Impact of Effective Workforce Planning

Talent Management and Workforce Planning
This unit assignment focuses on the impact of effective workforce planning in considering the development of diverse talent pools and how to contract and onboard the workforce. It also includes analysis of the potential cost to the organisation if this is poorly managed and the tools and interventions required to mitigate this risk.

CIPD’s insight
Talent Management

Talent management seeks to attract, identify, develop, engage, retain and deploy individuals who are considered particularly valuable to an organisation. It should align with business goals and strategic objectives. By managing talent strategically, organisations can build a high-performance workplace, encourage a ‘learning’ organisation, add value to their employer brand, and improve diversity management. For these reasons, people professionals consider talent management to be among their key priorities.

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

Workforce Planning Practice

People in charge of organisations, teams or projects have always needed to plan how activities will be accomplished. Such planning inevitably involves recruiting, training and deploying the people needed to get the work done. But if managers wait until the moment the work has to be done, the people and skills needed to do it will simply not be there.
Effective and timely workforce planning goes beyond forecasting headcount and can provide agile people solutions to complement the future direction of your business.
A strategic workforce plan informs good business decisions and yields important data such as hiring ease or difficulty, time to hire, time to productivity, attrition rates and so on, which can help identify risks and contingency actions.
Workforce Planning Practice is the CIPD members’ guide setting out the steps to workforce planning for HR professionals and line managers. Examples throughout will show that change and uncertainty make planning especially critical, and that through a structured planning process, organisations can position themselves not merely to survive but to thrive by mapping and securing the workforce resources they need now and for the future.
https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planning-practice#gref

Workforce Planning

Explores the benefits of workforce planning, the activities involved and the stages of the workforce planning process.

Workforce planning is a core business process which aligns changing organisation needs with people strategy. It can be the most effective activity an organisation can engage in. It doesn’t need to be complicated and can be adjusted to suit the size and maturity of any organisation. It can provide market and industry intelligence to help organisations focus on a range of challenges and issues and prepare for initiatives to support longer term business goals.

This factsheet examines the concept of workforce planning. It distinguishes between strategic and operational workforce planning, ‘hard’ and ‘soft’ workforce planning, which work together to generate and analyse information before planning actions. It also explores the stages of the workforce planning process and highlights key issues and action points for implementation.

https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce- planning-factsheet

Case study

‘RML Beverage Drinks’ is a drinks company based in the UK. They currently have a team of 150 employees and an annual turnover of £6 million. In the last few years, the company has fallen upon some difficult times. Market conditions and a drive for healthier drinks have resulted in more consumers rejecting fizzy drinks. The company has started to diversify its product offering but, in the meantime, has been forced to downsize. The Managing Director (MD) of the company has requested that you act as a consultant to the firm and help support the company in the following workforce planning and talent management initiatives. You will be generating materials for managers on what is involved and how to undertake appropriate actions.

Preparation for the Tasks:

Refer to the indicative content in the unit to guide and support your evidence.
Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task.
Ensure that the evidence generated for this assessment remains your own work.

You will also benefit from:

Reflecting on your own experiences of learning opportunities and training and continuing professional development.

Reading the CIPD Insight, Fact Sheets and related online material on these topics.

You should relate academic concepts, theories, and professional practice to the assessment task(s), in a critical and informed way, and with reference to key texts, articles and other publications.

Don’t forget to:

Complete the front cover sheet and place at the front of your assessment.
Use the bullet points below each task as headings and sub-headings so your marker can see where your answer begins.

Task One – Presentation Pack
The MD has asked you to prepare a presentation to the managers to position them around key contemporary labour market trends and their significance for workforce planning. This will also cover turnover and retention trends and the factors that influence why people choose to leave or remain. The pack needs to include presentation slides and supporting notes.

The presentation must include:

an explanation on how organisations strategically position themselves in competitive labour markets. (AC 1.1)
an explanation of the impact of changing labour market conditions on resourcing decisions. (AC 1.2)
a discussion on the role of government, employers and trade unions in ensuring future skills needs are met. (AC 1.3)
an examination of turnover and retention trends and the factors that influence why people choose to leave or remain (AC 3.1)

It is essential that you refer to current labour market and turnover and retention trends / conditions to ensure that your work is contemporary and relevant. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

Task Two – Inhouse Manual
For this task you need to create chapters for an inhouse manual for managers on what is involved in Talent Management and Workforce Planning and how to undertake appropriate actions. As your manual is being prepared for managers, it should be written in a professional format and style.
Your manual should have a title page, contents page and a brief introduction. Your manual should be broken down into chapters covering the following:

Chapter 1 – Workforce Planning

an analysis of the impact of effective workforce planning. (AC 2.1)
an evaluation of the techniques used to support the process of workforce planning (AC 2.2)
explain approaches to succession and contingency planning aimed at mitigating workforce risks. (AC 2.3)
assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces (AC 2.4)

Chapter 2 – Talent Management

compare different approaches to developing and retaining talent on an individual and group level. (AC 3.2)
evaluate approaches that an organisation can take to build and support different talent pools. (AC 3.3)
evaluate the benefits of diversity in building and supporting talent pools (AC 3.4)
explain the impact associated with dysfunctional employee turnover. (AC 3.5)

Chapter 3 – Contractual Arrangements and Onboarding

Assess suitable types of contractual arrangements dependent on specific workforce needs. (AC 4.1)

Differentiate between the main types of contractual terms in contracts. (AC 4.2)

Explain the components and benefits of effective onboarding. (AC 4.3)

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