CIPD Advanced Level Diploma in Human Resource Management

Tutor Marked Assessment- Submission document

Resourcing and Talent Management (7RTM)

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CIPD Assessment Activity

Title of Module Resourcing and Talent Management

Module Code 7RTM

Level 7

Credit value 15

Assessment method Report 3000 words

Expiry Date September 2018

Learning outcomes:
2. Play a leading role in the development and evaluation of resourcing and
talentmanagement strategies, diversity management and flexible working
initiatives.

4. Undertake and evaluate long and short-term talent planning and succession
planning exercises with a view to building long-term organisational
performance.

5. Gather, analyse and use information on employee turnover as the basis

 for developing robust staff retention strategies.

Assessment brief/activity
Drawing on examples from your own organisation or one with which you are familiar with,
write a 3000 word report to your new Director of HR whereby youidentify the organisations Commented [CB3]: These are the key areas you need to cover.
Make sure everything is addressed e.g. equitable with regards to
approach to talent management (inclusive or exclusive) in relation to two distinct groups of flexible working and diversity management.
staff (professional, technical, administrative etc).
Critically evaluate the implications the approach may have on the organisations retention
strategies and succession planning of these staff groups while taking into account
effectiveness, cost, equality, ethics and the legal implications of current practice.
Provide a rationalised set of recommendations to address the issues identified to ensure
the organisations talent management approach is equitable with regards to flexible
working and diversity management.
Your Tutor Marked Assessment Feedback
Assessment Criteria Assessor criteria specific feedback.
Distinction
Grade 70 % and above
Achieves module outcomes related to
General Description GAC at a high level and
demonstrates excellence throughout.
Assessment evidence presented is
very well integrated.
Business Orientation Demonstrates excellent practical and
The ability to locate the professional skills and an impressive
HRM/HRD topic in the big degree of business orientation.
picture as part of an Comprehensive awareness of
organisations strategy. contextual issues. Strategic
perspective critically examined and
explained.
Assessor Feedback
Application Capability Intuitive and creative thinking applied in
The ability to identify, order to generate innovative solutions.
construct, present and Fully justified. All key issues addressed
defend practical and potential barriers and difficulties
solutions to problems and identified. Full consideration given to
opportunities for future ethical and legal obligations.
improvement taking in to Comprehensive action plan
Merit
60-69 %
Achieves module outcomes
related to GAC at a good level
and demonstrates competency
throughout. Assessment
evidence presented is well
integrated.
Demonstrates comprehensive
practical and professional skills
and a good degree of business
orientation.
Very good understanding of
contextual issues. Strategic
perspective clearly explained.
All key issues addressed.
Convincing, business focused
solutions proposed that
consider ethical and legal
obligations. Clear and well-
justified solutions flow logically
from analysis. Prioritisation,
Pass
50-59 %
Achieves module outcomes
related to GAC at a satisfactory
level and demonstrates
adequacy throughout.
Assessment evidence
presented shows some degree
of integration.
Demonstrates adequate
practical and professional skills
and an acceptable degree of
business orientation.
Good understanding of
contextual issues. Strategic
perspective described rather
than explained.
Most of the key issues
addressed. Convincing,
business focused solutions
proposed.
Sound course of action
proposed with some
justification and consideration
Fail
49 % and below
Fails to achieve module
outcomes related to GAC at
this level. Assessment
evidence presented lacks
integration.
Demonstrates inadequate
practical and professional
skills and an unacceptable
degree of business
orientation.
Limited understanding of
contextual issues.
Key issues not identified or
addressed. Proposed
business solutions
unconvincing, brief and/or
illogical. Limited, if any
justification or consideration of
ethical and legal obligations
consideration legal and demonstrating feasibility of proposals,
ethical implementation, prioritisation and
obligations. costing where appropriate.
Assessor Feedback
Knowledge and Demonstrates an excellent
Understanding understanding of professional
Demonstration of the knowledge across HRM/HRD.
ability to analyse, Comprehensive knowledge of subject
challenge and evaluate matter demonstrated. Emergent hot
both theory and research topics considered when appropriate.
on the one hand and Comprehensive analysis of a range of
corporate policies and related concepts and ideas. Evidence
practices on the other based argument demonstrating an
excellent understanding of theory
and/or organisational practice.
Statements of fact and personal belief
supported by citations from an
extensive range of appropriate up to
date third party sources, research and
relevant literature at M-level.
Comprehensive conclusions logically
developed and justified from the
analysis.
Assessor Feedback
Presentation and Demonstrates the ability to
Persuasion present/communicate the thinking
The ability to about HRM/HRD issues to an excellent
implementation considerations
and costing included where
appropriate.
Demonstrates a good
understanding of professional
knowledge across HRM/HRD.
Very good knowledge of the
subject matter demonstrated.
Very good analysis of related
concepts and ideas.
Appropriate evidence based
argument demonstrating good
understanding of theory and/or
organisational practice.
Statements of fact and and personal belief reinforced
personal belief reinforced by
citations from an appropriate
and broad range of third-party
sources, research and relevant
literature at M-level. Relevant
conclusions drawn that follow
the analysis.
Demonstrates the ability to
present/communicate the
thinking about HRM/HRD
of ethical and legal obligations.
Some prioritisation,
implementation and costings
considered and explained
where appropriate.
Demonstrates adequate
understanding of professional
knowledge across HRM/HRD.
Good knowledge of the subject
matter demonstrated.
Good analysis of some
appropriate concepts. Some
evidence based argument
demonstrated which draws on
theory and/or organisational
practice. Statements of fact
Statements of fact and
by citations from an
appropriate, but limited, range
of third-party sources, research
and relevant literature at M-
level. Relevant conclusions
drawn that are broadly aligned
to the analysis.
Demonstrates the ability to
present/communicate the
thinking about HRM/HRD
for the course of action
proposed. Little or no
reference to costings,
implementation and/or
priorities where appropriate
Demonstrates an insufficient
understanding of professional
knowledge across HRM/HRD.
Some but rather superficial
understanding of the subject
matter concepts.
Limited or no analysis. Lacks
evidence based argument.
Theory and/or organisational
practice not referred to or
used inappropriately.
personal belief insufficiently
reinforced by citations from
appropriate third-party
sources, research and
relevant literature at M-level.
Conclusions weak, unfounded
or poorly explained.
Demonstrates significant
deficiencies in presenting and
communicating the thinking
communicate professional and intellectual M-level issues to a good professional issues to an acceptable about HRM/HRD issues. Not
conclusions about standard. and intellectual M-level professional and intellectual M- an acceptable professional or
debates and issues in Presentation and structure of standard. level standard. intellectual M-level standard.
the fields of HRM or assessment evidence meets the Presentation and structure of Presentation and structure of Presentation and structure of
assessment brief to an excellent assessment evidence meets assessment evidence is assessment evidence is
HRD to
standard. the assessment brief to a good appropriate to the assessment inappropriate and does not
specialist and non- Concepts expressed with exceptional standard. brief. meet assessment brief.
specialist clarity in a convincing and cogent Concepts clearly and concisely Concepts expressed in a clear Fails to express concepts
audiences manner. expressed in a confident and and systematic manner. clearly, systematically and/or
Sensitive to emotional, attitudinal and persuasive manner. Acceptable, but limited confidently.
political aspects of corporate life. Acceptable and relevant referencing Inadequate referencing.
Extensive and appropriate referencing. referencing. References not supplied,
used inaccurately, or not
attributed.
Assessor Feedback
7RTM Assessor General Feedback

