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This unit focuses on the importance of effective workforce planning. It focuses on how proper preparation can have a huge impact when developing diverse talent pools and contracting your workforce. It also looks at how poorly managed planning can affect an organisation and discusses the tools and interventions that might mitigate this risk.

Case study

You are a member of the people practice team within “Sun Energy”. You have been asked to help the team understand labour market trends and the impact the changing labour market has on resourcing decisions. We have worked to embed this sustainability commitment into our strategy, our business processes and decision-making.

We aim to provide more and cleaner energy solutions in a responsible manner – in a way that balances short- and long-term interests, and that integrates economic, environmental, and social considerations.

To become more competitive in the global energy sector, “Sun Energy” is moving into more sustainable energy sources and therefore needs to reconsider its resource and talent planning needs. The main objective of sustainability is to reduce environmental impact in ways that are sustainable for the earth and for the person.

The oil and gas industry are making progress on becoming more sustainable, using innovative technologies such as wind, solar or hydrogen that will cut costs and reduce their carbon footprint.

Using “Sun Energy” as an example for this assignment let’s assume they currently have two main people practice objectives:

The first is to recruit staff who have the capabilities and skills to help “Sun Energy” move into these new areas of business
The second is to retain existing staff who are being poached by competitors.

Task – A written response to the following questions

You will also need to carry out your own research into the changing labour market conditions across the UK and what different energy companies are doing to retain staff.

The following links may help you:

Personnel Today Awards 2019: SAP celebrates Employer Branding Award success

SAP Winning Employer Brand Award

The People Practice Manager of “Sun Energy” has asked you to produce written responses to the following questions:

1) An explanation of how “SAP” strategically positions itself in the competitive marketplace. Focus on the characteristics of employer of choice, employer branding and organisational image, then explain how “Sun Energy” could position itself in a competitive labour market. (AC1.1)

2) Explain the changing labour market conditions in the UK, refer to at least two examples and the impact they are having on resourcing decisions. Make sure to discuss the differences between tight and loose labour market trends. (AC1.2)

3) A discussion of the role of the 1) government, 2) employers, and 3) trade unions in ensuring future skill needs are met. (AC1.3)

4) An analysis of the impact of effective workforce planning, you must include detail on how workforce planning can help to forecast demand for labour and determine where to source it from. (AC2.1)

5) An evaluation of the effectiveness of techniques which are used to support the process of workforce planning. (AC2.2)

6) An explanation of how appraisals can be used in both succession and contingency planning; to help identify talent and those who are interested in progression, and how this helps us to mitigate workforce risks. (AC2.3)

7) An assessment of social media and job boards to recruit employees and an assessment of interviews and job references as methods of selection. (AC2.4) 8) An examination of how motivational issues and management styles can impact retention and turnover rates within organisations. (AC3.1)

9) A comparison of different approaches to developing and retaining talent at both an individual and group level. (AC3.2)

10) An evaluation of how coaching initiatives and performance reviews can be used to build and support different talent pools. (AC3.3)

11) An evaluation of two benefits that diversity can bring with regards to building and supporting talent pools. (AC3.4)

12) An explanation of the direct and indirect costs associated with dysfunctional employee turnover. (AC3.5)

13) An assessment of zero-hour and contractor contracts “Sun Energy” could use for the new staff it is hoping to recruit. (AC4.1)

14) Differentiate between the main types of contractual terms in contracts (express and implied terms) and explain what custom and practice means. (AC 4.2)

15) An explanation of at least two components of an effective onboarding programme and an explanation of two benefits of onboarding. (AC4.3)

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