Assessment ID/CIPD_5HR02_22_01 Talent management and workforce planning
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Table of Content
AC 1.1 ……………………………………………………………………………………………………………….7
AC 1.2 ……………………………………………………………………………………………………………….8
AC 1.3 …………………………………………..……………………………………………………………………9
AC 2.1 ………………………………………………………..…………………………………………….………10
AC 2.2……………………………………………………………………………………………………..………..11
AC 2.3…………………………………………………………………………….…………………………………12
AC 2.4……………………………………………………………………………………………………………….13
AC 3.1…………………………………………………………… …………………………………………………15
AC 3.2………………………………………………………… ……………………………………………………16
AC 3.3……………………………………………………………………………………………………………….18
AC 3.4………………………….……………………………………………………………………………………19
AC 3.5……………………………………………………………………………………………………………….20
AC 4.1……………………………………………………………………………………………………………….21
AC 4.2……………………………………………….………………………………………………………………22
AC 4.3…………………………………………………………………..…………………………………………..23
References…………………………………………………………………………………………………………24
Bibliography………………………………………………………………………………………………………..27
AC 1.1
Organizations need to strategically position themselves in order to attract and retain top talent.
One approach is through employer branding and reputation building which focuses on creating a positive image and reputation as an employer to attract and retain top talent.
Organizations can highlight their core values, mission, and work environment to demonstrate a compelling employer brand. This includes emphasizing aspects such as diversity and inclusion, employee development, and work-life balance. Organizations can actively manage their online presence through social media, company website, and professional networking sites. This includes showcasing employee testimonials, sharing success stories, and providing insights into the organization (Wales, 2020).
Another approach is talent development and succession planning. Where organizations strategically position themselves by investing in talent development and succession planning to attract and retain skilled individuals. By offering comprehensive training programs, organizations demonstrate a commitment to employee growth and development. This can include providing opportunities for professional development, mentoring, and cross-functional training.
When comparing, employer branding emphasizes external perceptions of the organization as an employer, aiming to attract top talent through a positive image and reputation. While talent development and succession planning focus on nurturing and retaining existing employees, offering them opportunities for growth and advancement within the organization (Business News Daily, n.d.).
Both options contribute to an organization’s strategic positioning in a competitive labour market. Employer branding attracts external talent, while talent development and succession planning retain internal talent and demonstrate a commitment to employee growth.
Organizations may choose to focus on one option or implement a combination of both, depending on their specific needs, industry, and talent market dynamics (keller, 2017).
AC 1.2
Changing labor market conditions have a significant impact on resourcing decisions within organizations. For instance, availability of talent, in a tight labor market with low unemployment rates, there is often a smaller pool of available talent. This can make it challenging for organizations to find and attract qualified candidates for open positions. In response, organizations may need to be more proactive in their recruitment efforts, extending their search to different locations or exploring alternative talent pools. (ies, 2019)
Competition for talent can also be an impact, when labor market conditions are favorable for job seekers, there tends to be increased competition among organizations to attract top talent. This can lead to wage inflation and need for competitive compensation packages to attract and retain skilled individuals. Organizations may also need to differentiate themselves through non-monetary factors, such as offering attractive benefits, flexible work arrangements, or career development opportunities (Allas, 2023).
Another impact is changing workforce demographics. Labor market conditions can be influenced by demographic shifts, such as aging populations or the emergence of new generations entering the workforce. These changes impact resourcing decisions, as organizations may need to adapt their recruitment strategies, employment policies, and benefits to meet the needs and preferences of different age groups. For example, younger generations may value flexible work arrangements or work-life balance more than previous generations (CIPD, n.d.).
It is essential for organizations to closely monitor and adapt to changing labor market conditions to make informed resourcing decisions. By staying updated, organizations proactively address talent challenges, ensure a competitive advantage, and align their resourcing strategies with the demands and opportunities of the labor market.
AC 1.3
The role of government, employers, and trade unions in ensuring future skills needs is crucial for the effective functioning of the labour market and the overall economic development.
