Assignment Cover page

Victory Training and Development Institute

Kingdom of Bahrain
Chartered Institute of Personnel and Development
(Word Count: 3996)
An assignment submitted in part of the requirement for the CIPD Diploma in People Management - Intermediate Level
Prepared by Tariq Alakouz
CIPD Membership No. 88153073
Unit Title 5HR02 - Talent Management and Workforce Planning
Unit Code 5HR02
Assignment Type Word
Student’s Assessor Rampriya Sridharan
Submission Status 2nd Attempt
Submission Date 29 April 2024

Student’s authentication:
I confirm that the work/evidence presented for assessment is my own unaided work, and has not been, in
whole or in part, knowingly presented elsewhere for assessment.
 I have read the assessment regulations and understand that if I am found to have ‘copied’ from published
work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism which is
an offence against the assessment regulations and leads to failure in the relevant unit and formal disciplinary
action.
 I agree to this work being subjected to scrutiny by textual analysis software if required.
 I understand that my work may be used for future academic/quality assurance purposes in accordance with
the provisions of the Data Protection Act 1998.
 I understand that the work/evidence submitted for assessment may not be returned to me and that I have
retained a copy for my records.

I understand that until such time as the assessment grade has been ratified through internal and external
quality assurance processes it is not final.

Date: 17/1/2024 Signature: Tariq Alakouz

 1. (AC 1.1)

An organization should look into other competitors and put together a list of all
competitors to see how they are positioning themselves in the market. Competitors
should be divided into three main categories: Local Competitors, Industry Competitors,
and Aspirational Competitors. Local competitors simply means that you see who you are
in direct competition within the local market. Analyze what things are they doing to
attract and retain their talents. Industrial competitors are to look at the bigger brands in
your industry and see what tools and trends they are using to attract new talents.
Aspirational competitors are competitors that might not be a direct competitor to you or
not even in the same industry you are in, but they are organizations that you are aspiring
to be like them. Examples of aspirational competitors are companies like Apple, Amazon,
and Microsoft. Once we have a list from the three main categories, we can then create
Employer Competitive Analysis. Employer Competitive Analysis is the assessing and
understanding of how an organization position itself in the market in relation to its
competitors. One of the tools we can use is the Employee Value Proposition (EVP). It is a
set of offerings, benefits, and values that an organization promises to provide to its
employees for their skills and capabilities. It discusses all aspects that are important to the
employee and the employer. According to the Corporate Leadership Council’s research,
A well-structured EVP plan can decrease the annual employee turnover by 69%
(Sundberg, 2017).

2. (AC 1.2)

Changing labor market conditions can have significant impacts on resourcing

decisions for businesses. These impacts can occur in various ways, influencing strategies
related to hiring, training, and workforce planning. In a tight labor market, skilled
workers are scarce; recruitment becomes more challenging. Employers need to invest
more resources in sourcing candidates, including using recruitment agencies, advertising
on multiple platforms, and offering higher salaries to attract top talent. One of the factors
that has an impact on resourcing decisions is the unemployment rate. In a high
unemployment environment, there is typically a larger pool of available candidates for
job openings. Employers may receive a higher volume of applications for job postings,
allowing them to be more selective in their hiring process. They may also have more
bargaining power when negotiating salaries and benefits with candidates, potentially
leading to lower labor costs. Conversely, in a low unemployment environment where
skilled workers are in high demand, recruitment becomes more challenging. Employers
may struggle to find qualified candidates for open positions, leading to longer recruitment
cycles and increased competition for talent. To attract top candidates, businesses may
need to offer higher salaries and better benefits (Works, Richard, 2017).

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 On a different note, Labor laws play a crucial role in shaping resourcing decisions
for businesses by establishing legal frameworks that govern various aspects of
employment. These laws can have a significant impact on how companies recruit, retain,
and manage their workforce. For example, labor laws prohibit discrimination based on
protected characteristics such as race, gender, age, disability, and religion. Employers
must adhere to the anti-discrimination laws in their recruitment practices to ensure that
hiring decisions are based on merit and qualifications rather than discriminatory factors.
Compliance with anti-discrimination laws influences recruitment strategies, job
advertisements, candidate selection processes, and interview procedures.

