CIPD Level 7HR02 Resource And Talent Management To Sustain Success Assignment Example

An Introduction to 7HR02

This unit 7HR02 Resourcing and Talent Management to Sustain Success of Level 7 Advanced Diploma in Strategic People Management, deals with the operational tasks and the broad questions of resourcing organisations effectively, equitably, and sustainably for optimum staff productivity and organisational effectiveness. All these activities happen in a contest where various employers seek to attract and retain the most qualified and experienced personnel. 

Key Learning Objectives

7HR02 Resourcing and Talent Management to Sustain Success, includes the effects of the business environment on resourcing and talent management, the importance of strategy and practice, the rationale for their usefulness for organisations, and the provision of guidance on workforce and succession planning. 7HR02 will assess attraction and retention and look at how organisations create and sustain positive reputations in strategic LMAs. Here in 7HR02, you will also discover what technologies can be employed in attraction selection and appraisal methods of employee induction. Ideas that will aim at decreasing the rate of employee turnover and increasing retention will also be discussed. Also here in 7HR02, you will be concentrating on ways of enhancing the performance of a certain person and the team in general, including legal compliance and the problem of deficient staff in an organization.

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7HR02 Assignment Task 1: Understand the impact of the changing business environment on resourcing and talent management strategy and practice. 

1.1. Analyse current developments impacting business environments and their significance for organisational resourcing and talent strategy and practice.  
1.2. Evaluate the value of resourcing and talent management strategies.
1.3. Critically discuss potential future developments in the fields of resourcing and talent management.    
1.4. Compare ways in which organisations build and maintain a positive reputation in key labour markets by offering compelling employee value propositions.   

7HR02 Assignment Task 2: Understand organisational recruitment and selection strategies.  

2.1. Research current developments in job analysis, job design, and competency frameworks.    5
2.2. Evaluate effective recruitment and selection methods in organisations.    5
2.3. Analyse the use of technologies to improve attraction and selection.    6
2.4. Critically evaluate approaches to achieving effective employee induction.    7

7HR02 Assignment Task 3: Understand the importance of workforce planning to support sustainable organisational performance.  
3.1. Evaluate long- and short-term talent planning approaches to meet organisational demand.   
3.2. Analyse a range of analytics to determine talent planning and retention strategies. 
3.3. Justify measures designed to reduce voluntary employee turnover. 
3.4. Critically evaluate approaches to effective succession planning.    

7HR02 Assignment task 4: Understand approaches to improving individual and team performance.  
4.1. Discuss the strengths and weaknesses of different approaches to managing and enhancing employee performance.
4.2. Evaluate the use of technology to monitor individual and team performance.   
4.3. Discuss management strategies for attendance and underperforming staff in organisations. 
4.4. Critically discuss the legal, ethical, and professional lens in relation to retirement, redundancy, and dismissal practices.

7HR02 Assignment Task 1: Understand the impact of the changing business environment on resourcing and talent management strategy and practice.

1.1. Analyse current developments impacting business environments and their significance for organisational resourcing and talent strategy and practice.

Answer:

In today’s time, where development is at its peak, running a business is a tough job, and we can not say that it is tougher than before, as running a business has never been easy. Business needs to change according to development; among all the issues, development has become one of the major reasons for businesses becoming big or
completely shutting down. Development has been impacting organisations over time; these changes impact talent strategies and resources in their own way. Some of the impacts are mentioned below:

• Increase of the Gig Economy: The Gig economy is a major development change that is impacting organisations again and again. As in previous times, organisations used to have a workforce that was their full-time employees and used to work for the company for longer periods. But today, time employees have become more flexible and prefer earning more money, which is why there has been a trend of more freelancers and an independent workforce. This is why it has become important for organisations to source the right talent for the right positions.
• Changes like Labour: In today’s time, big changes are like the workforce; in previous times, employees would find one good company and see their future in that particular company only. They would be working in the same company for their entire career. Whereas in today’s time,
  labour prefers having multiple jobs and prefers changing jobs to fulfil their requirements, this can be pay, working hours, location, or a toxic work environment. This is why it has become important for organisations to adapt to these changes, and they need to retain the talent resources by providing them with the things they require.
• Technology changes in the workplace: Another big change that has been seen in recent times includes technology in the workplace. Where previously companies used to hire using posting an ad in the newspaper or by college placements. Now, where technology everywhere, companies are hiring
  through the use of social media, where they have more candidates available for their jobs. Organisations are now using technology in their way of operating their business as well. As this is the only way to survive in today’s market, organisations have to adapt to these technologies and use them for their benefit and to meet of needs of today’s workforce.

