Email to CEO (1000 words): The CEO has requested an email to understand the impact of the changing business environment on resourcing and talent management strategy and practice.

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Assignment Brief with assessment criteria

Module - 7HR02 Resourcing and talent management to sustain success

2 tasks are involved :

Task 1: Email to CEO (1000 words): The CEO has requested an email to understand the impact of the changing business environment on resourcing and talent management strategy and practice.

Your email must include:

• A critical analysis on current developments impacting the business environment and their significance for organisational resourcing and talent strategy and practice.
• Critically discuss potential future developments (looking at what could change over the next 10 years) in the fields of resourcing and talent management.

Your email should be well-referenced, using both academic papers/books and professional publications. All your key points of analysis and your recommendations should be persuasively justified.

Assessment Criteria Points to write your answer:

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.

Key contextual developments (technology, labour markets, business ethics, diversity and inclusion, regulation).

1.2 Evaluate the value of resourcing and talent management strategies.

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.

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

Debates about new flexible and agile staffing practices; relevant technological developments; responding to skills shortages and surpluses.

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

Achieving recognition as an employer of choice; developing a compelling employee value proposition; debates about employer branding. Managing diversity, ethical working practices

Task 2: Briefing Paper (3000 words) Accompanying the email, the CEO has asked that you attach a briefing paper about the future of strategy and practice in the field of resourcing and talent management within your sector and organisation or one you are familiar with. Your paper should provide a critical review on what is likely to stay the same and what is likely to change and any recommendations you may have.

Your paper should be 3,000 words in length and should be addressed to the CEO. It should focus on the three areas below:

Recruitment and Selection

You should research and critically assess current developments in job analysis, job design and competency frameworks. Once assessed, you need to evaluate effective recruitment, selection and induction methods in organisations.

You should focus your research on contemporary and alternative methods and the debates that concern these.

Workforce Planning and Employee Retention

You should analyse a minimum of two analytics to determine your chosen organisation’s talent planning and retention strategies.

You should also justify measures you could bring into the organisation, designed to reduce voluntary employee turnover.

Performance Management

In this part of the briefing paper, you should critically evaluate the use of technology to monitor individual and team performance.

You should consider the debates about the ethics of using technology to facilitate, monitor and predict performance at work. 1.1 Analyse current developments impacting business environments and their significance for organisational resourcing and talent strategy and practice.

Assessment Criteria Points to write your answer:

2. Understand organisational recruitment and selection strategies:

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

Job descriptions, person specifications and accountability profiles; debates about competency frameworks; the principles of effective job design.

2.2 Evaluate effective recruitment, selection and induction methods in organisations.

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.

2.3 Analyse the use of technologies to improve:

• attraction

• selection

• induction.

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.

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

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.

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

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.

3.3 Justify measures designed to reduce voluntary employee turnover.

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.

4.1 Discuss the strengths and weaknesses of different approaches to manage and enhance employee 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.

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

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.

4..3 Discuss management strategies for attendance and underperforming staff in organisations.

Effective absence management; different attendance management practices; managing unsatisfactory performance ethically, lawfully and effectively.

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

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

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