Resourcing and talent planning Level 5 1 Credit value 6

Transcription

1 Unit title Resourcing and talent planning Level 5 1 Credit value 6 Unit code 5RTP Unit review date Sept Purpose and aim of unit A fundamental part of the human resource (HR) management role is concerned with the mobilisation of a workforce, taking responsibility for ensuring that the organisation is able to access the skills it needs at the time and in the places that it needs them to drive sustained organisation performance. This involves attracting, retaining and, from time to time, managing the departure of staff from the organisation. Achieving this requires insight-driven strategic and operational activity. Organisations are obliged to compete with one another to secure the services of a workforce in labour markets that are continually evolving. One of the major aims of this unit is thus to introduce learners to the strategic approaches that organisations take to position themselves as employers in the labour market and to plan effectively so that they are able to meet their current and anticipated organisational skills needs. Another is to introduce the key operational tools, techniques and practices that organisations use to resource their organisations effectively. These encompass recruitment, selection, workforce planning, staff retention, succession planning, retirement and dismissal processes. The purpose of this unit is to provide an overview of the way different organisations are managing these activities and which are the most effective in the context of diverse and distributed locations. This unit is suitable for persons who: seek to develop a career in HR management and development are working in the field of HR management and development and need to extend their knowledge and skills have responsibility for implementing HR policies and strategies need to understand the role of HR in the wider organisational and environmental context. Learning outcomes On completion of this unit, learners will: 1 Understand key contemporary labour market trends and their significance for different kinds of organisation and in different country contexts. 2 Be able to undertake core talent planning activities. 3 Know how to contribute to the development of resourcing strategies. 4 Be able to manage recruitment and selection activities effectively and within the expectations of the law and good practice. 5 Understand how to maximise employee retention. 6 Know how to manage dismissal, redundancy and retirement effectively and lawfully. 1 Equivalents in Ireland = 7, Scotland = 9 CIPD unit 5RTP - Version

2 Guided learning hours The notional learning hours for this unit are 60 in total. If the unit is provided by attendance mode, the guided learning hours would normally be considered to be 30 with an additional 30 hours of self-directed learning for reading and the preparation of assessment evidence. CIPD unit 5RTP - Version

3 Unit content Indicative content is provided for each of the learning outcomes of the unit. The content is neither prescriptive nor exhaustive but should enable achievement of the learning outcomes. 1 Understand key contemporary labour market trends and their significance for different kinds of organisation and in different country contexts. Tight and loose labour market conditions; trends in the demand and supply of skills; local and international context; economic context; sources of labour supply; demographic profile and levels of available talent; government and state skills strategies and the role played by different stakeholders in skills development; labour market flexibility and the importance of flexible working in the context of diverse and distributed locations. 2 Be able to undertake core talent planning activities. Forecasting demand and supply of skills; analysis and interpretation of trends, patterns and metrics; identification of obstacles and risks; developing strategies to ensure that supplies of skills are secure for the present and future; translating the organisation plan into a people plan; organisation-wide succession planning processes and methodologies, using data, for example performance appraisal, 360-degree feedback; development, deployment and career management processes that provide fair access of opportunity for all; planning a downsizing programme. 3 Know how to contribute to the development of resourcing strategies. Market dynamics and characteristics; understanding the language of the business, capability and skills requirements for sustained organisation performance; stakeholder analysis; analysis of the relative strengths and weaknesses of labour market competitors; ways in which organisations position themselves as employers in relation to labour markets; executing recruitment strategies; employer branding, establishing competitive terms and conditions, the characteristics of employers of choice. 4 Be able to manage recruitment and selection activities effectively and within the expectations of the law and good practice. External and internal contextual factors that influence recruitment and selection; sources of required talent; the major methods of recruitment internal and external, informal and formal; specialist expertise, for example outsourcing, offshoring, graduate hiring, experienced hiring; advertising through different media; employment agencies and educational liaison; the role of job descriptions, person specifications and competency frameworks; the major methods of selection application procedures, selection interviews, ability and personality testing, job references, work samples and assessment centres; key legal requirements in local and international jurisdictions in the conduct of recruitment and selection; diversity and fair access of opportunities for all; evaluation of the effectiveness, validity and reliability of recruitment and selection practices. CIPD unit 5RTP - Version

4 5 Understand how to maximise employee retention. Market knowledge and insights used to maintain or increase retention of employees; building a strategic renewal and retention plan; the costs associated with dysfunctional staff turnover; methods of establishing why staff leave; employee retention strategies; the significance of effective talent planning, the use and value of a variety of induction and transitioning tools; fairness, effective supervision, competitive reward packages and good working conditions, and the role of the psychological contract. 6 Know how to manage dismissal, redundancy and retirement effectively and lawfully. Key legal requirements in local and international jurisdictions in the management of dismissal, redundancy and retirement; good practice in these areas of HR activity; alternatives to redundancy; phased and flexible approaches to the management of retirements. CIPD unit 5RTP - Version

