Neus Gracia Garcia

CIPD Membership number: 56696251

Cohort May 20 5RST
Submission date: 4th October 2020
Unit: Business issues and the contexts of Human Resources
CIPD Diploma level 5 in HR
Word Count: 4300

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CIPD Membership number: 56696251 May 20 5RST

Contents

Question 1. Labour Market

1.1 Assess the major contemporary labour market trends in different country contexts………….3

1.2 Explain how organisations position themselves strategically in competitive

labour markets………………………………………………………………………………………...4

1.3 Explain the significance of tight and loose labour market conditions…………………………...5

Question 2. Future Skills

1.4 Describe the role of government, employers and trade unions in ensuring

future skills needs are met……………………………………………………..…………………….6

Question 3. Workforce Planning

2.1 Describe the principles of effective workforce planning and the tools used

in the process……………………………..……………………………..…………………………....8

Question 4. H.R Planning & Documentation

2.2 Develop basic succession and career development plans……..……………………………....9

2.3 Contribute to plans for downsizing an organisation……..……………………………………...10

2.4 Contribute to the development of job descriptions, person specifications and

competency frameworks……..……………………………….……..…………………………......11

Question 5. Legal Requirements in Relation to Recruitment and Selection

2.5 Explain the main legal requirements in relation to recruitment and selection……………….13

2.6 Assess the strengths and weaknesses of different methods of recruitment

and selection.……..……………………………….……..…………………………..……………..14

Question 6. Retention & Turnover

3.1 Explain why people choose to leave or remain employed by organisations

and the costs associated with dysfunctional employee turnover...……………………………15

3.2 Assess the strengths and weaknesses of different approaches to the retention

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CIPD Membership number: 56696251 May 20 5RST

of talent.…..……………………………….…..………………………..……………………………16

Question 7. Lawful Practice for Managing Dismissal, Retirement and Redundancies

4.1 Advise organisations on good practice in the management of Dismissals,

redundancies and retirements that complies with current legislation…..……………………..17

References…………………………………………………………………………………………….…….18

Abbreviations……………………………………………………………………………………………….21

Appendix…………………………………………………………………………………………….……….22

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CIPD Membership number: 56696251 May 20 5RST

1.1 Assess the major contemporary labour market trends in different country contexts

Company X has 8 hotels across UK and Ireland where the labour trends are significantly different and
have a different approach. The National Minimum Wage (NMW) in the UK is £9.71 whilst in Ireland is
10.10€, plus Sundays and Bank Holidays are on time and a half in the Irish proprieties. Although the
cost of living differs, this creates a discrepancy on the benefits package offered and are a reaction of
the trends on the labour market. The types of skills required are more specific for the Irish vacancies,
but if they are transferred to propriety in the UK the employee will need a new contract, as per
company policy their salary can’t be lowered than their previous role. Therefore, ethics and
accountability are standards hard to keep up in certain cases as two employees within the same role
should have the same salary, whilst if an employee moves to UK proprieties they automatically lose
their time and a half benefits.

British workforce tends to be more international, mostly European per contra Irish is well known for
their hospitality; it reflects in hospitality colleges with a higher nationals’ students percentage
alongside workforce in our properties, besides Croatian and Brazilian employees due to the facilities
arranged between specific countries and Irish legislation. As a result, the Irish hotels have several
junior employees at 20 hours per week (HPW) contracts, as per visa requirements versus the UK
hotels were this a rarity to find and is given only as an exception to the norm.

The factors mentioned amongst others have a consequence on the labour market as in the UK it was
tight for certain roles such as Chef or Cocktail Bartenders, Covid19 might change this due to massive
redundancies across hospitality. Covid19 created a trend on a loose market due to the unemployment
rates rising worldwide, the UK was at 3.9% in January to July 2020 versus 3.8% overall 2019; whilst
Ireland was at 5.6% in May 2020, versus 5.2% in May 2020 which means almost 68K and 15K of their
population respectively become unemployed within 1 year which might result in a trend of lowering
the wages being offered as a result due to the increasing availability of workforce, when in a tight
market role such as a Chef always is been a candidate-driven market which meant higher wages
were offered to attract the workforce. (Central Statistics Office 2020) (UK and Ireland population 2020)
(Country comparison Ireland vs United Kingdom 2020)

Labour market trends reflect the factors that affect each country on its own, although it is a common
ground across them such as unemployment rising in UK and Ireland whilst NMW differ; higher
earnings can suggest a trend of a rising economy with a tight market and a struggle to find suitable
candidates. However, it is also affected by the cost of living, which is higher in Ireland. Workforce
population is influenced by the international demographics and this is led by the legislation in place,
as a consequence in the Irish hotels’ trends 20HPW contracts on the majority of junior roles, whilst in
the UK the trend is 40HPW.
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CIPD Membership number: 56696251 May 20 5RST

1.2 Explain how organisations position themselves strategically in competitive

labour markets

An employer of choice (EOC) attracts and retains the best employees within the industry. Many factors
may affect the outcome from pay to company values, Career development plans (CDP), a benefits
package, job security, training, ethics and accountability, wellbeing practices, or essentials such as
uniforms, lockers, between other dynamics. A key factor in becoming a well-recognised EOC is the
culture within the organisation. Not all the companies follow a specific path to become an EOC, but
the culture will define their branding including those factors mentioned alongside others. (Heathfield
2020) (VLC 2020)

EOC, Great Place to Work (GPTW), Investors in People, Glassdoor are some methods where
candidates might be able to find if the company they apply for has their values aligned with, or are
considered an EOC. Company X has been awarded GPTW for reasons such as culture, involvement
within the teams and the community by providing childcare vouchers, wellbeing events, Christmas
Parties, Sports day, assisting local Charities, also providing a lieu-day to the staff to encourage
participation within their preferred charity; competitive pay, provide basics as per the hierarchy of
needs such as clean uniform, available work requirements such as stationery, suitable work
environment, efficient laptops; recognition and opportunity to grow within the company across the
different proprieties.

