(Solution) CIPD Level 7 7HR02 Question 3 (AC 3.1) short and a long-term approach that could be implemented to meet the current and future demand for talent

Solution

Question 3 (AC 3.1)

To further enhance the organisation’s workforce planning, evaluate a short and a long-term approach that could be implemented to meet the current and future demand for talent, providing justification for why each would be appropriate.

Question 3 (1,010 Words)

Short and Long-term Approach That Could Be Implemented by MOT to Meet the Current and Future Demand for Talent

Short-term Approach

For the short term, the MOT in KSA can initiate a strategic recruitment exercise to fill the current vacancies by using online channels. According to Gilch & Sieweke (2020), this approach would aim for hiring employees with in-demand competencies, such as, data analysis, urban planning, and sustainable transport technologies. The campaign could focus on the recruitment of the local workforce and provide short term contracts and competitive packages to fetch global talent when required.

To support this, MOT should build linkages with universities and vocational training institutions in order to get young and qualified workforce in the transport sector (Alpaydın & Kültür, 2022). For instance, opening up a recruitment drive in partnership with the engineering and urban planning departments of King Saud University will guarantee a constant supply of skilled applicants. Concurrently, MOT may develop a short acceleration program that will help new employees join projects and make valuable contributions right away.

Another aspect of this approach is the application of workforce analytics to determine areas of business that have the greatest need for employees and skills. Such data could be useful to MOT’s HR department in order to improve the content of job postings and make them attractive to potential employees (CIPD, 2024a).  Also, providing immediate benefits like housing assistance or training and development could be helpful to draw talented employees (CIPD, 2017). MOT could also leverage the gig economy for the time-bound, project-based workers like the digital transformation consultants or the green energy experts (CIPD, 2023). In addition, cooperating with freelance platforms will help MOT to increase its workforce as needed and in a more efficient and affordable way, especially for short-term projects or compliance needs.

Justification for its appropriateness

The selected short-term approach is ideal for MOT because it targets the current skill gaps as it opens the door for adapting to future workforce requirements. By working with local universities, MOT guarantees its self with a constant supply of fresh and wholly skilled human resource (Alpaydın & Kültür, 2022). These initiatives also support Saudi Vision 2030 because it pays emphasis on the nurturing and deployment of domestic human capital assets (MOT, 2025). Also, offering competitive incentives and mobilising the gig economy for a time-bound task allows MOT to continually attract both national and international quality talent for project-based or compliance objectives. For example, MOT hiring IT talent from freelance platforms for digital transformation specialists will help the organisation advance key IT infrastructure initiatives while not getting tied down to long-term contracts (Varshney, 2020). In addition, workforce analytics streamlines decision-making, because recruitment initiatives are informed, precise, and cost-effective.

Long-term Approach

In the long term, MOT can work on strategic talent management that focuses on the long-term talent development through effective workforce planning and talent management. Beginning with the establishment of graduate trainee programmes, apprenticeship and in-house management training will assist in the identification of a pool of experienced and highly skilled personnel in the specialisation of the industry (Hayden, 2024). MOT should also engage in partnership with international transport organisations to facilitate training partnerships that would provide MOT with access to the best practices and advanced technical know-how in the international market.

In addition, MOT can promote learning culture through, promoting the use of technology in learning and development. These platforms can give the employees a good training on new emerging sectors such as Artificial Intelligence, Smart Transportation, and Green Technologies (Young, 2019). In this way MOT not only enhance the capacity of the organisation in terms of its human asset but also support the staff in their career path leading to enhanced employee commitment to the company.

One more important factor of this approach is the workplace diversity and inclusion. MOT should ensure that there is equal and active consideration of women and persons with disabilities as employees to help boost creative thinking and mirror the society’s demographics (CIPD, 2018). For instance, a formal mentoring programme for women in the transport sector may help them advance their careers and promote women leadership.

Lastly, having a well-defined and effective process of succession planning ensures that there is a smooth transition of leadership and other key positions. Thus, MOT can prevent many problems related to retirement or high turnover rates of workers by focusing on employees with great potential (George, 2024). For example, MOT can partner with the Saudi Arabian Public Transport Company (SAPTCO) to design and offer training and certification that will set the baseline for skills in the industry.

Justification for its appropriateness

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