5 Unit assessment To achieve this unit, the evidence the learner presents for assessment must demonstrate that they have met all the learning outcomes and assessment criteria. Learning outcomes Assessment criteria The learner will: The learner can: 1 Understand key contemporary labour market trends and their significance for different kinds of organisation and in different country contexts. 1.1 Evaluate the major contemporary labour market trends in different country contexts. 1.2 Explain the significance of tightening and loosening labour market conditions. 2 Be able to undertake core talent planning activities. 1.3 Describe the role of government, employers and trade unions in helping to ensure that future skills needs are met. 2.1 Describe the principles of effective workforce planning and tools used to carry it out. 2.2 Develop basic succession and career development plans. 3 Know how to contribute to the development of resourcing strategies. 2.3 Contribute to plans for downsizing an organisation. 3.1 Analyse the relative strengths and weaknesses of labour market competitors. 3.2 Explain how organisations position themselves strategically in competitive labour markets. 4 Be able to manage recruitment and selection activities effectively and within the expectations of the law and good practice. 3.3 Evaluate why and how organisations seek to be seen as employers of choice. 4.1 Contribute to the development of job descriptions, person specifications and competency frameworks. 4.2 Explain the main legal requirements in relation to recruitment and selection. 4.3 Assess the strengths and weaknesses of major methods of recruitment. 4.4 Assess the strengths and weaknesses of major methods of selection. 5

6 5 Understand how to maximise employee retention. 5.1 Explain the costs associated with dysfunctional employee turnover and ways of calculating them. 5.2 Examine why people choose to leave or remain employed by organisations. 6 Know how to manage dismissal, redundancy and retirement effectively and lawfully. 5.3 Assess the strengths and weaknesses of different approaches to the retention of talent. 6.1 Explain the main legal requirements in relation to dismissal, retirement and redundancy. 6.2 Advise organisations on good practice in the management of dismissals, retirements and redundancies. CIPD unit 5RTP - Version

7 Learning resources for CIPD unit 5RTP Learning resources for unit: 5RTP This section provides suggestions for suitable resources for this unit. The list is indicative only and should not be considered as prescriptive or exhaustive. Essential reading 1 TAYLOR, S. (forthcoming) Resourcing and talent management. 5 th ed. London: Chartered Institute of Personnel and Development. Key textbooks 1 BARBER, A. (1998) Recruiting employees: individual and organizational perspectives. London: Sage. 2 COOK, M. (2004) Personnel selection: adding value through people. 4 th ed. Chichester: Wiley. 3 MARCHINGTON, M. and WILKINSON, A. (2008) Human resource management at work: people management and development. 4 th ed. London: Chartered Institute of Personnel and Development. 4 PILBEAM, S. and CORBRIDGE, M. (2006) People resourcing: contemporary HRM in practice. 3 rd ed. Harlow: Financial Times/Prentice Hall. 5 TAYLOR, I. (2008) Assessment selection handbook. London: Kogan Page. 6 TAYLOR, S. (2002) The employee retention handbook. London: Chartered Institute of Personnel and Development. Key journals 1 Human Resource Management Journal Available at: 2 Incomes Data Services (IDS) Study 3 People Management Available at: 4 Personnel Review Online resources 1 CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. (2009) Employee turnover and retention [online]. Factsheet. London: CIPD. Available at: 7

8 2 CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. (2009) Recruitment: an overview [online]. Factsheet. London: CIPD. Available at: Websites 1 Website of the Chartered Institute of Personnel and Development (CIPD) 8

9 CIPD Assessment Activity Ref No 5RTP I Optional Unit Assessments 1 - Version 1 Jan 2011 Title of unit/s Unit No/s Level Resourcing and Talent Planning 5RTP Intermediate Credit value 6 Assessment method Written answers to questions Learning outcomes: 1 Understand key contemporary labour market trends and their significance for different kinds of organisation and in different country contexts. 2 Be able to undertake core talent planning activities. 3 Know how to contribute to the development of resourcing strategies. 4 Be able to manage recruitment and selection activities effectively and within the expectations of the law and good practice. 5 Understand how to maximise employee retention. 6 Know how to manage dismissal, redundancy and retirement effectively and lawfully. Assessment brief/activity Undertake any three of the questions/tasks:- In consultation with your tutor you are required to select three out of the six questions/tasks below and provide written answers to each on selected. 1. Write a short briefing paper for your Chief Executive Officer assessing the current and likely future features of the state of the labour market. The CEO is particularly interested to know whether conditions in the labour market are likely to tighten or loosen in the future and what must be done to ensure future skills needs are met. 2. You are asked to distinguish between the following HR activities: workforce planning succession planning career development planning Briefly define each of the three terms, clearly explaining how each activity differs from the others and then explain, using examples, how each could be relevant when an organisation is anticipating the need to downsize over the coming three years. 3. Your manager reads an article in which the term 'employer of choice' is used. She is keen that your organisation seeks to achieve employer-of-choice status. You are asked to explain what the major advantages would be and what needs to be done in order to achieve this objective. Your answer should make reference to organisations that have positioned themselves as employers of choice. 4. You are asked to set out what constitutes 'best practice' in the field of recruitment and selection. Explain what set of approaches organisations should use in order to maximise the chances that they end up employing the best qualified and most effective employees? Justify your answer. 5. Staff turnover in your organisation is higher than it could be and you have been asked to set out a business case for investing some resources in reducing staff 1.1,1.2, , 2.2, ,3.2, , 4.2, 4.3, , 5.2, 5.3 9

