Talent Planning and Workforce Management

Assignment Brief

HRM6SPR

5RSTC

Part C (AC2.1, 2.3, 2.4, 2.5, 2.6, 4.1) (2000 words)

Taking into account the case study you have examined, please produce your views on the following issues:

1. Talent planning and recruitment activities

2. Managing dismissal, redundancy and retirement effectively and lawfully

In producing your report, you should conduct research into contemporary and emerging practice in both key areas.

Your report should include discussion covering the following details:

1. The principles of effective workforce planning (e.g. gap analysis) and the tools used in the process (AC2.1) (approx 150 words)

2. Key considerations when planning and conducting a downsizing of an organisation. (AC2.3) (approx 150 words)

3. Guidance on practice in the development of job descriptions, person specifications and competency frameworks.(AC2.4) (approx 150 words)

4. An explanation of the main legal requirements in relation to recruitment and selection. (AC2.5) (approx 150 words)

5. An assessment of the strengths and weaknesses of 2 different methods of recruitment and 2 of selection (AC2.6) (approx 300 words)

6. Advice on good practice in the management of dismissals, retirements and redundancies that complies with current (UK and/or local) legislation – 3 separate sections (AC4.1) (approx 900 words)

7. ADDITIONAL REQUIREMENTS: Please also comment on how you will transfer the new knowledge and skills gained during this assignment into working practices. You may also use this reflection for your CPD. (approx 200 words)

You should also include 3-5 references from up to date and relevant sources in order to support your findings.

Sample Answer

Talent Planning and Workforce Management at Tesco UK

Introduction

Effective workforce planning and talent management are vital for ensuring that large organisations such as Tesco maintain a skilled, motivated, and legally compliant workforce. As one of the UK’s largest retailers, Tesco relies heavily on accurate forecasting, fair recruitment, and efficient management of dismissals, redundancies, and retirements. This report critically explores the principles and practices of workforce planning, recruitment, and lawful employee exits. It also evaluates different recruitment and selection methods, drawing on contemporary HR trends. Finally, it reflects on how these insights can enhance future professional practice.

Principles of Effective Workforce Planning

Workforce planning allows an organisation to align its human resources with its business strategy. In Tesco’s case, this involves identifying current and future staffing needs, forecasting demand, and performing a gap analysis to highlight shortages or surpluses in key roles. The process also includes succession planning for managerial positions and training for critical retail skills. Tools such as SWOT analysis, scenario planning, and skills audits help HR teams assess both internal capabilities and external labour market trends. By using these tools, Tesco ensures it has the right people in the right roles at the right time, reducing turnover and improving performance.

Key Considerations When Planning Downsizing

Downsizing requires careful strategic and ethical consideration. Tesco must assess whether workforce reductions are necessary due to automation, restructuring, or falling demand. The process begins with transparent communication to maintain employee trust. Consultation with trade unions or employee representatives is legally required in the UK when redundancies exceed 20 employees. HR must ensure objective selection criteria, such as skills and performance, rather than age or personal characteristics, to avoid discrimination. Providing redeployment opportunities, retraining, and fair redundancy packages also helps maintain morale and protects Tesco’s employer brand. Ultimately, downsizing must balance financial sustainability with employee wellbeing and legal compliance.

Developing Job Descriptions, Person Specifications, and Competency Frameworks

Job descriptions are essential tools that clarify duties, responsibilities, and reporting lines. At Tesco, these are developed collaboratively by HR and department managers to ensure accuracy and relevance. The person specification complements the job description by outlining the qualifications, experience, and personal attributes required for success. Tesco increasingly uses competency frameworks to define the behaviours and skills expected at different levels. For example, competencies such as teamwork, customer focus, and adaptability are prioritised in retail roles. Clear frameworks not only support fair recruitment but also guide performance management and career development, ensuring consistency across the organisation.

Continued...