Assessment ID / CIPD_5HR02_21_01 Task Two – Management Briefing Guide

An analysis of the impact of effective workforce planning. (AC 2.1) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section.
Adopting the definition in Getha-Taylor (2021), workforce planning entail balancing of labour supply and demand. For BMC case, workforce planning is used to manage costs, employees, right contractors for achieving short and long-term goals. Workforce planning entail to determine business practice, analysis and discuss prevailing information and agree on plan while implementation process determined. This is in line with Taylor’s 5 Rights Model (see figure 1);

Figure 1: Taylor’s 5 Rights Model
The workforce planning is elaborately identified as defined based on employees functions. Prior assigned roles implementation, employees are offered with sufficient information on their roles hence increasing their performance and dominating their markets and profitability (Willis et al., 2018). Also, morale of the staff is increased and unplanned absenteeism decreased. Additionally, success in workforce planning offer support to line managers hence increasing returns and retention by management. For BMC case, it is possible to promote the planned strategy and to work on the agreed findings from the analysis collected and interpreted. As evidenced in Ben-Gal (2019), success in implementing workforce planning also promote work-life balance. This achieves in improved retention rates. Hence, this process is important to the current situation for BMC for increasing their performance, market dominance and profits acquired.


An evaluation of the techniques used to support the process of workforce planning. (AC 2.2) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section.
Scenario Planning- This is defined by Vecchiato (2019) as a process adopted in setting detailed assumptions on future best practices based on the industrial changes. In BMC case, this method is appropriate as it assist to reduce the cost overruns issues and COVID-19 pandemic challenges hence effectively managing their appreciation of labour supply and demand imbalance. Hence, in collaboration with the different techniques in place, scenario planning is appropriately adopted being the most appropriate strategy for managing evident drawbacks.
Gap Analysis- According to Beech et al. (2019), this method is used in comparing workforce capabilities holistically to achieve set objectives. Through the application of this approach, it is possible to establish whether different departments have achieved expectations of the management or their job description. Considering BMC case organisation, this include pursuing a holistic needs evaluation and address of different future demands. Through an appropriate gap analysis, it is possible to evaluate the appropriateness of how relations with each employees affect their productivity, morale and trust-oriented relations.
Organisation Benchmarking- In line with van der Voordt and Jensen (2018), this process guide an entity to establish sections of referencing and comparing, creating standards and using approaches adopted. By use of benchmark, an organisation is able to identify how other organisations pursue their job roles and initiatives pursued for efficient and cost effective practice compared to other competing organisation. The outcome of this process is establishing a background of improving performance, defining the best practice and identifying areas of competition. Besides, the drawbacks of this method is its failure to encourage inclusion of different stakeholders hence reducing customers satisfaction.


An explanation of the approaches to succession planning and contingency planning aimed at mitigating workforce risks. (2.3) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section.
Succession Planning According to CIPD (2020), this is a process applied in identifying and training likely future-based senior management, leadership and employees for occupying specific senior and major job roles. Taking into account of post COVID-19 pandemic challenges, this approach is critical to manage risks of skills shortage. The rationale of this is ensuring engagement of employees with immense knowledge, competent enough and personalised characteristic of labour force for filling existing employment chances.
Approaches  Demographic Changes- As evidenced in Čiutienė and Railaitė (2014), approximately 70 million employees who are ripe for working represent the Generation Z and the Millennials. Further, a substantial number of the generations is holistically involved to look for employment impacting on performance of the succession planning.
Identification of skills gap and training needs- COVID-19 pandemic has had a direct implication on increasing the scope of skills mismatch while decreasing level of labour retention. For BMC case, a significant challenge affecting their operations is lack of relevant skills important to execute their roles.
Contingency Planning This process is used for guiding organisation capacity to handle adverse events occurring or could occur in future (Sullivan et al., 2019). The importance of this is harnessing a flawless business strategy and to implement and improve level of management of prevalent challenges (see figure 2); Figure 2: Contingency Planning Process
Approaches Organisation uncertainty– Uncertainties in modern business environment call for implementation of flexible contingency planning. For attainment of a forward-based objective, BMC ensure they prioritise on investing consistent commitment. Complexities of BMC and current rules in risks management evidence the most significant risk which impact their capacity of accessing a good talent pool. Considering this, BMC ensure they are appropriately placed for risk management linked to professionals and as such to leverage assess of performance for attrition management.
Organisation Structure– According to Romero-Silva et al. (2018), organisation structure is informed by structural contingency theory. Through a success in contingency planning, it is possible to achieve a holistic structure, organisation characteristics and maximising set gains.


An assessment of the strengths and weaknesses of different methods of recruitment and selection to build effective workforces (AC 2.4) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section.

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