectively assess an individual’s suitability for a given job role. Students delve into expounding the dependability and efficacy of these techniques in gauging candidates’ capacity to excel. Interviews, acting as a bridge between employers and potential candidates, serve as a platform for candidates to elucidate their identity and aptitude for the role through responsive dialogues. Similarly, job references, a selection mechanism, facilitate employer engagement with candidates’ former employers or colleagues, thereby affording a more comprehensive understanding of the candidate’s potential within the new job position.

AC 4.1 Assessment of how NexEnergi Enterprises could introduce zero-hours and contractor contracts for the new staff it is hoping to recruit

CIPD supplies a comprehensive factsheet elucidating zero-hours contracts, a form of engagement devoid of work guarantees. On the other hand, contractor contracts play a pivotal role in delineating the work-related terms and conditions that underpin the rapport between employers and fresh personnel within NexEnergi Enterprises. As OcMara embarks on talent acquisition endeavours, it is paramount to exercise vigilance in sidestepping zero-hours contracts, given the energy sector’s relative lack of fluctuations. Instead, the organization should favour the implementation of contractor contracts to ensure a more stable and constructive employment framework.

AC 4.2 Discussion on the differences between express and implied terms of contracts and what is meant by custom and practice

The explicit and inferred clauses within contracts serve as the binding agreements that establish the relationship between employers and employees. These terms are framed by the Employment Rights Act of 1996. Express terms hold significant legal relevance, dictating the employers’ obligation to uphold the legal entitlements of employees. These terms encompass statements that elucidate employees’ statutory rights, spanning areas such as parental leave, flexible working hours, minimum wages, and part-time employment regulations.

Implied terms, on the other hand, are embedded within contracts to facilitate harmonious agreements between employers and employees, fostering operational efficiency. Instances include the principles of mutual trust and confidence, the duty to maintain a safe work environment, the entitlement for employees to receive minimum wages, and the promotion of gender pay equality. Both express and implied terms are conveyed to employees before their commencement of work within the organization, and they should be formally documented.

AC 4.3 Explanation of how role information and socialisation can be included in an effective onboarding programme. Benefits of onboarding in terms of appreciation of the organisation’s culture and norms and employee effectiveness are also provided.

Role information stands as a crucial facet of the onboarding process, wherein HR professionals facilitate the comprehension of new staff members about their designated roles within the organization. Complementing this, socialization serves as an integral component that aids employees in comprehending the organizational policies and cultivating an awareness of the organizational culture. These functions collectively foster employee commitment to the organization and enhance their overall effectiveness.

The advantages inherent in a well-structured onboarding process include the seamless integration of employees into the new organizational environment. Moreover, a sound understanding of the organizational culture significantly diminishes the likelihood of induction-related challenges. Induction also extends its benefits by empowering employees to grasp the organizational culture, thereby fostering increased employee retention rates and a subsequent reduction in turnover.

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    The 5HR02 assignment is divided into three parts. It begins with a poster presentation on strategic positioning and the labour market, followed by a workplace planning and recruitment package, and finally a proposal presentation on talent retention.

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    Analysing the benefits of effective personnel planning from labor supply and demand gap predictions and precise workforce planning interventions. The clarification of contingency and succession planning targeted towards reducing risks presented by dynamic labour market conditions.

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    5HR02 is a unit that helps learners understand the labour market trends and their connotation in workforce planning to attract suitable candidates to join an organisation. Learners review employers’ role in positioning their organisation in the labour market.

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  9. 5HR02 TALENT MANAGEMENT AND WORKFORCE PLANNING ASSIGNMENT ...

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  10. 5HR02 Talent management and workforce planning - CIPD Modules

    The 5HR02 assignment is compartmentalized into three distinct tasks. The inaugural task mandates the creation of a poster presentation that explores strategic alignment with the labour market, followed by the formulation of a workforce planning and recruitment dossier.