Running Head:
Table of Contents
Task 1 .............................................................................................................................................. 4
“AC 1.1: Strategic Positioning in Competitive Marketplace” .................................................... 4
“AC 1.2: Changes in the Labour Market's Effects” .................................................................... 4
“AC 1.3: Role of Government, Employers and Trade Unions” ................................................. 5
Task 2 .............................................................................................................................................. 7
“AC 2.1: Effects of Good Workforce Planning” ........................................................................ 7
Making future plans ................................................................................................................ 7
Accurate Prediction ................................................................................................................. 7
Management of the Day-To-Day Operations ......................................................................... 7
“AC 2.2: Workforce Planning Methodologies” .......................................................................... 8
Recognizing the Talent Supply ............................................................................................... 8
Considering Required Future Changes ................................................................................... 8
Identifying the System's Gaps ................................................................................................. 8
Locating a solution .................................................................................................................. 9
“AC 2.3: Succession and emergency planning strategies” ......................................................... 9
“AC 2.4: Techniques for Hiring and Screening” ........................................................................ 9
Recruitment ........................................................................................................................... 10
Selection ................................................................................................................................ 10
“AC 4.1: Types of Contractual Arrangements” ........................................................................ 10
“AC 4.2: Different Forms of Contractual Terms” .................................................................... 11
“AC 4.3: Components and Benefits of Effective Onboarding” ................................................ 12
Enhanced Worker Satisfaction .............................................................................................. 12
Greater Engagement of Employees ...................................................................................... 12
TASK 3 ......................................................................................................................................... 13
“AC 3.1 Recent Trends in Turnover and Retention, and the Effects of Motivational Issues and
Managerial Styles on Turnover and Retention”........................................................................ 13
Recent trends ......................................................................................................................... 13
Factors that influence turnover and retention in OcMara ..................................................... 13
“AC 3.2 Two Approaches That Can Enhance and Retain Employee Talent on A Personal and
Group Level” ............................................................................................................................ 14
Workplace features ............................................................................................................... 14
Training and development .................................................................................................... 14
“AC 3.3 Two Approaches That Can Be Applied by OcMara to Establish and Promote Various
Talent Pools”............................................................................................................................. 14
Coaching and mentoring initiatives ...................................................................................... 15
Performance appraisal ........................................................................................................... 15
“AC 3.4 The Usefulness of Diversity in Establishing and Promoting Talent Pools” ............... 15
Meaning diversity ................................................................................................................. 15
Benefits of diversity in regard to promoting talent pool in OcMara..................................... 15
“AC 3.5 The Concept of Direct and Indirect Cost Connected to Dysfunctional Employee
Turnover” .................................................................................................................................. 16
Dysfunctional employee turnover ......................................................................................... 16
Direct costs............................................................................................................................ 16
Indirect costs ......................................................................................................................... 16
References ..................................................................................................................................... 18
Task 1
“AC 1.1: Strategic Positioning in Competitive Marketplace”
Organizations use sourcing tactics to persuade the best suitable applicants to apply for
available jobs. Companies must do a competitive analysis of the labour market to identify and
assess their major and secondary talent rivals (Guo et al., 2018). Each competitor's positioning,
brand image, advantages, and weaknesses are contrasted and analysed during a competitive
analysis. The chance for both personal and professional growth, job stability, the work
environment, the amount of income, and any other benefits that may be supplied are additional
important competing factors that might be considered. Organisational positioning is another tactic
used by businesses to distinguish themselves in a competitive labour market. The model of
organisational roles classifies jobs into four basic classifications (Raddats et al., 2019). The
assumptions of this model are based on the organization's culture and incentives. You owe your
money, your ideals, your freedom, and your friends to these individuals. If the current organisation
wants to become a top employer, it must prioritise justice in decision-making, appreciate and
recognise its employees, encourage work-life balance, and provide opportunities for professional
progress.
“AC 1.2: Changes in the Labour Market's Effects”
The efficiency of the labour market relies on the equilibrium between supply and demand
for labour. Research enables the prediction of short-term future labour market conditions.