An important role for governments is ensuring the availability and accessibility of quality education and training systems. They collaborate with educational institutions to align curricula with industry needs, promote lifelong learning, and support skill development programs. One of the current trends of government roles is digital skills and technology. Governments are increasingly focusing on developing digital skills to meet the demands of the digital economy They are Through investing in initiatives to enhance digital literacy, promote coding and programming skills, and foster technology adoption across industries. For example, the UK government’s Digital Skills Partnership aims to improve digital skills across the country through collaboration between government, industry, and educational institutions (Coursehero.com, 2021).
In terms of the government’s role in developing education and training systems, while policies aim to align curricula with industry needs, there is evidence that skill gaps still exist. Statistics from the ONS show that over 50% of UK employers reported skills gaps in their workforce in 2021 (ONS, 2023
As for the employer’s workforce planning. Employers are responsible for providing training and development opportunities to their workforce. They have a key role in identifying and forecasting future skills needs within their organizations. They can conduct skill gap analyses to determine the skills required for upcoming roles and develop workforce planning strategies accordingly (Geneva, 2018). When examining employers’ role in workforce planning and training, research shows performance is mixed. Larger employers generally plan skills needs better by conducting skills audits. While most employers provide some training, figures from Union Learn (2023) found only a quarter of UK employees receive off-the-job training.
Advocacy for workers could be one role of the trade unions. As they represent the interests of workers and can advocate for their members’ skill development and employment opportunities. They can negotiate with employers to ensure fair access to training and development programs, promote workplace learning initiatives, and advocate for policies that support workers’ skill acquisition and career progression (www.ilo.org, 2022). Trade unions aim to advocate for workers’ skills, but their capacity to fulfill this role may be declining. Union membership in the UK has fallen to 23% according to the 2017 Leitch Report (CIPD, 2017). With lower membership, unions have less leverage to negotiate training access.
Overall, the government, employers, and trade unions play complementary roles in ensuring future skills needs are met. Government policies and funding support the development of education and training systems, employers drive workforce planning and invest in training, and trade unions advocate for workers’ skill development and collaborate with employers and government entities to address future skills requirements.
AC 2.1
Effective workforce planning is crucial for organizations to align their human resources with strategic objectives, anticipate future talent needs, and address skill gaps. However, gaps in workforce planning can have significant implications.
One of these gaps is Lack of Strategic Alignment. If organizations fail to align their workforce planning with their long-term business strategy, they may face challenges meeting future talent requirements. This misalignment results in skill shortages or surpluses, hindering the organization’s ability to adapt to changing market dynamics and achieve its goals. Inadequate workforce planning can lead to increased recruitment and training costs, reduced productivity, and missed business opportunities. It may also result in employee dissatisfaction and turnover (Cascio, 2021).
Another gap is Insufficient Data Analysis. Workforce planning requires accurate and reliable data on current workforce capabilities, future needs, and external labour market trends. Without robust data analysis, organizations may struggle to identify skill gaps, anticipate talent shortages, or recognize emerging workforce trends. Inaccurate or incomplete data can lead to ineffective resource allocation, poor decision-making, and an inability to proactively address talent gaps. Organizations may find themselves ill-prepared to meet evolving customer demands or technological advancements (Cascio, 2021).
Performance management information can offer a wealth of insights into the needs of each department, the capabilities required for a department, and underutilized resources, if any, who may be able to fill the capabilities gap with some upskilling. In addition, a small team may require stronger leadership to aid learning and to sharpen members’ focus; or a particular employee may be shuffled from to another without finding the right place. This indicates a lack of talent planning and poor utilization of existing resources. Analytics can identify these patterns and anomalies, indicating to HR professionals where training would be required or if a new hire is the best alternative. (Anon, n.d.)
In conclusion, effective workforce planning is essential for organizations to optimize their human capital and achieve strategic objectives. The identified gaps, can have a significant impact on an organization’s ability to adapt, innovate, and compete in an evolving business landscape. Addressing these gaps through proactive workforce planning practices can help organizations build a resilient and agile workforce capable of meeting future challenges. (Lucas, 2021)
AC 2.2
To support the process of workforce planning, several techniques and approaches can be utilized.
