5HR02 Talent management and workforce planning

August 24, 2021
Posted by: Harry King
Category: CIPD Level 5

5HR02 Talent management and workforce planning

About this unit

Talent Management and Workforce planning comprise all gap assessment, prediction, analysis, talent supply and demand, formation of suitable workforce management interventions. All these processes ensure that employees and new hires are the right fit for an organization and achieving strategic goals. Therefore, the unit’s scope encompasses the effects of effective workforce planning in the contemplation of talent development of different bases, outsourcing methods, and new hire orientation. In addition, the unit also involves the projection of the losses an organization may incur in the event of poor management and control measures and tools that would reduce the costs.

What you will learn

The unit will provide a clear perspective into various trends visible in labour markets and their impacts on personnel planning. The unit mainly expounds on the tactics used by organisations to center themselves strategically, such as onboarding and contractual arrangements, and the effects of dynamic labour markets when seeking critical resources. Besides, Talent Management and Workforce planning also provide clarity on succession, pros and cons of different talent sourcing practices for better personnel outcomes, and foolproof plans development. One will also learn how to assess organisational employee retention and turnover and analyze various methods ideal for talent retention, development, and consequently, the establishment of talent bases.

This unit is suitable for persons who?

The essential qualification for the CIPD’s 5^th Associate level is completing the CIPD’s 3rd associate level and cuts across all units within the course. However, for persons without a CIPD background, the course is still ideal for:

R. or Learning and Development professionals who are pursuing managerial positions.
People with years of work experience in the fields or whose job description involves implementing workforce management, learning and development solutions.
Learners capable of answering degree-level assignments.
Professionals seeking to boost their credibility in HRM

Learning Outcomes (L.O.s)

Learning Outcome 1

Completing this section will increase learners’ understanding of non-traditional labour market trends and their influences on personnel planning through:

The simplification of strategic positioning by drawing examples from cases of rival organizations operating in highly competitive markets.
The explanation of dynamic labour market conditions such as looseness and tightness impacts resourcing needs and decisions such as hiring, retention, motivation, and contingency planning.
Description of the roles of trade unions, the government, and employers in developing talent pools that will satisfy future talent demands. For example, creating distinctions between governmental responsibilities such as raising national literacy, skill development levels, and financial support, employers’ roles of providing learning platforms and sourcing skills and trade unions’ lobbying duties.

Learning Outcome 2

The second learning outcome is a better understanding of why personnel planning is a critical aspect in people management which is achieved after:

The assessment of strategies like demand and supply predictions that effectively support personnel planning.
Analysing the benefits of effective personnel planning from labor supply and demand gap predictions and precise workforce planning interventions.
The clarification of contingency and succession planning targeted towards reducing risks presented by dynamic labour market conditions.
The appraisal of the benefits and risks of different hiring and selection techniques in building performing personnel.

Therefore, at the end of this section, learners will better identify suitable new hires for their organisations by evaluating their current objectives and talent gaps.

Learning Outcome 3

After this unit’s completion, a student will view the significance of streamlined onboarding and the management of contract-based recruitments because of unit-specific exercises that include:

The evaluation of different types of contracts and matching them with suitable workforce needs.
The distinction between concepts in contractual arrangements such as incorporated, implied, and express terms.
The description of employee orientation aspects like the clusters of information and their benefits such as smooth cultural assimilation and the appreciation of organisational norms directly impact personnel turnover and retention.

Learning Outcome 4

The Talent Management and Workforce Planning unit encompass insight on the importance and reasons for effective personnel management in organizations that will enable students to:

Identify employee retention and turnover patterns and the factors surrounding the identified trends such as job contentment, leadership styles, ethics, and motivation.
Make comparisons between individual and collective-based methods used in talent retention and development.
Identify talent building and support initiatives ideal for a variety of talent clusters that improve selection, L&D, retention, and reduce turnover.
Establish the importance of variety in the support and development of talent bases. Essentially, the integration of multiple interventions, for example, reducing communication barriers and increasing innovation, fosters reduced turnover and improves engagement.
Explain the financial and non-financial costs attached to high employee turnover rates, such as direct costs incurred through selection, recruitment, and induction, as well as indirect costs incurred through reduced productivity, skills, and motivation.

What are the entry requirements?

The fifth CIPD Associate level stands above the foundation’s level three courses. Therefore, level 5 entrants must have attained a level 3 certification or an undergraduate degree in a similar course. However, people aspiring for H.R. positions and managerial roles are also a good fit. They can work on assignments at the degree difficulty level and have a solid English language background. Other than the recommended entrants, the course has no distinct formal requirements. Therefore, it is open to any individual with a passion for people management and who is willing to implement policies and strategies covered through coursework in actual work settings.

How can we help?

We provide unrivaled services for all CIPD levels focusing mainly on carefully curated solutions that engage our vastly competent workforce. Our personnel consists of a group of professionals qualified in different fields, including L&D and H.R., who can tackle any needs necessary in boosting the credibility of assignments. Apart from providing our clients with plagiarism-free work, we also strive to ensure that they are satisfied with the quality of the work based on the grammar and information provided. What sets our organization apart is 24-hour customer support to ensure all assignments, irrespective of short deadlines, are delivered in time and with top-notch quality.