Although the COVID19 pandemic disrupted the labour market, it is projected that as a
consequence of the epidemic, employment rates will climb. There are other techniques to avoid
layoffs, such as redeployment, compensation modifications, and hiring freezes. The difficulty in
filling open jobs is indicative of a labour shortage (Yuliansyah et al., 2019). Thus, the labour
market was constricted. Similar to prior instances, Brexit was a fight that resulted in a number of
travel limitations for EU people. These alterations made succession planning more complex and
diminished the value of human resource management. For instance, compensation varies by
industry and is based on the worker's personality and the conditions of the contract.
Changes in the composition of the workforce may have an effect on the rise of the average
pay in a nation's economy, as shown by compositional effects. They also rely on the magnitude of
pay disparities and the distribution of labour. Since the start of the epidemic, the makeup of the
workforce in the euro zone has undergone considerable changes. This includes modifications to
the average age and education level of the population, as well as the prevalence of various contract
forms that imply both permanent and temporary employment. Changes in the number of people
engaged in lower- and higher-paying sectors of the economy have altered the industrial diversity
of the labour force. Previously, compositional shifts benefited wage growth; however, they have
now weakened and became negative (Laubinger et al., 2020).
The overall rate of inflation in average salaries has been greatly reduced as a result of the
significant drop in the labour market caused by the immediate crisis and the subsequent cyclical
rebound that occurred in the years after 2013. Changes in the demographic mix and intellectual
makeup of the labour force seem to be the key contributors to structural consequences; these
modifications have recurrent and long-lasting effects. Young, low-paid, and unskilled workers,
who were struck especially hard by mass layoffs during the recession and only saw their
reemployment prospects increase during the recovery, were largely responsible for the trend of
compositional effects being stimulative. Young, low-paid, and unskilled personnel were affected
especially hard by widespread layoffs during the recession. The assessment of data from a number
of nations demonstrates that a number of countries influence the performance of the euro zone as
a whole (Laubinger et al., 2020).
“AC 1.3: Role of Government, Employers and Trade Unions”
Employers promote and assist the development of their employees' abilities. The purpose
is to increase the productivity of the organisation. It is crucial for businesses to know both their
current and future talent needs. The regulatory environment must offer information on the existing
skill situation to businesses (Moules, 2022). The present administration will be responsible for
overseeing the growth of technical training apprenticeship programmes. The apprenticeship levy
was developed in the United Kingdom due to the demand for more trained workers. Apprenticeship
and training programmes for professionals that are subsidised by the government have shown to
be crucial in alleviating labour shortages. The Apprenticeship Levy programme in the United
Kingdom has encountered a number of important problems that must be resolved. By 2019, the
UK Treasury had earned almost £3.3 billion from the apprenticeship levy, revealing flaws in a
system that was intended to stimulate more investment in employee training (Moules, 2022).
Employers evaluate prospective workers depending on how well their talents correspond
with the organization's expected future needs. Recent technological advancements add credibility
to these forecasts for the near future. Employers are increasingly enrolling their employees in
CIPD-affiliated courses for continuing professional development. Employers may take use of this
to enhance their organisations' capabilities. Organizational learning is another topic that has
evolved in recent years. Some businesses partner with educational institutions in order to provide
their workers the opportunity to enhance their education. Trade unions facilitate communication
between employees and their employers. They are the ones that negotiate on behalf of the workers.
They give staff members with information on the available and needed talents. In recent years,
trade unions have given employees a voice, which has been beneficial to education. It is of the
highest significance to understand that labour unions have made a deliberate effort to guarantee
that workers participate actively in their professional development.
Task 2
“AC 2.1: Effects of Good Workforce Planning”
Workforce planning makes it simpler to anticipate the number of people needed to plan
and execute the company's functional goals. The outcomes of a workforce planning strategy must
be analysed correctly. Successful people planning yields a variety of results. Among them include
estimating the personnel levels necessary to accomplish the company's goals, determining the
turnover rates, and evaluating the skill levels of the workforce (Dhaliwal, 2018). The organisation
may experience the following results of workforce planning.