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7RTM Assessment

REPORT TO THE NEW DIRECTOR OF HR ABOUT THE ORGANIZATIONS APPROACH TO TALENT

MANAGEMENT
 Table of Contents

Introduction...........................................................................................4

Approaches to Talent Managements..................................................................................................5

Body.......................................................................................................................6

Conclusion...........................................................................................................9

Recommendation...................................................................................................9

References....................................................................................................................10
Introduction

In the current competitive world, human capital is viewed as the determinant of failure or success of
a business or an organisation. And for that reason, organisations are in need of lynchpins that can
easily connect to the current market, be aware of trending issues, and be able to modify the internal
processes of a business to fit the current customer demand and therefore help the company stay at
the top of the competitive market. The success of a company currently has a highly dependent on
the talent available in an organisation, the blending of people with knowledge, skills and experience
leads to the better productivity of that organisation (Miller, 2015).

This Recruitment Company is an agency that deals with temporary and permanent placements for
the hospitality and care sector, so there is a need to be involved with talent management. In this
company, the employees need to keep up with changing time, and therefore they need to be
innovative and creative in order to improve the technology and come up with better designs and
specifications of various electronics. Therefore, it is important for the organisation to ensure that
they select the most innovative and creative employees to ensure they maintain their competitive
status in the market (Melany Gallant, 2014).

