1.1 Assess the major contemporary labour market trends in different country contexts.
As a professional Human Resources Manager, it is essential to remain familiar with flow of labour in terms of its demands and supplies – This is referred to as the “Labour Market” and it is a concept of necessity with the growing interdependence among economies and societies. Boeri et al (2013) gave a clear definition of the concept by referring to it as a market where the amount of services that correspond to tasks well established in the job description are offered for a price or remuneration.
1.2 Explain how organizations position themselves strategically in competitive labour markets.
Labour market in contemporary time is quite competitive. Taylor and Woodhams (2012) posits that in other for organization to have the best human resources to foster its survival, there is a need for such organization to develop resourcing strategies that attracts the desired set of people. The Sunday Time posits that the right workforce is attracted when organization minimizes negative publicity and promotes good employment relation practices.
1.3 Explain the significance of tight and loose labour market conditions.
Crowley-Henry (2013) defined the term “tight labour market” as an employee market where organisations find it hard to source for employees due to high overall national employment level while the “loose labour market condition” is an employer’s market where organisation have a large pool of employees to hire for positions since jobs are limited and employees contend with one another for the available space. The tight labour market is characterised by a high demand for labour but a low supply of labour which in turn result in upward pressure on wages.
1.4. Describe the role of government, employers and trade unions in ensuring future skills needs are met.
The approach to work is drastically changing, thanks to technological innovation, demographics, newer business models and the nature of work – all of which are considerably altering the associated skills required to carry work out. Meeting the work demand for the future requires the joint effort of major stakeholders (government, employers and trade union) in correcting skill mismatch through the process of skilling, reskilling and upskilling (World Economic Forum, 2017).
1.1 Describe the principles of effective workforce planning and the tools used in the process.
Effective workforce planning according to the International Personnel Management Association for Human Resources (IPMA-HR, 2002) is the strategic alignment of an organisation’s human capital with its business direction. It is a methodical process of analysing the current workforce, identifying future workforce needs, establishing the gap between the present and the future and implementing solutions so the organisation can accomplish its mission, goals and objectives.
1.2. Develop basic succession and career development plans.
Rothwell (2001; P6) defined a succession plan as a deliberate and systematic effort by an organisation to ensure leadership continuity in key positions, retain and develop intellectuals and knowledge capital for the future, and encourage individual advancement. Barry and Gabriel (2006; 337) posits that succession plans consist of three germane components which are the consideration of succession plan issues, development of succession plan, and application of methods.
1.3. Contribute to plans for downsizing an organisation.
HR professionals should understand and stress the facts that downsizing in contemporary period is a necessity to improve performance, productivity, efficiency and competitiveness (DeYoung and Mirabel, 2015 as seen in Ogunbote 2018; P42). Despite this understanding, the process should be painstakingly carried out and done in fairness. There is a need to assess the consideration taken before a company decides to opt for downsizing.
1.4 Contribute to the development of job descriptions, person specifications and competency frameworks.
Job description is an aspect of recruitment process which happens to be one of the fundamental role of an HR professional. It is a document intended to give a job applicant the outline of the main duties and responsibilities of the job they are applying for.
1.5. Explain the main legal requirements in relation to recruitment and selection.
During recruitment and selection process, there may arise situations that potential employee is disqualified or less favoured as a result of one or more subjective opinions of the employer. This is wrong and often refers to as “discrimination”. In other to prevent or caution the occurrence, several legislation were enacted.
1.6. Assess the strengths and weaknesses of different methods of recruitment and selection.
According to Ahmed (2020), Recruitment and selection are two distinct human resources management activities that greatly impact an organisation. While the former according to Biswas (2012) relates with searching for candidates to employ and stimulating them to apply for jobs in an organisation, the latter relates to picking individuals with relevant qualifications to fill the available vacancy.
1.7 Explain why people choose to leave or remain employed by organisations and the costs associated with dysfunctional employee turnover.
1.7. Explain why people choose to leave or remain employed by organisations and the costs associated with dysfunctional employee turnover.
A distinct explanation for turnover is boldly entrenched in the “Pull and Push” factors as opined by Reyes et al (2019). Burton (2012) states that push factors are factors that lures an individual into searching for a different job while Pull factors are factors that draws an employee’s attention towards another organisation.
1.8 Assess the strengths and weaknesses of different approaches to the retention of talent.
Ott et al (2018) based on reviewed literature posits that four approaches can be used to retain talents.
1.9 Advise organisations on good practice in the management of dismissals, retirements and redundancies that complies with current legislation.
Before the decision to carry out a dismissal is reach, employer must ensure that it was initiated on the basis that employee has bridged any of the following; committed a misconduct or gross misconduct; performed below capacity; employed unlawfully, redundant and carried out other activities reprimanded by the law.