Making future plans
Using outsourcers, technology, and operational indicators, a firm may be able to determine
if its business is expanding or contracting via its personnel planning. It helps the firm in calculating
how many staff are needed to complete a certain task (Frosch & Warg, 2020). This saves the
organisation money by eliminating the need to recruit more or less people to replace vacant jobs
owing to a misunderstanding of the job description. Therefore, if a requirement arises in the contact
centre, the organisation has the employees and people to meet it (Frosch & Warg, 2020).
Accurate Prediction
Planning a company's staff requires precision. An organisation can always determine the
optimal course of action by determining the number of personnel necessary to complete a task.
Consequently, the hiring procedure is shortened and consumes less business resources (Wetklow,
2019).
Management of the Day-To-Day Operations
When selecting how much work to assign its employees, a company must balance
organisational requirements, employee demands, labour rules, vacation time, and staff availability.
By implementing workforce planning, these components may be included into a company's
calendar and daily management planning. Therefore, knowing the number of available employees
at any one moment might help a firm better organise its operations (Haggerty et al., 2018). If a
company wants to deliver excellent customer service, it must organise its employees so that they
may maintain a good work-life balance.
“AC 2.2: Workforce Planning Methodologies”
According to Bastian et al., (2020), the organisation must use the following workforce
planning strategies:
Recognizing the Talent Supply
Management evaluates an employee's talents both internally and outside. Employers using
this method have a greater comprehension of how their employees may contribute to the
accomplishment of organisational objectives (Borba et al., 2019). Consider the market's need for
a variety of capabilities. With this information, the firm is better equipped to deal with the intense
industry rivalry. Employers often evaluate the cost of acquiring the same characteristics elsewhere
when determining the value of an employee's skills. By hiring more individuals, the organisation
conserves its resources. A company's success depends on its ability to correctly and efficiently
assess personnel.
Considering Required Future Changes
Strategic workforce planning may be used to establish an organization's long-term
objectives and strategy. Employees may utilise variables such as projected workload variations
and personnel levels to gather the necessary data for a particular task. As part of workforce
planning, it is feasible to anticipate the required resources and personnel to complete a future
project (Borba et al., 2019).
Identifying the System's Gaps
This means monitoring market forces that the organisation and its customers require to
enhance the customer experience (Kroezen et al., 2018). Using this method, the company may
relate the required task to the applicable skill surpluses and deficits. For instance, if a plan for the
future is formed, this approach assists the organisation in attracting people with the necessary skills
and competence.
Locating a solution
This method might be used prior to the start of a project in order to fulfil the present and
future workforce needs. Because managers evaluate possibilities to educate and develop their
existing workforce, this enables the organisation to improve the capabilities of the present team.
This helps the company to maximise the present workforce's abilities (Jnitova, et al., 2017). To
address these skill gaps and increase productivity, the company's present staff may be augmented
with new hiring.
“AC 2.3: Succession and emergency planning strategies”
Succession planning is the process of identifying crucial responsibilities within an
organisation and generating action plans for people to assume those roles (Griffith, 2012). All
firms may benefit from recognising and passing on essential job skills, information, social
connections, and management practises to the next generation of workers. This will facilitate the
movement of employees around the organisation. The company develops procedures for
contingency succession planning and defines roles and duties to guarantee that regular operations
can continue in the case of an unanticipated absence or retirement of a senior leader or
administrator. A leader's impending departure or retirement influences the succession strategy. A
contingency plan is a corporate response strategy to a probable catastrophe or calamity (Griffith,
2012). To protect resources and reduce customer unhappiness, the contingency plan identifies key
individuals and gives them particular tasks to do during the recovery process.
The COVID19 outbreak is the greatest and most important workplace concern lately
identified. Organizations struggled to retain their whole team and essential information. Brexit has
also been mentioned in respect to employment. As a result of Brexit, an increasing number of
companies are reporting difficulties in recruiting new workers. Due to a competitive labour market,
the incomes of the majority of employees seem to be under increasing pressure. However, it is
unclear why employment expenditure on skills has decreased throughout this time period (CIPD,
2022). Using the 9-box matrix from McKinsey, succession and contingency planning may be
conducted. In corporate planning, the GE-McKinsey Matrix approach for portfolio analysis is used
to examine important firm divisions or product lines.