Resources

Association for Talent Development (ATD). (nd) Available at: www.td.org/

Acas (Advisory, Conciliation and Arbitration Service). (nd) Available at: www.acas.org.uk

Chartered Institute of Personnel and Development. (nd) Available at: www.cipd.co.uk/knowledge

Baker, T. (2014) Attracting and retaining talent: becoming an employer of choice. Basingstoke: Palgrave Macmillan.

CIPD and CIPD HR-Inform. (2018) Preemployment checks: guidance for organisations. Guide. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/emp-law/recruitment/pre-employmentchecks-guide

CIPD and Hays. (2017) Resourcing and talent planning 2017. Survey report. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/resourcing/surveys

Clutterbuck, D. (2012) The talent wave: why succession planning fails and what to do about it. London: Kogan Page.

Cook, M. (2016) Personnel selection: adding value through people – a changing picture. 6th ed. Chichester: John Wiley.

Davies, G. (2020) Immigration law changes: for U.K. employers. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/emp-law/recruitment/immigration-lawchanges

Department for Business, Energy and Industrial Strategy. (nd) Available at: www.gov.uk/government/organisations/department-for-business-energy-andindustrial-strategy

Dinnen, M. and Alder, M. (2017) Exceptional talent: how to attract, acquire and retain the very best employees. London: Kogan Page.

Equality and Human Rights Commission (EHRC) (nd) Available at: www.equalityhumanrights.com/en

European Foundation for the Improvement of Living and Working Conditions. (nd) Available at: www.eurofound.europa.eu

Funding Agency. (nd) Available at: www.gov.uk/government/organisations/education-and-skills-funding-agency

Gibson, A. (2021) Agile workforce planning: how to align people with organizational strategy for improved performance. London: Kogan Page.

Green, M. (2019) Employee turnover and retention. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/resourcing/turnover-retention-factsheet

Green, M. (2019) Selection methods. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/fundamentals/people/recruitment/selection-factsheet

Green, M. (2020) Recruitment: an introduction. Factsheet. London: Chartered Institute of Personnel and Development. Available at:www.cipd.co.uk/knowledge/fundamentals/people/recruitment/factsheet

Guion, R.M. (2015) Assessment, measurement, and prediction for personnel decisions. 2nd ed. Hove: Routledge.

Health and Safety. (nd) Available at: www.hse.gov.uk

Hesketh, A. (2013) Valuing your talent: resourceful assets? Research insight. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/assets-report

Human Resource Management. Available at: www.cipd.co.uk/knowledge/journals

Information Commissioner’s Office. (nd) Available at: www.ico.org.uk

Institute for Employment Studies. (nd) Available at: www.employment-studies.co.uk

Investors in People. (nd) Available at: www.investorsinpeople.com

Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A. (2020) Human resource management at work: the definitive guide. 7th ed. London: CIPD Kogan Page.

Neal, A. and Sonsino, D. (2015) Talent management disrupted. T.D. (Talent Development). Vol 69, No 9, September. pp30-35.

Newell Brown, J. (2011) The complete guide to recruitment: a step-by-step approach to selecting, assessing and hiring the right people. London: Kogan Page.

Newell Brown, J. and Swain, A. (2012) The professional recruiter’s handbook: delivering excellence in recruitment practice. 2nd ed. London: Kogan Page.

People Management. Available at: www.peoplemanagement.co.uk/

Pilbeam, S. and Corbridge, M. (2010) People resourcing and talent planning: HRM in practice.4^th ed. Harlow: Financial Times/Prentice Hall.

Recruitment and Employment Confederation, Chartered Institute of Personnel and Development, and Chartered Institute of Procurement and Supply. (2014) Chain reaction: making recruitment supply chains work. Research report. London: The Confederation. Available at: www.cipd.co.uk/knowledge/fundamentals/people/recruitment/supply-chains-report

Sparkman, R. (2018) Strategic workforce planning: developing optimized talent strategies for future growth. London: Kogan Page.

Sims, D.M. (2014) 5 ways to increase success in succession planning. T.D. (Talent Development). Vol 68, No 8, August. pp60-65.

Taylor, S. and Woodhams, C. (eds) (2016) Human resource management: people and organisations. 2nd ed. London: CIPD Kogan Page.

Taylor, S. and Woodhams, C. (eds) (2016) Studying human resource management. 2nd ed. London: CIPD Kogan Page.

Taylor, S. (2018) Resourcing and talent management. 7th ed. London: CIPD Kogan Page. [Forthcoming, 8th ed., December 2021.]

T.D.: Talent Development. (nd) Available at: www.cipd.co.uk/knowledge/journals

Ungemah, J. (2015) Misplaced talent: a guide to better people decisions. Hoboken, NJ: John Wiley.

Weeks, A. (2020) Talent management. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet

Weeks, A., Reilly, P. and Hirsh, W. (2018) Workforce planning practice. Guide. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planningpractice