Level 5 Associate Diploma

5HR02 Talent Management and Workforce Planning

Learner Assessment Brief

Assessment ID / CIPD_5HR02_21

Level 5 Associate Diploma in People Management · Talent Management and Workforce Planning

 

 

 

 

Please write clearly in block capitals.
Centre number
Learner number
Learner surname
Learner other names
Assessor name
Assessor signature
Internal quality assurer name
Internal quality assurer signature
Assignment start date
Assignment end date
Assignment submission date
Assignment re-submission date for centre marking (only one re-submission allowed)

 

 

 

 

 

 2

5HR02 Talent Management and Workforce Planning

This unit assignment focuses on the impact of effective workforce planning in considering the development of diverse talent pools and how to contract and onboard the workforce. It also includes analysis of the potential cost to the organisation if this is poorly managed and the tools and interventions required to mitigate this risk.

 

CIPD’s insight

Talent management (November 2020)

Talent management seeks to attract, identify, develop, engage, retain and deploy individuals who are considered particularly valuable to an organisation. It should align with business goals and strategic objectives. By managing talent strategically, organisations can build a high-performance workplace, encourage a ‘learning’ organisation, add value to their employer brand, and improve diversity management. For these reasons, people professionals consider talent management to be among their key priorities.

This factsheet looks at the changing context of ‘talent’ and ‘talent management’ and it’s compelling benefits. It outlines the features of a talent management strategy, including aligning to corporate strategy, inclusive versus exclusive approaches, involving the right people, and the talent management loop.

https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet

 

Workforce planning (November 2020)

Workforce planning is a core business process which aligns changing organisation needs with people strategy. It can be the most effective activity an organisation can engage in. It doesn’t need to be complicated and can be adjusted to suit the size and maturity of any organisation. It can provide market and industry intelligence to help organisations focus on a range of challenges and issues, and prepare for initiatives to support longer term business goals.

This factsheet examines the concept of workforce planning. It distinguishes between strategic and operational workforce planning, ‘hard’ and ‘soft’ workforce planning, which work together to generate and analyse information before planning actions. It also explores the stages of the workforce planning process and highlights key issues and action points for implementation

https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planning-factsheet

 

Induction (December 2020)

An employee’s first impressions of an organisation have a significant impact on their integration within the team and job satisfaction. Induction is an opportunity for an organisation to welcome their new recruit, help them settle in and ensure they have the knowledge and support they need to perform their role. For an employer, effective induction may also affect turnover, absenteeism and employer brand.

This factsheet covers induction’s purpose for both the employer and employee. It looks at the induction process, including who should attend, who should be involved, what to include (as well as what to avoid), and the role of HR and L&D teams. There’s also an induction checklist to help organisations plan or refine their own process.

https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/induction-factsheet

 

Contracts of employment (November 2020)

A contract of employment is a legally binding agreement between an employer and employee. In the UK, the term ‘employee’ is defined by the Employment Rights Act 1996 as an individual who has entered into or works under a contract of service or apprenticeship.

This factsheet focuses on the contract of service, rather than a contract for services which might apply to a subcontractor or freelance worker, and so it doesn’t deal with self-employment or workers in any detail. It provides introductory guidance on the types on contract, and examines the items included in the written statement of particulars and their legal context. It also provides advice on drafting or amending contracts and varying the contractual terms.

https://www.cipd.co.uk/knowledge/fundamentals/emp-law/terms-conditions/contracts-factsheet

 

Case law on types of employment contract

Selected cases covering disputes on the types of employment contract that people are employed under

 

https://www.cipd.co.uk/knowledge/fundamentals/emp-law/terms-conditions/contracts-cases

 

 

 

 

 

 

 

 

Level 5 Associate Diploma

 

Case study

You have recently been recruited as a People Planning Manager for a medium sized organisation which operates in the commercial transport & logistics sectors. The organisation has been experiencing challenges with recruiting and retaining staff because of new UK immigration regulations and Covid restrictions on travel and working conditions. You have been asked to assist in preparing the management team for an Executive Board meeting on a review of talent management and workforce planning by providing them with a presentation.

 

Preparation for the Tasks:

At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.

Refer to the indicative content in the unit to guide and support your evidence.

Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task.

Ensure that the evidence generated for this assessment remains your own work.

 

You will also benefit from:

Acting on formative feedback from your Assessor.

Reflecting on your own experiences of learning opportunities and training and continuing professional development.

Reading the CIPD Insight, Fact Sheets and related online material on these topics.

 

 

Task – Presentation

The focus of the presentation is on the effectiveness of workforce planning and the development of a diverse talent pool. The presentation will also explore how to contract and on-board the workforce.

Your presentation should relate specifically to your organisation (real or fictitious) and needs to include slides and supporting notes ready for the Board.