Becoming an EOC also involves great branding, promoting positive engagement within the team and
the community through internal and external social media channels, internal endorsements,
encouraging the staff to let their views known in Glassdoor, and taking referrals as a priority.

Caterer awards embrace the best professionals within the hospitality and the EOC which affects the
labour market, praising the best in the industry. Company X as an EOC not only received several
awards but transformed the labour market position by lowering turnover, higher succession career,
referrals from current and past employees and most importantly, boomerang effect of 20% to 30%
employees that leave the business returns within 6 months.

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CIPD Membership number: 56696251 May 20 5RST

1.3 Explain the significance of tight and loose labour market conditions

The labour market is divided into tight and loose; defined by the shortage or surplus of certain
expertise required.

Tight labour markets

Tight labour markets appear when a deficit of specific skills or roles such as Chefs appears in the
industry. The repercussions are significant if the right talent can’t be found or high turnover industry
is led by competitive salaries. A domino effect will affect the guest as a consequence of understaffed
teams, or overworked due to longer shifts, alongside making it more difficult to organise CDPs if a
team is not stable. The cost of constant new recruitment and training might be deleterious for the
brand from a guest and an employee perspective. Therefore, updated market research on the
availability and competitors are needed regularly, offering a competitive salary. The talent team (TT)
went above and beyond offering other options such as agreements with renowned culinary schools
to have two internships every six-months; empowering referrals, creating a clear path for CDPs from
a KP to all Chef levels across the business and taking as a priority internal applications across the
hotels.

Loose labour markets

Loose labour markets develop when there is an extreme amount of applicants available in an industry
such as Runners, considered an entry role. Prior to Covid19, expectations were to receive 80 to 100
new applicants daily. For the recruitment process, this could mean either a huge amount of suitable
applicants, keeping the NMW as a base salary; also that the TT could get saturated delaying the
process of reviewing the applications, missing a highly-skilled candidate if the team is not able to
review all applications due to a large number of inquiries for the role advertised.

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CIPD Membership number: 56696251 May 20 5RST

1.4 Describe the role of government, employers and trade unions in ensuring future
skills needs are met

The responsibility of upskilling the current population falls under the three main bodies:

Government

NVQs were accessible prior apprenticeships until 2017, a new system was developed with a business
purpose, without age limit. This scheme was created to encourage the workforce to get trained, and
used professionals within all the industries to set a framework based on the standards required for
those roles. Supplied by an official provider, in terms of payment it was divided into two options:

Levy, a pot is created at HMRC if a company pays over 3 million per year on their payroll. However,
if the company used all the levy, the option below automatically will be applicable as the government
would like to make upskilling as approachable a possible to every business and their workforce.

Non-Levy, if the company doesn’t reach the threshold, the government will contribute 90% of the cost
of the apprenticeship. Therefore, the company will only pay 10% remaining.

An example is a Commis Chef at Company X; where the apprenticeship is provided if they have levy
available the payment of 8K in this specific, if they do not hold that levy because either they already
used it in full or do not reach the threshold required, Government will assist as mentioned. All the
procedures payment or levy will take place through HMRC.

Employers

Company X drives the business values by being ethical and accountable aiming to be an EOC. They
not only provide basic training in legally required courses; they also created a Proud to Lead (PTL)
Programme that as mentioned in 5DVP Is an “internal course, allowing the participants to acquire
expert knowledge in specific roles such as Revenue Management, but also soft skills with exposure
to Coaching and Emotional Intelligence, to have a better understanding of their teams as unique
individuals”. Company X didn’t stop there, in 2019 the second year of a “24 months Graduate
Programme (GP) that includes 3 months in every department Operational and Support roles; as a
consequence have depth knowledge of how a hotel operates and possible consequences of any
actions in all the respective departments” all the graduates at the end of the programme are
guaranteed a supervisor or junior management role with a clear pathway for their CDPs within the
company.

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CIPD Membership number: 56696251 May 20 5RST

Trade Unions (TU)

Union learning representatives target the learning of individuals and businesses as their main goal
besides training trade unionist also. TU supports this role alongside the government that created the
Union Learning Fund in 1998 to provide from English and maths, Apprenticeships and other forms of
training to carry into the workplace. The schemes mentioned are a positive outcome of the
engagement they create between employers, stakeholders, employees and learning providers. (TUC
2018)

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CIPD Membership number: 56696251 May 20 5RST

2.1 Describe the principles of effective workforce planning and the tools used in the
process

Workforce planning (WP) would be a crucial step to develop the business, as Taylor (2008) mentions
based on “five rights: Right numbers of people, Right skills, Right cost, In the right place and At the
right time to deliver on short and long-term objectives”. (VLC 2020)

As the Business values have changed over the years right future-fit and behaviours have to also be
taken into account, flexibility and adaptability are key to consider whilst ensuring will be a suitable
addition within the team and business values.

