Category | Assignment | Subject | Management |
---|---|---|---|
University | Chartered Institute of Personnel and Development (CIPD) | Module Title | CIPD 7HR02 Resourcing and Talent Management to Sustain Success |
This unit focuses on the day-to-day practicalities and the longer-term strategic issues associated with resourcing organisations appropriately, ethically and fairly and to maximise the performance of staff and the organisation. These activities take place in a competitive context in which different employers aspire to recruit and retain the most talented and experienced people.
You will cover the impact of the business environment on resourcing and talent management and the significance for strategy and practice, explaining and debating the relevance to organisations and presenting advice on workforce and succession planning. You will evaluate attraction and retention, comparing ways in which organisations build and maintain positive reputations in key labour markets. Additionally, you will learn about which technologies can be used to improve recruitment and retention, evaluating measures designed to reduce employee turnover. Finally, you will evidence policy and practice in selection and induction, including developments in job analysis and debates about employee selection, referencing legal compliance and staff underperformance in organisations.
1 Understand the impact of the changing business environment on resourcing and talent management strategy and practice.
Key contextual developments (technology, labour markets, business ethics, diversity and inclusion, regulation).
Securing and managing people resources for organisational success, the relative benefits of utilising the internal labour market vs external labour markets, defining and identifying talent, managing and developing talent, retaining talent, rewarding talent, advantages and disadvantages of ‘fast track’ approaches.
Debates about new flexible and agile staffing practices; relevant technological developments; responding to skills shortages and surpluses.
Achieving recognition as an employer of choice; developing a compelling employee value proposition; debates about employer branding. Managing diversity, ethical working practices.
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Order Non Plagiarized Assignment2 Understand organisational recruitment and selection strategies.
Job descriptions, person specifications and accountability profiles; debates about competency frameworks; the principles of effective jobdesign.
Major alternative recruitment methods (networking, social media, advertising, informal and internal approaches, education liaison, working with agents). Employee selection and induction: the major alternative methods used to select and promote staff (shortlisting, interviewing; ability testing, psychometric testing; biodata; assessment centres) and debates about these.
Use of technology in attracting – social media; interactive recruitment; in employee selection: online sifting, the use of chatbots, virtual reality and gamification; induction and socialisation of new staff; staffing overseas posts.
3 Understand the importance of succession planning to support sustainable organisational performance.
The major stages in workforce planning; debates about the relevance of workforce planning and major ways it is developing; talent reservoirs and pipelines; tools of succession planning and debates about these.
Employee turnover data, wastage rate, average tenure, cohort half-life, career progression and pathways; methods of measurement and recording; value of considering a number of variables in analysis, including gender, age, ethnicity, role, department, entry qualifications/skills.
Interventions designed to improve staff retention (pay, promotion and developmental opportunities, employee experience, work-life balance, effective leadership).
4 Understand approaches to improving individual and team performance.
Punitive approaches; reward penalties, discipline. Strengths: speed, deterrent effect. Weaknesses: impersonal, lacks holistic analysis of underlying reasons for poor performance, undesirable outcomes, fails to elicit employee engagement. Collaborative approaches; negotiation, effective leadership, counselling, coaching, improving work redesign and employee experience. Strengths: empowers employees, supportive, fair, encourages continuous improvement, improves employee commitment. Weaknesses: time, resources, skills dependent.
Contemporary innovations in performance monitoring and recording, video surveillance, call recording, productivity data, customer feedback, remote online monitoring to assess work quality, work pace; debates about the ethics of using technology to facilitate, monitor and predict performance at work.
Effective absence management; different attendance management practices; managing unsatisfactory performance ethically, lawfully and effectively.
Legal lens: statutory processes and requirements, statutory redundancy pay (SRP) and notice, consultation periods, removal of the Default Retirement Age (DRA), objective justification for a retirement age, contractual retirement, age discrimination considerations, fair and unfair reasons for dismissal, suspension, statutory notice period and pay obligations. Ethical and professional lens: managing redundancy with sensitivity, ‘at risk’ jobs pool, appeal processes, outplacement support, retirements: retirement courses, financial advice, pensions support, lifestyle and wellbeing interventions; dismissal: felt fair, consistent, dignified and respectful, confidential, trade union representation, communication, notetaking, recording.
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