Avado 5HR02 Task 2 – Workforce planning and recruitment pack


Now that you have completed your poster presentation, your manager has asked you to produce a workforce planning and recruitment pack. You will present this at the next HRBPS meeting, next month.

The workforce planning and recruitment pack must include an introduction, conclusion and the following points:

  • An analysis of the impact of workforce planning in terms of forecasting demand for labour utilising both internal and external sources of supply (AC2.1).
  • An evaluation of the effectiveness of promotion/demotion rates, employee turnover rates and critical incident analysis techniques which are used to support the process of workforce planning (AC2.2).
  • An explanation of how appraisal can be used to identify who is interested in progression, managing contingency and mitigating risks through OcMara developing their own talent pools (AC2.3).
  • An assessment of the use of social media and advertising to recruit employees. An assessment of interviews and job references as methods of selection. These assessments should highlight strengths and weaknesses (AC2.4).
  • An assessment of how OcMara could introduce zero-hour and contractor contracts for the new staff it is hoping to recruit (AC4.1).
  • A discussion on the differences between express and implied terms of contracts and what is meant by custom and practice (AC4.2).
  • An explanation of how role information and socialisation can be included in an effective onboarding programme. An explanation as to the benefits of onboarding in terms of appreciation of the organisation’s culture and norms and employee effectiveness (AC4.3).


Table of Contents

Task 2-Inhouse Manual 1

Introduction. 1

2.1 Impact of an Effective Workforce Planning. 1

2.2 Techniques used to support the process of workforce planning. 2

2.3 Succession and Contingency Planning Approaches to Mitigate Workforce Risks 5

Succession Planning. 5

Contingency Planning. 7

2.4 Strengths and weaknesses of Recruitment and Selection Methods for Building Effective Workforces 8

Selection Methods 8

Chapter 2: Talent Management 9

3.2 Approaches to developing and retaining talent on an individual and group level 9

Individual Level 9

Group Level 10

3.3 Approaches for organisation in building and supporting different talent pools 10

3.4 Benefits of diversity in building and supporting talent pools 12

3.5 Impact associated with dysfunctional employee turnover 12

Chapter 3- Contractual Arrangements and Onboarding. 13

4.1 Types of contractual arrangements dependent on specific workforce needs 13

4.2 Difference of main contractual terms in contracts 13

4.3 Components and benefits of effective onboarding. 14

Summary. 15

References 16



Task 2-Inhouse Manual


This report presents an inhouse manual for the managers on inclusion of talent management and workforce planning and the best practice in undertaking relevant actions. This is through a focus on three main areas which are workforce planning, talent management and contractual arrangements and onboarding. In this report, the organisation of focus is RML Beverage Drinks operating in UK and engaging a team of approximately 150 employees with an annual turnover of £6 million.
Chapter 1: Workforce Planning

2.1 Impact of an Effective Workforce Planning

According to CIPD (2021) the workforce planning is a main business practice for aligning consistently changing organisation needs with a people strategy. It is identified as a significant process for an organisation engaging on. By adopting the steps highlighted in figure 1, it is possible to increase the overall value in a positive and successful way.

Figure 1: Stages of the Workforce Planning

Source: Summarised from CIPD (2021)

To an organisation, the impacts of workforce planning include;

  • Alignment of strategic planning with employees number and talent planning– As evidenced in Ganaie and Haque (2017), this represent a strategy of an organisation assembling an optimal workforce for their business needs. It consistently assess the level of motivation while addressing needs of human resources for their retention, increased engagement, productivity and commitment.
  • Offering easy-to-use reports and tools for establishing talent decisions impacts and future workforce investments prioritisation- As identified in CIPD (2021a) guidance on best practice in workforce planning, good reports are generated which support a particular action taken as part of decision making.
  • Assisting in controlling of unplanned talent costs and highlighting issues limiting employees productivity- According to Weiss (2016), through appropriate workforce planning, it is possible to prioritise on various dimensions, note on existing gaps to workforce and defining the measures of closing existing gaps.
  • Building a leverage on competitive advantage– Considering the current COVID-19 pandemic, there has prompted the demand for the leverage on competitive advantage. Garner (2020) report identify issues with workforce assumptions including increasing opportunities for remote working leading to capturing of competitive advantage.

2.2 Techniques used to support the process of workforce planning

A set of techniques are applied for supporting workforce planning process. According to AIHR (2020) their application is assisting analysis of current capabilities and future needs of employee groups. The techniques include;

Strategic workforce planning map– This is also identified as the workforce map. It entail identifying the extent in which the process is aligned to the broader image of organisational strategy. The advantage of using this tool is that it offers a graphical strategy representation applicable in communicating and aligning employees as a core contributor to organisation strategy. This is by guaranteeing clarity, connectedness and communication.

9-Box Grid– This is identified as a 9-box grid of evidencing on the performance-potential matrix (see figure 2);

Figure 2: 9-Box Grid

The relevance of this technique is its focus on various categories such as talent risks which are low potential and low performance. Also, it prioritises on consistent stars who are high potential and high performance. As evidenced in Personio (2021), the advantages of using this tool is that it assists in gaining clarity in regard to the strengths of employees and establishing the employees with a potential for leadership or senior roles within such an organisation. Based on this, employees are offered with relevant support and guidance they demand for their survival.

HR Dashboarding– This is the most popular tool for workforce planning and invested in by majority of the organisation. In Tableau (2021) which is the author of this technique, the HR dashboarding is identified as a significantly effective instrument for evidencing current workforce capabilities. As shown in figure 3, it details on the extraction, transfer of data and loading the data to report to an organisation.

Figure 3: HR Dashboarding

The strengths of this technique in workforce planning include it’s high ease of HR monitoring, harnessing the employee retention and transparency increase. Nevertheless, they are often linked with a lowered performance at the initial phase of content development. Also, it gets weak in terms of handling larger scope of datasets requiring an intense critical analysis.

Scenario Planning–  This is a technique used in anticipating multiple potential futures to ensure an organisation is not caught unaware. As evidenced in CIPD (2021a), this include the technology innovativeness, new legislations, natural phenomenon, attitudes changes and general public changes.

2.3 Succession and Contingency Planning Approaches to Mitigate Workforce Risks

As a best practice in the contemporary business environment, a set of workforce risks are identified in Van Rossem (2019) as being a common occurrence. Nevertheless, through the adoption of succession and contingency plan, it is possible to mitigate these workforce risks.

Succession Planning

In CIPD (2021b), the succession planning is a process which focus on identification and growth of talent for filling leadership and business-critical positions in the future. The set of succession planning phases which are essential is as shown in figure 4;

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