Over the years, the role of the HR manager has been changed from focusing on personnel functions
such as hiring, payrolls among others to the strategic talent management. Talent management is a
commitment by the organisation to ensure that the most excellent and talented employees are
retained and recruited. Talent management can lead to long term success in an organisation and in
achieving the objectives of an organisation, it is easy for a human resource manager to get the right
people for particular roles in the organisation but getting the right talent is the most important
aspect in achieving success within an organisation. In talent management strategy, no particular plan
fits all. Creating a talent management strategy will always ensure innovation in an organisation.
Having an organisation that embraces talent management as a tool for success not only gives the
employees a corporate culture that motivates them but also trains them to become better. In talent
management, the strategic goals used in the hiring process and the succession of leadership
depends on the employees life cycle model. The main components of talent management include
identifying, retaining and developing talent in an organisation and ensuring the capabilities of the
employees (Ashton, 2004).

The two groups of employees that are made will be based on the organization in which they are
working on. For this, the two levels in which the organization will be based on are the lower
organization levels and the medium organization levels. The reason why these organizations are
chosen is due to the difference in the ideologies that are found in these areas. It is seen in the report
presented by Kovach (1987) that employees in the lower levels tend to mostly focus on pay
incentives and a greater job security. Meanwhile, those employees that are in middle organization
level tend to focus on job security and the management that they are working in (Kovach, 1987).

Effective and efficient help is always appreciated, and as a result, it is important to retain employees
that are talented, the organisation can do so by ensuring the employees are satisfied. If the company
fails to maintain their top talented employees, then it becomes difficult for it to retain its market
efficiency. The main strategies used by employers in reducing employee turnover include; benefits
and a competitive salary, flexibility in schedules and tuition assistance (Sarah Yazinki, 2009).
Approaches to Talent Managements

There are some processes that are part of a talent management system when a human resource
manager is aiming at including talent management as a business strategy and with the goal of
employing and maintaining employees that are talented. The processes include; having a meeting
concerning recruitment, having a job description development, review of application materials,
screening of interviews via phone or online job post writing, offering jobs to the selected talented
individuals, training the recruits for the position, setting goals and getting feedback on the same,
promotions among others (Armstrong and Taylor, 2014). The HR in most cases provides training on
various skills, supporting the employees and offering back up but the success of the employees is
ensured by their managers. HR department needs to ensure they can get more from any plans
made for talent development and management that is important to consider (Armstrong and Taylor,
2014); senior leadership should be put front and centre, ensure accountability, the career
development should be driven down into the organization, ensure the managers are empowered
and supported, and partial solutions to the talent development should not be opted for. For the
human resource to ensure excellence in the talent management strategy and process, it is important
that the right talent and the right people are hired for particular roles in an organisation, the people
are believed to be the heart. The number of ways of ensuring excellence in talent management
includes; having effective methods of hiring, providing good employer branding techniques, ensuring
efficient performance in the management process, having a work force strategy, mentoring the
employees, job enlargement and rotation, training the new employees, and ensuring
communication among others (Armstrong and Taylor, 2014).

Another method of ensuring that the talented employees are maintained in the company is by
ensuring there is a reduced employee turnover because this can lead to poor performance in the
companys productivity and unmet goals. It is considered as a best practice that having a high
turnover will lead to the employee being able to deliver the best performance that they can do
(Armstrong and Taylor, 2014). As much as having employees turnover leads to low productivity it is
expensive because the organisation needs to keep hiring new staff and training them to ensure the
productivity of the company does not go down (Darcy Jacobsen, 2015). The number of ways that can
help in reducing employee turnover include; being flexible with the employees, engaging the
employees in team work (Armstrong and Taylor, 2014), fulfilling the employees job expectations,
encouraging the balance of work and life, organizing of company outings and field visits for leisure,
prioritizing the employees health by providing medical covers for them, providing opportunities that
will help in their career growth, among others (Stuckey, 2017).