Promotion rates are an HR metric that can provide a lot of insight into various aspects of workforce planning. A benefit of this metric is that it can give management information on the organisation’s employee engagement, leadership development, diversity and inclusion, and change history. It can show if the promotion rates are too high or too low and whether they are beneficial. It can also highlight the reasons that employees are being demoted. Using promotions as a form of workforce planning may cause bitterness among employees that might feel they deserve the position more than the promoted employee. (Rao, 2014)
Calculating turnover rates can be used to assist in workforce planning. Turnover represents the number of employees that leave a company and will be replaced with internal talents or new hires. A benefit to this metric is that if there is high turnover rate, workforce planning can help assess the cause and develop strategies to retain these employees and minimise damage. Workforce planning can also help to avoid delays and disruptions in work production. A disadvantage of using turnover rates for workforce planning is that the metric can be unpredictable. (People Managing People & Link, 2023)
Critical incident analysis techniques are used to evaluate employee work performance and productivity and can be used for workforce planning by helping to identify training opportunities, develop new skills, and plan for possible internal movements for employees. (Rao, 2014).
Critical incident method is used to reviewing or documenting employee work performance it involves recording instances of important events, where the employee has performed well or performed less effectively. Both employee behavior (e.g., yelled at customer) and results (e.g., customer cancelled order) can be included in the “incidents net.” (performance-appraisals.org, n.d.)
The benefit of this method is task focused and can be used to plan for both the employees next steps and the company’s as well. A disadvantage is an employee’s reaction should something be discussed that he/she does not like or does not agree with. This can cause anger and upset.
AC 2.3
Succession planning and contingency planning are two important processes that organizations use to mitigate workforce risks and ensure having the talent they need to achieve their goals (Lattimer, 2023).
Cross-training and job rotation is an approach to develop a more versatile and adaptable workforce. Cross-training involves training employees on multiple tasks or roles within their department. Job rotation involves moving employees to different positions within the organization.
Cross-training and job rotation can help to mitigate workforce risks by reducing the organization’s reliance on a few key employees ensuring that there are employees who can step in and fill critical roles when needed and Helping employees to develop new skills and knowledge (Jay, 2021).
Developing a talent pipeline is another approach, it is a pool of qualified candidates who are ready to step into critical roles when they become vacant. Organizations can develop a talent pipeline by Identifying and developing high-potential employees, providing employees with opportunities for training and development, creating a culture of mentorship and coaching and finally through building relationships with educational institutions.
Developing a talent pipeline help mitigate workforce risks by ensuring that there is a pool of qualified candidates to fill critical roles when they become vacant, reducing the risk of disruption to the organization’s operations when key employees leave and Improving employee engagement and retention by demonstrating that the organization is committed to developing its employees and providing them with opportunities for growth (Corner, 2019).
By implementing these approaches, organizations can reduce their reliance on a few key employees, increase their resilience to unexpected disruptions, and improve their overall performance.
AC 2.4
Recruitment and selection will be one of the most important processes for an organization. Below are strengths and weaknesses or different methods. There is no right way to handle the process, but trying a variety of techniques will help recruiters master recruitment and selection.
| Recruitment Methods | Strengths | Weaknesses |
| Social Media | 1. Provides an insight into the company culture for the candidate.
2. Help to see a candidate’s personality. |
1. Inaccurate or missing information can be given.
2. Can raise privacy concerns for candidates. |
| Advertising | 1. Can reach more candidates.
2. Boost company brand and image. |
1. Ads attract but that is rarely enough.
2. Effectively managing ads can be difficult. 3. Expensive. |
(Garner, 2015).
| Selection Methods | Strengths | Weaknesses |
| Interviews | 1. Widely used technique.
2. Interviews are flexible and can be conducted in-person or virtually to save time and money. 3. Interviewers can analyse a candidate’s body language in face-to-face discussions. |
1. If the interview is in-person, it can be hard to candidates to travel from distant locations.
2. Discrimination can be hard to avoid. 3. Some companies delay interviewing a candidate until they complete analytical tests. This increases the chances that the best candidate for the job is rejected because of test scores. |
| Job references | 1. Can help the employer to gain perspective on the candidate from someone who has worked with him/her before.
2. Can verify/discredit information on a resume. |
1. References can lie, even if it is not intentional.
2. Negative information may be uncovered but that doesn’t mean the candidate is not a good fit for the job. 3. Possibly no reference from current employer. |
(Garner, 2015).