Principal in workforce planning (WP) - planning of setting and strategy

Company X follows the principle in WP of setting and strategy by creating a clear CDPs path for the
employees to be developed and promoted within the company when a vacancy arises, is first
advertised internally before looking externally. Therefore, PTL and GP are two vital resources
amongst others that are available to the employees alongside craft course, apprenticeships and will
have a repercussion in the recruitment strategy by developing within the business. (VLC 2020)

Tools in workforce planning (WP) – Career Map and Skills analysis (SA) audit

Company X has set a clear career map paths to progress in the organisation where job descriptions
(JD) and person specifications (PS) is a detailed document that states all the required competencies,
personality profiles, required training and development to consider when employees are looking to
grow within the business, this information is available to the workforce. Formal education and skills
are important as any additional training and development provided internally such as PTL at Company
X, where any internal candidate has either undertook it or is enrolled automatically upon their
promotion. (VLC 2020)

SA audit will support creating the career map as identifies the gaps within the organisation, can assist
into WP by focusing in upskilling the workforce, whilst recognizing the lack of those when recruiting
the next workforce, resourcing the best talent that will complement the current team. To create a SA
audit a strategy has to be set by listing the roles and the skills needed for each role, produce a survey,
ask the workforce to take part on it, compile the results and analyse the data so actions can be
embedded into the WP strategy in the business. (VLC 2020)

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CIPD Membership number: 56696251 May 20 5RST

2.2 Develop basic succession and career development plans

Succession plan and CDP are a key component of WP; see appendix for them alongside succession
planning cycle.

Succession plan (SP)

Taylor (2010) identified the stages of SP like a map that assesses skills and qualifications, detail of
each individual requirements to move into the next step in the ladder, to provide the development
required and review on regular basis. Understanding the value of the SP in a WP is crucial, especially
in senior roles and/or a tight market where a CDP comes into place to assist the internal development
on the high profile employees to be able to assist to grow the company alongside reducing the
turnover. (VLC 2020)

Career development plan (CDP)

CDP is a strategy across the business that assist the SP in upskilling the workforce. When a vacancy
arises, an employee is ready internally. CDP is not only used in SP but also through appraisals, as a
key factor to increase behaviours such as analytical driven, management skills, business savvy, or to
motivate the team. Company X drives CDP as part of the elements that are involved to be an EOC.
(VLC 2020)

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CIPD Membership number: 56696251 May 20 5RST

2.3 Contribute to plans for downsizing an organisation

Company X is impacted by external pressures, in the London area has proposed to downsize the
company as a consequence of Covid19, some outlets might be permanently closing. In March the
company was forced to close temporarily due to the pandemic, HR played a vital role (See 5CHR-
PESTLE in appendix) adapting agile throughout the Furlough Scheme as a consequence of Covid19
were acted reactively, HR alongside senior management created a committee, maintained a clear
communication through every role in the business where a clear message to confirm the team was
put on either furlough or reduced hours to avoid a redundancy taking place at the time, with
engagement strategy set up for those two levels. In the process, a critical step was to develop
managers to assist to deliver the reassurance message and rationale behind. SA were draft to decide
the roles required whilst the hotels were closed and plans where created determining the workforce
required, with future expectations based on business levels. HR had a retention strategy centred on
communication, wellbeing, courses offered and a clear path to fill upon the return. (VLC 2020)

Before any roles are at risk the following options where considered, HR took the initiative to brainstorm
and explore any possible outcomes with the team assisting if a route was taken:

 Flexible working hours, reducing shifts patterns and share the hours across the teams
 Relocate team members to other outlets
 Keep the team on Furlough until the end of the scheme
 Restructure the departments, and cross-train the team across the business
 Remove external contracts and look to supply the services internally
 Stop any bonuses until the business picks up 50% occupancy
 Senior management to take a pay cut of 20%
 Offer voluntary redundancies
 Career break leave available on request

See guide in Appendix alongside HR process.

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CIPD Membership number: 56696251 May 20 5RST

2.4 Contribute to the development of job descriptions, person specifications and

competency frameworks

Ethics and Accountability are crucial in any process within. As mentioned on 5CHR “HR act as a role
model by ensuring the CIPD Code of Conduct (CC) is pursued at all-time providing integrity and
discrete manners in work actions. The TT advocates business ethics with a fair and ethical recruitment
process, ensuring the decisions are in line with those values and evidence-based. HR drives ethics
in all the processes and culture without bias and promoting integrity as per CC, not due to
repercussions on the business or brand.“

To create a fair process based on the evidence accuracy is needed in the PS, JD and Competency
Framework so all records can be reviewed by the TT once all candidates are on final-stage. Also, this
knowledge is vital to approach the right talent.