In the United States, the minimum wage laws have an impact on the resourcing
decisions for businesses. Many jurisdictions have minimum wage laws that establish the
lowest hourly wage rate that employers can pay their employees. Compliance with
minimum wage laws impacts compensation decisions, salary structures, and budgeting
for labor costs. Employers must ensure that they pay employees at or above the legally
mandated minimum wage. It can impact labor costs for employers, particularly those with
large numbers of low-wage workers. Employers may need to adjust their budgeting and
financial planning to accommodate higher wage expenses.

3. (AC 1.3)

The role of government, employers, and trade unions in ensuring future skills
needs are met is important for the development of a workforce that can adapt to evolving
economic and technological landscapes. The responsibility of the government includes
offering educational opportunities that enhance the technical skills of citizens and raise
individuals' awareness to meet current and future workplace demands (Bishop, 2023).

On the other hand, employers can collaborate with educational institutes to design
curriculum and training programs that align with industry needs. Employers can provide
opportunities for on-the-job training to employees to help them acquire new skills as
technologies and job requirements evolve. Lastly, employers need to invest in the
development of employees by offering career development programs and encouraging a
culture of continuous learning.

The role of the trade unions is to act as advocates for employees’ rights and
ensure they have access to ongoing training and education to stay relevant in the job
market. Also, in negotiations with employers, trade unions can prioritize and negotiate
for training opportunities and professional development as part of employment contracts.
Trade unions can act as a feedback mechanism between employees and employers (TUC,
2021).

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 4. (AC 2.1)

To understand the impact of effective workforce planning, we need to understand

what it is. Workforce planning is a systematic process that organizations use to align their
business goals with their human capital needs. It involves analyzing and forecasting the
workforce requirements to ensure that the right people with the right skills are in the right
place at the right time. Effective workforce planning can be observed as follows:

1. It optimizes staffing levels. It helps organizations determine the right number of

employees needed to meet business objectives. It also avoids overstaffing, which
can lead to unnecessary costs, and understaffing, which results in decreased
productivity.

2. It is cost efficient. Efficient planning helps in managing labor expenses, reducing

unnecessary overtime, and avoiding the costs associated with recruitment and
training due to high turnover. Also, by aligning workforce needs with business
goals, organizations can optimize labor costs.

3. It helps attracting and retaining top talents. It does so by providing career

development opportunities and aligning individual goals with organizational
objectives. Also, workforce planning allows organizations to identify skill gaps
and proactively address them through recruitment or training.

4. It aligns to the strategic goal of the organization. By aligning workforce planning

with overall business strategy, we ensure that human capital is effectively utilized
to achieve organizational goals.

5. (AC 2.2)

One technique used to support the process of workforce planning is the Managerial
Judgement technique. The managerial judgment technique is a widely used method for
demand forecasting, used by all kinds of organizations, be it small or large. This approach
encompasses two distinct methodologies: the “bottom-up approach” and the “top-down
approach”.

In the “bottom-up approach”, departmental managers communicate their specific

human resource requirements to the top management. The top management then consolidates
these inputs from departmental heads to forecast the overall organization's human resource
needs. On the other hand, the 'top-down approach' involves the top management directly

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 forecasting the human resource requirements for both the entire organization and its various
departments.
A more comprehensive strategy involves a combination of both approaches, referred
to as the “Participative Approach”. In this method, top management collaborates with
departmental heads to collectively determine the future human resource requirements. This
collaborative effort ensures a more unified and agreeable forecast for human resource
demand.
Another technique used to support the process of workforce planning is the “Work-
Study” technique. It is particularly applicable in situations where the anticipated workload
can be easily quantified. In this method, the projected total production and activities for a
specific upcoming period are anticipated. This data is then converted into the number of
man-hours necessary for producing each unit, taking into account the workforce's
capabilities. Leveraging the management's past experience aids in translating workload
estimates into the required number of man-hours.

6. (AC 2.3)

Succession planning and contingency planning are essential components of

effective workforce management, helping organizations prepare for potential disruptions
and minimize risks. For succession planning, here are two approaches:

1. Talent development and Identification. The approach should be to identify key

positions critical to the company’s success. After that, we need to assess current
employees for their potential to fill these roles in the future. Then, we develop
targeted training and development programs to nurture the skills and
competencies required for these roles. The benefits of this approach are that it
builds a pipeline of internal talent. It ensures a smooth transition when key
positions become vacant.

