5HR02 Talent Management and Workforce Planning Assignment Sample

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Introduction

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Talent management and workforce planning are articulated as effectual tactics that supports allocating, developing, engaging and retaining staff within the business. Both of these processes play a crucial role in workforce management in companies. It can be said that, organizations cannot get succeed without prioritising these aspects. The present assignment will be based on Sun Energy; this is solar panel developer organization that established in Indonesia (Sun Energy, 2023). The report will reflect on the practices of recruiting, selecting, retaining talent and workforce management in context of Sun energy. Furthermore, light will be shed on the approaches in which company can gain competitive advantage within considering fluctuation takes place in labour market.

Main Body

1.1 Explaining ways in which organization’ strategically position themselves in competitive labour market

SAP strategies concerned with offering best services to consumers while enhancing the workforce management in business. This assure that all the capabilities which are essential to run factory and plant operations are met, and this is done by retaining and sustaining workforce (SAP, 2023). With the help of these tactics’ organization can effectually gets topmost position in competitive labour market. Employer of choice, organizational image and employer branding are the core attributes within SAP that are essential to focused out by sun energy so they can gain competitive advantage.

Employer of choice

Staff at the employer-of-choice companies ae highly engaged in their jobs and contributes in the success of the organization. It is important to prioritise the interest of employees so that effective environment can be developed in the sun energy (Hongal and Kinange, 2020). The company must specify focus on this area.

Identifying workforce issue

The foremost feature is to witness the issues experienced by the employees; one of the motives of sun energy is to retain their existing employees. Therefore, it is important to analyse the problems of workers. For example- there might be possibility that employees are feeling overburdened.

Evaluation of worker needs

The next aspect is to evaluating need of workers so that sun energy can accordingly take the action. HR department must interact with employees on daily basis so they can understand their issues.

Implementing strategies

On the basis of evaluating requirements, strategies must be implemented, when employees are being given the priority then only organization can become employer of choice company.

Employer branding

Employee advocacy should become the major part of the business. For example- employees needs to be engaged in learning and discussion. Employer branding reflects about the image of organization and helps in gaining advantage. Company culture, reputation and diverse workplace are the characteristics of employee branding (SAP, 2023). Effective culture at company encourages employees to remain part of the organization. Reputation in the market supports in attracting potential candidates. Diverse workplace is the most important feature of employer branding that supports in workforce management in the business.

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Organizational image

The company needs to maintain their image in the market as this helps in attracting huge number of potential candidates. Furthermore, long-term success of business depends upon the reputation of organization in market (Kumar, 2022). The image can be maintained while creating focus on workforce management and developmental opportunities to the employees needs to be given so they can feel satisfied.

Thus, the above-mentioned points are depicting about the ways in which business can position itself in competitive market while using SAP. Below mentioned are the ways through which sun energy can position itself in competitive labour market within adopting SAP -

Employment security

This plays major role in gaining trust of employees in business, in order to become competitive in labour market, it is essential that Sun energy must provide assurance to their employees (SAP, 2023). There is large number of fluctuations takes place in labour market and competitor firms try to approach employees. Thus, by providing training and developmental opportunities along with monetary benefits such as- incentives and compensation, sun energy can gain competitive advantage.

Selectively recruiting

Sun energy must adopt selective recruitment practice under which specific standard criteria should be set. For example- qualification, experience and skills that are important for job role must be discussed with applicants (Greene, 2020). This leads to empower the workforce within company and further enhances the productivity of business.

Information sharing

Employee engagement in the business is essential and this can be done within sharing information with them so they can feel valuable (Bonneton et al, 2022). Sun energy can place itself in competitive labour market by creating higher employee engagement in the business and this can be done within conducting open discussion.

Participation and empowerment

This can be encouraged with increasing the participation of employees on training and development programmes (Setiawan and Prasojo, 2021). When workers are given with the opportunities of development then this leads more employee participation. Hence, in similar manner Sun Energy can lead to create support for employees and this further helps in gaining competitive advantage.

Thus, the above-mentioned points are depicting about the ways in which sun energy can gain effectual competitive advantage in labour market while retaining and attracting employees in business.

1.2 Impacts of fluctuating labour circumstances towards resourcing decisions

In UK, there is large number of fluctuations take place in labour market, for instance- recently employment rate has been raised by 0.2%. The major reason behind such variation is- increase and decrease in the demand for labour (UK labour market, 2023). When there is high demand, cost of workers increases and vice versa happens at the time of reduced demand. In context of energy sector, labour market plays most important role as it directly impacts the resource allocation.

