(Solution) CIPD 5HR02 (AC2.2) Evaluate the techniques used to support the process of workforce planning
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 20.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
| (AC2.2) Evaluate the techniques used to support the process of workforce planning.
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 |
| The 9-Box Grid
The 9-box grid is a workforce planning tool used to assess employee performance or potential, supporting strategic workforce planning (Vulpen, 2025). It works by providing a visual framework to identify the high performing and high potential employees to allow tailored development and succession planning. One major advantage of the 9-box grid is that it allows to focus on investing into the key talent, which is so important for retention and leadership continuity (Tapi, 2024). However, its reliance on subjective measures introduces bias into the results, reducing the reliability. Additionally, implementing the 9-box grid involves much time and resources needed to gather and effectively analyse data (Symonds & McBrayer, 2024). The grid helps in aligning the capabilities of the employee with organisational goals, but it is not a complete solution to more wide-reaching workforce issues. Its shortcomings underscore the importance of integrating other tools to best achieve the intended outcomes. Contingency Planning Contingency planning is a strategic method of preparing an organisation for workforce disruption through developing responses to potential risks such as labour shortages, economic downturns and sudden absence (Tristancho, 2024). One key advantage is the ability to maintain continuity of operation and thereby limit the severity of delays to services and hence satisfaction of customers. Moreover, it is clear and credible for stakeholders and showcases preparedness. However, contingency planning has limitations. It is resource intensive and involves extensive scenario analysis and frequent updates to keep pace with shifting labour markets. Furthermore, excessive preparation for unlikely scenarios may also shift focus from current organisation’s priorities, thus causing inefficiency (Leonard, 2024). However, its critical and proactive approach to risk management ensures that organisations like ParcelCare, which depends on consistent service delivery are able to plan its workforce effectively. By getting ahead of uncertainties, contingency planning reduces likelihood of potential workforce related crisis, boost resilience and bring stability. Brief Judgement The most useful tool for ParcelCare is the 9-box grid, which focuses on internal workforce optimisation, and also determines high potential employees for leadership positions and future development. By doing so, it guarantees talent continuity and is in line with ParcelCare’s strategic objective to further improve retention and succession planning. While it does not address the need for immediate disruptions, focusing on productive employee development makes it essential for building a resilient workforce ready for potential challenges.
|
Please click the following icon to access this assessment in full
Related Papers
(Solution) New 5HR01 (AC3.1) Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues
(Solution) CIPD AVADO_5HR03_24_06 5HR03 Reward for performance and contribution
(Solution) CIPD New 5OS01: SPECIALIST EMPLOYMENT LAW
(Solution) CIPS ADNOC APGCM Module: Contract & Category Management in P&S
- Implement one AI-driven analytics platform by Q4 2024, integrating with existing systems and training staff to enhance forecasting accuracy and negotiate a 10% reduction in supplier costs, led by the IT, procurement, and finance departments. Despite potential initial costs and staff adaptation challenges, this initiative aims to achieve a 15% increase in forecasting accuracy.
- Fully deploy advanced supply chain management software by Q2 2025, partnering with a leading provider and training teams to reduce disruptions by 20%, thus increasing overall supply chain efficiency by 5%. This effort involves collaboration between supply chain management, IT, and vendor management teams, despite initial disruptions and high upfront costs.
- Establish a cross-functional compliance team by Q3 2024 to develop three new policies annually, ensuring 100% compliance with regulations and enhancing reputation metrics by 15%. Led by legal, compliance, and HR departments, this initiative aims to overcome resistance to policy changes and resource-intensive monitoring efforts.
- Implement three financial instruments (futures, options, currency swaps) by Q3 2024, collaborating with financial experts to reduce financial risks by 20% and achieve a 10% increase in financial stability. This effort, led by finance, risk management, and external advisors, addresses potential challenges in market volatility and regulatory constraints.
- Engage multiple suppliers and form five strategic partnerships by Q4 2024, increasing supplier diversity by 30% and improving supply chain reliability metrics by 10%. Led by procurement, vendor management, and supply chain analysts, this initiative aims to mitigate dependency risks and manage supplier relationships effectively. Potential challenges include maintaining consistency in product/service quality across diverse suppliers and increased administrative burden in managing multiple partnerships.
- Conduct market and competitor analyses twice a year starting Q3 2024, aiming to increase procurement cost savings by 15% through better negotiation strategies and timely market insights. This effort, involving procurement, and strategy departments, addresses challenges in data availability and competitive analysis capabilities. Potential challenges include delays in obtaining and analysing market data and difficulty in predicting competitive moves accurately.