CIPD Level 5 - Resource and Talent Planning

This document discusses the labor market comparisons, organizational positioning, role of government, employers and trade unions, principles and tools of effective workforce planning, job description, person specification and competency frameworks in CIPD Level 5 Resource and Talent Planning.

CIPD Level 5 - Resource and Talent
Planning

Table of Contents
Question 1...................................................................................................................................................2
1.1) Labor Market comparisons...............................................................................................................2
1.2) Organizational Positioning in Competitive Labor Markets..............................................................3
1.3) Significance of Tight and Loose Labor Market Conditions..............................................................3
Question 2...................................................................................................................................................3
1.4a) The Role of Government................................................................................................................3
1.4b) The role of employers.....................................................................................................................4
1.4c) The role of trade unions..................................................................................................................4
Question 3...................................................................................................................................................5
2.1a) Principles of Effective Workforce Planning...................................................................................5
2.1b) Tools used in Workforce Planning.................................................................................................6
Question 6...................................................................................................................................................6
2.4a&b) Job Description and Person Specification..................................................................................6
2.4c) Competency Frameworks...............................................................................................................7
References...................................................................................................................................................9
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Question 1
1.1) Labor Market comparisons
UK and Malaysia, these two markets are different in many ways like the culture, test, and
preferences of the peoples .Like other aspects, there are remarkable differences between the
labor market trends in these two countries. Some of the major differences are as follows:
Employment opportunities: The UK is a developed country and there are head offices of many
global companies. Hence, there must be adequate job opportunities for talented peoples.
However, according to the report, the new graduates are facing severe problems to find out
suitable jobs in the UK and employment prospect in this country has reached the pre-crisis level.
The unemployment rate for the graduate in the UK is 3.1% for the graduate candidate and 2.3%
for post graduate candidates. Uncertainty related Brexit even makes it worse.
On the other hand, Malaysia is a developing country. Here in this country, there are lots of job
opportunities. However, the competition is very high in the job market and employment
prospects are really good.
Growth and motivation: Both the nations have multicultural and multi-ethnic workforces hence;
the employees get good experiences of working with diverse workforces. The growth and
development prospect is comparatively better in Malaysia. Moreover, the company provides
adequate focus on motivating the employees to deliver their best. In store revolution is heading
in the UK market whereas the Malaysian market is not so much adaptive of all this aspects. They
are thinking of re-inventing retail whereas the Malaysian retail market is thinking of holding its
traditional nature of retailing. The culture of UK market is much more modern as compared with
Malaysian market. The weight of tariffs is mostly different in both the countries of retail market.
Compensation and benefits: In the UK, the employees earn in GBP, which is the major attraction
in the UK job market. The compensation and benefits in the UK are standard as there is higher
living quality. In Malaysia, the compensation and benefits are comparatively low.
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1.2) Organizational Positioning in Competitive Labor Markets
In the UK job market, TESCO is regarded as one of the leading employers. The company has
almost 4, 50,000 employees in the UK (Tescoplc 2019).
The company has significant employment in the Malaysian country. The company has nearly
8,000 employees in Malaysia. It is considered one of the major employers in the retail industry.
1.3) Significance of Tight and Loose Labor Market Conditions
The tight labor market condition implies a shortage of talented, knowledgeable and skilled labor
in the market. The unemployment rate is at a very low position in the tight labor market
condition. On the other hand, the loose labor market condition implies intensive competition for
the labors, where there is a surplus of skilled and talented labors. There are very few jobs for
skilled labor and the labors have to face strong competition when they seek a job. Alternatively,
in the tight labor market condition, the companies face challenges to fulfill their labor
requirements as there is a shortage in the labor market.
Question 2
1.4a) The Role of Government
 Determining policy on education - Skills were the heart of the UK's prosperity.
Governments of the UK are, therefore, required to adopt such a policy that will enable
the students to ensure future skills. The Education Reform Act mainly aimed to
increase the choice of parental and improved the state funded schools' accountability
(Cee, 2006). Here, parents could easily choose schools for their children. Several
schools were allowed to control their budgets (Burtăverde, 2016).
 Policy and funding for more apprenticeships – The apprentices combine working
along with studying for gaining skills and knowledge in a particular field. The
government of the UK has also invested its adequate amount in the apprenticeships
and funding. There was a wide range of apprenticeships for 1500 job poles in the UK.
The UK government fund for training and assessing the apprentice. (ucas, 2018)
 DFID approach - The government of the UK has taken the DFID approach. The
main aim of the DFID approach is to tackle the crisis of learning at its base. The UK
Government has invested a substantial amount of their budgets on education (GOV,
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2018). The main aim of this policy is to eradicate poverty employing providing
educations to the entire children. Proper education opens a door for better
employment opportunities for future skills. To prosper the future of the UK with
skills the Government of the UK has contributed an impressive amount in this
approach.
