(Solution) ICS Learn CIPD Level 5 Talent Management and Workforce Planning (5HR02)
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1.1 Strategic Positioning in Competitive Labour Markets
The organisations have to be strategic in staying competitive in a continuously growing pool of workers threatened by new players and other rivals (Peters, 2023). This can be done through the company giving a lot of emphasis on employer branding, competitive pay, employee growth, and workplace. These are the elements that will assist ParcelCare in attracting, hiring, and retaining skilled personnel despite the rising challenges in the industry.
Firstly, employer branding is key to projecting ParcelCare as an employer of choice. The organisation must project its positives, such as its historical experience in the sector and future career development prospects. Leveraging social media, employee ratings, and industry awards can help reinforce its image as a great workplace to be in. Employer brand must include a persuasive Employee Value Proposition (EVP) that showcases distinctive advantages, including flexible working environment, career development programs, and employee wellness programs (Verlinden, 2020).
Secondly, competitive compensation and rewards are an important ingredient in labour market positioning. ParcelCare needs to do frequent salary benchmarking in order to keep its pay scales competitive. Besides offering fair remuneration, the firm needs to offer enticing rewards, such as performance-based bonuses, health and well-being programs, and retirement aids. Offering non-cash recompenses, such as recognition schemes and work-life balance schemes, can also make it more desirable to prospective employees.
Competitor analysis is also a required element as explained in Hogarth and McCartney (2024). ParcelCare must always look at how the other rival companies hire and retain staff. The hiring, compensation package, and competitor policy would be examined for ParcelCare’s company to strategize its own adjustment. By learning the gaps like a nonexistent career path or diversity program in competitors’ workplaces, ParcelCare can be different by doing it better.
Lastly, investment in training and development will increase ParcelCare’s retention capacity. Offering formal career advancement, apprenticeships, and leadership schemes will raise the level of interest and proficiency among workers. Positive organisational culture with worker involvement and in-house recruitment emphasis will also enhance retention and lessen external recruitment requirements.
Through these strategies, ParcelCare can place itself favorably in a competitive labor market and gain a stable, committed workforce.
1.2 Impact of Labour Market Changes on Resourcing
Shifting labour market conditions heavily affect ParcelCare’s resourcing strategy, specifically workforce planning, hiring, and staff retention. Labour markets are either tight or slack, reliant on the demand for and availability of workers with the required skills (Boys, 2024). Both tight and slack labour markets have differing challenges and call for specific interventions to enable the organisation to attract and retain workers.
In a tight labour market, where demand for labour is higher than supply, ParcelCare will experience increased competition for staff (CIPD, 2022). This may be due to a shortage of skills in the logistics industry, increased wages, or new entrants with improved terms of employment. In such a scenario, ParcelCare would need to refine its model of hiring through more remunerations, better benefits, and better work environment to win the loyalty of potential employees. Furthermore, the enterprise may need to invest in in-house training agendas to hone internal talents razor-sharp to reduce dependence on external sourcing. Employer branding also becomes increasingly important, because differentiating ParcelCare from the rest on grounds of robust company culture, career progression opportunities, and employee engagement opportunities can assist in attracting and retaining top talent.
Alternatively, in a loose labour market situation where workers are in surplus as far as needs are concerned, ParcelCare would enjoy more flexibility when it comes to making the resourcing arrangements (Madgavkar et al., 2024). The firm can draw from an increased number of applicants and negotiate lower remuneration but yet maintain a competitively priced output. Yet, if there is excess number of applicants, there could be a greater administrative cost to hire, such as more stringent selection procedures to hire the most skilled workers. ParcelCare might even specialize in hiring workers with certain skills to further enhance the efficiency and quality of service. In addition, an open labour market offers a chance to invest in staff development to make the company with a stronger, more robust workforce in the future.
Irrespective of the market, ParcelCare has to be proactive in the area of resourcing by continuously tracking labor trends and modifying strategy suitably. The power to be flexible will render the company competitive and well placed to handle issues of the workforce.
2.1 Workforce Planning at ParcelCare
Understanding Workforce Planning
Workforce planning is a modern action for confirming an organisation possesses the appropriate people with the requisite skills to propel its effective aspirations (Hayden, 2023). Workforce planning involves an examination of current workforce capability, forecasting future staffing requirements, and creating means of bridging the gaps. The process ensures organisations align their workforce with long-term aspirations, guaranteeing effectiveness and responsiveness in a changing marketplace (CIPD, 2023).
