People Planning and Resourcing

Transcription

1 QCF Syllabus People Planning and Resourcing Unit Title People Planning and Resourcing Unit Reference Number A/601/7506 Guided Learning Hours 160 Level 5 Number of Credits 18 Unit purpose and aim(s): This unit aims to give learners a sound understanding of: principles behind the design, implementation and review of people plans the external factors to be considered when designing the people plan different approaches to people resourcing in today s organisations recruitment and selection processes and their evaluation employee retention and managing employee departures systematic, cost-effective recruitment and selection methods for controlling turnover employer branding strategies Learning Outcome 1 The learner will: Understand the principles behind the design, implementation and review of people (human resource) plans. 1.1 Explain the purposes and potential benefits of people planning. 1.2 Assess the disadvantages and dangers of people planning in a turbulent, highly competitive and fast-moving world. 1.3 Design a cost-effective people plan for a specified corporate scenario. 1.4 Create mechanisms for measuring and monitoring the effectiveness of a people plan during its implementation, and where necessary devise remedial processes to ensure its continued relevance and value The purposes and goals of people planning, with special reference to the links between people planning and an organisation s strategic goals, vision, mission, values and Big Idea The benefits of systematic people planning, especially for organisations relatively untouched by turbulence, uncertainty and discontinuous change The continuing debate about the value and relevance of people planning in today s world of work and organisations, characterised by constant uncertainties, turbulence, discontinuous change, political disturbance (in some regions), and globalised competition The development of people plans appropriate for specified corporate scenarios, incorporating the organisation s high-level strategy, its people demand requirements and supply forecasts, plus proposed action plans to address any significant discrepancies Mechanisms and techniques for measuring and monitoring the effectiveness of a given people plan The creation of risk assessments and contingency plans within people plans, plus remedial programmes for implementation where necessary in order to ensure that the people plan remains relevant and worthwhile.

2 Learning Outcome 2 The learner will: Know how to identify and take account of all the relevant internal factors when designing the people plan. 2.1 Describe systematic methods for analysing the strengths and weaknesses of a workforce. 2.2 Identify methods for calculating key indices of organisational performance through people and show how the results may be interpreted in order to undertake remedial action if appropriate. 2.3 Explain the corporate benefits to be gained from securing high levels of employee commitment and engagement. 2.4 Explain how to construct commerciallydefensible plans for promoting employee commitment and engagement throughout a given workforce. 2.5 Apply the above knowledge and skills to specified organisational scenarios Systematic methods for analysing the strengths and weaknesses of an organisation s current workforce in relation to the organisation s future human resource requirements Principal techniques for assessing and quantifying various indices of people performance and contribution, plus a range of courses of action to resolve difficulties where necessary The commercial, competitive and strategic benefits to be gained from creating a workforce characterised by high levels of employee commitment and engagement The methods and techniques typically used by organisations seeking to secure high levels of commitment and engagement from their employees The application of the above models, tools and principles to broadlydefined corporate scenarios. Learning Outcome 3 The learner will: Know how to identify and take account of all the relevant external factors when designing the people plan. 3.1 Describe the features of any given labour market (local, national, international or global) and their application in corporate people planning. 3.2 Construct a well-informed set of predictions concerning the future labour market, generally and in relation to particular locations, regions or types of labour. 3.3 Evaluate the significance of key external variables principally political, economic, social and technological factors for the design of people plans. 3.4 Apply the above knowledge and skills to specified organisational and businesssector scenarios The principal features of any given labour market: geographic (local, national, international or global), demographic, political, psychological (whether work viewed as a central life interest or merely a financial necessity) and cultural features The future of any given labour market both generally in relation to the above features, but also in relation to specified categories or segments within the working population, e.g., skilled/unskilled manual workers, the service sector, IT, management, etc The significance of all relevant external variables (PESTLE: political, economic, social, technological, legal and environmental) so far as the development of labour markets is concerned The analysis and application of the above principles, models and techniques to particular organisational scenarios.