Recruitment and selection are important processes for an organization. With technological advances and the HR revolution, no one must be stuck with traditional methods alone. Many classic strategies still work, and not all trends will fit your business reality.
Social media and advertising are methods of recruitment. Social media networks like facebook and linkedin are platforms where it’s possible to post jobs with great reach, free of charge and provide an insight into the company culture for candidates and helps the company to view the candidate’s personality, experience and skills. On the other hand, it could give inaccurate or missing information and can cause raising privacy concerns of candidates.
While advertising through websites and messaging can reach more candidates and boosts the company brand and image. But effectively managing ads can be difficult and expensive and could reach to unwanted candidates that could pile up submissions which takes longer time in filtering them. (www.fischerandpartners.com, n.d.)
Organisational Corporate website is another recruitment method. Anna (2022) defines this as a company’s main online platform that serves to promote their brand, products/services, and career opportunities. The approach provides potential candidates with a first impression and insight into the organisational culture and values. Corporate websites have strengths for recruitment by promoting the employer brand to a wide pool and integrating intuitive applications. It lacks personalisation, and they risk coming across as impersonal compared to tailored outreach. A case study is Fischer & Partners’ website provides a controlled on-site channel to promote their brand and culture. This can help attract candidates who are a strong fit (Fischer and partners, 2023).
In terms of For selection methods, interviews are widely used. It’s flexible and can be conducted personally or virtually to save time and money, it helps analyse a candidate body language. Weaknesses include discrimination and delays due to incomplete analytic tests which increases the chances that the best candidate for the job is rejected because of test scores.
Another method is job references which could help the employer to gain perspective on the candidate from someone who has worked with him/her before. Its main benefit for the company is reduction in recruitment costs, as trust in the nominee reduces the bureaucracy of the selection process. Disadvantage of it, is that references can lie, even if it is not intentional. Negative information may be uncovered but that doesn’t mean the candidate is not a good fit for the job. (Garner, 2015)
AC 3.1
High turnover and low retention rates indicate that employees are leaving the organization at a significant rate. This trend can be detrimental to the organization’s productivity, morale, and overall performance. (Paulsen, 2021)
Factors contributing to this trend include limited growth opportunities, if employees perceive limited opportunities for career advancement or skill development within the organization, they may choose to seek opportunities elsewhere. Also, inadequate compensation and benefits, employees may be more likely to leave if they feel their compensation is not competitive or if they lack benefits such as healthcare coverage, retirement plans, or performance-based incentives. A toxic work environment characterized by poor communication, lack of support, favouritism, or harassment can also drive employees to seek employment elsewhere (Indeed Career Guide, n.d.).
On the other hand, High retention and low turnover rates indicate that employees are satisfied and committed to their jobs, resulting in better stability and continuity within the organization. Factors that contribute to this trend include career development opportunities, organizations that provide clear career paths, opportunities for growth, and invest in employee development programs are more likely to retain employees. Also, competitive compensation and benefits, offering competitive salary packages, performance-based bonuses, healthcare benefits, retirement plans, and other perks can incentivize employees to stay with the organization. A positive work culture characterized by supportive leadership, open communication, teamwork, and a sense of belonging fosters employee satisfaction and promotes retention (NetSuite.com, 2021).
It’s essential for organizations to regularly assess their turnover and retention rates, identify underlying factors contributing to these trends, and develop targeted strategies to address them. Recognizing the unique needs and motivations of their employees and creating a positive and supportive work environment can significantly contribute to higher retention rates and lower turnover.
Organizations are recognizing the importance of creating a positive employee experience. They are investing in initiatives such as flexible work arrangements, wellness programs, career development opportunities, and a supportive work environment to enhance employee satisfaction and reduce turnover. (Paulsen, 2021)
Several factors can influence why people choose to leave a company. Compensation is a significant factor in employee satisfaction and retention. If employees feel that they are not being adequately compensated for their skills, experience, or contributions, they may be more inclined to explore other opportunities. Another factor is Lack of Career Growth Opportunities, Many employees seek opportunities for career advancement and professional development. When individuals feel that their growth is stagnant or that there are limited opportunities for progression within the organization, they may become dissatisfied and opt to leave in search of better prospects elsewhere. (Indeed Career Guide, n.d.)