2. Cross-training and Job Rotation. The approach is to encourage employees to gain

experience in various departments and roles. And to implement cross-training
programs to develop a broader skill set among employees. Also, to rotate
employees through different positions to expose them to diverse aspects of the
organization. The benefits are that it creates a versatile workforce capable of
handling multiple roles. It also reduces dependency on individual employees. One
of the challenges we might face is that some employees might resist changes in
their routine or job responsibilities.
For contingency planning, one approach we can use is Scenario Planning.
Contingency planning is known as “to have a Plan B”. In this approach, we identify
potential risks and disruptions to workforce stability such as sudden resignations and

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 natural disasters. Then we develop scenarios for each identified risk, considering various
levels of severity. After that, we create response plans tailored to each scenario, outlining
actions to be taken in the event of a disruption. The benefits are that it enables proactive
identification and preparation for potential risks.

7. (AC 2.4)

Current Method: Advertising on the organization's website followed by

manager interviews:

Strengths:

1. Transparency: Posting vacancies on the organization's website ensures that the

information is accessible to a wide audience, promoting transparency.

2. Control: Managers have direct control over the hiring process, from reviewing
applications to conducting interviews, providing a sense of ownership and
responsibility.

3. Cost-Effective: Advertising on the website can be cost-effective compared to

external recruitment agencies.

Weaknesses:

1. Limited Reach: Depending only on the organization's website may limit the reach
to a specific pool of candidates, potentially missing out on diverse talent.

2. Time-Consuming: Relying on managers for the entire process can be time-

consuming, affecting the overall efficiency of the recruitment process.

3. Subjectivity: Manager interviews may introduce bias or subjectivity, affecting the

fairness of the selection process.

Alternative Recruitment Method: (Employee Referrals)

Strengths:

1. Quality Candidates: Employee referrals often result in higher-quality candidates

as current employees are likely to recommend individuals with relevant skills and

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 cultural fit.

2. Cost-Effective: Employee referral programs are generally cost-effective compared

to other external recruitment methods.

3. Faster Hiring Process: Since referrals come from trusted sources, the recruitment
process may be faster as there is already a level of pre-screening.
Weaknesses:

1. Limited Diversity: Depending on employee networks, there may be a risk of

limited diversity in the candidate pool.

2. Perceived Favoritism: If not managed properly, the process can be perceived as

favoritism, potentially causing discontent among other employees.

3. Dependency on Employee Network: The success of this method relies heavily on

the size and diversity of the employee network.

Alternative Selection Method: (Psychometric Testing):

Psychometric testing is the use of standardized assessments and tools to measure

individuals' psychological attributes, such as cognitive abilities, personality traits, and
skills (Meyer, 2023). These tests are designed to provide objective and reliable
information about a person's abilities, aptitudes, and characteristics. There are different
types of psychometric tests. Some of the examples are:
1. Cognitive Ability Tests: These assess an individual's intellectual capabilities,
such as logical reasoning, problem-solving, numerical reasoning, and verbal
abilities.

2. Personality Tests: These aim to evaluate an individual's personality traits,

preferences, and behavioral tendencies.

3. Emotional Intelligence Tests: These measure aspects of emotional

intelligence, including self-awareness, empathy, and interpersonal skills.

Psychometric testing strengths are its reliability, objectivity, and efficiency. It is

designed to be reliable, meaning they consistently measure what they intend to measure.

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 These tests are standardized and scored objectively, minimizing subjective biases in the
assessment process.
On the other hand, the weaknesses of psychometric testing are that it is limited
scope. This limited scope may not capture the full range of an individual's capabilities.