The presentation must therefore include:

 

· an explanation on how organisations strategically position themselves in competitive labour markets. (AC 1.1)

· an explanation on the impact of changing labour market conditions on resourcing decisions. (AC 1.2)

· a discussion of the role of government, employers and trade unions in ensuring future skills needs are met. (AC 1.3)

· an analysis of the impact of effective workforce planning. (AC 2.1)

· an evaluation of the techniques used to support the process of workforce planning. (AC 2.2)

· an explanation of the approaches to succession and contingency planning aimed at mitigating workforce risks. (AC 2.3)

· an assessment of the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. (AC 2.4)

· an examination of turnover and retention trends and the factors that influence why people choose to leave or remain. (AC 3.1)

· a comparison of different approaches to developing and retaining talent on an individual and group level. (AC 3.2)

· an evaluation of approaches that an organisation can take to build and support different talent pools. (AC 3.3)

· an evaluation of the benefits of diversity in building and supporting talent pools. (AC 3.4)

· an explanation of the impact associated with dysfunctional employee turnover. (AC 3.5)

· an assessment of suitable types of contractual arrangements dependent on specific workforce need. (AC 4.1)

· a differentiation between the main types of contractual terms in contracts. (AC 4.2)

· an explanation of the components and benefits of effective onboarding. (AC 4.3)

 

 

Your evidence must consist of:

Slide deck and presenter notes (approximately 3900 words) refer to CIPD wordcount policy

 

It is essential that you refer to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

 

 

Assessment Criteria Evidence Checklist

Use this as a checklist to make sure that you have included the required evidence to meet the task. Please enter the evidence title and where it can be referred to. An example has been provided for you.

 

Task – Presentation Pack Assessment criteria	Evidenced Y/N	Evidence reference
1.1	Explain how organisations strategically position themselves in competitive labour markets.		Presentation pack
1.2	Explain the impact of changing labour market conditions on resourcing decisions.
1.3	Discuss the role of government, employers and trade unions in ensuring future skills needs are met.
2.1	Analyse the impact of effective workforce planning.
2.2	Evaluate the techniques used to support the process of workforce planning.
2.3	Explain approaches to succession and contingency planning aimed at mitigating workforce risks.
2.4	Assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces.

 

 

3.1	Examine turnover and retention trends and the factors that influence why people choose to leave or remain.
3.2	Compare different approaches to developing and retaining talent on an individual and group level.
3.3	Evaluate approaches that an organisation can take to build and support different talent pools.
3.4	Explain the impact associated with dysfunctional employee turnover.
3.5	Explain the impact associated with dysfunctional employee turnover
4.1	Assess suitable types of contractual arrangements dependent on specific workforce need.
4.2	Differentiate between the main types of contractual terms in contracts.
4.3	Explain the components and benefits of effective onboarding.

 

 

Declaration of Authentication

Declaration by learner

 

I can confirm that this assessment is all my own work and where I have used materials from other sources, they have been properly acknowledged.
Learner name:
Learner signature:
Date:

 

Declaration by Assessor

 

I confirm that I am satisfied that to the best of my knowledge, the work produced is solely that of the learner.
Assessor name:
Assessor signature:
Date:

Level 5 Associate Diploma

 

5HR02

Talent management and workforce planning

Assessment Criteria marking descriptors.

Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC.

Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions.

The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria.

To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.

The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the assessment criteria have been failed or referred.

Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be used internally by the centre.

 

Overall mark	Unit result
0 to 29	Fail
30 to 40	Low Pass
41 to 50	Pass
51 to 60	High Pass

 

 

Marking Descriptors

Mark	Range	Descriptor
1	Fail	Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC. Insufficient examples included, where required, to support answers. Presentation and structure of assignment is not appropriate and does not meet the assessment brief.
2	Low Pass	Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC. Sufficient and acceptable examples included, where required, to support answers. Required format adopted but some improvement required to the structure and presentation of the assignment. Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way.
3	Pass	Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC. Includes confident use of examples, where required, to support each answer. Presentation and structure of assignment is appropriate for the assessment brief. Answers are clear and well expressed.
4	High Pass	Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate). Includes strong examples that illustrate the point being made, that link and support the answer well. Answers are applied to the case organisation or an alternative organisation. Answers are clear, concise and well argued, directly respond to what has been asked. The presentation of the assignment is well structured, coherent and focusses on the need of the questions. Includes clear evidence of the use of references to wider reading to help inform answer.

 

Marking grid

Task – Assessment criteria	Mark (1-4)
1.1	Explain how organisations strategically position themselves in competitive labour markets.
1.2	Explain the impact of changing labour market conditions on resourcing decisions.
1.3	Discuss the role of government, employers and trade unions in ensuring future skills needs are met.
2.1	Analyse the impact of effective workforce planning.
2.2	Evaluate the techniques used to support the process of workforce planning.
2.3	Explain approaches to succession and contingency planning aimed at mitigating workforce risks.
2.4	Assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces.

 

3.1	Examine turnover and retention trends and the factors that influence why people choose to leave or remain.	.
3.2	Compare different approaches to developing and retaining talent on an individual and group level.
3.3	Evaluate approaches that an organisation can take to build and support different talent pools.
3.4	Explain the impact associated with dysfunctional employee turnover.
3.5	Explain the impact associated with dysfunctional employee turnover
4.1	Assess suitable types of contractual arrangements dependent on specific workforce need.
4.2	Differentiate between the main types of contractual terms in contracts.
4.3	Explain the components and benefits of effective onboarding.

 

 

Total marks for unit

 

Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!