On another hand there are many factors that influence people to stay in a company. A positive work environment and a strong organizational culture play a significant role in employee retention. When employees feel a sense of belonging, respect, and camaraderie, they are more likely to stay with the company. Factors such as open communication, teamwork, collaboration, and a supportive leadership style can foster a positive work environment that encourages employees to remain committed. Another important factor is Recognition and Rewards, Employees who feel appreciated and recognized for their contributions are more likely to stay with a company. Recognition programs, performance-based rewards, and opportunities for advancement can reinforce a culture of appreciation and motivate employees to remain committed to the organization. (NetSuite.com, 2021)
AC 3.2
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(Solution) CIPS Advanced Practitioner Corporate Award (APDP)
- Within six months, PS&M personnel will be provided with chances for capacity building through partnerships with educational institutions to gain knowledge and skills for implementing category management.
- The PS&M would become more motivated in the long run by providing recognition and benefits for pursuing category management implementation.
- Within a year, an effective change management strategy would be pursued, focusing on tracking the change and spotting change resistance
1.0 Introduction
1.1 ADNOC Organisation Background
In this report, the organisation of focus is Abu Dhabi National Oil Company (ADNOC). This is for understanding the impact of contract terms and conditions on distribution of risk and power with their suppliers. This is an organisation which began its operation in 1971 and today is ranked as the leader in diversified energy group which is owned by Abu Dhabi Government (ADNOC, 2022). The organisation network of holistically integrated business has based their operations across the entire energy value chain assisting their capacity for meeting overall demands of the consistently changing energy markets. For remaining competitive, the organisation has allocated $15 billion for advancing and accelerating lower-carbon solutions, investment in new energy solutions and decarbonisation technologies for lowering their carbon intensity with 25% by 2030 and successfully facilitating their NetZero by 2050 target. The company has a network of fully operational companies that operate throughout the entire hydrocarbon value chain, handling tasks including exploration, production, processing, storing, refinement, and supply in addition to manufacturing a wide range of petrochemical products. I work as a Contract Engineer for ADNOC Offshore, one of the company's divisions. The offshore division of ADNOC is responsible for the delivery and development of oil and gas resources in the waters surrounding Abu Dhabi. With OPEX and CAPEX, ADNOC Offshore spends over 3,000 million dollars annually. The organisation structure is as illustrated in figure 1; Figure 1: ADNOC Organisation Structure1.2 Identified Category Management
The deployment of the iSourcing system, a technology-focused procurement procedure, was chosen as the category management in this study. The need for oil and gas has significantly expanded in the modern era since the Covid-19 epidemic. As a result, ADNOC is forced to spend money on equipment to help them process and refine more oil and gas products. In light of this, the team leader's responsibility is to see that an iSourcing system is in place and can be utilised to purchase the new machines that the company needs to upgrade its operations. Locally in UAE, regionally in the Middle East, and internationally in Western nations, this would apply. This project aims to produce a report outlining the implementation of the change approach. This is done while ensuring the team members and leader have the necessary abilities to carry out the plan successfully. Implementing the new category management strategy is the kind of change being sought. The learner will be the team leader throughout the full category management process since a team has been chosen to oversee the deployment of iSourcing. The practical approach would be utilising various tools and strategies that demonstrate leadership and best practices in change management, along with a focus on the category management data from the ADNOC firm.2.0 Change Management Approach
2.1 Introduction of the Required Change Process
In its Procurement Supply and Management (PS&M) budget, ADNOC had allocated roughly 10 million UAEis before the COVID-19 epidemic. Up to 5,000 domestic and foreign providers are currently utilised in this. Because of the significant financial allocation in PS&M, the ADNOC sourcing method is crucial to their operations in this scenario. Logistics, equipment, and facility administration are all purchased separately by the organisation, all of which fall under the organisation's primary spending categories of computers and technical systems. As a result, they lack a centralised system that would allow all departments to be involved in aiding the procurement procedure (CIPS, 2020). The Burke-Litwin Model (Coruzzi, 2020) can pinpoint the internal and external factors that contributed to the identified change. This model ranks the many change drivers according to their importance and provides evidence of each one in figure 2; Figure 2:Drivers of Change Model When taking into account the ADNOC organisation and indicated change, these elements have the following effects, as stated in Table 1: Table 1:Summary of the Drivers of Change in ADNOC Organisation| Factors of change | Explanation |