“AC 2.4: Techniques for Hiring and Screening”
When an organisation attracts the appropriate employees at the ideal moment, for the ideal
job, at the optimum cost, recruiting occurs. In contrast, selection refers to the process of identifying
and evaluating the recruited candidates (Faragher, 2022). Organizations may use a range of
recruitment and selection strategies. These strategies have benefits and drawbacks.
Recruitment
Agency: Utilizing an external staffing agency is a common recruiting strategy. The
technique is advantageous since it expedites the process and, given the agents' ability to recognise
excellent candidates, may result in the creation of competent employees (Mike Wetklow, 2019).
However, it is costly, and new workers who do not suit the company's culture are seen as oddities.
Online platforms: Online employment is also possible. The strategy is economical and
gives a variety of possibilities. However, it is simple for employees to exaggerate their
qualifications. Additionally, it is irrelevant for executive roles. External job adverts are a second
method of recruitment. Job ads are paid advertisements issued to boost the exposure of open
positions and, therefore, the candidate pool. They exist in a variety of forms.
Selection
Interviews: Interviews provide the firm and the candidate a chance to communicate with
one another prior to the beginning of the job process. However, there is a substantial amount of
bias connected with interviews. This strategy has the benefit of highlighting the applicant's
particular abilities and communication skills, which may be required for the post. They might be
applied to candidates with equivalent credentials (Mike Wetklow, 2019). The fact that assessments
are subjective and decided during the first five minutes of an interview is a huge concern.
Psychological Tests: Psychometric testing is an alternative approach with a high degree of
precision. However, employees might falsify their results in order to get picked. A curriculum
vitae is an alternative method of selection. They have the advantage of aiding recruiters in
generating opinions about applicants. The candidate's strategy distinguishes them from the
competitors. It may conceal career and educational disparities, which is a major disadvantage.
Every organisational strategy must prioritise employee wellness (Mike Wetklow, 2019).
“AC 4.1: Types of Contractual Arrangements”
A contract legally ties management and employees. The terms of a contract between an
employer and an employee are both explicit and implicit. The Work Act of the United Kingdom
recognises a range of work contracts based on the needs of the employee. The permanent contract
comes first. Unrestricted permission. Employees and employers agree to work together until one
of them is unable to fulfil their contractual responsibilities (Connelly & Gallagher, 2006). The
employment contract includes all first working contract benefits. The government appreciates
these contracts. Second, the employment law of the United Kingdom recognises fixed-term
contracts. The contract stipulates deadlines. Permanent and temporary workers get the same perks
and protections. Depending on the employer-employee relationship, the contract's expiration date
may be extended or terminated.
The quantity of labour required may also influence the decision. If the work is completed,
the contract may be terminated; if not, it may be extended. Independent contractor contracts the
one who works independently. The conditions of this contract have no bearing on employment.
By virtue of agreements, they are bound. They must pay taxes, statutory deductions, and perks
(Connelly & Gallagher, 2006). Engineers and lawyers utilise employment contracts regularly. To
be too ungoverned is to be too autonomous. Statutory or contractual responsibilities to clients that
are breached may have severe ramifications.
“AC 4.2: Different Forms of Contractual Terms”
The conditions of a contract with no ambiguity are stated in writing or verbally. After an
expressive contract has been established, it is impossible to create a legally binding contract. The
terms and conditions of an implied contract are inferred from the parties' behaviour. The majority
of persons take explicit contracts into account. It is feasible for a firm and a web designer to get
into a formal agreement. After the contract has been agreed upon and signed by both parties,
construction on the new website may begin. Although a person may unintentionally offer services
or enter into a contract, the law disregards whether such actions result in an implicit contract. The
obligation must be fulfilled. Legal language consists of terms found in legislation. It is unlawful
to agree to pay a worker less than the legal minimum wage or to provide them with less notice
than required.
“Express Terms
Implied Terms
Statutory Terms
Words said or written may be Conduct might result in an They
are
subject
to
used to create a legally valid implied agreement. British employment laws.”
contract.
law is an example.