3 Learning Outcome 4 The learner will: Understand the major approaches to people resourcing used by organisations in the modern world. 4.1 Describe the high-level purposes for people resourcing, especially related to an organisation s vision and strategic goals. 4.2 Identify the principal routes through which people resourcing may be undertaken, and the contingencies that may affect approaches to people resourcing in a variety of contexts. 4.3 Explain the legal, ethical and professional background to people resourcing The goals and objectives for an effective, business-focused people resourcing strategy The range of people resourcing routes, processes and systems (including traditional/systematic models and techniques, and transformational visions for employee engagement) identified and evaluated according to their generic suitability as well as their specific relevance to any given set of corporate and resourcing strategies (especially for organisations pursuing a transformational vision for employee engagement) The contingencies which may affect the approaches used for people resourcing, i.e., size (local, national, multinational, global), geographical location, the nature of the labour market, the competitive environment (public/private, manufacturing/service) The legal, ethical and professional criteria which govern the strategies and operational systems for people resourcing. Learning Outcome 5 The learner will: Understand what is involved in recruitment and selection, including all relevant ethical/legal and professional aspects and methods for evaluating the effectiveness of recruitment and selection systems. 5.1 Explain how to design and embed costeffective recruitment/selection strategies, procedures and systems, both in general and also when catering for specified contingencies. 5.2 Explain how to design recruitment/selection processes which do not unfairly discriminate on grounds of gender, ethnic differences, age, religion, sexual orientation or disability. 5.3 Describe the specific recruitment and selection processes used by organisations when resourcing across national borders. 5.4 Explain the necessity for systematically measuring the effectiveness of recruitment and selection and identify the problems of accurate measurement The development and design of recruitment and selection strategies/practices targeted towards specific resourcing scenarios and functioning within appropriate legal/ethical/professional criteria and standards The establishment of recruitment and selection systems which do not discriminate on any grounds: religious, ethnic, gender, sexual orientation, age or disability The development and implementation of recruitment and selection processes used by organisations when recruiting across national borders Methods for analysing and measuring effectiveness (the validity and reliability ) of recruitment and selection The complexities involved in calculating the effectiveness of people resourcing strategies and practices, including the problem of defining cause/effect relationships, the potential impact of intervening factors or variables and the selection of meaningful criteria.

4 Learning Outcome 6 The learner will: Understand the processes and activities which together comprise systematic, cost-effective recruitment and selection. 6.1 Explain the various methods of recruitment available to organisations and identify relevant criteria for choosing appropriate methods. 6.2 Describe and explain the growing use of technology within recruitment, with special reference to e-recruitment. 6.3 Evaluate the use of different tools to underpin an effective recruitment process. 6.4 Identify and evaluate the various methods of selection available to organisations and devise and justify appropriate methods of selection to be used when selecting for specific vacancies. 6.5 Assess the circumstances in which organisations may outsource parts of their people resourcing activities to recruitment agencies and/or other outsourcing providers and specialists The various methods of recruitment available to organisations and their characteristics, applications, cost-effectiveness (both generically and in specific recruitment scenarios), benefits and disadvantages The development of defensible criteria to be used as the basis of recruitment plans for resolving previously-defined requirements The applications of technology to recruitment, with special reference to the scope, advantages and disadvantages of e-recruitment The design, use and evaluation of job descriptions (accountability profiles), and person specifications (competency frameworks) The principal methods of selection available to organisations and their characteristics, applications, cost-effectiveness (both generically and in specific selection scenarios), benefits and disadvantages, concentrating on selection interview, psychometric testing, assessment centres, application forms and references/testimonials Methods for evaluating the effectiveness of the selection interview, psychometric tests, assessment centres, application forms and references/testimonials The construction of defensible selection plans to cater for specified selection scenarios The design and application of selection techniques which cater costeffectively for special-case scenarios, e.g. transient organisations The applications of outsourcing in people resourcing, including the use of recruitment agencies and/or other outsourcing providers and specialists. Learning Outcome 7 The learner will: Understand systematic and business-like methods for encouraging employee retention and managing employee departures (through voluntary turnover, retirement, redundancy or dismissal). 7.1 Describe both the benefits and risks associated with strategies and practices specifically intended to improve employee retention. 7.2 Identify the standard methods for measuring and analysing labour turnover A review of the benefits and risks associated with employee retention and employee loyalty Definitions for labour turnover and the principal methods for measuring the incidence of turnover.

5 7.3 Explain how to implement the various mechanisms available to organisations in order to manage employee retirements and redundancy programmes in ways that are legally and ethically compliant yet also businesslike and cost-effective. 7.4 Outline the principles and objectives that should govern the design and application of an organisation s discipline and dismissal procedure. 7.5 Identify a range of standard techniques for measuring employee absence, and cost-effective routes for reducing employee absence when absenteeism has reached the point where concerted action is required Procedures for the systematic, legally-compliant, ethically-appropriate and cost-effective management of employee retirements and redundancy programmes The design and implementation of a legally- and ethically-compliant discipline and dismissal procedure Methods for measuring employee absence Cost-effective routes to reduce (or eliminate) unnecessary employee absence on the part of individual employees, groups of employees, or throughout the organisation as a whole. Learning Outcome 8 The learner will: Know how to create and apply an employer of choice or employer brand strategy and process platform. 8.1 Describe what is meant by the employer of choice or employer brand attribution and identify the defining features. 8.2 Outline and explain the benefits of becoming an employer of choice or an employer brand. 8.3 Identify and justify the actions to be taken by an employer when seeking to become an employer of choice or an employer brand The concepts of employer of choice and employer brand defined and explained The key ingredients found in an employer of choice or employer brand organisation, so far as the personnel/hr function and people-management strategies/practices are concerned A review of the benefits to be gained by the organisation (and by its workforce) from securing an employer of choice or employer brand status The construction of action plans intended to transform an organisation into an employer of choice or employer brand. Assessment: Assessment method: written examination (unless otherwise stated). Written examinations are of three hours duration. All learning outcomes will be assessed. Recommended Reading: Please refer to the Tuition Resources section of the Members Area of the ABE website ( for the recommended reading for this subject.