(Solution) 5HR02 Talent management and workforce planning Assessment ID / CIPD_5HR02_22_01
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Solution
| Explain how organisations strategically position themselves in competitive labour markets (AC 1.1)
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. Word count: Approximately 300 words
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| According to the OECD (2020), studying and comparing labor markets in different nations or areas is known as a comparative labor market. Employment protection laws, unionisation levels, wage levels, job satisfaction, gender equity, job security provisions, public policies about education and training, minimum wage laws, collective bargaining agreements, and other indicators that impact the demand and supply of labor are among the key aspects that are evaluated.
Organisations position themselves up for success in the labor market by examining things like employer branding, employer choice, and competitive analysis: Competitive analysis Organisations should research the competition in their industry and area to find out how they are hiring for comparable positions. In order to maintain a competitive edge, organisations should study what their competitors are offering in terms of remuneration, benefits, workplace culture, etc. (Readers et al., 2023). Using this information, you may create a compelling talent pitch. In the webinar, my boss might talk about how your company is changing up its strategy in comparison to the competition (for instance, how they’re putting more emphasis on flexibility and wellness). Employer choice As Thirst Creative (2023) shows, prospective applicants have options. Therefore, organisations need to know what talent wants and how to establish their employment value proposition. My organisation has to brag about the amazing opportunity, culture, and room for advancement that their company offers. It is possible to draw on data on factors that influence employer choice, such as learning and development support and meaningful employment. The company’s reputation as an attractive place to work will rise as a result. Employer branding To be perceived as a desirable workplace, it is essential to have a solid employer brand. To appeal to the right demographics, businesses should discuss the interplay between their brand and culture (Stengel et al., 2023). Managers in the case study would do well to cultivate a positive reputation by using consistent language across all touchpoints, including alumni networks, social media, and employment websites. Both active and passive candidates are kept in the loop about the organization through campaigns that showcase brand values like as diversity, innovation, and community impact. |
| Explain the impact of changing labour market conditions on resourcing decisions (AC 1.2)
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. Word count: Approximately 200 words
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| A tight labor market is one in which employers have a hard time finding and hiring people because fewer people are looking for employment than there are available positions (Bates, 2021). A loose labour market is when more people are unemployed than jobs are available, giving employers a larger pool of candidates to choose from and lower hiring competition.
Labor market trends and organisation resourcing decisions • Political – Resourcing is affected by local hire legislation. Local and external applicants were recruited by the company. For compliance, my manager might partner with regional employment centers and retrain staff for open positions. • Economic- The corporation reformed mixed-age teams and retrained individuals to fulfill different duties due to fewer older personnel. Impacts According to BoatMan (2021), internal job advertising for mobility, intergenerational team structures, and reskilling programs that integrate current employees into different jobs are needed to overcome the decreasing talent pool. My manager will optimize multigenerational teams and apply internal job rotations in the case study. • Social- Now, remote work is expected as reported by CIPD (2021). After COVID-19, collaborative technology and workspace reorganisation enabled hybrid arrangements. My boss needs to explain how flexible infrastructure and output transformed remote workforce resourcing. |
| Discuss the role of government, employers and trade unions in ensuring future skills needs are met (AC 1.3)
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. Word count: Approximately 200 words
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| Role of Government
Rohaidi (2023) states that government active labor market strategies strive to meet future skills needs. Key aims include:
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| Analyse 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. Word count: Approximately 275 words
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| CIPD (2023a) describes workforce planning as projecting future labor demands and hiring, training, and retaining suitable levels of staffing, skills, and competencies.
Positive Impacts As shown by Vain (2023), the organisation now has a complete understanding of its talent demands and gaps due to workforce planning. That way, it can fill current and future positions with the most qualified candidates by actively seeking out and nurturing talent. Now that we have a clearer idea of who needs what talents, my new manager’s resourcing team can concentrate on finding and hiring the best candidates. Participants’ issues regarding managing staff and workforce planning can be discussed during the forthcoming popular CIPD webinar, which my boss will be presenting. This technique will assist identify clear career routes for current employees, which will aid in their retention. Managers have the power to maximize production by efficiently deploying talent.