These are some of the recent developments, but there are more, and even some of them have been recently introduced. All these developments have been impacting the business regularly; the only way to survive these changes is to adapt to all these changes and use them to your benefit.

1.2. Evaluate the value of resourcing and talent management strategies.

Answer:

There cannot be any effective strategy for sustained organisational development without having a robust resourcing and talent management plan in place. Hence, to be able to meet the challenges in the business environment and to ensure that it meets its need for quality talent, it is important for organisations to put in place strategies to capture, maintain, and develop their key talent. However, this type of approach also helps an organisation to be ready and prepared to meet the challenges and dictates of a continuously evolving business
environment. By so doing, organisations can anticipate and manage change and, more so, capture important growth opportunities.

1.3. Critically discuss potential future developments in the fields of resourcing and talent management.

Answer:

This is one common factor that development is never going to stop, and it will make organisations keep on with the changes to run their business smoothly. These developments become challenges or opportunities depending on the way organisations deal with them. These developments will always be on the move and will always be impacting talent management. When talking about future developments in ethics is certain that organisations have to focus on retaining and attracting the right talent for the job position. This is the only way to stand tall in all the
future trends and technologies.

In today’s time, remote working is not that big, but in the future, it is going to become a big thing, as many candidates would prefer having a remote working environment. This creates an opportunity for companies that do not have to look for candidates in the same city only; they can even look for candidates in other cities and provide them with remote working. But the challenge is that they can have an eye on the employees, whether they are working or not, for which they need to find ways to use technology to keep an eye on their employees.

This is one of the future developments, but there can be more, for this organisation must stay updated on the industry changes. By doing this, organisations will be able to know about the developments and can adapt before they become trends.

1.4. Compare ways in which organisations build and maintain a positive reputation in key labour markets by offering compelling employee value propositions.

Answer:

That said, there are several steps that organisations can take to develop and sustain a favourable image in the targeted Labour Market.

Among the many things that are imperative in any business is to provide its employees with an eye-catching employee value proposition. This is a collection of privileges and incentives an organisation has to offer to its employees. It is supposed to help the company provide the best solutions for attracting and maintaining top performers. An additional key benefit of the Employee Value Proposition is the possibility of reaching a company’s goal of being the employer of choice and attracting the best talent to the labour market.

Another way through which these businesses can create and sustain a favourable image among the target labour markets is through training and development. This assists in giving the employees a feeling that they are important and that the organisation cares for them. In addition, it can contribute to the acquisition of new employees in the organisation.

Another way, businesses can support a good image in those Labour Markets wherein working conditions and remuneration standards are satisfactory. This goes a long way in informing the employees that they matter and that the organisation cares for them. But knowledge sharing can also assist in attracting new talent to an organisation.

Employers’ stimulation must be commendable for firms to generate and sustain a sound image in the important labour markets.

7HR02 Assignment task 2: Understand organisational recruitment and selection strategies.

2.1. Research current developments in job analysis, job design, and competency frameworks.

Answer:

If you want your business to run smoothly, Human resource management is the key to that. If the human resource department can attract the right candidate for the right position, your organisation will have no issue handling all the other challenges. But this process is not an easy one. You need to go through many steps to make things right, including job analysis, job design, and competency frameworks. All of these things will contribute to the overall efficiency and effectiveness of the business.

Job analysis: This is where you need to identify the duties, tasks, and responsibilities of the job for which you are searching for a candidate. Current developments in job analysis are technology-driven job analysis, job analysis software, and competency-based job analysis. In recent times, these ways have been used in job analysis.

Job design: This is the process of creating a job that is effective and efficient, through which you can attract more candidates for the job role. Current developments in the field of job design involve job rotation, job enlargement, job enrichment, and even job simplification. All these developments have been introduced in recent years, and for better design, you need to adapt all these developments.

Competency framework: This step involves evaluating the ability of the candidate to perform the duties that the person has been allotted. These frameworks identify the necessary skills required for the role.

2.2. Evaluate effective recruitment and selection methods in organisations.

Talent acquisition is a complex affair defined by the need to find the right personnel through an appropriately applied set of procedures, depending on the organisation and the position. While there is no one-size-fits-all approach, there are, however, several well-established strategies that can be utilised effectively based on circumstance.

One of the oldest but most effective techniques is the advertising of existing vacancies. This way, through sharing the information on the job boards, social networks, and Industry media, organisations might receive as many applications as possible from different candidates.