“AC 4.3: Components and Benefits of Effective Onboarding”
This procedure involves developing an organization's operational procedures and
completing candidate applications. Institutionally, it guarantees that the employer's requirements
are satisfied (Becker & Bish, 2021). The pre-employment orientation of the personnel to the
workplace is one of the most important aspects of onboarding. At the workplace, preparations have
been made. The new employee will be able to get to work quickly if their workstation, phone, and
computer are all set up before they arrive. Whether one is hiring entry-level personnel or midcareer professionals, on-the-job training with an expert may help lower stress and increase
confidence. Check in with the new hire after 30 days to determine whether they are happy and at
ease in their role. Ask for comments after outlining the new hire's efforts and achievements. These
are a few advantages of this tactic:
Enhanced Worker Satisfaction
An effective onboarding procedure takes into account all levels of employee participation.
Employees believe that this makes them feel more at peace in their positions and discourages them
from seeking other employment. The institution's past must be communicated to the workforce so
that they may comprehend the organization's objectives (Buchan et al., 2019).
Greater Engagement of Employees
Utilizing the workforce may help in decreasing absenteeism and employee turnover,
boosting production, and enhancing profitability. In contrast, an efficient onboarding process
might lead to employee engagement. Effective onboarding might help workers feel more engaged
to the organization's mission, values, and goals (Abbas et al., 2018).
TASK 3
“AC 3.1 Recent Trends in Turnover and Retention, and the Effects of Motivational Issues
and Managerial Styles on Turnover and Retention”
Recent trends
In several organisations, the most recent pandemic has been the most significant factor
influencing employee retention and turnover. COVID-19 has affected a large number of employees
working for various organisations. Due to the disease, a number of employees have left their
respective organisations. In an attempt to combat the disease, various employment opportunities
have been eliminated. Some businesses have retained critical service providers in order to continue
supplying their goods and services (Singh, 2019). The incentive and benefits system is an
additional innovation that is currently prevalent in a variety of organisations. In order to motivate
employees, the system has been integrated into the organisational culture. Benefits and incentives
aid in retaining talented personnel and reducing turnover.
Factors that influence turnover and retention in OcMara
Motivation factors
The retention and turnover of employees within an organisation may be influenced by
employee motivation, which is vital. OcMara, a firm in the oil and gas industry, may utilise
motivational techniques to retain its employees and reduce staff turnover. Managers at OcMara
may use a variety of reward and bonus programmes to increase employee engagement. In addition,
motivating tactics may enhance organisational culture and build a healthy work environment.
Motivated employees maintain their positions within the organisation and value their work settings
(Ross, 2020). If managers do not motivate their employees, they will likely leave OcMara.
Therefore, incentive should be considered to increase employee retention inside the organisation.
Managerial styles
Organizational employee turnover and retention may be affected by management tactics.
Executives and line managers at OcMara should use the most effective leadership approaches to
manage the staff. The most effective managers create an atmosphere in which employees may
work effectively to enhance the organization's success. OcMara's objective is to conserve the
environment by using eco-friendly products. In order for OcMara's team to perform effectively
and attain the objective, line managers must use effective management practises. A greater number
of employees will remain at OcMara if the management is exceptional (Aguenza, and Som, 2018).
However, poor management practises may result in high staff turnover rates.
“AC 3.2 Two Approaches That Can Enhance and Retain Employee Talent on A Personal
and Group Level”
Workplace features
A company should provide the means for developing its employees' skills. Having these
tools readily available could improve workers' efficiency. The organisation requires human
resource managers, learning and development technologies, and cash for learning programmes,
among other things. An organisation like OcMara may give a coach or mentor to assist employees
develop their skills individually (Khalid, and Nawab, 2018). A worker may get training on how to
develop and use their abilities. The employee may get training on how to operate the company's
oil and gas equipment. Utilizing existing learning tools, like as PCs, managers at OcMara may
deliver online training to a large number of employees. These organisational methods may
facilitate the development of skills and the retention of talent.
