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 400 words

A competitive labour market can be identified as an interaction of employers working on employing specific employees owing to existence of a broad pool of qualified staff (CIPD, 2024). For employers to engage highly qualified staff, they offer competitive pay, health insurance, appropriate working environment, growth opportunities and appropriate employer image. According to CIPD (2024a), competitive labour market is impacted by supply and demand of employees, varying industrial demands and general social and economical aspects.
Positioning ImportantParcel

Competitive Analysis– There is a necessity for ImportantParcel  to pursue an assessment of all their competitors through an assessment of aspects positioning competitors in attracting and retaining staff. CIPD (2024) identify these aspects as reward package, attractive benefits and appropriate organisation culture. For example, for the delivery employees in ImportantParcel , offering them with career growth opportunity means that most qualified experts would look to join the organisation. This can be set through surveying and also job analysis of different job roles, staff feedback and resourcing strategies used by competing organisations. All these opportunities are identified in CIPD (2024a) to include detailed information on their positioning in their market.

Employer of Choice– In order to ensure ImportantParcel  is an employer of choice, CIPD (2023) identify it as being priority for potential employees. This can be by embracing diversity and inclusivity, adequate support and appropriate working environment reflecting staff values. This can be inclusive of offering attractive pay package, detailed capacity development and appropriately set career direction. ImportantParcel  can prioritise on offering flexible working strategy, work-life balance and initiating policies intended for promoting employees wellbeing (CIPD, 2024b). Through this strategy, ImportantParcel  develops an appropriate image to potential employees with their position informing attracting and recruitment of qualified staff with less adverts made.

Employer Branding– This is identified in CIPD (2024c) as how an organisation is represented out there in the eyes of their audience. For instance, ImportantParcel  brand can be linked with appropriate values, cultural practices and opportunities in place. This can be through ImportantParcel  capitalising on LinkedIn, Glassdoor and social media opportunities for sharing their success, experiences and being innovative and sustainable. CIPD (2022) identify the Employee Value Proposition (EVP) as inclusive of highly competitive pay, meaningfulness in workplace and growth and development chances elaborately stipulated. ImportantParcel  could similarly capitalise on community development and Corporate Social Responsibility (CSR) for improving organisation image and attracting likely staff/highly qualified possessing same value.

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 400 words

Adopting the definition in CIPD (2022a), tight labour markets is characterised by employees demand exceeding available supply. For instance, ImportantParcel  encounter immense challenges for attracting qualified staff owing to competitiveness and expected high pay. Hence, resourcing strategy would need to prioritise on competitive pay strategy, good benefits and career growth opportunity for attracting and retaining employees (CIPD, 2024a).

Conversely, loose labour markets is defined in CIPD (2022a) as inclusive of multiple applicants in available opportunities. For ImportantParcel , this would be characterised with multiple employees to be selected/recruited. Nevertheless,  they would ensure employer branding are holistic as broad talent pool contribute to failure to overlook relevance of satisfaction and retention of staff.

Increased Flexible Working Strategy

The flexible working arrangement is identified as a significant characteristic of labour market Post COVID-19 pandemic directly impacting decisions of employees (Azizi et al., 2021). Considering ImportantParcel , they could provide a hybrid working arrangement. This imply offering an opportunity of employees working remotely at home or in flexible schedule. The provision can be provided for the job roles which does not need physical presence in office space. The different choices advertisements would be done for ensuring broad audience is reached. According to CIPD (2019), this is particularly the case for employees with a preference of work-life balance as a significant driver for job selection.

Less elderly employees in Workplace

For ImportantParcel , owing to their positioning in their market, elderly population in workforce has a direct implication. According to Sesen and Ertan (2022) owing to demand for retiring early or a set of rationale, employees with relevant qualifications could exit an organisation. The outcome of this is valuable knowledge lost with the employees and coveted skills. For avoiding the scenario, CIPD (2024d) identify the rationale for initiating strategies including coaching and mentoring approaches with experienced employees transferring experiences. This is to young employees prior their retirement age or exit from the organisation.

Legislation pertaining Recruitment of Local Employees/Localisation Policy

In different jurisdictions, they initiate legislations identified as localisation policy where the selection of employees recruited by ImportantParcel  is impacted. For instance, as identified in Adham and Hammer (2021) Saudisation which is a local policy requires priority to be given to local Saudi citizens during recruitment process. Also, in UK, the recent Brexit Policy has a direct implication on how the employees are recruited. The organisation hence need to partner with local employment agencies and community representatives for achieving the recruitment needs.  According to Khan and Jin (2024) as part of their resourcing strategy, prioritising on community engagement is essential for successful resourcing process. The plans would be inclusive of frequent evaluations of legal development and revise policies for reflecting existing legal strategy and social standards.

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 400 words