Question
For this task you need to create chapters for an inhouse manual for managers on what is involved in Talent Management and Workforce Planning and how to undertake appropriate actions. As your manual is being prepared for managers, it should be written in a professional format and style.Your manual should have a title page, contents page and a brief introduction. Your manual should be broken down into chapters covering the following:
Chapter 1 – Workforce Planning
- an analysis of the impact of effective workforce planning. (AC 1.1)
- an evaluation of the techniques used to support the process of workforce planning (AC 2.2)
- explain approaches to succession and contingency planning aimed at mitigating workforce risks. (AC 2.3)
- assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces (AC 2.4)
Chapter 2 – Talent Management
- compare different approaches to developing and retaining talent on an individual and group level. (AC 3.2)
- evaluate approaches that an organisation can take to build and support different talent pools. (AC 3.3)
- evaluate the benefits of diversity in building and supporting talent pools (AC 3.4)
- explain the impact associated with dysfunctional employee turnover. (AC 3.5)
Chapter 3 – Contractual Arrangements and Onboarding
- Assess suitable types of contractual arrangements dependent on specific workforce
(AC 4.1)
- Differentiate between the main types of contractual terms in contracts. (AC 4.2)
- Explain the components and benefits of effective onboarding. (AC 4.3)
Solution
Table of Contents
Chapter 1: Workforce Planning. 1
2.1 Impact of effective workforce planning. 1
2.2 Techniques used in supporting workforce planning. 2
2.3 Approaches to succession and contingency planning to mitigate workforce risks. 2
Chapter 2: Talent Management 6
3.2 Different approaches to develop and retain talent on an individual or group level 6
3.3 Approaches for building and supporting different talent pools. 7
3.4 Benefits of diversity in building and supporting talent pools. 7
3.5 Impact associated with dysfunctional employee turnover 8
Chapter 3: Contractual Arrangements and Onboarding. 8
4.1 Suitable types of contractual arrangements dependent on specific workforce needs. 8
4.2 Main types of contractual terms in contracts. 9
4.3 Components and benefits of effective onboarding. 9
Background
This inhouse manual provides an in-depth description of aspects of workforce planning, talent management strategies, contractual agreement and onboarding strategies. By focusing on a case study organisation, this report would ensure that it generates an overview regarding to workforce planning strategies, applied techniques, mitigation of workforce risks and assessing the best workforce. In regard to talent management, a set of tools applicable in establishing and retention of best talents is evaluated, supporting and building talent pool. This is while taking into account on the implication of dysfunctional turnover in the talent management approaches. At the end, an address of the forms of contracts and set of contractual terms applicable in a contract is done. This is while identifying varying components and gains acquired in effective onboarding.
Chapter 1: Workforce Planning
2.1 Impact of effective workforce planning
Adopting the definition of CFI, (2021) workforce planning is the process adopted to ensure the right number of people with essential skills are engaged in good positions. This is in the right time to deliver their organisation short and long-term objectives. To demonstrate this, the CIPD (2021) describes on the Taylor’s 5 Rights which note the best practice as involving the right people, skills and in right roles. This is at right time and right costs. As summarised in figure 1, this identify workforce planning as inclusive of putting in place the good strategies for future workplace.
Figure 1: Taylor’s 5 Rights of Workforce Planning
For success of workforce planning, the quantitative and qualitative approaches are applicable. According to Simkin et al. (2021) quantitative workforce planning utilises statistical analysis to identify the demand and supply aspects while qualitative approach is used to identify the human capital readiness index with analysis of demanded skills as opposed to available employees level and organisation knowledge. This establishes the skills mismatch available in a labour market which is used to evaluate demand and supply hence successfully forecasting labour supply internal and external. The best employees are resourced for addressing prevalent gaps.
The outcomes of workforce planning recommend the need to adopt and implement best talents attracting, career development, job rotation and transfer, L&D approaches, succession plan, competitive advantage and total reward system. This is while promoting work-life balance, diversification, embrace of equity and wellbeing.
2.2 Techniques used in supporting workforce planning
There are a set of techniques applicable to support the workforce planning. They include;
Skills audit/gap analysis tool– This is a critical tool applied in identifying the relevance of future skills needs and prevalent gaps for the employees compared to external business environment. By using this tool, HR professionals are in a position of noting the future skills needs for an organisation in their business environment. According to Simkin et al. (2021) the outcomes of this is used to ensure needs are accommodated with entire competencies noted and aligned with assigned vision of an entity.
Scenario Planning– This technique is used to highlight distinct scenarios characterising workplace approaches. The importance of using this tool is to guide making of the best decision and alignment of organisation activities with the resources required for their implementation. For instance, in AHDB (2020) the Brexit scenario planning has been carried out to identify areas of improvement in an entity and how to pursue resourcing in future. This is while embracing change in an organisation.
Benchmarking– This is a technique of workforce planning which entail comparing several organisations and making a contrast with another organisation to identify their workforce planning strategies. This is in areas of developing policies and appropriate approaches adopted. As evidenced in Procapita (2020) the success of this is the capability of using quantitative and qualitative data in making appropriate comparisons of various organisations or sections.
2.3 Approaches to succession and contingency planning to mitigate workforce risks
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