8. (AC 3.1)

Chiradeep BasuMallick (2021) provided the definition for employee retention as

a “phenomenon where employees choose to stay on with their current company and don’t
actively seek other job prospects. Examining turnover and retention trends involves
analyzing patterns in employee departures and tenure within an organization, as well as
understanding the factors that influence why people choose to leave or remain in their
jobs. Turnover can be categorized into voluntary and involuntary. Voluntary turnover
occurs when employees choose to leave their jobs of their own accord. This type of
turnover can stem from various factors related to job satisfaction, career opportunities,
work-life balance, or personal reasons. Employees may voluntarily leave their jobs for
reasons such as seeking better career opportunities, higher compensation, improved
work-life balance, dissatisfaction with job responsibilities or organizational culture, or a
desire for career advancement. Involuntary turnover occurs when employees are
terminated or laid off by the employer, often due to performance issues, restructuring, or
economic factors beyond the employee's control. Involuntary turnover may result from
factors such as poor job performance, violations of company policies or code of conduct,
downsizing or restructuring, mergers and acquisitions, economic downturns, or changes
in business priorities. In some cases, employees may be terminated due to disciplinary
actions or misconduct.

There are push and pull factors that make people want to stay or leave a company.
The decision of whether to leave or remain in a company is influenced by a variety of
factors that can be categorized into two main groups: push factors which are reasons to
leave the company and pull factors which are reasons to stay. The push factors can be the
career advancement opportunities. Employees leave a company if they feel their current
role lacks opportunities for growth, promotion, or skill development. They seek positions
with clearer paths for advancement or more challenging responsibilities. Another push
factor is the compensation and benefits. Dissatisfaction with salary, bonuses and benefits
can prompt employees to seek better-paying opportunities elsewhere. If they feel
undervalued or underpaid compared to industry standards or peers, they may be more
willing to leave. On the other hands, an example of the pull factors is job satisfaction and
engagement. Providing meaningful work, autonomy, and opportunities for employees to
make a difference can enhance job satisfaction and engagement. Employees who feel

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 connected to their work, team, and company mission are more likely to stay long-term.
Another example of pull factors is work-life balance and flexibility. Employers that
prioritize work-life balance and offer flexible work arrangements, such as flexible hours
and generous leave policies, are more likely to retain employees. Flexibility allows
employees to manage their personal and professional commitments effectively.

9. (AC 3.2)

Employee retention refers to the organization's efforts to retain its employees over
a certain period. It involves strategies and practices designed to keep talented and
productive workers within the company, reducing turnover rates. Effective employee
retention initiatives typically focus on creating a positive work environment, fostering
employee engagement, offering competitive compensation and benefits, recognizing and
appreciating employees, and promoting a healthy work-life balance (Baker, 2022). To
develop an employee retention strategy, we need to focus on some elements. Why are
employees leaving the company? Are more employees leaving from one department than
others? And what is the impact associated with employees leaving the company? If one
department has more resignations than the other departments, then it might be that the
management of that department is the issue or that the salaries are low compared to other
departments.

According to Keke Kaikhosroshvili, she indicates that the establishment of goals,

sharing feedback, and monitoring performance progress contribute to improvements in
the workplace (Kaikhosroshvili, 2024). She believes that evaluating and enhancing
performance will lead to improved talent retention. Tracy Maylett identifies talents after
dividing the workforce into four groups: high potentials, top performers, strong and
steady performers, and low performers (Maylett, 2016). These classifications assist in
tailoring an appropriate development plan for each specific group.

Effective performance management is important, particularly for employees

aspiring to achieve high performance and continuous development. However, careful
attention is needed in categorizing talent groups to prevent any unfair treatment. While
maintaining a work-life balance is essential for individuals valuing time and energy, it
may not be enticing enough without corresponding adjustments in payments for some
employees.

10. (AC 3.3)

According to the CIPD Handout, a talent pool refers to the database-driven

administration of profiles belonging to prospective and current employees within a
company. This system can take the form of an internal solution, an online platform, or be
accessible through the company's careers page (CIPD, 2023). There are many ways to

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 find and attract talented candidates to the company such as career fairs, second-choice
applicants, and employee referrals. Career fairs are an excellent opportunity to find fresh
talented candidates who are willing to join the company immediately. Second-choice
applicants is an important step to find talented employees after they join other companies
and gain some experience that our company could benefit from. Employee referrals
might be a suitable way to find talented candidates because the candidates will have an
idea about the company, the work environment, salary pay, and other benefits.