Body Commented [CB4]: In this section you should compare the

current approach with what is recommended in the literature and
then start to show what improvements could be made. Always
Talent is a term that is used to refer to employees that are more productive compared to other refer back to the question, the learning outcomes and the
employees, an employee that is more engaged in the success of an organisation and they mostly add assessment criteria which are in the assignment brief at the
beginning of your submission.
more value. A talent is also defined as a rare or unique prescription that is hard to imitate which
adds value to work ethic of the employee (Lewis and Heckman, 2006). A talent management
strategy is used in outlining how an organisation will hire, assess, develop and retain great and
beneficial talent in the organisation (Lewis and Heckman, 2006). In the last ten years, there has been
a dramatic change in the talent management strategy; the HR functions have significantly changed
from the basic things like hiring, workforce planning, development and learning etc. to a more
complex role of taken management system (Lewis and Heckman, 2006). In the recent past,
companies have realised that there are some challenges in the market and they are fighting against
them, and these challenges include the change in demographics, shortage of skills, an increase in
competition, and underutilised expertise among others. All these challenges are all about
employees, and therefore organisations have realised the need to manage and plan for the available
talent as they plan to acquire more talent by hiring talented personnel. When an organisation is
united in searching and maintaining talent, it is possible to view the talent gaps and the capabilities
available, and this helps in the organisation's goal alignment. This kind of system is very efficient and
effective in giving the organisation a better understanding of their workforce, help them in
structuring their talent management to satisfy the employee's desires and goals as well as improve
the organisation's innovation and achievements. In the past, a few organisations have achieved the
integrated HR and talent management system, but many are working towards achieving this. The
agency should work towards getting the best talent in the market since it is an organisation that
requires innovation and creativity. The organisation needs to be re-organized and employ new talent
heads that can oversee the HR function and ensure a talent management strategy is employed in the
organisation. At the end of it all, having a talent management strategy and system will end up
benefiting the organisation and improve its competitiveness in the market. The main aim of
integrating talent management into a business structure is to ensure the talent gives positive
outcomes for the organisation and improves its sale ability, but if this doesnt work the organisation
should figure out the necessary efforts needed to improve the outcomes. In the organisation, talent
shortage is not the only problem, rather the lack of innovation and engagement by the employees.
For an organisation to achieve its goals, they should aim at driving a competitive advantage through
people. For decades, the concept of developing individuals talent through learning and the
development of leadership has been available and used in some instances, but it is important for
organisations to readdress this method with the aim of encouraging talent management for the
benefit of the organisation.

The success of an organisation is dependent on the employee's commitment, attitude and how well
they perform their specified duties. In most cases, organisations do not get to maximise the
employees performance and keep them motivated. The agency company needs to ensure that it
maximises the talent of its employees to ensure their talents lead to better innovations. There are
some ways that managers and HR can help in improving the productivity of their employees,
whether it is directly or indirectly. There are many techniques that can be used to improve employee
performances, they include; setting clear expectations, the manager should ensure that the
expectations are communicated well, and the expectations should be managed continues by
checking them against progress, by making sure that through communication employees understand
the objectives of the organisation. The managers should be trained, and this is because they are in
charge of their employees and if the managers do not understand their roles then the employees
might not be able to work efficiently. Ensuring that the employees understand the organisation's
policies, this will be useful in the implementation of the organisation's objectives. By making sure
that employees maintain discipline in their work place can impact positively on the success of the
organisation (Saba Halogen, 2017).

In most cases, the failure of a business or organisation is as a result of a number of factors such as
unsatisfied employees, lack of clearly set objectives, the wrong role fit, unclear expectations and
conflicting priorities. Of all these causes, unmotivated employees is the main reason for a business
failure, on top of motivating the employees, it is important for the management to identify the
employees talents in order to improve on innovation and creativity in the organisation. There are a
couple of methods that can be used in ensuring employee satisfaction, they include; payment of
salary on time, giving them bonuses, employing training among others (SuccessDart, 2017).