In more specific positions, the recruitment agencies target their clients, providing them with the personnel that meet specific needs and qualifications. However, for the highest calibre of candidates, headhunting can be the best strategy for targeting those people with exceptional performance who may not even be searching for a new job.

Of course, it is also impossible not to mention word-of-mouth. Even in today’s technological world, personal referrals are common, where one uses the connection of their current employees or acquaintances to look for the most suitable candidate.

Once you have attracted potential candidates for a particular job, the next step for the organisation is to decide not only whether the candidate is qualified to do the job but also whether the candidate will fit into the organisation's culture. This is where your selection methods come into play. In some positions, you can use assessment centres, which involve a more extensive check in the form of various tests and exercises. The psychometric assessment can be useful for understanding the personality traits, intelligence, reactions, and place in the team of the candidate.

Having chosen the most desirable job applicant, one’s job isn’t done yet in the process. Thus, it can be argued that a detailed induction is important for the achievement of a successful transition. This is a great time to orient new employees to their work and the organisational environment.

2.3. Analyse the use of technologies to improve attraction and selection.

Answer:

• Attraction: Organisations can engage in the use of many technologies to enhance the attractiveness of their organisation in attracting candidates. For instance, they may use social media platforms to post advertisements for vacancies and to attract other interested candidates. They could also apply applicant tracking systems because of their convenience in the process of recruitment.
• Selection: Several technologies can be used by organisations to enhance their selection methods. For example, they may use luminescence techniques to measure the job fit of the candidates. They may also opt to conduct video interviewing to help bring down the time and the costs that are incurred in the selection process.
• Induction: There are many types of technologies that organisations can use in their pursuit of changing their induction strategies. For instance, the employer may use e-learning to conduct inductions to the various contracts. They might also recommend that new employees use social media as a way of making new acquaintances within the organisation.

Several technologies are available to organisations in efforts to enhance the strategies of recruitment, selection, and induction. However, great care should be taken to determine the proper technology suited for each of the stages because not all technologies may be suitable for all organizations.

2.4. Critically evaluate approaches to achieving effective employee induction.

Answer:

For achieving effective employee induction, these are some of the most famous approaches that can be used:

1. Propose an induction program: To have an employee induction program separately. Provide new employees with all the insights into organisational culture, position, and policies. This will help in creating sustained relationships among employees and organisations.

2. Communicate before the offer letter: Provide professional and friendly communication through regular emails, welcome packets, or upon first conversation. Smooth anxiety and sets a positive tone at that first interaction with a person or group.

3. Legal and Non-Legal Strategies: Formal-orderly sessions, lectures, and training teach to maintain precision. Informal-ad hoc interactions, such as meals, enhance relationships and integration within the team.

4. Nature of content: The topics are general, and their application increases the compliance and awareness of fundamental policies. Based content satisfies the needs of the incumbent at the individual level and their development needs.

5. Induction Buddies: Mentors employed to assist in the support, increase socialisation, and offer to explain any questions that may need clarification.

7HR02 Assignment task 3: Understand the importance of workforce planning to support sustainable organisational performance.

3.1. Evaluate long- and short-term talent planning approaches to meet organisational demand.

Answer:

As it is known that whatever the organisation's demands can only be fulfilled by the human resources of the organisation, it becomes very important for planning long-term and short-term talent to meet the organisational demand. The first step is to make sure that the organisation has the right combination of skills and experience that may help them in meeting future demands. Other than this, organisations have to look for candidates who have potential, and groom such candidates so that they can be useful when the right times come.

There are two key strategies for achieving organisational demand: long-term and short-term approaches.

• Long-term talent planning in a broad sense can take its time, meaning that top organisational positions can be staffed by potential successors years in advance. This means that organisations are in a position to grow people, to make sure that they are ready to be in those positions when the time comes.
• While short-term talent planning submits to the process of demarcating candidates who are likely to succeed in a position that is expected to open shortly. This is usually used during the event of a high turnover or when an organisation has to replace staff immediately.

Both of these have their own merits and demerits; long-term planning focuses on providing a pool of talent who have the necessary skills that are needed in the future. But it is not easy to forecast future requirements, and sometimes you may fail in hiring the right candidates with the right skills. On the other hand, short-term talent planning will be focused on finding a successor as soon as resources are planned, but this will impact the stability of organisations.