Building and supporting different talent pools is crucial for organizations to

ensure they have the right skills and expertise to achieve their goals. I will give three
approaches that organizations can take to build and support different talent pools as
follows:

1. Identify key skills and competencies. We need to define the specific skills and
competencies required for different roles within the organization. We also need to
conduct regular skill gap assessments to identify areas where the organization
lacks expertise. Based on the skills and competencies we need in the company, we
can divide out jobs to entry-level, mid-level, and senior-level positions.

2. Internal talent development and Succession Planning. Since the company has
already talented employees, we need to implement robust training and
development programs to nurture existing employees. By providing opportunities
for employees to upskill and reskill, we align their capabilities with evolving
business needs. Also, succession planning identifies employees with high
potential and create succession plans to ensure a pipeline of talent for key
positions. Developing coaching and mentoring programs to transfer knowledge
from experienced employees to those in line for future leadership roles.

3. Global talent Acquisition. We should explore international recruitment to access a

broader talent pool with diverse perspectives and consider establishing
partnerships with recruitment agencies that specialize in global talent acquisition.

11. (AC 3.4)

One benefit of a talent pool that reflects a variety of backgrounds, experiences,

and perspectives is that it fosters creativity and innovation. Individuals from different
cultures, genders, ages, and educational backgrounds bring unique insights and problem-
solving approaches to the table. This diversity of thought can lead to the generation of
new ideas and solutions that might not emerge in a more homogenous environment. Also,
teams comprised of individuals with diverse skills and viewpoints are better equipped to
tackle complex challenges. When faced with a problem, a diverse group can draw on a
broader range of expertise and consider a wider array of potential solutions. This
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 diversity in problem-solving approaches is crucial for adapting to changes, navigating
uncertainties, and staying competitive in dynamic industries.
Another benefit of diversity in talent pools is the ability and adaptability to market
demands. In a rapidly changing business landscape, we need to be agile and adaptable. A
diverse talent pool allows us to be more responsive to evolving customer needs, market
trends, and global shifts. Employees from different backgrounds bring a wealth of
knowledge about diverse markets, helping organizations tailor products and services to a
wider range of customers. At Nesma & Partners, we have over 40,000 employees from
different races, ethnicities, cultures, ages, religions. This helps us to be more inclusive
and open to new ideas from different perspectives which contributes to the well-being,
profitability, and success of our company. According to Joakim Karlsson, he states that
“Businesses with more culturally diverse executive teams are 33% more likely to see
above-average profits” (Karlsson, 2020).

12. (AC 3.5)

By definition, dysfunctional employee turnover is a type of voluntary turnover,

and it occurs when top-performing employees resign more frequently than your less
effective staff, leading to adverse effects on various aspects of the organization (Panchal,
2023). Dysfunctional turnover has a direct impact on the expenses associated with
recruiting and training new talents. This particularly poses challenges for organizations,
especially those operating on limited recruitment and training budgets. The recruitment,
onboarding, and training processes are both costly and time-consuming, significantly
impacting the budget. Also, the departure of talented employees from the organization
will result in reduced levels of productivity as an indirect consequence (Cosentino, 2022).

There are direct and indirect costs related to dysfunctional turnover. For the direct
costs, it has a negative impact on recruitment and onboarding. For recruitment, hiring a
new employee incurs expenses, involving costs for background checks, screening time,
and other related processes. Additionally, there is a financial outlay for online job ads and
advertising. For onboarding, these encompass expenses related to paperwork and
administration, setting up workspace, providing welcome kits, as well as covering travel
and relocation costs. For the indirect costs, dysfunctional turnover causes a reduction in
productivity and a negative brand image and reputation.

13. (AC 4.1)

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 The type of contractual arrangement we choose for the workforce will depend on
various factors, including the nature of the work, the duration of the project, the level of
control you need, and the preferences of both the employer and the workers. Three
examples of common types of arrangements and when they might be suitable are:

1. Full-time employment. Full-time employment provides stability and consistency

for both the employer and the employee. It allows the worker to have a reliable
income and benefits, while the employer benefits from a committed and dedicated
workforce. It is well-suited for roles that require a long-term commitment and
ongoing engagement. This is particularly important for key positions within the
company. Also, full-time employees typically work regular hours, making it
easier to plan and manage workloads.

