AC 1.1 An explanation of how organisations strategically position themselves in competitive labour markets.
5HR02 Talent Management and workforce planning
Example Answer - Plagiarised, Please Do Not Copy - Order Now for Custom Written Work
AC 1.1 An explanation of how organisations strategically position themselves in competitive labour markets.
In today’s competitive labour markets, organisations like Sun Energy must strategically position themselves to attract and retain top talent, especially as they transition into sustainable energy sectors. This involves addressing both external and internal factors that influence their resourcing decisions.
Externally, labour market trends, such as the increasing demand for green energy expertise and the global shift towards sustainability, create a competitive environment for talent acquisition. To strategically position itself, Sun Energy must first identify the key skills and capabilities required to support its move into sustainable energy sources like wind, solar, and hydrogen. By offering attractive compensation packages, opportunities for career growth, and emphasising its commitment to sustainability, Sun Energy can appeal to professionals with niche skills in these emerging fields.
Internally, retaining existing staff is crucial, particularly when competitors are actively poaching talent. In response, Sun Energy should focus on building a strong employer brand, promoting employee engagement, and offering development opportunities aligned with its sustainability goals. This may involve reskilling and upskilling programmes to transition employees into new areas of the business, ensuring they feel valued and integral to the company’s long-term strategy.
Moreover, organisations like “Sun Energy” must also navigate economic and social considerations, ensuring that their workforce planning integrates diversity, equity, and inclusion principles. Strategic positioning, therefore, requires a holistic approach that not only addresses immediate labour market challenges but also builds a sustainable and adaptable workforce for the future.
Assignment Brief
Level 5 Associate Diploma in People Management
This unit 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 factsheets:
Resource and talent planning fact sheet
This factsheet considers the changing context of ‘talent’ and ‘talent management’ and the benefits to organisations they provide. It outlines the features of a talent management strategy, including how it can align with corporate strategy, inclusive versus exclusive approaches, involving the right people and the talent management loop.
CIPD Factsheet: https://www.cipd.co.uk/knowledge/strategy/resourcing/talent- factsheet#gref
Employee turnover and retention fact sheet
This factsheet reviews turnover patterns in the UK and identifies when turnover can be problematic. It outlines the methods that can be used by organisations to measure turnover, as well as the cost of losing employees. The factsheet also examines why people leave organisations and recommends practices to improve staff retention, such as flexibility, fair treatment and employee wellbeing.
CIPD factsheet: https://www.cipd.co.uk/knowledge/strategy/resourcing#gref
CIPD Reports:
Good Work Index 2023
This report provides an overview of measures used to analyse quality of work across different occupations, industries and groups of people. It focuses on pay and benefits, employment contracts, work-life balance, job design and the nature of work, relationships at work, employee voice and health and wellbeing.
CIPD Report: https://www.cipd.org/globalassets/media/knowledge/knowledge- hub/reports/2023-pdfs/2023-good-work-index-report-8407.pdf
Case study
You are a member of the people practice team within “Sun Energy” . You have been asked to help the team understand labour market trends and the impact the changing labour market has on resourcing decisions.
We have worked to embed this sustainability commitment into our strategy, our business processes and decision-making.
We aim to provide more and cleaner energy solutions in a responsible manner – in a way that balances short and long-term interests, and that integrates economic, environmental, and social considerations.
To become more competitive in the global energy sector, “Sun Energy” is moving into more sustainable energy sources and therefore needs to reconsider its resource and talent planning needs.
The main objective of sustainability is to reduce environmental impact in ways that are sustainable for the Earth and for the person.
The oil and gas industry are making progress on becoming more sustainable, using innovative technologies such as wind, solar or hydrogen that will cut costs and reduce their carbon footprint.
Using “Sun Energy” as an example for this assignment let`s assume they currently have two main people practice objectives:
The first is to recruit staff who have the capabilities and skills to help “Sun Energy” move into these new areas of business.
The second is to retain existing staff who are being poached by competitors.
Preparation for Tasks:
Plan your assessment work with your assessor at the start of the assignment. Where appropriate, agree milestones so they can help you monitor your progress.
Refer to the indicative content in the unit guide and support your evidence.
Pay attention to how your evidence is presented. Remember you are working in the people development team for this task.
Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
Acting on formative feedback from your assessor
Reflecting on your own experiences of learning opportunities, training and continuing professional development
Taking advantage of the CIPD Factsheets, Reports and Podcasts, and any other online material on these topics
Task – A written response to the following questions
You will also need to carry out your own research into the changing labour market conditions across the UK and what different energy companies are doing to retain staff. To score the higher passes you must apply each answer to the case organisation and the sector it operates within.
The People Practice Manager of “Sun Energy ” has asked you to produce written responses to the following questions:
1) An explanation of how organisations strategically position themselves in competitive labour markets. (AC1.1)
2) Explanation of at least two examples of changing labour market conditions including a discussion of tight and loose labour market conditions. (AC1.2)
3) An analysis of the impact of the impact of effective workforce planning in terms of how the process helps us to forecast demand and supply of labour. (AC2.1)
4) An evaluation of the effectiveness of two techniques which are used to support the process of workforce planning. (AC2.2)
5) An evaluation of the strengths and weaknesses of two different methods of recruitment and two different methods of selection to build effective workforces. (AC2.3)
6) Discuss factors that influence why people choose to leave or remain in organisations. (AC3.1)
7) A comparison of different approaches to retaining people. (AC3.2)
8) An explanation of the direct and indirect costs associated with dysfunctional employee turnover. (AC3.3)
9) An assessment of two types of contractual arrangements. (AC4.1)
10) An explanation of two benefits of effective onboarding. (AC4.2)
Your evidence must consist of:
Written responses of approximately 3900 words (+ or – 10%).
Please use the assessment criteria as your headings.
References must be included in the reference list along with a corresponding in- text citation within each assessment criteria answer.
Assessment criteria checklist
Use this as a checklist to make sure that you have included the required evidence to meet the task.
Assessment Criteria
1.1
Explain how organisations strategically position themselves in competitive labour markets.
1.2
Explain the impact of changing labour 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 need.
4.2
Explain the benefits of effective onboarding.
Assessment Criteria marking descriptors:
Assessors will mark in line with the assessment criteria (AC) and marking descriptors. They will indicate where the learner sits within the marking band range for each AC .
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental to leaners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so the assessor must use their discretion in marking grading decisions.
The grid below shows the range for each unit assessment results based on total number of marks awarded across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the assessment criteria have been failed or referred.
Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be used internally by the centre.
Overall mark
Unit result
0-19
Fail
20-25
Low Pass
26-32
Pass
33-40
High Pass
Marking Descriptors
Mark
Range
Descriptor
1
Fail
Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does not meet the assessment brief.
2
Low Pass
Demonstrate an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to support answers.
Required format adopted but some improvement required to the structure and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way.
3
Pass
Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC.
Includes confident use of examples, where required, to support each answer.
Presentation and structure of assignment is appropriate for the assessment brief.
Answers are clear and well expressed.
4
High Pass
Demonstrates a wide range of confident level of knowledge, understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link and support the answer well.
Answers are applied to the case organisation or an alternative organisation.
Answers are clear, concise and well argued, directly respond to what has been asked.
The presentation of the assignment is well structured, coherent and focusses on the need of the questions.
Includes clear evidence of the use of references to wider reading to help inform answer.
Get Fresh Answer: £149 100% Plagiarism Free & Custom Written, tailored to your instructions