1.4b) The role of employers
 The development of employer-led professional standards e.g. ‘trailblazers’, -
Apprenticeships in the UK are changing day by day. The government of the UK has,
therefore, created an employer-led model for establishing the new apprenticeships
standards. The financial services have chosen as the small number of employer groups for
acting as Trailblazers (Northernskills, 2017). Trailblazers brought together the
professional bodies and employers for developing new apprenticeship standards. The new
standards will be short types with not more than one to two pages. It also comprises of
the skill, level of knowledge and behaviours. Apart from this it also requires
qualifications and at least one of training for matching the level of standard (TAYLOR,
S., 2018).
 The use of long-range skills and workforce planning and training needs analysis – in
this modern day the work environment hires employees possessing skills of performing
complex and weird tasks. Training is essential when employees do not give the outcome
as per the standards. For achieving the expected level of job performance training is
necessary for the employees (Freeman, 2019). The employers have to provide training to
their employees. So, that the employees could easily handle out the responsibility. Thus a
new path is opened for employee involvement.
1.4c) The role of trade unions
 Contribution of union learning representatives – Union learning representatives
are said to be a member of the trade union (Tuc, 2018). Usually, he plays a key role in
supporting the importance of training and development. Not only they support but
also they improve the culture of learning in the workplace.
 Provision of Training and Support – Trade unions of the UK help their employees
in training.
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Question 3
2.1a) Principles of Effective Workforce Planning
The effective planning for the workforces is largely reliant on some fundamental procedures
which are as follows:
 Environmental scanning: The environmental factors like political, economic, social,
technological legal and environmental factors have significant impacts on workforce
planning.
a) The political factors like the stability of national government, government labor, and
economic policies are important in this matter (Hrzone, 2018).
b) The economic factors like the unemployment rate of the country, GDP per capita,
minimum wage rate, etc., are also important in this matter.
c) Social conditions like average age, education level, crime rate, etc. are important for
workforce planning.
d) The technological aspects like the use of technologies and skill competences among
the prospective employees also play crucial roles in workforce planning.
e) The legal factors like labor law, discrimination law, and inequality policy are also
important along with the environmental laws for effective workforce planning.
 Demand analysis: The demand analysis is also essential to recognize the key skills and
competencies required for the workforces. It also informs about the numbers of peoples
required to meet the workforce demand.
 Supply analysis: The supply analysis help in understanding the skills and competencies
available in the labor market along with the numbers of availability of the candidates in
the labor market.
 Gap Analysis: The gap analysis is also important in this matter as it helps in
understanding the gap between the demand and supply situations in the respective labor
market. Hence, it supports in developing effective HR policies regarding recruitment and
selection.
 Strategy development: HR should develop efficient strategies to fulfill their workforce
needs. Hence, the development of HR strategies is important for effective workforce
planning.
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 Key stakeholders involvement: It is most important to involve all the key stakeholders
like the top, middle, and bottom line management staff and frontline employees in
workforce planning, which support in increasing the efficiency and effectiveness of the
workforce planning.
2.1b) Tools used in Workforce Planning
 Scenario planning - Scenario Planning is scenario analysis. It is the strategic planning
process that is used by organizations for implementing long term plans. Carrying scenario
planning will let know the organizations how are they affected and in what situations. It
will help them to implement possible solutions to workforce planning. Scenarios may be
natural disasters, new legislations, changes in attitudes and technological innovation.
 Span and gap analysis – span and gap analysis are sometimes termed as a gap analysis
or the workforce gap analysis. The gap analysis will help the organizations to set for the
long term. Most importantly it will help to achieve the business goal. It helps the
organization for further growth, understanding the skills of its workforce and then the
development of the strategies. Thus, it enables organizations to bridge the gap. This tool
is highly used for workforce planning due to its ability to mitigate the gap.
 Workforce strategy mapping – it is the map, represents how workforce planning tasks
are aligned with the organizational strategy. Strategic planning follows certain steps. It
includes a setup strategy by the organizations (Vulpen, 2018). The next step is followed
by what is the present situation of the organizations. The quality and quantity of the
workforce is the next step. The strategy of HR is based on these three factors. By
considering these factors the Hr strategy is built.
Question 6
2.4a&b) Job Description and Person Specification
Job description for the role of HR Business Partner at NHS Trust – HR business partner is said to
be one of the busiest clinical divisions of the post holder. One has to work with the other
business partners in the Trust for developing the business strategy. Apart from that for
succeeding in the required field one has to be CIPD qualified with relatable experience in the
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human resources. Experience is considerable when the required person has worked with the
managers for donating a high level of HR services. One has to be a productive and powerful
working relationship with the workforce teams.