3.2. Analyse a range of analytics to determine talent planning and retention strategies.

Answer:

Consistent is the pressure that every organisation experiences in the course of running its operations to perform well and sustain its performance. To do this, having the right talent profile is essential. Management has found succession planning to be very important in developing organisations’ talent capacity to meet future needs. Several succession planning models exist, but successful plans share common elements:

• Aligning Talent Plans with Business Strategy: The proper employment of the correct individuals to accomplish the envisioned organisational objectives.
• Regular Reviews and Updates: Maintaining relevance of the succession plan. 
• Identification of Potential Successors: Specifying what a certain organisation wishes to achieve from employee relations during its operation.
• Development and Retention of Talent: Acquiring the skills and knowledge for the organisation to be ready and capable of meeting future needs.
• Succession Planning at All Levels: Not only focusing on management level positions, but the right skills are common throughout the layers of the organisation.
• Ongoing Process: It is also important to point out that succession planning is an ongoing process and, therefore, needs to be reviewed and updated with great frequency.

Succession planning is paramount in any organisation because organisations have to ensure that they put in place the right human and capital resources that help in the sustenance of the company. The activities include matching the talent management strategy with the business strategy, reviewing talent plans frequently, identifying candidates for promotion, creating and retaining talent, guaranteeing skills in the workplace, and considering succession management as ongoing.

3.3. Justify measures designed to reduce voluntary employee turnover.

Answer:

Below are some measures designed that are used for reduce voluntary employee turnover; these are the most common ways:

• Offer Competitive Salaries and Benefits: The employees need to be certain they are paid fairly. Compensation and employee benefits ensure the company gets and keeps the best employees by offering them competitive and irresistible incentives.
• Cultivate a Positive Work Environment: An employment environment that supports respect and inclusion, together with interpersonal and collaboration will necessarily motivate employees to remain. Trade culture thereby not only brings about morale but also leads to high levels of job satisfaction.
• Invest in Employee Development and Training: The major reason is that employees feel appreciated when their employers offer to train them, and as such, will not look for another job elsewhere. Promising developmental activities, skill enhancement programs, and career advancement policies indicate the organisation’s concern for its future.
• Recognise and Reward Contributions: Informal recognition of and sundown incentives for high performers can also go a long way in boosting retention. Official or informal, rewards and recognition bring the feeling of appreciation and value that employees receive in their workplace.
• Encourage Open Communication and Feedback: Opening doors to feedback and actively listening to employees, or even responding to some of them must reduce a lack of trust. When complaints fail to receive a fair hearing from those concerned, it has the potential to ruin the entire relationship; thus, when people are encouraged to be open and say what they feel, then disagreements are commonly handled as they form, rather than when they develop into complaints.

3.4. Critically evaluate approaches to effective succession planning.

Answer:

Effective approaches that must be used while creating succession planning include:

• Identifying critical role: This is the first thing that you need to do, identify the key positions in your organisation that are essential for your smooth working. These can be of any level, leadership roles, or mid-level roles.
• Define succession criteria: Succession criteria are the skillsets you require, experiences, competencies, and training you require for your future potential successor. These criteria will act as the benchmark for evaluating readiness.
• Talent assessment: go through a talent assessment, where you test all the employees and find the best talent. This assessment includes evaluating the performance of employees, their preparation for taking higher-level responsibilities, and their potential.
• Talent development and training: When you have potential employees, provide them with training and development opportunities. This usually includes increasing their skills, competencies, and knowledge.

7HR02 Assignment task 4: Understand approaches to improving individual and team performance.

4.1. Discuss the strengths and weaknesses of different approaches to managing and enhancing employee performance.

Answer:

Some of the methods available to firms in managing and promoting the performance of employees include: Of particular importance, and which are frequently used, include: goal setting, feedback, and reward and recognition. All these kinds of assessments have their advantages and disadvantages.

In this case, the formulation of objectives assists the employees by providing an understanding of what is expected of them, alongside something to aim at. Nonetheless, if objectives are not formulated appropriately, they are counterproductive and deny the employee's focus.

Feedback plays an important role because it enables employees to know how they are faring and what they can do to meet the standards required. However, feedback must be constructive and delivered positively, or else its effect is the opposite.

Providing incentives and appreciation goals towards increasing additional performance on the part of the employees. However, if public rewards and recognition are as such offered, then they can lead to jealousy and resentment.

As noted, various organisations will require various strategies for the effective management and improvement of employee performance.

4.2. Evaluate the use of technology to monitor individual and team performance.

Answer:

Technology can also be utilised to track the performance of employees or teams in the following ways: Thus, tracking systems can be used to see how many times an employee has used business email or the internet during the working day. It may therefore be used to accurately define behavioural trends that could be potential precursors of productivity issues. Further, AHP data can also be gathered by different kinds of HRIS that refer to the performance of an employee or a team.

