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New entrants to the parcel delivery market and other labour market competitors have adversely affected ParcelCare’s ability to compete in labour markets. Explain how ParcelCare can strategically position themselves in competitive labour markets

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Centre number:	8		7			5
entre name:
Learner number (1st 7 digits of CIPD Membership number):
Learner surname:
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Unit code:	5HR02
Unit title:	Talent management and workforce planning
Assessment ID:	CIPD_5HR02_24_01
Assessment start date:
Assessment submission date:
First resubmission date for centre marking – if applicable
Second resubmission date for centre marking – if applicable
Declared word count You MUST add a new word count for every submission. Please use red font for submission 2 and blue font for submission 3

 

5HR02 Talent management and workforce planning

This unit 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

Workforce planning (July 2023)

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.

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

Strategic workforce planning (May 2023)

This guide introduces you to workforce planning and provides you with an overview of how to do it. It examines the key stages involved in workforce planning and offers a practical structure for determining your strategy, with illustrative examples to guide practice.

We’ll show you how to develop a workforce plan by walking you through two methodologies for workforce planning: a six-stage planning framework and a seven ‘rights’ principle. The planning framework offers six stages for conducting workforce planning in the right order; the seven ‘rights’ principle lists seven areas of the business that you need to consider. 

People practitioners can use this guide to structure their (strategic) workforce planning, to identify the workforce challenges they may face ahead of time, and to put in place the appropriate actions to ensure organisational readiness and success.

https://www.cipd.org/uk/knowledge/guides/strategic-workforce-planning/

Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so that you can engage with the latest thinking. It is not provided to replace the study required as part of the learning or as formative assessment material.

Preparation for the Tasks:

• At the start of your assessment, you are encouraged to plan your 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.
• Ensure that the evidence generated for this assessment remains your own work.
• Completing and acting on formative feedback from your assessor.
• Reflecting on your own experiences of learning opportunities and continuous professional development.
• Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as key research authors on the subject.

You will also benefit from:

Scenario

ParcelCare is a long-established national parcel and package delivery service. ParcelCare is now finding it difficult to attract, recruit and retain staff throughout the organisation. You have just started in your new role of People Manager and have been asked to report to senior leaders on how these issues can be addressed. In preparation, you write answers to the 10 questions below.

To help the reader, please make use of headings and assessment criteria references to signpost the assessment criteria being addressed.

1. New entrants to the parcel delivery market and other labour market competitors have adversely affected ParcelCare’s ability to compete in labour markets. Explain how ParcelCare can strategically position themselves in competitive labour markets. (AC 1.1)
2. Explain the impact of changing labour market conditions on resourcing decisions at ParcelCare. (AC 1.2)
3. You are aware that workforce planning has not been carried out in the past and decide to persuade the senior leadership team that this activity is worth doing.  Analyse the impact of effective workforce planning, making clear how ParcelCare could benefit from this activity. (AC 2.1)
4. To strengthen your argument to introduce workforce planning, evaluate techniques that can be used to support the process of workforce planning. (AC 2.2)
5. Currently, vacancies are advertised on ParcelCare’s website. Line managers then interview shortlisted applicants. You feel that these are suitable recruitment and selection methods to use but want to broaden the methods used. Evaluate the strengths and weaknesses of two different recruitment methods and two different selection methods. (AC 2.3)
6. On examining employee turnover rates, you feel the rate is higher than it should be, and higher than internal targets. To try to understand this further, discuss differences between avoidable and unavoidable turnover and differences between push and pull factors. (AC 3.1)
7. Retention of warehouse staff is an issue, as there are many labour market competitors. Compare the following retention approaches: realistic job previews; induction; job enrichment; and reward. (AC 3.2)
8. To influence the senior leadership team to accept that employee turnover should be addressed, explain the impact of dysfunctional employee turnover. (AC 3.3)
9. ParcelCare employs the majority of employees on permanent, full-time contracts. You feel these contracts have their place, but it is time to consider whether other types of contractual arrangements could be beneficial to the organisation, especially when demand for delivery services increases and decreases. Assess the suitability of permanent, full-time contracts for delivery drivers as well as two other types of contracts. (AC 4.1)

1. At present, an ad hoc approach is taken to onboarding and typically involves the line manager ensuring new starter forms are completed and health and safety training provided.  You identify that onboarding can be improved but first need to convince others that investment in this area is worthwhile.  Explain the benefits of effective onboarding. (AC 4.3)

Your evidence must consist of:

• Written responses to each of the 10 questions with reference to the scenario above.

• Approximately 3900 words in total, refer to CIPD word count policy.

• IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference where you have drawn from a secondary source; Harvard referencing is preferable. Please use the Reference box provided to record all your long references. Short references should be included within the narrative. We advise you read the guidance on how to set out your references on the Learner Hub.

