People Planning Manager for a medium sized organisation

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Case study
You have recently been recruited as a People Planning Manager for a medium sized organisation which operates in the commercial transport & logistics sectors. The organisation has been experiencing challenges with recruiting and retaining staff because of new UK immigration regulations and Covid restrictions on travel and working conditions. You have been asked to assist in preparing the management team for an Executive Board meeting on a review of talent management and workforce planning by providing them with a presentation.

Preparation for the Tasks:

At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.

Refer to the indicative content in the unit to guide and support your evidence.

Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task.

Ensure that the evidence generated for this assessment remains your own work.

You will also benefit from:
Acting on formative feedback from your Assessor.

Reflecting on your own experiences of learning opportunities and training and continuing professional development.

Reading the CIPD Insight, Fact Sheets and related online material on these topics.

Task – Presentation
The focus of the presentation is on the effectiveness of workforce planning and the development of a diverse talent pool. The presentation will also explore how to contract and on-board the workforce.

Your presentation should relate specifically to your organisation (real or fictitious) and needs to include slides and supporting notes ready for the Board.

The presentation must therefore include:

· an explanation on how organisations strategically position themselves in competitive labour markets. (AC 1.1)

· an explanation on the impact of changing labour market conditions on resourcing decisions. (AC 1.2)

· a discussion of the role of government, employers and trade unions in ensuring future skills needs are met. (AC 1.3)

· an analysis of the impact of effective workforce planning. (AC 2.1)

· an evaluation of the techniques used to support the process of workforce planning. (AC 2.2)

· an explanation of the approaches to succession and contingency planning aimed at mitigating workforce risks. (AC 2.3)

· an assessment of the strengths and weaknesses of different methods of recruitment and selection to build effective workforces. (AC 2.4)

· an examination of turnover and retention trends and the factors that influence why people choose to leave or remain. (AC 3.1)

· a comparison of different approaches to developing and retaining talent on an individual and group level. (AC 3.2)

· an evaluation of approaches that an organisation can take to build and support different talent pools. (AC 3.3)

· an evaluation of the benefits of diversity in building and supporting talent pools. (AC 3.4)

· an explanation of the impact associated with dysfunctional employee turnover. (AC 3.5)

· an assessment of suitable types of contractual arrangements dependent on specific workforce need. (AC 4.1)

· a differentiation between the main types of contractual terms in contracts. (AC 4.2)

· an explanation of the components and benefits of effective onboarding. (AC 4.3)

Your evidence must consist of:
Slide deck and presenter notes (approximately 3900 words) refer to CIPD wordcount policy

It is essential that you refer to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

 

Sample Solution

onjunction with other motivational theories such as goal setting theory.
Figure 4: Hygiene and Motivating Factors (Pettinger,, 2006)
Goal setting is not just an important part of motivation, they are essential for both teamwork and successful leadership, they provide indication on what must be achieved, how much effort they must devoted to achieve it and they act as the primary source of job motivation for individuals, therefore setting them accurately is essential (Pettinger 2007). Specific and clear goals are the most effective motivators, and will lead to optimum performance, therefore it becomes essential for a leader to understand what motivates each individual within a group (Pettinger, 2007). Motivation is highly personal, and can differ massively across a group, so the leader must adapt how they motivate to suit each individual, this highlights the need for an organisation to implement policies that allow leaders to be flexible in how they reward individuals. Issues arise when goals are not set well, if the goals are ambiguous, unachievable or too easy then the individual will lose motivation (Pettinger, 2007). Once goals have been set it becomes essential for leaders to regularly assess how individuals are progressing towards them, if well then goals should be made more challenging, if they are struggling then the goals should be made easier. Goals also allow for leader to assess how the team are performing, and how their leadership style is functioning with the group, if goals are not being met the leader must adapt how the team interact together or their leadership style to achieve them.

Conclusions
The theories discussed provide a framework for understanding teamwork, leadership and motivation, however often are only applicable to distinct situations so do not translate sufficiently into practice and should be used cautiously. Clear connections and codependency exist between the theories, and ultimately in practice becomes the responsibility of the leader to intertwine them to achieve maximum performance from a group. For organisational behaviour to be successful, leadership must aspire change in group members, ensure teams are functional and individual group members are motivated, and is underpinned by a leaders ability to adapt the theories to the situational factors around them. To do this, and successfully implement policies to gain maximum performance, there must be conditions that make the situation favourable for a leader, and is the responsibility of the group at the top of an organisations hierarchy. In summary, the theories discussed may not always directly provide the solution required to maximum performance from a group, but equip a leader with the understanding of the core principles of leadership, teamwork and motivation, allowing them to shape and tailor the theories to any situation they face.

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