Job description (JD)

JD is essential to recruit the right candidate, designed for the use of HR with management input,
available to the candidate who will get an insight into the role. It should include the job title, the
expectations of the role including responsibilities, location, salary, organisation hierarchy and any
specific requirements such as shift patterns. (VLC 2020)

Personal Specification (PS)

Whilst the JD describes the role, the PS is formed with the crucial skills and the desirables required
in the ideal candidate; looking at competencies, behaviours and specialities required by the role.
Sometimes, two PS are created to look at the role from a junior and more senior perspective and it
assists in the final stages to decide which it would be the most suitable candidate. HR should work
closely with the management, ensuring no bias or any discrimination applied and the PS only instructs
the technical skills, knowledge, previous work or academic experience, desired behaviours to be a
good fit in the team and within the business. (VLC 2020)

Competency Framework (CF)

CF is a structure that analyses the specific competencies required for the particular role and the
details can be adapted for the recruitment process but also throughout the employee cycle, training
and appraisals with a constant review.

Ineffective recruitment might be pricey by not finding the right talent due to bias, urgency in a tight
market, and by not taking evidence-based decisions these documents will assist to monitor and track

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our actions as an HR Professionals and promoting the company diverse and inclusive culture across
the board. (VLC 2020)

See The Fit Model by CIPD, JD, PS and CF in appendix.

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CIPD Membership number: 56696251 May 20 5RST

2.5 Explain the main legal requirements in relation to recruitment and selection

Rules and regulations are required to maintain employee and employer responsibilities. Recruitment
and Selection are governed by legal requirement such as:

Equality Act (2010)

Aims to protect the characteristics of age, disability, gender, civil state, race, religion, pregnancy,
maternity, gender and sexual orientation; discrimination to those characteristics is condemned by law.
Candidates can’t perceive favouritisms due to bias, any sign of discrimination will be prosecuted. The
TT must ensure no bias is applicable on the recruitment and selection process by ensuring diversity
and equality are promoted and starting by the Job advert (JA) where no gender can be mentioned
such as Doorman would be Door person.

See an example of JA and interview questions in appendix.

General Data Protection Regulation (GDPR)

The legislative resolution that enforces the procedures over personal data from an individual which
protects by giving the right to decide whether it agrees to share personal information, allowing them
to detract from that agreement at any point. The TT implements the guidelines at all times, such as
the email confirming our database register. GDPR objective is to avoid the misuse of the information
across the employee journey with the company, affecting all the process of selection from CV,
interview to references and any other records to be kept securely, not to be shared without permission.
In the case where the candidate is successful, the records are kept on file for up to 6 years after they
leave the Company.

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CIPD Membership number: 56696251 May 20 5RST

2.6 Assess the strengths and weaknesses of different methods of recruitment and
selection

Recruitment method Advantages Disadvantages

Cost
Job Boards Wide reach
A huge amount of applicants might
(Caterer/Leisurejobs) Effective tool for cribbage
saturate the pool
Selection method Advantages Disadvantages
Can get unlimited information Bias, discriminated or unfairly
1-to-1 Interview Pre-employment checks can be analysed their profile
taken at this stage Has to be on one specific location

Recruitment and selection have many tools from internal referrals to boomerangs, online channels,
Careers Fairs, Job Centres, Colleges programmes, all hold pros and cons.

Recruitment method – Job boards

Job boards are highly effective and fair but can be costly, Company X spends over £31K per year for
24 adverts per month just on one website. Hundreds of applications can result in missing high profile
candidates, due to some roles existing in a loose market, would result in possible missing high profiles
due to an overload of applications. However, due to the worldwide access, vacancies have a wider
reach to candidates, responding within hours and is an effective tool for cribbage, if certain skills are
required to carry the role advertised.

Selection method – 1-to-1 Interviews

Interviews are a crucial part of the process to perceive if the candidate is the right fit for the role and
the team through unlimited information obtained alongside reading the body language. The TT
created a set of IQ for each role at the hotels to drive fairness and accountability through the process
so bias can be avoided. Cases happened where the appearance in the interview stage has negatively
influenced the outcome of the process. Although 1-to-1 interviews are scheduled in a specific
location, which will be a disadvantage if the candidates aren’t local, the TT always ensured to review
all the pre-employment checks alongside obtaining the reference forms previously sent alongside the
interview invitation which is an advantage.

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CIPD Membership number: 56696251 May 20 5RST

3.1 Explain why people choose to leave or remain employed by organisations and
the costs associated with dysfunctional employee turnover

Company X has been recognised as a GPTW due to initiatives such as the several growth
opportunities across the company, and is one of the strongest points for the team to remain alongside
the reward culture in form of incentives, days off and discounts across the restaurants or overnight
stays. WP involves understanding the ageing populations and different needs of the workforce;
although hospitality has a high turnover rate and the not always competitive salary alongside stressful
roles. (Human Resource Management 2020). See appendix for a graph on reasons for employee
turnover.

Dysfunctional turnover

A business strategy should expect a turnover, especially in the hospitality industry. However, when
key roles leave it will impact negatively in the business, from the team demotivated, replacement and
onboarding costs, affecting the productivity. Head Chef (HC) and Sous Chef left at the same time at
Company X, a team member was promoted internally. However, the outlet didn’t have a HC for two
months, productivity and quality of the service were affected due to a shortage of staff alongside the
lack of knowledge. Ripple effect appeared as two Chefs handed in their notice. Chef is a tight market
where Company X offers a competitive salary but added benefits such as 40h per week has only been
considered recently following benchmarking research. The HC represented a cost of £7K based on a
salary of £35K per year plus bonuses.