Briefing paper Questions

(AC1.1) Explain how organisations strategically position themselves in competitive labour markets. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately 400 words

Type here…

 

(AC1.2) Explain the impact of changing labour market conditions on resourcing decisions. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately 400 words

Type here…

 

(AC2.1) Analyse the impact of effective workforce planning. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately 400 words

Type here…

 

(AC2.2) Evaluate the techniques used to support the process of workforce planning. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately 400 words

Type here…

 

(AC2.3) Evaluate the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately  400 words

Type here…

 

(AC3.1) Discuss factors that influence why people choose to leave or remain in organisations.  Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately  400 words

Type here…

 

(AC3.2) Compare different approaches to retaining people. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately  400 words

Type here…

 

(AC3.3) Explain the impact of dysfunctional employee turnover. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately  300 words

Type here…

 

(AC4.1) Assess suitable types of contractual arrangements dependent on specific workforce need. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately  400 words

Type here…

 

(AC4.2) Explain the benefits of effective onboarding. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.   Word count: Approximately  400 words

Type here…

References

Please provide your full long reference list here. The Harvard method is preferable. Please refer to the guidance on the Learner HUB.

Assessment Criteria Evidence Checklist

You may find the following checklist helpful to make sure that you have included the required evidence to meet the task. This is not a mandatory requirement as long as it is clear in your submission where the assessment criteria have been met.

Assessor name:	Submission	Resubmission 1	Resubmission 2
Assessor signature*: I confirm that I am satisfied that to the best of my knowledge, the work produced is solely that of the learner.
Date:
IQA Name, Signature and date

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. New entrants to the parcel delivery market and other labour market competitors have adversely affected ParcelCare’s ability to compete in labour markets. Explain how ParcelCare can strategically position themselves in competitive labour markets

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 19	Fail
20 to 25	Low Pass
26 to 32	Pass
33 to 40	High Pass

Marking Descriptors

Mark	Range	Descriptor
1	Fail	The response DOES NOT demonstrate sufficient knowledge, understanding or skill (as appropriate) to meet the AC. Insufficient examples included where required to support answer. Insufficient or no evidence of the use of wider readito help inform answer. Presentation or structure of response is not appropriate and does not meet the requirement of the question/assessment brief.
2	Low Pass	The response demonstrates an acceptable level of knowledge, understanding or skill (as appropriate) to meet the AC.  Sufficient acceptable examples included where required to support answer. Sufficient evidence of appropriate wider reading to help inform answer. Satisfactory in-text referencing. Answer is acceptable but could be clearer in responding to the question/task and presented in a more coherent way. Required format adopted but some improvement required to the structure and presentation of the response.
3	Pass	The response demonstrates a good level of knowledge, understanding or skill (as appropriate) to meet the AC. Includes confident use of examples, where required to support the answer. Good evidence of appropriate wider reading to help inform answer.  A good standard of in-text referencing. Answer responds clearly to the question/task and is well expressed. Presentation and structure of response is appropriate for the question/task.
4	High Pass	The response demonstrates a wide and confident level of knowledge, understanding or skill (as appropriate) to meet the AC. Includes strong examples that illustrate the points being made and support the answer. Considerable evidence of appropriate wider reading to inform answer. An excellent standard of in-text referencing. Answer responds clearly to the question/task and is particularly well expressed or argued. Presentation and structure of response is clear, coherent, and responds directly to the requirements of the question/task.

 New entrants to the parcel delivery market and other labour market competitors have adversely affected ParcelCare’s ability to compete in labour markets. Explain how ParcelCare can strategically position themselves in competitive labour markets

 

ParcelCare, like many companies in the parcel delivery market, is facing increased competition not only in its core business but also in the labor market. To strategically position themselves and attract top talent in such a competitive environment, ParcelCare can implement several strategies:

1. Employer Branding and Employee Value Proposition (EVP)

• Enhance Employer Brand: Develop a strong employer brand that highlights what makes ParcelCare a unique and desirable place to work. This could include a focus on company culture, growth opportunities, innovation, and community involvement.
• Clear EVP: Create and communicate a compelling employee value proposition that clearly outlines the benefits and opportunities available to employees. This could include competitive salaries, benefits, career development programs, and a positive work environment.

2. Competitive Compensation and Benefits

• Market-Competitive Salaries: Ensure that salaries are competitive within the industry and region. Regularly benchmark against competitors to stay attractive.
• Comprehensive Benefits: Offer comprehensive benefits packages that include health insurance, retirement plans, paid time off, and other perks such as flexible working hours, remote work options, and wellness programs.

3. Career Development and Training

• Continuous Learning: Provide ongoing training and development opportunities to help employees grow their skills and advance their careers within the company.
• Clear Career Paths: Establish clear career paths and progression opportunities, so employees can see a future with the company.

4. Work Environment and Culture

• Positive Work Culture: Foster a positive and inclusive work environment where employees feel valued and respected. Encourage teamwork, collaboration, and open communication.
• Work-Life Balance: Promote a healthy work-life balance with policies that support flexible working arrangements and the well-being of employees.

5. Recruitment and Onboarding

• Efficient Recruitment Process: Streamline the recruitment process to ensure it is efficient and candidate-friendly. Use technology to simplify application procedures and maintain clear communication with applicants.
• Strong Onboarding Programs: Develop comprehensive onboarding programs to help new hires acclimate quickly and feel part of the team from day one

 Continued.....