Analyse and evaluate the major features of national and international employment markets

Assignment Brief

CIPD Level 7 Advanced Diploma in Human Resource Management

1. Analyse and evaluate the major features of national and international employment markets from which organisations source staff and ways in which these markets evolve or change.
2. Play a leading role in the development and evaluation of resourcing and talent management strategies, diversity management and flexible working initiatives.
3. Manage recruitment, selection and induction activities effectively, efficiently, lawfully and professionally.

Assessment activity

You work in the head office of a rapidly growing UK based budget hotel chain which has a focus on providing high quality, but basic services. The HR Director is aware that the hotel chain has been experiencing problems with the resourcing of staff in both managerial and reception roles. This has been attributed to the unsociable hours, as well as the extensive responsibility of the roles. Staff turnover in both these roles is much higher than the sector’s average and a great concern for the organisation`

The hotel chain also has discrimination cases pending which, when reviewing turnover and current staffing, it is suggested that there is a large numbers of females leaving both roles and practically all managers are now male. Current reception staff are working extra shifts to cover shortages of staff especially in London and the South East. The reward package is above the norm for this segment of the sector. The reception and management roles are made up of full time and part time permanent staff as the hotel has a commitment to staff and to the high quality services they provide. Contracts have mobility clauses (staff may be required to work in any of the hotels within their region) these have only recently been utilised however. Shift hours are fixed although the days and nights staff are required to cover frequently change.

The organisation is concerned about some of these resourcing issues. Your new HR Director has asked you to produce a proposal in the form of a 3000 word report which draws on examples of organisational practice and academic literature to provide a rationale for a new resourcing and retention strategy.

The key features of the employment market, such as labour trends that may impact on the recruitment and retention of suitable candidates for the roles.Your proposal should provide the HR Director with an analysis and evaluation of the following:

• recruitment
• selection and induction practices which are: 
  • effective, efficient, lawful and professional and are appropriate to each of the roles in question

Sample Answer

Proposal for a Resourcing and Retention Strategy for a UK-Based Budget Hotel Chain

Executive Summary

This report analyses the resourcing challenges faced by a UK budget hotel chain, focusing on the recruitment, selection, and retention of managerial and reception staff. It evaluates current national and international labour market trends, the legal and ethical dimensions of staffing practices, and the gender imbalance contributing to high turnover. Drawing on academic literature and organisational best practices, it proposes a comprehensive resourcing and retention strategy. Recommendations include flexible working initiatives, inclusive leadership development, legal compliance in recruitment, and the adoption of talent management strategies aligned with business objectives.

Introduction

The UK hospitality sector has experienced ongoing resourcing challenges, particularly in front-line and managerial roles, where high turnover and gender imbalance can threaten service quality and organisational performance (Baum, 2019). This report proposes a resourcing and retention strategy for a growing UK-based budget hotel chain facing such issues. The approach is grounded in strategic human resource management (SHRM) principles and draws upon relevant employment market data, resourcing theory, and diversity management practices.

2. The Employment Market and Labour Trends

2.1 National Labour Market Trends

According to the Office for National Statistics (ONS, 2023), the hospitality sector continues to face labour shortages, exacerbated by Brexit, COVID-19, and the cost-of-living crisis. Employment in accommodation and food services fell by 6% between 2019 and 2022. Unsociable hours, low status, and physically demanding work have made recruitment for reception and managerial roles increasingly difficult (People 1st, 2021).

London and the South East, where the hotel operates, face acute shortages due to higher living costs and intense competition for labour. Additionally, data indicates that female workers are disproportionately affected by scheduling inflexibility and mobility clauses, contributing to their higher turnover (CIPD, 2022).

2.2 International Labour Market Influence

Internationally, the hotel sector competes for talent with countries offering better work-life balance or stronger legal protections for workers. Post-Brexit immigration restrictions have reduced the pool of EU workers, historically key to UK hospitality staffing (Migration Advisory Committee, 2022).

Technological change, particularly AI-driven reservation and check-in systems, is shifting the skill demand towards digital competence and customer service, creating further challenges for workforce planning.

3. Analysis of Recruitment, Selection, and Induction Practices

3.1 Recruitment Practices

Effective recruitment aligns job roles with candidate expectations, using both internal and external channels (Breaugh, 2008). Currently, the organisation’s reliance on standard job postings may not sufficiently target diverse talent pools or address perceptions about role inflexibility.

Recommendations:

• Implement employer branding campaigns focused on flexibility, inclusivity, and career progression.

• Use targeted recruitment via social media, job fairs, and partnerships with hospitality colleges to reach underrepresented groups.

• Leverage employee referral schemes to attract culturally aligned candidates.

3.2 Selection Practices

Selection should be lawful, valid, and non-discriminatory. Current practices may inadvertently reinforce gender bias, given the pending discrimination cases and male-dominated management. Poor person-job fit and inconsistent role expectations may also drive turnover.

Recommendations:

• Adopt structured interviews and situational judgement tests (SJTs) to ensure objectivity.

• Apply equal opportunity audits to monitor selection outcomes.

• Introduce realistic job previews to set accurate expectations.

3.3 Induction Practices

Induction is key to socialisation and retention. High turnover suggests poor onboarding, particularly for reception staff working variable shifts.

Recommendations:

• Create a standardised induction programme blending face-to-face and digital modules.

• Assign mentors or buddies to new hires.

• Evaluate onboarding effectiveness via 90-day retention metrics.

Continued...