5HR02 Talent Management and Workforce Planning Assignment Sample

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For reference- when there is high demand for workers at that time cost of labour increases that led to surge in the cost of operation in energy sector. Similarly, same issue is in the case of Sun Energy as it deals in energy sector. On the other hand, when demand decreases, cost of workers also gets reduced and this directly results in decreasing cost of operations in business. The resource allocation becomes difficult when cost of labour is high.

The tight labour market represents high demand whereas, less demand represents loose market. When demand exceeds supply this lead to create major issue in resource allocation as the cost of operation in Sun Energy would become high (Hongal and Kinange, 2020). In order to manage the cost, it is important to analyse labour market on significant note so organization can approach workers when market is loose so they can get workers at lower rates.

1.3 Discussing the role of the government, employers, and trade unions in future skills

Role of Government

The government plays crucial role in assuring that future skills have been met or not at national and international levels. They are accountable for creating policies, programmes and varied initiates that supports the development of employees within workforce (Ekhsan et al, 2022). For example- Sun Energy is guided towards following employment law which is specifically for protecting the interest of staff. Thus, this law is implemented by government to create secure future of workers.

Role of employers

Employers in the business are accountable for undertaking workforce planning and allocation of manpower is completely planned by them. In this manner, they assure that future needs of organization have been met (Ekhsan et al, 20220. Furthermore, they implement plans related to providing training to workers. Sun Energy is planning to gain progress in sustainable practices and for this they need to attract potential candidates along with retaining existing employees. Thus, employer in the organization is responsible to look upon this area.

Role of trade unions

Trade union plays major role in facilitating learning and training in the business so that employees can become skilled. Further they get chance to gain developmental opportunities. Thus, Sun Energy requires organizing training programmes and workshop under which experts can provide mandatory training to workers and further supports them in terms of becoming creative. Another role played by trade union is comprised with increasing the wages of workers so labour can feel motivated. Organizations are guided towards following all of these rules implied by trade unions.

2.1 Analysing the influence of effective workforce planning

Workforce planning is delineated as the process of analysing, forecasting and planning in relation to workforce supply and demand (CIPD, 2022). It is essential to undertake workforce management in specific manner in the organization. Hence, in order to retain and recruit employees, appropriate staff planning is needed in the organization. Below mentioned are the influences of effective workforce preparation for sun energy-

Forecasting demand

It helps in undertaking the forecasting of demand, sun energy can analyse the required manpower in the business so that accordingly actions can be taken (Abbasi et al, 2022). The prior step is to detect the number of vacant position and accordingly organization can recruit employees.

Manages internal and external source of supply

Supplying of labour can be managed from internal and external sources. When Sun Energy shifts employee from one department to different department in terms of filling position then internal sources are used. On the other hand, when candidates are recruited from outside, it is called as managing labour supply from external sources (Abbasi et al, 2022). Workforce planning tends to make focus on evaluating the area where workers can be managed via internal and external source.

Covers obstacles and targets

Appropriate workforce management helps in analysing errors that acts as a loophole in achieving objectives (CIPD Good Work Index, 2023). In this manner, Sun Energy can identify the issues of employees related to work pressure, lack of flexibility and etc.

Achieves strategic objectives

In order to achieve strategic objective, it is important for business that they must evaluate needs of workers and this should be aligning with the requirements of business. In this manner, workforce management can be done in significant manner in Sun Energy.

Thus, above mentioned points are articulating about the influence of workforce planning for sun energy.

2.2 Evaluating the techniques that are used for supporting work-planning process

Work-planning process are crucial for success of business, human resource is the one of the most important areas in the business as the rate of work efficiency depends upon this. There are varied techniques that are used by HR department of sun energy in order to support work planning process-

Promotion and demotion

This acts as a motivational and demotivational factor for employees in the business, when employees perform their job with complete consistency. Then, they get promotion in Sun Energy, whereas, demotion is for those employees who does not achieve set standards (Koechling et al, 20230. This technique helps in witnessing about the potential workers within the company. Promotional technique proves to be effectual as this lead to create support for employees along with assuring higher motivation to them.

Reducing turnover rate and increasing retaining rate

The turnover rate is decreased while organizing training and development programmes as per the needs of employees so, they can feel valuable in the business. Furthermore, Sun Energy promotes open discussion in the organization which is important for knowing about the opinions and issues of employees.

Critical incident analysis techniques

It involves-

Interview

One by one interview with employee has been done so beliefs and opinions of each subordinate can be analysed on individual basis (Koechling et al, 2023). With the help of this method, Sun Energy identifies the gap a loophole.