Direct and indirect costs of turnover

Turnover has added a direct cost such as monetary due to the employee leaving, finding a new
candidate, including the adverts, interviews, trials, onboarding, conduct pre-employment checks,
training, referral schemes; indirect costs such as the morale affected in the team, overtime to cover
the workload, lower productivity in the weeks prior leaving, whilst the role hasn’t been filled. Also,
whilst the new HC was settling into the role, lack of knowledge and loss of unique skills the employee
might have.

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CIPD Membership number: 56696251 May 20 5RST

3.2 Assess the strengths and weaknesses of different approaches to the retention of
talent

Approach Advantages Disadvantages

Training and High cost for the business, the

Competitive with the market
development employee can leave without ROI

Bigger pool of candidates available,

Flexible Working increases the benefits package for Complicated to track productivity
the employee

Company X has been awarded GPTW awards previously as an EOC. To reduce turnover the strategy
on retention is robust, as the hospitality industry is a high turnover in itself due to competition, salaries,
poor management, stress-related, overall an industry driven by candidates with a mix of tight and
loose market roles. The following key factors appeared in the last GPTW for the team to remain:

Training and development (T&D)

T&D is key not only as a retention strategy but is a principle in WP. It can be pricey as it either requires
an internal team to deliver PTL, first aid, food safety, etc.; or contact an external supplier. However
by developing the team, Company X invest in the team in the role in the short term but also in the SP
and as a consequence, might have a smoother replacement process for the key roles once this
candidate’s progress to a senior, reducing the turnover. The Food and Beverage Manager at one
hotel started as a Bartender and progressed within the company driving the values and brand in the
day to day whilst motivating the current team and promoting the culture.

Flexible Working (FW)

Hospitality is a competitive market and in certain support roles, flexible working hours and working
from home has assisted the process of the new acquisitions. A Talent Executive (TE), upon the return
from Maternity Leave required flexibility. At the time, Company X wasn’t considering FW, it was proven
the role could be executed two days per week from home, whilst carrying interviews online; if that
option had not been considered it would have provoked a key individual to leave the business. KPIs
and higher expectations were requested, being complex to track, therefore meetings to monitor the
progress were scheduled, requiring an effort from the TE and the management.

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4.1 Advise organisations on good practice in the management of Dismissals,

redundancies and retirements that complies with current legislation

HR teams drive ethics, accountability, good and legal practice at all times. Were a dismissal,
redundancy, or retirement process might start is crucial all the steps are followed within the legislation
codes. The employee has the right at all times to be accompanied by a work colleague or TU. (VLC
2020)

Redundancies

When restructuring, closing outlets or the role isn’t longer required, amongst other situations a
redundancy can take place. If a business is planning more than 20 redundancies, will need to fill an
HR1 Form and supply it to the Government for review which is determined by The Employment Right
Acts (1996), other statue and case laws should be considered at all times. Any redundancy has to
provide evidence of no bias taken into the process with clear communication to the employees from
the planning, identifying the roles at risk, seeking voluntary redundancies, consulting employees
either directly or through their representatives, selection by taking into account length of service,
attendance, performance and disciplinary records, skills, competencies and qualifications, and work
experience to ensure no discrimination is carried out leading to appeals, proposals for alternatives to
redundancies, until the counselling and support throughout the dismissals and payments packages.

Retirement

Currently, retirement sits at the age of 66 years in UK, no employee can be forced into a retirement
process as it states in the Equality Act 2010 as this will be considered an unfair dismissal on the
grounds of discrimination.

Company X had previously assisted employees in their transition by reducing the hours when
requested either gradually or to a part-time contract, stepping down to a junior role, or assisting as a
consultant instead. HR has to adapt and look at each case as an individual to be able to assist when
the conversation arises. (VLC 2020)

Dismissal

HR Professionals must conduct a fair approach at all times, and dismissals aren’t exempt as per
ACAS 2020 for a dismissal to be considered has to fall in either misconduct, capability due to not
being able to carry the role or hasn’t the right qualification, redundancy as above explained, a legal
reason such a driver lost the driving license or for “some other substantial reason”. Dismissal can only
be the outcome if a disciplinary process including an investigation, a meeting and an option to appeal
is given as part of the process. Disciplinary processes won’t always conclude in dismissal. (VLC 2020)
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References

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 Aguilar, F. J. (1967) – PEST Analysis. Accessed on 13th May 2020. Available at
mindtools.com/pages/article/newTMC_09.htm
 Aguilar, F. J. (1967) – PEST Analysis. Accessed on 13th May 2020. Available at
cipd.co.uk/knowledge/strategy/organisational-development/pestle-analysis-factsheet
 Aguilar, F. J. (1967) – PEST Analysis. Accessed on 13th May 2020. Available at
campus.avadolearning.com/mod/book/view.php?id=227759&chapterid=63616

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CIPD Membership number: 56696251 May 20 5RST

