![5HR02 Talent management and workforce planning](https://cipdmodules.co.uk/wp-content/uploads/2023/08/2149337243.jpg)
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
The guideline
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.