Survey

Questionnaire distributed among employees that contains questions related to workforce planning. For example- employees are asked “Did you feel pressurized by work”, “Do you think, there is need to recruit employee in your department so work pressure can be managed”. Such questions help in identify about the thought process of employees and further supports in knowing about the requirement of workforce in different departments.

Hence these are the ways in which work-planning process is being supported in Sun Energy.

2.3 Explaining approaches of succession and contingency planning in order to reduce workforce challenges

Succession planning focuses on analysing and developing internal talent with the aim of filling important roles in business. Whereas, contingency planning based on responding towards unexpected events and crises that can often lead to impact the normal business operations. Below mentioned are the approaches of succession and contingency planning for Sun Energy-

Performance Appraisals

The performance appraisal feedback is considered as valuable source when it comes to succession and contingency planning. The potential of employees can be identified while highlighting strengths and weaknesses. Furthermore, plans related to development procedure of employees can be implied by sun energy that supports in long term success of business.

Nurturing internal talent

Succession and contingency planning focus on nurturing internal talent in the organization. Sun Energy provides opportunities to employees in the business and accordingly their appraisal and promotion has been done (Marbin et al, 2021).This supports in creating sense of belongingness in employees and they perform their task with complete contribution. Thus, it could be said that, this approach is effectual for sun energy to undertake their succession planning

Talent development plan

The needs of employees are evaluated and accordingly talent development plan is established which helps in full-filling needs of employees.

Mitigates workforce challenges

Within identifying gaps, sun energy takes appropriate action, for instance- if employees feel pressurized then, flexible environment is promoted and work stress management activities are organized.

2.4 Assessing strengths and weaknesses of varied methods of recruitment and selection for implementing effectual workforce

Recruitment method

The recruitment methods adopted by Sun Energy are-

Social media

This recruitment method concerned with utilising social media platform for attracting potential candidates. The topmost platform is- LinkedIn, Instagram and network with professionals. The strengths and weaknesses of this method are-

Strengths

It streamlines the hiring process and makes it fast.

It supports in undertaking direct connection with the candidates (Findlay et al, 2021).

Wider number of candidates can be approached.

Weakness

There is unreliable representation of the candidates

Many times, information provided by candidate proves to be wrong

Job boards

It is delineated as online platform under which employer lists about job vacancies and occupation seekers applies for work. This method is used by Sun Energy for recruiting candidates

Strengths

It is cost effective and therefore, Sun Energy gets benefit from this as their cost of recruitment does not increase (Armstrong and Taylor, 2020).

This platform is automated that saves time for organization

Weaknesses

It is mostly suitable for small organization and does not assure benefits to business that are running on large scale Sun Energy deals on large scale and therefore, this method might not provide effective result.

Automation can often lead to wrong information at the platform that misguides candidates.

Selection method

Selection tactics approached by organization involves

Interviews

Candidates whose profile gets selected are called for interview in sun energy-

Strengths

Helps in knowing about candidates in specific manner.

Appropriate candidates can be selected as this supports in knowing strengths and weaknesses of participants (Greene, 2020).

Weaknesses

Applicants might hesitate and does not able to perform in best manner.

Job reference

In accordance with this method, reference of candidates has been checked and accordingly they are selected.

Strengths

Supports in information verification.

Employee reference further helps in boosting the creditability and makes selection procedure easy for Sun Energy.

Weaknesses

Reference might be not honest that can create complexity for Sun Energy

It is time consuming process as verification needs to be done.

3.1 Examining turnover and retention trends along with the factors behind leaving and remaining in organization

The major factors that impact turnover and retention rate in Sun Energy are-

Motivational issue

Employees in the organization feels demotivated due to varied reason such as- lack of developmental opportunity, not getting support from supervisor, lack of compensation, reward management and so on factors. Then, this leads to create motivational issues in employees and they chose to leave organization. On the other hand, when motivational strategies are undertaken then, retention rate increases.

Management style

Sun Energy follows hierarchical management style under which flow of communication is structured. Subordinates are guided to communicate with their immediate superior and this result in delaying decision making (Al-Dalahmeh, 2020). Also, due to this many times employees’ morals gets down and they chose to leave organization.

Development opportunities

Training and development boosts morals of employees and further contributes in increasing the retention rate within Sun Energy.