Training and development
Employee training and development initiatives may assist an organisation retain and grow
its personnel. Oil and gas production is the primary emphasis of OcMara's business. The sector
requires competent personnel who have acquired enough training and growth. Consequently,
OcMara management may employ self-directed learning to provide staff members with the
opportunity to acquire diverse oil and gas production capabilities individually. These practises may
help in talent development and retention (Khalid, and Nawab, 2018). Programs for coaching and
training may also be employed for the collective benefit of employees. These strategies may be
used to teach employees how to properly contribute to organisational operations. By introducing
training and development activities, OcMara may be able to maintain a skilled team.
“AC 3.3 Two Approaches That Can Be Applied by OcMara to Establish and Promote
Various Talent Pools”
Coaching and mentoring initiatives
When these two initiatives are implemented in an organisation, employee talents may be
enhanced. Human resource managers at OcMara may function as mentors and coaches for
employees. Individuals and groups may both benefit from coachingTo be successful, a coaching
programme needs a coach who can inspire participants to plan for their own personal and
professional growth and help the group achieve its goals. OcMara needs to institute a coaching
programme and staff coaches to aid workers in developing their potential. In the learning and
development programme, mentors are also taken into consideration. For instance, a mentor in
OcMara might enhance employee confidence and educate them on the oil and gas production
procedures. These tactics will allow OcMara to develop the organization's varied talent pools.
Performance appraisal
The performance assessment is an effective approach for measuring an employee's
performance inside an organisation. The OcMara performance tool may be used to measure
employee performance across various organisational sectors. Employee performance may be
assessed on both an individual and a team level. Using performance assessment, managers at
OcMara may find possibilities for improvement. Managers at OcMara may apply the selfassessment method to identify an individual employee's strengths and weaknesses (Hamad, 2019).
They may employ a 360-degree feedback technique to assess workers' performance at the team
level. With the use of employee performance evaluation, OcMara's upper management may
determine which training and education initiatives will have the most impact on improving
workers' abilities.
“AC 3.4 The Usefulness of Diversity in Establishing and Promoting Talent Pools”
Meaning diversity
Diversity in the context of human resources refers to the acceptance of cultures with diverse
origins, values, and perspectives. A firm with a diverse culture, for instance, would include
personnel from several ethnic groups who share the same customs, attitudes, and beliefs in order
to achieve organisational success (Gomez, and Bernet, 2019).
Benefits of diversity in regard to promoting talent pool in OcMara
Wider spectrum of talented workforce
In order to enhance its talent pool, OcMara may include diversity within its corporate
culture. OcMara will attract in a lot of employees from the employment market by embracing the
diversity component. Employees will prefer working for a company that fosters teamwork and
respect for diverse cultures and points of view. The OcMara selection and recruitment team should
consider diversity. It will help the company to recruit new employees with innovative minds for
the workplace (Gomez, and Bernet, 2019).
Lowers employee turnover
Diversity may result in improved working conditions for OcMara's employees. As a result
of the elimination of workplace conflicts, employee productivity will increase. The likelihood of
employee turnover will decline as employee engagement and satisfaction increase. Therefore,
OcMara's management must continue to value diversity within the organization (Gomez, and
Bernet, 2019).
“AC 3.5 The Concept of Direct and Indirect Cost Connected to Dysfunctional Employee
Turnover”
Dysfunctional employee turnover
When more creative and capable workers leave an organisation than fewer creative and
competent workers, this is a kind of employee turnover. Talented people may quit an organisation
if its leadership and management practises are ineffective, or if there are no avenues for progression
inside the company (Viola, 2022).
Direct costs
OcMara might face direct costs if skilled people quit the organisation. Potentially
astronomical costs might result from having to find and train new replacements for key personnel
who have opted to quit the company. The transformation of the company may be severely hindered
by dysfunctional employee turnover. Therefore, OcMara will pay tremendous costs to restore the
organization's system to its previous level of success (Viola, 2022).
Indirect costs
As a result of dysfunctional workforce turnover, OcMara Company can suffer indirect
expenditures. For example, knowledge loss may result in financial difficulties for the whole
organisation. The lack of competence may have a significant impact on the operations of the firm.
Therefore, OcMara's production will decrease. Additionally, current employees' morale may drop
if they are required to work in the same way as prior employees (Viola, 2022).
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