For example, when measuring employee and team performance, careful attention should be paid to the data that goes into the process. This will, of course, depend on the organisation and also the nature of the performance that is being measured. However, some key considerations include:

• Defining strategy map and management models
• Evaluating the collected data as being accurate and timely
• By sorting out data to take note of pattern recognition
• The discovery of data in decision-making.

Technology is especially very useful in tracking people's and or teams' performance, including employees. However, it is crucial to make certain that the right data has been captured and analysed in the right ways as a way of enhancing performance.

4.3. Discuss management strategies for attendance and underperforming staff in organisations.

Answer:

Encouraging employees to take regular breaks during the day: This is useful to avoid fatigue of the workers, thus guaranteeing that they are always prepared to go back to work as soon as they recover from the break.

Offering flexible working arrangements: This may give the employees some chance to satisfy family obligations, implying less truancy and higher productivity.

Implementing a rewards system: This can encourage employees to go to work regularly, to be rewarded for doing their best.

Address underlying issues: If some problems result in losses brought by absenteeism or poor performance, it is recommended to confront these problems. This might mean having face-to-face talks with some employees or giving the necessary support, or training sessions, to the workers.

Taking disciplinary action: It is likely that, at some point, practices may have to discipline their employees for either their absenteeism or poor performance standards. They should be informed about the organisational policies and regulations, as set by the organisations.

4.4. Critically discuss the legal, ethical, and professional lens in relation to retirement, redundancy, and dismissal practices.

Answer:

Concerning the procedures connected with staff redundancies or retirements, organisations are not only bound by the legal provisions but also by the principles of Ethics and professionalism. This kind of balance makes society take decisions on matters with more fairness and a lot of understanding, as well as having the ability to come up with long-term solutions to issues.

• When making redundancies, employers are required to follow specific procedures, including:
• Employers are required to consult the employees and/or their representatives when the employer is proposing to dismiss employees for redundancy or is considering selecting particular employees for redundancy.
• The employer needs to provide reasonable notice of redundancy and should allow the employees some time before they leave the workplace.
• Employers should strive to provide ideal alternative positions in the organisation to those personnel expunged. 
• The strategy to be applied for deciding which positions are to be eliminated must be clear to ensure a rational approach in the allocation of posts.
• Beyond the legalities, organisations must also grapple with the moral implications of redundancy.

Duplications in the workplace can cause various degrees of impact as far as the employees’ psychological and physical health is concerned. This way, steps toward managing these undesirable consequences have to be considered when making the aforementioned decisions.

What could be the repercussions for the organisation in the wide spectrum? These decisions can make teams unhappy, decrease their productivity, and, in general, change the organisational culture for the worse and untrustworthy.

How redundancies are handled can significantly impact an organisation’s reputation: An inadequate or tactless approach to handling redundancies poses a negative image for the organisation, and getting talented employees in the future becomes a guessing game. Both employers and job seekers must be presented with these situations professionally and in a manner that restores confidence when dealing with the company.

Learning Resources

Books

Taylor, S (2021): Resourcing and Talent Management. Eighth Edition. London, CIPD / Kogan Page.

Cookson, G., (2022) HR for Hybrid working. Kogan Page. Chapter 5 pp89- 114; Chapter 4 pp67-85; Chapter 7 pp139- 162; Chapter 7 pp139-162.

Armstrong, M (2017): Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance. London, Kogan Page.

Collings D, Cascio W & Mellahi, K (eds) (2017): The Oxford Handbook of Talent Management. Oxford, Oxford University Press.

Goldstein H, Pulakos E, Passmore J & Semedo C (2017) (eds): The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention. Chichester, Wiley.

Hutchinson, S (2013): Performance Management: Theory and Practice. London, CIPD / Kogan Page.

Marchington, M., and Wilkinson, A. (2020) Human Resource Management at Work: People Management and Development. Seventh Edition. Chartered Institute of Personnel and Development.

Nikolaou I & Oostrom J (2015) (eds): Employee Recruitment, Selection and Assessment. London. Psychology Press.

Saridakis G & Cooper C (2016) (eds): Research Handbook on Employee Turnover. Cheltenham, Edward Elgar. Torrington, D., Taylor, S., Hall, L. and Atkinson, C. (2020) Human Resource Management. Eleventh Edition. Pearson.

Wilton, N. (2022). An Introduction to Human Resource Management. Fifth Edition. Sage.

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