3.2 Comparing different methods for developing and retaining talent in individual and group basis

Retaining talent in Sun energy is essential as this lead to enable company to achieve their objectives in long run. Organization can adopt diverse methods and those are- continuous learning and development programmes. These are effective on group basis; Continuous learning enhances the knowledge of employees and organizing developmental programmes supports employees to foster their skills and further they become able to learn new things in collective manner (Al-Dalahmeh, 2020). On the other hand, Coaching and mentoring proves to be efficient in individual basis. Providing coaching to employees and undertaking their mentoring one by one supports Sun energy to analyse worker’s doubts and issues so that accordingly actions could be taken. Both of these approaches are for boosting morals of employees with the aim of retaining them. Thus, it can be said that methods of developing and retaining must be comprised with the needs of employees.

3.3 Approaches for building and supporting varied talent pools

Talent pool is the group of talented employees in the organization. In order to support talent pool, organization needs to undertake certain approaches and those are-

Performance reviews

This allows managers in sun energy to provide constructive feedback to employees so they can become able to learn new aspects and further assure focus on enhancing performance.

Coaching

Coaching results is providing appropriate guidance to employee as per their potential. It is considered as best approach in retaining talent pool (Karumuri and Kore, 2021). This directly lead to enhance the morals of employees and they gets proper vision which needs to be followed.

Reward management

This acts as one of the biggest motivational factors for staff members in organization. Rewards needs to be given to employees for their hard work and Sun Energy follow this approach. As a result, it supports in retaining employees (Karumuri and Kore, 2021).

3.4 Benefits of diversity in building and supporting talent pools

Diversity at the workplace helps in retaining talent pools while creating support for employees. The major advantage of diversity is that, it led to attract talent from global scale, another is comprised with enhancing competitiveness in market. Furthermore, it supports in building effective image of company. Thus, there is no doubt in stating diversity support talent pools in the business (Vaiman et al, 2021). Therefore, Sun Energy should implement diverse culture at the company. However, the major challenge in this area is that, there are varied number of employees who are from different background and when their thoughts does not get matched then, this lead to create conflicts. Hence, sun energy must guide all employees in terms of respecting each other so issues can be resolved.

3.5 Influence associated with dysfunctional employee turnover

Dysfunctional employee turnover occurs when positive employees in organization leaves at higher rate in comparison of the weaker ones. This creates highly negative impact on organization as productive staff members leaves the organization. The direct costs associated with dysfunctional turnover are related to hiring, providing training and covering exit process of the person who is leaving (Jindal and Shaikh, 2021). On the other side, indirect costs comprised with loss of production and reduced performance due to losing productive employees. The indirect costs create negative impact on productivity in long run. Thus, Sun energy must focus on employees and their demands so that turnover rate can be reduced.

4.1 Assessing suitable types of contractual arrangements that depends on specific workforce need

Contractual agreement is important while recruiting new candidates; sun energy is planning to recruit new staff. Below mentioned are the types of contracts that could be used by Sun Energy such as:

Zero-hour

This contract states that, employer does not assure guaranteed number of working hours and there is no assurance related to regular salary (Tamunomiebi and Worgu, 2020). This helps in reducing the risk of hiring procedure and further supports business to undertake recruitment procedure with minimum level of risk. This can be used for the workers that are required on daily basis.

Contractor contracts

This contract is for specific time period in which a project needs to be completed. There is no long-term employment assured to candidates (Tamunomiebi and Worgu, 2020). Sun Energy wants to make progress in sustainable area therefore they will organize certain programme such as net zero. Hence, organization can use this contract of employment for recruiting staff for specific time period.

4.2 Differentiating between the types of contractual terms within contracts

The different types of contractual terms within contract are express and implied; express term of contract is between organization and other party that is agreed upon terms and conditions (Taylor, 2021). On the other hand, implied term is that which has applied by court. In order to undertake custom and practice in contract it is important that contract needs to be long lasting occurrence that can be applied on consistent note. Sun Energy needs to understand the implied terms as this are imposed by court and within this custom and practice should be undertaken when contract is for long term.

4.3 Explaining the components and benefits comprised with effective onboarding

Components of on-boarding

Establishing relationship

This is one of the most effectual components of on-boarding that needs to be focused out as it helps in building connection with employees. Therefore, this should be adopted by sun energy (Bonneton et al 2022).

Making it personnel

On-boarding programmes gets stopped after the orientation of employees, however, specific focus required in this area and this should be made personal. Interaction with employees needs to be made consistent.

Benefits of on-boarding

Retention

It supports in retention of the employees for longer period. Effective on-boarding lead to create sense of belongingness in workers and increases their motivation level (Bonneton et al 2022). As a result, they like to stay in organization.