Person specification
The person who is acquiring for HR business Partner position should have excellent
interpersonal skills and communication skills. The person must possess the skill of negotiating
and an influencing skill is also necessary for this post. The particular person must be MCIPD
qualified and must gather a proper working experience with the manager .The attributes that are
bring maintained through this competency framework builds several types of deliverables at each
level of the organization.
2.4c) Competency Frameworks
The competency framework can be defined as an important model, which widely defines the
outline or blueprint of extraordinary performances within a business organization or an industry
(Participatoryartslearning, 2018). It is an absolute collection of skills plus behaviors needed by
the individual employees to perform their jobs properly. Moreover, it also comprised the entire
information about the procedures by which the individual employee goes his/her tasks along with
anticipated outcomes of the tasks. The all four attributes of the competency framework is being
discussed properly in regards of the trust. . Currently; the competency framework is regarded as
a standard part of contemporary people management. The framework supports establishing the
entire core competencies required for the HR professionals who are working in the NHS.
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This let the HR personnel have to build proper relationship with the company employees at each
level and give effective productivity. This helps the human resource to maintain foolproof focus
on the objectives and the goals that are being set for the company. This is being chosen to
profoundly deliver the best service to the customers and self enhancement too. It has various
advantages like it provides clear and precise visions to the employees about the set of
competencies like skills, knowledge, and behaviors anticipated for the HR professionals in NHS.
It supports in developing more fair and open appraisal and recruitment system .The framework
supports the recruiters in assessing the transferable skills plus help in recognizing needed
behaviors irrespective of the carrier background of the aspirant candidates. It supports in
delivering measurable plus standardized procedures across the organizations plus geographical
boundaries. Hence, the competency framework is important for the NHS trust HR professional.
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References
Burtăverde, V. (2016). Book review by: VLAD BURTĂVERDE - “Personnel selection. Adding
Value Through People-A Changing Picture (6-th Edition) BY MARK COOK”. Romanian
Journal of Experimental Applied Psychology, 7(3), pp.95-96.
Cee (2006). Education Policy in The UK. [online] Cee.lse.ac.uk. Available at:
http://cee.lse.ac.uk/ceedps/ceedp57.pdf [Accessed 1 Oct. 2019].
Freeman, J. (2019). Human Resources Planning - Training Needs Analysis. [online]
Questia.com. Available at: https://www.questia.com/library/journal/1G1-14836405/human-
resources-planning-training-needs-analysis [Accessed 2 Oct. 2019].
GOV (2018). DFID Education Policy. [online] GOV.UK. Available at:
https://www.gov.uk/government/publications/dfid-education-policy-2018-get-children-learning/
dfid-education-policy#dfids-approach-tackling-the-learning-crisis-at-its-root [Accessed 1 Oct.
2019].
Hrzone (2018). What is Environment Scanning?. [online] hrzone.com. Available at:
https://www.hrzone.com/hr-glossary/what-is-environment-scanning [Accessed 1 Oct. 2019].
Northernskills (2017). Learn more about Trailblazer Standards with Northern Skills Group.
[online] Northernskills.co.uk. Available at:
https://www.northernskills.co.uk/employers/trailblazer-standards [Accessed 1 Oct. 2019].
Participatoryartslearning (2018). What is a competency framework?. [online]
Participatoryartslearning.wordpress.com. Available at:
https://participatoryartslearning.wordpress.com/the-framework/what-is-a-competency-
framework/ [Accessed 1 Oct. 2019].
TAYLOR, S., 2018 Resourcing and Talent Management. 7th ed. London: Chartered Institute of
Personnel and Development / Kogan Page
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Tescoplc (2019). About. [online] tescoplc.com. Available at: https://www.tescoplc.com/about/
[Accessed 1 Oct. 2019].
Tuc (2018). Union Learning reps (ULRs). [online] Tuc.org.uk. Available at:
https://www.tuc.org.uk/union-reps/learning-and-skills/union-learning-reps-ulrs [Accessed 1 Oct.
2019].
ucas (2018). Apprenticeships. [online] ucas.com. Available at:
https://www.ucas.com/apprenticeships-in-the-uk [Accessed 1 Oct. 2019].
Vulpen, E. (2018). 5 Essential Workforce Planning Tools for any HR professional | AIHR
Analytics. [online] AIHR Analytics. Available at: https://www.analyticsinhr.com/blog/strategic-
workforce-planning-tools/ [Accessed 1 Oct. 2019].
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