 CIPD (2020) - CIPD Code of Professional Conduct. Accessed on 9th May 2020. Available at
campus.avadolearning.com/mod/book/view.php?id=227726&chapterid=63598
 Country comparison Ireland vs United Kingdom. Accessed on 19th August. Available at
countryeconomy.com/countries/compare/ireland/uk?sc=XEAB
 Drucker, P. (1955) Doran, G. T. (1991) - SMART Goals. Accessed on 5th June 2020. Available
at mindtools.com/pages/article/smart-goals.htm
 Drucker, P. (1955) Doran, G. T. (1991) - Setting SMART Objectives. Accessed on 5th June
2020. Available at
managers.org.uk/~/media/Files/Campus%20CMI/Checklists%20PDP/Setting%20SMART%2
0objectives.ashx
 Joseph, C. (2020) – Internal and External Factors Affecting Human Resources. Accessed on
20th June 2020. Available at bizfluent.com/info-8612477-internal-factors-affecting-human-
resources.html
 Galton College (2020) – The Harvard Framework of HRM: Gaining employee commitment and
co-operation. Accessed on 15th July 2020. Available at youtube.com/watch?v=nv5UbnrEkXk
 Galton College (2020) – Michigan Model: The hard approach to human resource
management. Accessed on 15th July 2020. Available at
youtube.com/watch?v=BEM9EPQiCY4
 Leatherbarrow, C. & Fletcher, J., n.d. (2019) - The Role of HR Practitioner. Accessed on 9th
May 2020. Available at Introduction to Human Resource Management. 4th ed. London:
Chartered Institute of Personnel and Development.
 Leatherbarrow, C. & Fletcher, J., n.d. (2019) - The CIPD Profession Map. Accessed on 12th
May 2020. Available at Introduction to Human Resource Management. 4th ed. London:
Chartered Institute of Personnel and Development.
 Leatherbarrow, C. & Fletcher, J., n.d. (2019) - Strategic Planning Techniques. Accessed on
18th May 2020. Available at Introduction to Human Resource Management. 4th ed. London:
Chartered Institute of Personnel and Development.
 Unemployment – Office for National Statistics. Accessed on 19th August. Available at
ons.gov.uk/employmentandlabourmarket/peoplenotinwork/unemployment
 UK and Ireland population. Accessed on 19th August. Available at worldometers.info/world-
population
 Central Statistics Office - Monthly unemployment may 2020. Accessed on 19th August.
Available at .cso.ie/en/releasesandpublications/er/mue/monthlyunemploymentmay2020/
 Heathfield S. M., Are You an Employer of Choice? Accessed on 21st August. Available at
thebalancecareers.com/are-you-an-employer-of-choice-1918112
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CIPD Membership number: 56696251 May 20 5RST

 International Labour Market (2020) - Employment trends and labour market information.
Accessed on 29th August. Available at ilo.org/empelm/areas/employment-trends/lang--
en/index.htm
 Melody D., How to Correct Subtle Discrimination in the Workplace. Accessed on 13th
September 2020. Available at woman.thenest.com/reduce-stress-employees-due-
organizational-restructuring-11764.html
 Taylor (2008) - Workforce planning. Accessed on 20th September 2020. Available at
campus.avadolearning.com/mod/book/view.php?id=262148
 Human Resource Management (2020) - The Costs of Turnover. Accessed on 24th August.
Available at saylordotorg.github.io/text_human-resource-management/s11-01-the-costs-of-
turnover.html
 The TUC Workplace Manual (2018). Accessed 19th August. Available at
www.tuc.org.uk/resource/learning-and-skills

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CIPD Membership number: 56696251 May 20 5RST

Abbreviations

 Career development plans (CDP)

 Code of Conduct (CC)
 Competency Framework (CF)
 Flexible Working (FW)
 Employer of choice (EOC)
 General Data Protection Regulation (GDPR)
 Graduate Programme (GP)
 Great Place to Work (GPTW)
 Head Chef (HC)
 Hours per week (HPW)
 Interview Questions (IQ)
 Job Advert (JA)
 Job descriptions (JD)
 National Minimum Wage (NMW)
 Person specifications (PS)
 Proud to Lead (PTL)
 Skills analysis (SA)
 Succession plan (SP)
 Talent Executive (TE)
 Talent team (TT)
 Trade Unions (TU)
 Training and development (T&D)
 Workforce planning (WP)

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 Appendix

2.2 Develop basic succession and career development plans

 Succession planning cycle (VLC 2020)

 Succession plan

Name Position Qualifications Current Experience in sector Planned

time in role Successor
A Jones HR CIPD level 7 in 15 years  Establish HR strategy alongside business strategy. B Smith
Director HR  Managing Budgets, designing training plans in absence of an L&D team.
CIPD level 7 in  Develop, implement and promote Employee Wellbeing and Culture.
L&D  Keep up to date with the Legislation at all times.
Master in Law  Designs and implement structure in the business, including creating new roles
and/or HR when required whilst this needs to be approved by the CEO and CFO.
 Behaviours driven trustworthy, business savvy, leadership and integrity.

B Smith HR CIPD level 7 in 10 years  Implement the HR strategy and budgets, manage Recruitment needs including
Manager HR write JD, PS and CF. C Brown
MA Human  Oversee the recruitment process.
Resource  Develop and implement HR Policies and Employee Relations Policies and
Management Guidelines.
 Deliver Exit interviews and investigate any unusual turnover that might arise.
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 CIPD Membership number: 56696251 May 20 5RST

 Assist to develop and implement Employee Wellbeing alongside the HR Director.