Talent attraction

Positive on-boarding experience in the business led to enhance the organization reputation. Further it attracts talent that could be proven beneficial for business.

Thus, sun energy must undertake effective on-boarding practices in the company as it helps in retaining and attracting talent.

CONCLUSION

Conclusively, this can be said that, talent management and workforce planning plays most important role in the business as with the help of this organization can retain employees. Therefore, appropriate focus is required in this area. Furthermore, it has been analysed that, labour market keeps fluctuating and this create direct impacts on the workforce of Sun Energy. Effectual practices of recruitment, selection and talent management can lead to assure support to business in terms of retaining and attracting employees.

References

Books and Journals

• Abbasi, S.G., Tahir, M.S., Abbas, M. and Shabbir, M.S., 2022. Examining the relationship between recruitment & selection practices and business growth: An exploratory study. Journal of Public Affairs. 22(2).p.e2438.
• Al-Dalahmeh, M.L., 2020. Talent management: a systematic review. Oradea Journal of Business and Economics, 5(special), pp.115-123.
• Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management practice. Kogan Page Publishers.
• Bonneton, D., Schworm, S.K., Festing, M. and Muratbekova-Touron, M., 2022. Do global talent management programs help to retain talent? A career-related framework. The International Journal of Human Resource Management. 33(2).pp.203-238.
• Ekhsan, Muhamad, Ryani Parashakti, and Achmad Sudiro., 2022. "Talent Management and Employee Retention: The Partial Mediating Role of Organizational Commitment." In Proceedings of The International Conference on Environmental and Technology of Law, Business and Education on Post Covid 19, ICETLAWBE 2020, 26 September 2020, Bandar Lampung, Indonesia. 2020.
• Findlay, P., Lindsay, C., McIntyre, S., Roy, G., Stewart, R. and Dutton, E., 2021. CIPD Good Work Index 2021: UK working lives survey.
• Greene, R.J., 2020. Strategic talent management: Creating the right workforce. Routledge.
• Hongal, P. and Kinange, U., 2020. A study on talent management and its impact on organization performance-an empirical review. International Journal of Engineering and Management Research, 10.
• Jindal, P. and Shaikh, M., 2021. Talent retention: A mediator of the relationship between talent management strategies and succession planning. Asian Academy of Management Journal.26(2). pp.117-142.
• Karumuri, V. and Kore, G., 2021. Effective Talent Management Practices: A. Eprajournals. Com, no. June, pp.32-35.
• Koechling, A., Wehner, M.C. and Warkocz, J., 2023. Can I show my skills? Affective responses to artificial intelligence in the recruitment process. Review of Managerial Science. 17(6). pp.2109-2138.
• Kumar, S., 2022. The impact of talent management practices on employee turnover and retention intentions. Global Business and Organizational Excellence. 41(2).pp.21-34.
• Marbin, J., Rosenbluth, G., Brim, R., Cruz, E., Martinez, A. and McNamara, M., 2021. Improving diversity in pediatric residency selection: using an equity framework to implement holistic review. Journal of graduate medical education. 13(2). pp.195-200.
• Setiawan, I. and Prasojo, S., 2021. Effect of Talent Management and Employee Engagement on Turnover Intention with Employee Retention Mediation. Journal of Business, Management, & Accounting. 3(2). pp.55-63.
• Tamunomiebi, M.D. and Worgu, V.O., 2020. Talent management and organizational effectiveness. Journal of Contemporary Research in Social Sciences. 2(2). pp.35-45.
• Taylor, S., 2021. Resourcing and Talent Management: The theory and practice of recruiting and developing a workforce. Kogan Page Publishers.
• Vaiman, V., Cascio, W.F., Collings, D.G. and Swider, B.W., 2021. The shifting boundaries of talent management. Human Resource Management. 60(2). pp.253-257.
• Online
• CIPD Good Work Index, 2023. Available through: < https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2023-pdfs/2023-good-work-index-report-8407.pdf>
• CIPD, 2022. Online. Available through: < https://www.cipd.org/uk/knowledge/factsheets/talent-factsheet/#gref>
• SAP, 2023. Online. Available through: < https://www.sap.com/india/products/hcm/talent-management.html>
• Sun Energy, 2023. Online. Available through: <https://sunenergy.id/tentang-sun-energy#:~:text=SUN%20Energy%20is%20a%20solar,in%2Dclass%20solar%20energy%20system.>
• UK labour market, 2023 Online. Available through: < https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/february2024 >

Introduction