10 turnover and to identify and explain which measures aimed at improving employee retention would be most appropriate to adopt and why. 6. Your organisation is undertaking a review of the effectiveness and lawfulness of its current approach to the management of dismissals, redundancies and retirements. You have been asked to identify and provide guidance on the main legal requirements and good practice in this area. Evidence to be produced/required 6.1, 6.2 Answers equating to approximately 1000 words to any three of the questions/tasks above, together with a list of cited References and a separate Bibliography of sources consulted but not specifically mentioned in preparing each answer (but these should be excluded from the word count.) National Assessment Bank Intermediate level Version 1 January

11 Assessment guidance Unit title and No: Resourcing and Talent Planning - 5RTP Credit value: 6 credits Generic guidance: The assessment activities for this unit may take a variety of forms. These include but are not limited to: a written report; a briefing paper, an individual or group presentation; a professional discussion; or a case study. Whatever the format candidates need to relate academic concepts and theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration. Work presented for assessment by candidates should equate to approximately 3,000 words in total. Assessment Criteria guidance: AC AC 1.3 AC 2.1,2.2,2.3 AC ,3.3 AC 4.1 AC 4.2, 4.3,4.4 AC 5.1, 5.2, 5.3 AC 6.1, 6.2 Candidates will discuss contemporary labour market trends in the UK and internationally. Candidates will demonstrate understanding of the significance of tightening and loosening labour market conditions. Candidates will demonstrate understanding of the role played by government, employers and other stakeholders, for example trades unions, in helping to meet future skills needs. Candidates will describe the range of methods used for workforce planning, succession and career development planning and will also evaluate how these and other tools can be used in downsizing. Candidates will demonstrate understanding of the methods used by organisations to determine their strategic position in the labour market, and to evaluate the relative strengths and weakness of labour market competitors. Using two to three examples they should explore how organisations both seek to and achieve becoming employers of choice. Candidates will demonstrate the skills and knowledge to create suitable job descriptions, person specifications and competency frameworks by designing appropriate documentation. Using three to four examples candidates will discuss the relative strengths and weaknesses of the major methods of recruitment and selection, including assessment centres, competency based recruitment, interviews and on-line recruitment. Candidates should discuss when it is appropriate to use different methods within different cultures/roles and demonstrate an appreciation of the major legal requirements. Candidates will explain the costs associated with employee turnover, the reasons people chose to leave voluntarily and three to four methods used in retaining talent. Candidates should set out the main legal requirements and good practice in the management of dismissal, retirement and redundancy. CIPD unit 5RTP - Version

12 INTERMEDIATE CHRM/CLDM ASSESSMENT Resourcing and Talent Planning (5RTP) Ref No 5RTP I Optional Unit Assessments 1 - Version 1 Jan 2011 Student name: CRITERIA MET/ NOT YET MET COMMENTS LO1: Understand key contemporary labour market trends and their significance for different kinds of organisation and in different country contexts. (Task 1) 1.1 Evaluate the major contemporary labour market trends in different country contexts. 1.2 Explain the significance of tightening and loosening labour market conditions. 1.3 Describe the role of government, employers and trade unions in helping to ensure that future skills needs are met. LO2 Be able to undertake core talent planning activities. (Task 2) 2.1 Describe the principles of effective workforce planning and tools used to carry it out. 2.2 Develop basic succession and career development plans. 2.3 Contribute to plans for downsizing an organisation. LO3: Know how to contribute to the development of resourcing strategies. (Task 3) 3.1 Analyse the relative strengths and weaknesses of labour market competitors. 3.2 Explain how organisations position themselves strategically in competitive labour markets. 3.3 Evaluate why and how organisations seek to be seen as employers of choice LO4: Be able to manage recruitment and selection activities effectively and within the expectations of the law and good practice. (Task 4) 4.1 Contribute to the development of job descriptions, person specifications and competency frameworks. 4.2 Explain the main legal requirements in relation to recruitment and selection. 4.3 Assess the strengths and weaknesses of major methods of recruitment. 12

13 4.4 Assess the strengths and weaknesses of major methods of selection. LO5: Understand how to maximise employee retention (Task 5) 5.1 Explain the costs associated with dysfunctional employee turnover and ways of calculating them. 5.2 Examine why people choose to leave or remain employed by organisations. 5.3 Assess the strengths and weaknesses of different approaches to the retention of talent. LO6: Know how to manage dismissal, redundancy and retirement effectively and lawfully. (Task 6) 6.1 Explain the main legal requirements in relation to dismissal, retirement and redundancy. Advise organisations on good practice in the management of dismissals, retirements and redundancies. ASSESSMENT OUTCOME Students should please note that the above Assessment Outcome for this Unit is provisional and is subject to Internal Selhurst Consulting verification (IV) and external CIPD Verification (EV). Tutor s signature Date NB Tutor to delete the LO/AC not covered by the 3 questions selected by the student 13