 Keep up to date with the Legislation at all times.
 Conducts employee investigations from complaints, to disciplinary processes.
 Monitors payroll and presents it to the senior management and/or director’s
board on a weekly and monthly basis.
 Promote the employee wellbeing and culture across all departments.
 Behaviours driven ethical, technological savvy, leadership, social responsibility
and good communications skills.

C Brown HR CIPD level 3 in 5 years  Carry out payroll and contracts for new team members.
Advisor HR, working  Basic understanding of the legislation in order to carry out resourcing & D Williams
towards CIPD interviews.
level 5 in HR  Carrying out the onboarding alongside HR Assistant, and supervising the
employee records are up to date.
 Support the HR Manager, whilst being the first point of contact for the employees.
 Assist to the HR Manager with the disciplinary processes and appraisals.
 Behaviours driven accountability, adaptability, strong communications skills and
problem-solving.

D HR  Administrative and filing tasks with the employee records

Williams Assistant GCSE Entry role -  Obtaining references from the new employees and assisting with the onboarding TBC
or 1 year tasks
A-  Exposed to the legislation
Levels  First contact for the employees
 Assist with the employee wellbeing policies
 Assist the HR Advisor with payroll
 Behaviours driven inclusiveness, relationship business, critical thinking and
organization.

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  Career development plan

Training Cost &

By whom Benefit Review Period
Required Timescale
Cost is reflected
It will create a benefit for the mentor and mentee.
in the time taken
Mentoring is focused in counselling and advising the To review with the HR
Mentoring HR Advisor out of the office to
mentee so strategies are put in place for development manager quarterly.
carry out this
at the short, medium and long term.
exercise monthly
How to apply different engagement approaches, and January 2020 completion
Engagement – understand the drivers and enablers of engagement HR Manager to review the
Free – 3 months
Emotional Open University will ensure a better understanding of the critical role appraisals and assignment
intelligence that HR carries within the business and responsibilities deadlines.
as is the first contact with the employees.
A better understanding of Employee Relations. Will
Disciplinary After every disciplinary
HR Manager undertake the role of note-taker for the next six months Free – 6 months
process process and appraisals.
so can get an exposure into the system.
Analysing and writing an updated Employee Wellbeing At the end of the task; further
HR Manager Policy. Will assist in embedding the HR Assistant into Free - 1 month policies to be delegated
HR Policies
and HR Advisor the Culture and Policies environment. Acquire following the completion of the
knowledge on good and legal practices. task.
Starting January 2021 for
Avado To be paid
December 2021 completion
(external The qualification will support the development into the through the Levy
CIPD Diploma HR Manager to review on the
provider) next role with a better understanding of the HR scheme at
level 3 in HR Appraisals and assignment
via environment. approx. £8K -
deadlines.
apprenticeship 12 months

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2.3. Contribute to plans for downsizing an organisation

 5CHR-PESTLE

External Factor Impact in HR

HR will need to create a new workforce planning
Brexit and new immigration
Political strategy due to the new visa requirements from 1st
policies
January 2021
Covid19 and the
HR will need a workforce strategy as a restructure
Economic consequence of reduced
is needed and redundancies are being prepared
occupancy in the hotels
HR needs to ensure engagement is created and
Covid19 and the furlough maintained whilst driving welfare across the teams
Social – Cultural
scheme and ensuring Mental Health is a key priority but
complying within the law
HR to arrange laptops and network access to
Covid19 and Work from
Technological everyone in order for team members to be able to
Home
work from home following government guidelines
The current team is across different countries so
when HR creates a workforce planning is done to
Brexit, travel bans and
Legal reopen the hotels will need to be taken into account
quarantine
–Consider rephrasing this, it doesn’t make sense to
me
Business objective to drive all the hotels through
green strategies, HR have to communicate all the
Environmental Green Hotels policy
new policies and maintain a programme through
the employee journey

 HR Process. The current business decision will impose an effect on HR who will carry out the
redundancies process through the following steps:
1. HR will form a group of senior leaders in the business to manage the process, whilst
appointing a team to represent the employees through the consultation period.
2. HR will generate a communications plan and strategies such as creating a framework to
communicate the business proposal and hear any suitable proposal from the team.
3. Lead by example and rationalize the process for managers, stakeholders and employees
comprehend it.
4. Produce skills analysis that will be showcased in the initial proposals in form of new roles
or reduced teams, following code of conduct and ethics whilst being ethic and accountable
professionals that take evidence-based decisions.
5. Numerous strategies are created by Company X affected by several factors including
legislation where Covid19 safe measures, lockdown and Brexit will distress severely.
6. Trigger retention strategies to maintain the best workforce HR will implement tactics to
preserve the workforce within the business.