It has been a challenge for many HR managers and groups to formulate a talent management
strategy that can outline the priorities and goals of an organisation. Without talent management in
an organisation, the results expected by the performance of an organisation are the same, and if
talent management is not given a strategic role in the organisation, then the probability of
improvement is very minimal. The strategic planning process that an HR at the agency company can
use should include the following; organisational goals identification and their priorities,
organisational drivers as well as challenge identification, gap identification in the organisation, the
definition of the Human resource goals as well as priorities, and measuring expected results and
communicating success. To ensure effective talent management, it is important to ensure that hiring
and recruitments are affected positively. The primary goal of the agency is to have a talent
management strategy is to provide a superior workforce is maintained. If the HR of the company
handles the talent management strategically, then it should flow with the mission, vision goals and
values of the organisation. The challenges faced by organisations and the HR managers in trying to
find the talented people can be addressed using questions such as; how to recruit effectively in
order to end up with the talented people, how to identify them from within and distinguish them
from other employees, how to nurture as well as cultivate their talents and unique abilities and how
to keep them motivated and retrain them in the organization (Basu, 2016). There are many reasons
that make an employees leave their work place, and although most of their employees tend to think
that they left because of pay related issues, that is not always the case, and in most cases, the
employers do not understand why their employees are leaving. It is important for the employers to
listen to the needs of the employees so that they can come up with ways to fulfil their needs and
retain them in their organisations (Accountemps, 2014). The retention methods, in the long run, will
have the benefits to the organisation because they will not have to incur the cost of hiring new staff.
The reasons why employees leave their work place can be categorised as the following seven
reasons; the job place is not what they expected, a job mismatch with the person, little coaching and
help, slow career growth, employees feeling devalued, stress at work and loss of interest (Sheza
Gary, 2017). Organisations culture can be hard to change or adjust, but setting up new
organisational structure can positively impact on the organisation's culture. Job clarity and
description is a reliable tool in achieving an organisations objective because it reduces job confusion
and duplication and it sets expectations for the employees (Management concepts, 2016). For
success planning to be effective and efficient, it is important for employees to understand what is
expected of them. Performance management requires for the organisation to set a straight forward
and clear criteria of will be used to evaluate the employee's performance and develop them
(Nemethy, 2011). A workforce plan can only be effective if the current state of the organisation is
evaluated and its challenges mapped out (Research, 2006).

Conclusion

From the above assessments, it can be seen that having a sound talent management system can
make sure that each of the employees that are working are managed properly. This will make sure
that each of their talents is utilized properly and they are satisfied with the policies that are set. The
human resource management will have to make sure that these policies should be implemented
across their departments. Otherwise, their organization goals will not be completed due to
unsatisfied employees and improper utilization of their resources and energies. The human resource
management should make sure that each of the employees is assigned with the job that matches
their skills and expertise. This will make sure that the employees can work to their fullest and can
benefit the employees from their expertise as well.

Recommendation

If the Agency Company does not invest its resources and energy In the process of hiring talented
people, the probability that their competitors will do so is very high. Therefore it is important for the
HR to recognise the importance of hiring talented people that can improve the company productivity
of quality electronics and maintain customer satisfaction. The company should also work towards
satisfying the needs of the employees; this will keep them motivated and with the need to work
harder in achieving the objective of the organisation both long term and short term. The HR of
Agency Company needs to come up with a talent management strategy that is in flow with the
companys mission, value, vision and goals. Doing this will make sure that the organization will
progress and each of their goals, whether short-term or long-term goals are fulfilled as well.
References

Accountemps. (2014). Employee Turnover Strategies. Accountemps.

Armstrong, M. and Taylor, S. (2014). Armstrong's handbook of human resource management

practice. 13th ed. London, United Kingdom: Kogan Page.

Ashton, C. (2004). Managing talent for Competitive advantage. Emerald Group Publishing Limited.

Basu, A. (2016). Top five strategies for talent management. American Management Association.

Darcy Jacobsen. (2015). Reduce Employee Turnover. Globoforce.

Kovach, K. (1987). What motivates employees? Workers and supervisors give different
answers. Business Horizons, 30(5), pp.58-65.

Lewis, R. and Heckman, R. (2006). Talent management: A critical review. Human Resource
Management Review, 16(2), pp.139-154.

Management concepts. (2016). Well defined roles are the basis for long term talent management.
Management concepts.

Melany Gallant. (2014). Why a holistic Approach to Talent management pays off. Talent Space.

Miller, B. (2015). Techniques to manage and improve Employee performance. HR Daily Advisor.

Nemethy. (2011). Business Exit Planning. New York.

Research, A. (2006). The human capital management. Ohio.

Saba Halogen. (2017). Developing and implementing an effective talent management strategy plan.
SABA HALOGEN.

Sarah Yazinki. (2009). Strategies for retaining employees and minimising turn over. HR.BLR.com.

Sheza Gary. (2017). Best techniques to reduce employee turnover. Talent Culture.

Stuckey, C. (2017). What should your talent management strategy look like? HR ZONE.

SuccessDart. (2017). Talent management strategy and its implications on an increasingly competitive
place. SuccessDart.