Management Briefing Document 2900 words

Section 1 – Workforce Planning

IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference where you have drawn from a secondary source; Harvard referencing is preferable.

All written reports, including PowerPoint presentation notes, must include an appropriate level of referencing

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.324

Type here… Workforce planning balancing labour supply with the demand. It involves analysing the current and future workforce needs, identifying workforce gaps and taking measures to address those gaps (Tucker, 2022). As a result, effective workforce planning can ensure BMG has the right people with the right skills in the workplace. Principles of workforce planning include strategic focus – focusing on ways to achieve organisational sustainable performance, and alignment. There is a need to align changing business need with people strategy. Another principle agility. During workforce planning, BMG would like to understand how volatility, uncertainty, complexity and ambiguity (VUCA) impacts availability of labour. Stages of workforce planning (Zimpel, 2022) Forecasting internal and external supply of labour BMG can carry out internal and external forecasting in order in order to understand how internal and external environment influences labour supply and demand (Tucker, 2021). Internal forecasting is about anticipating availability of skills in terms of promotions, transfers and retirement. External forecasting is about analysing external factors such as economic, sociological, technology and legislations and their impact on labour supply and demand. Foresting labour can help BMG create a contingency plan to get prepared for changing workforce needs. Without forecasting for labour supply and demand, BMG may lack critical talents and skills needed to achieve goals. The impact of the gap between demand and supply could be labour shortages, lack of skills and increased labour costs. These gaps can be addressed by upskilling existing workforce through formal learning, coaching and mentoring and supporting lateral moves and secondments (George, 2021). BMG can also focus on succession planning and retention strategies. Succession planning can be Promoting a culture of learning and development. Retention strategies within BMG include better pay, job security, employee voice, and work-life balance and employment contracts. BMG should rely on workforce planning to map its existing and future workforce needs. Workforce planning can help BMG improve its productivity, reduce labour costs and identify strategies for employee development (Zimpel, 2022).

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.354

Type here… The 9-Box Grid The 9-box grid is a workforce planning tool used to map out the current state of the workforce in terms of performance and potential (Widnyanadita and Syarifah, 2023). Employees are plotted in a grid showing low potential and low performance, and high performance and high potential. Its advantage is that it is easy to use when analysing workforce needs. Employer can be able understand the current state of the workforce in terms of capabilities and take measures for improvement. The disadvantage of this tool is that it uses unclear metrics of measuring individual potential (Personio, 2022). It is difficult to differentiate between individual potential and performance, thus it can lead to bias as people make assumptions. Scenario planning In scenario planning, BMG HR manager will imagine of different potential futures that have influence on workforce and business (Ager et al., 2021). These futures include legislations, technologies and general public attitudes. BMG may use this technique to understand its workforce by ranking internal and external factors based on uncertainty (Vulpen, 2021). This can help BMG to create a strategy to minimise risks. It also provides a wider understanding of the environment and help in making decisions. However, the exercise is time consuming. It is not something to do in a day, but needs continuous monitoring. For it to be effective, it needs to be done on regular basis. HR Dashboarding With growth in technology, HR dashboard has become an effective workforce planning tool. First, BMG HR manager need to feed the dashboard with information from performance system, payroll, applicant tracking systems and other HR records (Vulpen, 2021). This data is then used to calculate metrics and then displayed in the dashboard. With the dashboard, managers can see individual capabilities and performance. It provides a room to compare employee performance and help to make informed decisions focused on people development. However, this process is expensive. Not all organisations have fully automated HR dashboarding as it is a bit expensive (Vulpen, 2021). Additionally, BMG might need to invest on training to ensure those operating HR dashboard have skills and knowledge to use the system.

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.241

Type here… Succession planning Succession planning involves identifying and developing future leaders, managers and individuals to take up critical roles (Ritchie, 2020). George (2021) classifies approaches to succession planning as traditional and modern approach. Traditional approach focused on identifying internal successors and the training them to occupy future roles. Modern approach is about continuous development. Organisations are embracing learning methods such as lateral moves, secondments, formal learning and coaching and mentoring to ensure their people are updated with new skills and knowledge. George noted that leaders developed from within tends to be more successful that those brought in. Hence, BMG can promote a culture of continuous learning in modern succession planning. Contingency planning Contingency planning is anticipating what might happen in the future and then create a plan to minimise impacts or risks (Al Amiri and Abu Shawali, 2021). For example, BMG may anticipate tightness in the labour market and then consider introducing better pay and competitive benefits to attract and retain talents. Mitigating risks Succession and contingency planning have proved to mitigate risk associated with workforce and organisation. These risk include labour shortage, higher costs of recruitment, turnover rate and declining performance when some talents leave. Succession planning links to talent management where talents are identified and developed. Employees would like staying at BMG to enjoy growth opportunities that this can mitigate labour shortage risks. Contingency plans features a set of actions such as upskilling existing workforce and building a talent pool.

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. 332

Type here… Recruitment Advertisement Advertisement method of recruitment is about posting jobs where potential candidates can see it (Pejic-Bach et al., 2020). These include paid ads, newspapers and job boards. Its strength is the ability to provide defined roles as employer is clear on what they want and expect from candidates. Jobs ads can also improve employer brand by including organisation mission in the advert. Its weakness is that ads are only limited to active candidates. It is also expensive to pay for ads or advertising jobs in newspapers. Social media Social media recruitment is about sourcing candidates from Facebook, Twitter and LinkedIn. It has become common due to technology growth and post-pandemic (Ali et al., 2020). Social media strength include ability to reach large talent pool. Organisations are not limited to physical location and therefore, they can increase diversity. Social media recruitment is also fast and time efficient as organisation can reach more people in less time. Its weakness is privacy and potential to attract unqualified talents. Potential law suits from rejected candidates can arise when employers access candidate data without notice. Selection Interviews Interviews are used to select candidates once they have been shortlisted. The strengths of interviews include understanding candidate’s interpersonal and communication skills and gauging their experience and ability to perform job (Maxwell, 2021). They can also be used to provide candidate positive impressions of the company as a better employer. Its weakness is the potential for halo and horns effect. When interviewers have rated candidate good or bad, they can replicate this across the board and reach unbalanced decision (Maxwell, 2021). References References in selection are used to carry our background checks to understand candidates in more detail. Its strength is that references provides employers with factual information about candidate’s overall performance, job title, criminal background and reason for leaving (Maxwell, 2021). The weakness of references is that they offer a limited perspective of candidate’s suitability for the role (Maxwell, 2021). Therefore, selection should not rely solely on references.

Section 2 – Talent Management

Please click the icon below to access this assessment in full