| External environment | Supply chain networks have been significantly impacted since COVID-19. ADNOC's ability to replenish stock, equipment, and machinery has been affected. Therefore, ADNOC would participate in strategic alliances by including diverse actors and intermediates in the complete value chain through iSourcing |
| Individual and oganisational performance | ADNOC's investment in iSourcing would reduce PS&M turnover, everyone's performance, and supply chain network satisfaction. |
| Leadership | To ensure iSourcing success, the PS&M will lead and manage efficiently. This inspires and guides other organisations to iSourcing success. |
| Mission and strategy | The achievement of ADNOC's aim to provide high-quality oil and gas products would be ensured by the deployment of iSourcing. The justification for this is to quickly and effectively engage highly qualified vendors. |
| Organisation culture | Implementing iSourcing would promote the collaborative and teamwork-oriented organisational culture of ADNOC. This is due to the platforms offered by iSourcing that provide suitable options for teamwork and collaboration. |
| Task requirements and individual skills | Employees at ADNOC lack the knowledge and skills necessary to deploy iSourcing. This deficit might be filled by offering possibilities for professional advancement. Implementation of the change would be successful. |
| Employee motivation | This report's proposal suggests that providing monetary and non-monetary rewards is necessary to encourage people to adopt iSourcing. This is for employing remarkably contemporary systems of practice. |
Since the COVID-19 pandemic, ADNOC has struggled. Flechsig et al. (2022) say delayed service delivery and internal process automation reduce efficiency. Thus, integrating internal procedures, evaluating vendors, and monitoring the sourcing process with iSourcing will benefit ADNOC. A successful and efficient supply chain would result—in situational leadership to handle all everyday situations. Mulyana et al. (2022) define this as improving cost reduction, client satisfaction, and complex and critical processes. The ADNOC organization's automation and flexibility would improve. This involves learning, teamwork, and smart buying. Those fighting against iSourcing face massive supply chain challenges. Yevu et al. (2021) projected network security, system reliability, and persistent unauthorised access difficulties for ADNOC. This would hurt ADNOC's reputation with stakeholders, make persuading clients hard, and alienate supply chain actors. Transformational leaders may remedy this by creating enduring, positive change in their followers and moulding ADNOC PS&M followers into leaders.
2.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Change Management
Additionally, it is crucial to comprehend the Strengths, Weaknesses , Opportunities, and Threats associated with the present strategy and the new category strategy for the change implementation to succeed. To do this, CIPS (2022) recognizes SWOT analysis as influential in capturing various decisions taken and would aid in guiding and educating category management. Table 3 illustrates the SWOT Analysis; Table 2:SWOT Analysis In conclusion, as shown in Table 1, while the existing strategy has strengths such as giving opportunities for comparison, transferring risks, and extensive evaluation, it is time-consuming and expensive. Using iSourcing makes it feasible to provide chances for risk transfer, pricing comparisons between suppliers, and finding the best items. Furthermore, it ignores sustainability-related aspects essential to contemporary procurement strategies (Hazaea et al., 2022). To equip staff members with the necessary abilities to use the new system, ADNOC must pursue security measures and ongoing capacity development. To handle the interference, a leader must promote the consultative approach in the sourcing process. To continuously acquire new skills and information, relevant L&D plans have been granted.2.3 Process of the Change Management
Please click the icon to access this assessment in full(Solution) CIPD AVADO_5HR02_24_06 5HR02 Talent Management and workforce planning
(Solution) CIPS ADNOC Advanced Category Management in Procurement and Supply Chain Management
(Solution) ROSHN CIPS PIN Team Members and Coordination
(Solution) CIPS Leadership & Management in Procurement and Supply (APGLM)
- Pursue capacity development strategies (coach and mentor others) for facilitating appreciating leadership and management functions as followers
- Integrating situational and transformational leadership and management in HWE
- Investing in effective communication strategy to influence stakeholders functions
- Create a system for ensuring efficiencies in resolving all challenges
- Diversification of eProcurement system to harness equality and diversity of suppliers as part of their operations
- Merge HWE departments in procurement for enhancing efficiencies and eliminating wastes from roles duplicated in leadership and management process