5RTP - resourcing & talent planning
CIPD Intermediate Certificate in Human Resource Management
Level 5
Resourcing & Talent Planning
5RTP
1.0 INTRODUCTION
This report will focus on three areas out of the optional six activities, as follows:
Workforce planning, succession planning and career development planning - the differences and how this can be applied to an organisation;
Employee retention – How an organisation with retention issues could improve staff turnover;
Dismissals, redundancies and retirement – The law and areas of good practice.
2.0 WORKFORCE PLANNING, SUCCESSION PLANNING & CAREER DEVELOPMENT PLANNING
Successful organisations realise that identifying and developing a strategy in these three separate areas is critical to their overall success and the achievement of their objectives.
Workforce Planning is best summarised as having the ‘right people in the right place at the right time’.
CIPD (1) defines Workforce planning as ‘a core process of human resource that is shaped by organisational strategy and ensures the right number of people with the right skills are in the right place at the right time to deliver short and long term organisational objectives’.
There are many different types of activities are included within workforce planning, such as:
Demand supply forecasting
Talent management
Outsourcing
Flexible working
Scenario planning
Organisational strategy and operational drivers are the key internal drivers of workforce planning, however external factors such as market forces, customer requirements and stakeholders needs should also be taken into account to ensure an effective strategy is developed.
Depending on the industry it is applied to, an organisation may use workforce planning to ensure that there is the correct labour to fulfil the demand for products or services. Referred to as hard workforce planning, this predicts how many people with what skills are likely to be needed. Soft workforce planning focuses more on
Level 5
Resourcing & Talent Planning
5RTP
1.0 INTRODUCTION
This report will focus on three areas out of the optional six activities, as follows:
Workforce planning, succession planning and career development planning - the differences and how this can be applied to an organisation;
Employee retention – How an organisation with retention issues could improve staff turnover;
Dismissals, redundancies and retirement – The law and areas of good practice.
2.0 WORKFORCE PLANNING, SUCCESSION PLANNING & CAREER DEVELOPMENT PLANNING
Successful organisations realise that identifying and developing a strategy in these three separate areas is critical to their overall success and the achievement of their objectives.
Workforce Planning is best summarised as having the ‘right people in the right place at the right time’.
CIPD (1) defines Workforce planning as ‘a core process of human resource that is shaped by organisational strategy and ensures the right number of people with the right skills are in the right place at the right time to deliver short and long term organisational objectives’.
There are many different types of activities are included within workforce planning, such as:
Demand supply forecasting
Talent management
Outsourcing
Flexible working
Scenario planning
Organisational strategy and operational drivers are the key internal drivers of workforce planning, however external factors such as market forces, customer requirements and stakeholders needs should also be taken into account to ensure an effective strategy is developed.
Depending on the industry it is applied to, an organisation may use workforce planning to ensure that there is the correct labour to fulfil the demand for products or services. Referred to as hard workforce planning, this predicts how many people with what skills are likely to be needed. Soft workforce planning focuses more on