Resourcing and Talent Planning
Purpose and Aim of Unit
A fundamental part of the human resource (HR) management role is concerned with the mobilisation of a workforce, taking responsibility for ensuring that the organisation is able to access the skills it needs at the time and in the places that it needs them to drive sustained organisation performance. This involves attracting, retaining and, from time to time, managing the departure of staff from the organisation. Achieving this requires insight-driven strategic and operational activity. Organisations are obliged to compete with one another to secure the services of a workforce in labour markets that are continually evolving. One of the major aims of this unit is thus to introduce learners to the strategic approaches that organisations take to position themselves as employers in the labour market and to plan effectively so that they are able to meet their current and anticipated organisational skills needs. Another is to introduce the key operational tools, techniques and practices that organisations use to resource their organisations effectively. These encompass recruitment, selection, workforce planning, staff retention, succession planning, retirement and dismissal processes. The purpose of this unit is to provide an overview of the way different organisations are managing these activities and which are the most effective in the context of diverse and distributed locations.
Indicative content is provided for each of the learning outcomes of the unit. The content is neither prescriptive nor exhaustive but should enable achievement of the learning outcomes.
1. Understand key contemporary labour market trends and their significance for different kinds of organisation and in different country contexts.
Tight and loose labour market conditions; trends in the demand and supply of skills; local and international context; economic context; sources of labour supply; demographic profile and levels of available talent; government and state skills strategies and the role played by different stakeholders in skills development; labour market flexibility and the importance of flexible working in the context of diverse and distributed locations.
2. Be able to undertake core talent planning activities.
Forecasting demand and supply of skills; analysis and interpretation of trends, patterns and metrics; identification of obstacles and risks; developing strategies to ensure that supplies of skills are secure for the present and future; translating the organisation plan into a people plan; organisation-wide succession planning processes and methodologies, using data, for example performance appraisal, 360-degree feedback; development, deployment and career management processes that provide fair access of opportunity for all; planning a downsizing programme.
3. Know how to contribute to the development of resourcing strategies.
Market dynamics and characteristics; understanding the ‘language of the business’, capability and skills requirements for sustained organisation performance; stakeholder analysis; analysis of the relative strengths and weaknesses of labour market competitors; ways in which organisations position themselves as employers in relation to labour markets; executing recruitment strategies; employer branding, establishing competitive terms and conditions, the characteristics of employers of choice.
4. Be able to manage recruitment and selection activities effectively and within the expectations of the law and good practice
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