Impact of Effective Workforce Planning at ParcelCare
Workforce planning is required to ensure that ParcelCare has the right number of workers with the right abilities to ensure operational demands. By embracing a formal workforce planning process, the organization can achieve increased efficiency, lower costs, and better overall service delivery. Three significant advantages of successful workforce planning are enhanced talent hiring and employee retention, efficiency in operations, and flexibility in the workforce
- Improved Talent Acquisition and Retention
An active workforce planning strategy helps ParcelCare plan for future staff needs rather than reacting to vacancies. This way, the firm can design precise recruitment campaigns through which it can entice the right type of candidates with the accurate skills and practice. Being aware of labour market trends and forecasting demand, ParcelCare can also customize its employer brand in order to draw potential employees (CIPD, 2023).
Besides, efficient workforce planning keeps staff members by placing employees in roles where they are able to apply their strengths and career goals. When employees are satisfied that there are opportunities for career growth, they will not quit the firm, hence curbing turnover as well as the expense of recurrent recruitment.
- Enhanced Operational Efficiency
ParcelCare’s success in delivering goods on time and quality of service relies on the presence of a balanced labor force. Workforce planning allows the company to manage staff in an efficient manner, such that there are neither too many employees during off-seasons nor too few during peak seasons. The balance avoids wasteful payroll costs and minimizes the risk of burnout of employees due to work overloads.
- Futureproofing and Workforce Flexibility
The parcel delivery business is changing with technology, automation, and shifting customer demand. Workforce planning competes for ParcelCare by indicating skill gaps and training programs that prepare employees for the required skills. Upgrading with upskilling programs keeps employees agile for new delivery technology and trends in the industry.
2.2 Techniques to Support Workforce Planning at ParcelCare
Workforce planning plays a crucial character in ensuring ParcelCare employs the right people to respond to operation needs effectively (Hayden, 2023). In supporting the process, organisations apply several approaches for workforce needs analysis and future needs forecasting. Two of the successful approaches are Method Study and the Delphi Technique. Both are strong and weak in areas, but together, when applied effectively, they can have a great impact on workforce planning.
Method Study
Method Study is a scientific approach to examining work processes to make them more efficient and optimize resource utilization (CIPD, 2023). It is a way of investigating tasks, workflows, and employees’ productivity to ascertain where they can be improved.
Advantages:
- Improves Efficiency: By assessing and restructuring workflows, ParcelCare can eliminate unnecessary tasks, reduce redundancies, and streamline operations, leading to better resource utilisation.
- Reduces Costs: Optimising work methods can lower labour costs by ensuring employees are engaged in productive tasks, reducing the need for excessive hiring.
- Enhances Employee Productivity: Identifying inefficiencies allows ParcelCare to implement training programmes to upskill employees, leading to increased job performance and service quality.
Disadvantages:
- Time-Consuming: Conducting a thorough analysis of work methods requires time and resources, which may delay immediate improvements (Silverio et al., 2020).
- Employee Resistance: Process reworkings will have resistance from workers familiar with the status quo, hence having a necessity of effective change management measures.
Delphi Technique
The Delphi Technique is a method of forecasting that collects expert judgment in a sequence of rounds of guided discussion (CIPD, 2023). It is employed to forecast manpower trends and predict future skill needs.
Advantages:
- Expert-Driven Insights: By consulting industry experts and HR specialists, ParcelCare can make informed workforce decisions based on collective expertise.
- Long-Term Planning: The iterative nature of the technique ensures refined and well-considered predictions, helping the company align workforce strategies with future trends.
- Reduces Bias: As responses are anonymous, the technique minimises the influence of dominant opinions, leading to balanced and objective conclusions.
Disadvantages:
- Time-Intensive: The process involves multiple rounds of feedback, making it slower than other forecasting techniques.
- Dependence on Expert Availability: The accuracy of insights depends on the expertise of selected participants, and engaging the right experts can be challenging.
Overall Evaluation
Both methods are essential in facilitating workforce planning in ParcelCare. Method Study is suitable for short-term operations improvement that will increase efficiency and save on costs. It is very time-consuming and involves employees, though. The Delphi Technique is suitable for long-range workforce projections so that ParcelCare can predict industry trends and skills shortages (Silverio et al., 2020). Although it is reliant on expert opinion and long timescales, it provides strategic suggestions that are able to guide future workforce policy.
2.3 Selection and Recruitment Methods….
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- 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. |