2. Part-time employment. By definition, a part-time employee is someone who

works less than full-time hours (Janza, 2020). Part-time employment provides
flexibility for both employers and employees. Employees appreciate the ability to
balance work with other commitments such as education, family responsibilities,
or pursuing additional interests. Part-time positions often result in cost savings for
employers compared to full-time jobs. Employers may not need to provide the
same level of benefits, and part-time workers may be paid on an hourly basis.

3. Freelance Workers. Freelancers are independent contractors engaged to fulfill a

specific task. It is suitable for various situations, offering flexibility and specific
advantages for both employers and freelancers. Freelance agreements provide
flexibility for employers to engage specialized talent for specific projects without
the long-term commitment associated with full-time employment. Also, hiring
freelancers or contractors can be cost-effective as the company does not have to
provide benefits like health insurance, paid leave, or retirement benefits.

14. (AC 4.2)

Express terms, by definition, are those terms that are explicitly stated and agreed
upon by the parties involved in the contract. They are clearly set out in either written or
verbal form (Powell, 2023). These terms are communicated directly and consciously by
the parties during the negotiation or drafting of the contract. The scope of work,
conditions for payment, and the timeline for delivery are examples of subjects that must
be established as explicit terms within the employment agreement. Express terms are
generally more easily enforceable because they are clearly articulated and agreed upon by
the employer and employee. Explicit terms rely on verifiable information that can be
legally enforced, whereas implicit terms rely on observable information. therefore, the
utilization of precise and thorough express terms contributes to increased legal stability.

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 On the other hand, implied terms are terms that are not expressly stated in the
contract but are inferred from the circumstances, the nature of the agreement, or the law.
Implied terms are not explicitly discussed or written but are assumed to be part of the
contract based on the presumed intentions of the parties or legal requirements. Examples
of implied terms are mutual trust and confidence and business loyalty. They do not need
to be in the contract because it is assumed that both parties know them beforehand. It is
worth mentioning that implied terms are legally binding in the court of law (Peninsula
Group, 2021).

15. (AC 4.3)

Effective onboarding is a process designed to integrate new employees into an

organization and help them become productive and engaged members of the team. It
involves several components and offers various benefits. Two components and their
benefits of effective onboarding program are:

1. Induction. Induction is introducing your organization to the new hire. This

process commences during pre-boarding and is a brief session on the employee's
initial day. It provides new employees with a clear idea to the company, including
its mission, values, culture, projects, and organizational structure (Warner, 2023).
It may also cover the organizational structure, departments, and key leadership.
The purpose of induction is to help new joiners understand the broader context of
their roles and fosters a sense of belonging. It facilitates early networking and
relationship-building with key individuals in the organization.

2. Mentoring and Onboarding Buddy Systems. Assigning mentors or buddies to new

employees who can provide guidance, support, and help them acclimate to the
company culture. Onboarding buddies serve as employees from the same
department as the new hire to help them adapt and learn about the company
quicker.

One benefit of effective onboarding program is that it fosters a positive and

engaging experience for new employees, making them feel valued and connected to the
organization. Engaged employees are more likely to be motivated, committed, and
productive, contributing to overall organizational success. Another benefit is that it
reduces employee turnover. Effective and well-structured onboarding process helps new
employees quickly adapt to their new roles, reducing the time it takes for them to become
fully productive. It also contributes to higher employee retention (Bahr, 2020).

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 Reference List

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 Bahr, E. (2020). 10 Benefits of an Effective Onboarding Plan. [online] Click Boarding. Available

at: https://www.clickboarding.com/10-benefits-effective-onboarding-plan/.

BasuMallick, C. (2021). What Is Employee Retention? Definition, Strategies, and Ideas, With

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Bishop, G. (2023). What is the government’s role in education? [online] Medium. Available at:

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[online] www.spica.com. Available at: https://www.spica.com/blog/part-time-work.

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 Kaikhosroshvili, K. (2024). 6 Expert Ways to Integrate Performance Management and Talent

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 TUC (2021). Learning and skills. [online] TUC. Available at:

https://www.tuc.org.uk/resource/learning-and-skills.

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