Without completion of workforce forecasting and planning, the firm would not have a comprehensive picture of its future personnel needs. If this continues, large gaps may form between the supply and demand for workers, predicts Nouri (2018). The present staff’s skill sets might not be suitable for the company’s future demands. If there isn’t enough management of the talent pipeline, the company will not be able to train itself to fill future positions. This can lead to a lack of essential skills (LinkedIn, 2023) in an organisation. Both productivity and the capacity to seize new possibilities could be gravely impacted by this skills gap. It would also make last-minute outsider hires more common.
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| Evaluate 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. Word count: Approximately 275 words
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| Succession planning- One of the most important tools for workforce planning is succession planning. In doing so, it discovers critical positions, evaluates present staff members’ abilities, and creates future talent pathways (Lattimer, 2023). That way, the company can keep running smoothly and promote from within if necessary.
How well it works- It ensures leadership continuity by methodically identifying high-potential personnel and developing them for future responsibilities. • Analyses of skill gaps and inventories
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| Explain (two) approaches to succession and contingency planning aimed at mitigating workforce risks (AC 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. Word count: Approximately 275 words
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| According to CIPD (2022a), succession planning is a strategy for the workforce that allows for the identification of future leadership vacancies, the evaluation of high-potential employees, and the provision of mentoring, training, and opportunities for growth to ensure a smooth transition for internal candidates when such roles become available.
Contingency Planning According to the Indeed Editorial Team (2021), a contingency plan is a strategy for the workforce that takes into account the possibility of interruptions, such as the departure of important employees or changes in the company’s requirements. It prepares for any disruptions by creating alternatives in advance, so that appropriate replacements or transition plans may be prepared to keep operations running smoothly. • Approach to reduce risk during the implementation secession planning As shown by Allen (92018), one approach is to cultivate a deep bench of talent for every key position. Organisations should plan by identifying two or more possible candidates who could take over the post, rather than simply one main replacement. If the designated successor is either unable or ill-prepared, this provides a fallback plan. To make sure there’s always a competent replacement, it’s a good idea to train several potential heirs at once using targeted growth strategies and in-house training. It diminishes the organisation’s vulnerability to disruptions and decreases its reliance on any one person. · Approach to reduce risk during the implementation Contigency planning
A multi-skilled workforce that can fill in during emergencies can lessen risks for our organisation. Staff can be reallocated internally if needed (Mindtools, 2023). Development of cross-functional abilities was essential to maintain operations amid my company’s restructuring. At my manager’s CIPD webinar, I will ask how they detected role overlap and created on-the-job skill development. Their experience in establishing a backup workforce strategy can reduce change disruption risks for attendees. |
| Assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces (AC 2.4) You must assess advertising vacancies on organisation websites and interviewing applicants. Then provide one more example for recruitment methods and then one more for selection methods.
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. Word count: Approximately 275 words
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Related Papers
(Solution) Strategic & International Management MNC (multinational corporation) or TNC (transnational corporation)
(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) 5OS04 Question 7 (AC 3.1) role and function of a well-run and effective international people management function
(Solution) 5OS06 AC2.3) Discuss your organisation’s (or an organisation with which you are familiar) current approaches to leadership and management development
(Solution) CIPS Saudi Syndicate Cohort 1 (Practitioner) PIN
- Internal and external analyses should be carried out in order to pinpoint the best or most effective sourcing strategies for IT.
- A broader sourcing appraisal strategy should be introduced within the procurement policies and practices.
- Improve in focus in managing effective sourcing strategies based on organisational objectives.
- Broader inclusion of stakeholders in the procurement process, in order to enhance sourcing strategy effectiveness.
- Capacity development initiatives should be implemented in the PS&M practices, especially within IT category.