25
 Guide available to the management with a reflection on HR actions

26
2.4 Contribute to the development of job descriptions, person specifications and competency
frameworks

 Fit Model by CIPD (2020)

 Job description

27
  Person specification

Person Specification (HR Assistant)

How to be
Criteria Essential Desirable
assessed

Qualifications, GCSE or A Levels BA Honours in HR or CIPD Certificate/Diploma CV and

Knowledge and level 3 in HR Certificates
Experience: Basic understanding of current legislation
HR experience
Administrative experience
Experience in a CORE payroll system

Planning and Strong organisation skills Able to organise the diaries and maintain clear Interview
Organising: planning structures Eager to get and deliver
Able to review tasks against the department objectives accurate information

Problem Solving Aware of possible tasks that might be difficult and able Manages employees queries in a prompt mode Interview
and Initiative: to ask for help when in doubt and looks at alternative solutions

Management and Able to works as an individual or as a part of a team Basic understanding of team dynamics Interview
Teamwork:
Able to multitask Able to build rapports across employees and
stakeholders

Communicating Strong communication skills Open to constructive critics and able to make Interview
and Influencing: suggestions in order to improve the processes in
the business

Other Skills and Eager to learn and develop Interview

Behaviours:
Interest in HR

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  Competency framework

Behavioural Competencies (HR Assistant)

Customer Presents consistent excellent levels of service to employees and

Focus stakeholders.
Priorities are driven by the needs of customers and ensuring needs are
met.

Accountability Indicates consistent levels of accuracy and timekeeping of tasks delivered.

Accepts mistakes and comes forward if that is the case to find a prompt
solution.

Communication Exceptional verbal and written communication, including appropriate

& Influencing telephone manners.

Promoting employee wellbeing and culture across the business shaping

the HR as the first point of contact.

HR Brand Ambassador.

Team work/ Builds rapports across the employees and stakeholders in order to drive
the HR policies and culture at all times.
Collaboration Self-driven and eager to have an input, GPTW committee.

Seeks Accurate with tasks delivered, always intending to exceed expectations.

Excellence Goes above and beyond and looking to improve the department at all
times.

Professional Indicates a desire to develop into an HR Advisor and progress within HR.
Development Seeks to understand the other departments to understand how HR can
assist to deliver a better service.

Judgement/ Understand the needs of the evidence-based drives in HR, and no

Problem judgement can be delivered without an investigation.
Solving
Demonstrates quick thinking and delivers prompt assistance at all times.

2.5 Explain the main legal requirements in relation to recruitment and selection

 Job advert

An opportunity is now available for a passionate and organised professional to join our Human
Resources team as our HR Officer.
Working alongside the Human Resources Manager, will be responsible for a suite of HR
administration and generalist duties at the hotel including payroll, employee events, training,

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CIPD Membership number: 56696251 May 20 5RST

recruitment and any disciplinary or grievances should they arise. Maintaining relationships between
HR and HOD’s, as well as driving employee wellbeing and engagement, is integral to the role.
The ideal candidate will be a whiz at multitasking, whilst being an organised, competent and
resourceful individual with a passion for Human Resources. Ensuring our HR department runs
smoothly and effectively to deliver maximum value to the organisation is key to your success in this
position. Ideally you are CIPD qualified, or working towards this.
The perks of working as our HR Officer:
• 29 days of holiday including public holidays
• Free meals on duty as well as breakfast to get you started and all day tea and coffee for the
caffeine lovers
• Discounted hotel rooms in the UK, Ireland and USA for you, your family and friends
• 50% off food when dining with the Company X
• Great location with easy access to public transport
• In-house training team dedicated to your personal development
• Reward and recognition programmes (earn bonuses, restaurant meals, overnight stays and extra
days off!)
• Save money with our Cycle to Work scheme and plan for your future with our pension
• Staff summer parties, Christmas parties and regular team get togethers
• Plus more …
As HR Officer, you will be working for the family owned Company X Hotel group, which means there
are plenty of opportunities for your career to grow in Ireland and further afield in the UK and the USA!
Company X
The Company X is a carefully curated collection of eight Irish family-owned luxury and urban hotels
located centrally in London, Dublin, Washington DC, Cork and Bristol. What binds our hotels together
is the Company X service ethos - a real warmth and thoughtfulness.
We are delighted that the Company X has been listed as one of the Best Large Workplaces in 2017
and again in 2018.
Don’t be shy, apply today – join us as HR Officer
#chooseyouradventure #PROUDpeople #PROUDtobepartofit
Company X is an equal opportunities employer.

 Interview questions - Interview Questions for Meetings and Events Sales roles

Candidate Name………………………………… Date of interview…………………………………

Position Applied For…………………………… Interviewer Name………….……………………

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CIPD Membership number: 56696251 May 20 5RST

What was it about your previous role that you most enjoyed? / What was the most valuable thing you
learnt in your last role?

What did you find most difficult and challenging about your previous role?

What can you tell me about Company X? What did you find most interesting about us?

What is your understanding of what this role involves on a daily basis?

Our mission statement is - “Because Every Guest is Unique, we create individual moments of Warmth
and Acknowledgement”. Can you describe a time where you made a guest / customer feel extra special
by going ‘above and beyond’ your daily duties?

When you attend an event as a guest, what do you always look out for?

What areas of knowledge are important for you to be successful in this role?
 
 
 

How do you prioritise a busy workload? What comes first?

Team management approach?

Tell me about a challenging customer request you have handled.

How do balance client wants and business needs?

What programs are you comfortable using?

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CIPD Membership number: 56696251 May 20 5RST

What sort of working environment do you enjoy being part of?

What are your top three strengths or qualities you need to be successful in this role?




Where do you see yourself in 5 years’ time? What are your career aspirations?

Do you have questions for us?

Availability?
Holidays?
Salary expectation?
Notice period?

3.1 Explain why people choose to leave or remain employed by organisations and the costs
associated with dysfunctional employee turnover

 Reasons for employer turnover (Saylordotorg 2020)

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