Resourcing Talent

Complete all the tasks and criteria as per the attached.Background to Unit ? Resourcing TalentOrganisational success depends on having the right skill mix and realising the benefits of attracting and retaining a diverse workforce proactively and in accordance with relevant legislation. This unit provides an introduction to the resourcing and talent planning process and the factors that impact on an organisation?s resourcing and talent planning activities. Additionally, the unit explores the relationship between recruitment and selection by identifying the key stages in each separate but related process with a view to develop knowledge and skills in the key areas of defining and writing job descriptions; contributing to the job advertisement process; short-listing; conducting face?to-face or telephone interviews; and contributing to job offer and rejection letters. Finally, the unit is concerned with identifying good practice in inducting and retaining employees through an effective ?onboarding? process.The learning outcomes for this unit are that you will:1. be able to explain the factors that affect an organisation?s talent planning, recruitment and selection policy; 2. be able to identify appropriate recruitment and selection methods; 3. be able to contribute to the recruitment and selection interviewing process for a job role; 4. understand the importance of effective induction.Your taskThe assessment is based on a central case study (see below) and takes you through a series of steps in the systematic recruitment and selection process in the role of HR Manager. It includes the skills assessment which will take place during the relevant workshop. Your course tutor will hand out a Skills Observation Checklist (SOC) (a copy of which you have here as well) to you individually which will be used to give both tutor and peer feedback after the selection interview that constitutes the skills assessment, but also gives you an indication of the criteria against which you will be marked by the tutor (see more detail below).The skills assessment aside, you should submit your written assessment in one go to the VLE by the designated deadline. All parts of the assessment should be submitted in one document (CLEARLY SECTION HEADED BY TASK NUMBER), but you should follow the guidance below as to the required format of each step (or element) of the assessment. Throughout the assessment, you should refer to best practice and relevant legislation where appropriate, and include reference to appropriate literature sources to demonstrate your wider reading. Demonstrating evidence of wider reading through appropriate referencing will improve your answer and increase the likelihood of your work achieving a ?Pass?. Although a failure to reference properly would not, of itself, result in an assessment being ?referred?, we would strongly advise you to get in the habit of referencing your work as you will need this skill if/when you progress to higher qualifications, as we stressed at the induction workshop.You should answer the assessment brief with clear reference to the case study context.Case Study ? ElektronikaYou work as HR Manager for Elektronika, an electronics retailer with six high street outlets in key towns in the region. The company is relatively small with a total of 600 staff spread across a small head office and a mixture of part-time and full-time staff in the shops themselves. The structure in the shops is relatively flat with shop managers supported by two supervisors. Below that, the team in each shop is made up of shop assistants whose primary role is to serve customers. The region is managed by a Regional Operations Manager (ROM) (Ana Dusek) who reports directly into the MD (Jan Stepak). Shop managers report directly to the ROM. The role of the shop manager essentially focuses on recruitment of staff (with HR assistance), staff training, setting and maintaining shop service standards, budgeting, localised shop promotion initiatives and building contacts/networks within the local community, setting staff rotas, stock ordering and staff performance reviews.The company is eight years old and is run by the owner founder who remains Managing Director of the company. The HR function is comprised of yourself, one HR Officer and one HR Administrator. The concept and work of HR is relatively new to the company ? the MD has historically believed in a very informal, organic structure and culture and is only now beginning to realise the worth of HR. Your work is primarily ?transactional? ? day to day running of HR matters including the recruitment and selection of staff (in conjunction with shop managers), responding to and advising managers on employment law and relations issues, resourcing and training for employees, and managing employment contracts and employee records. Payroll is undertaken and managed by the Finance Team at Head Office where you are also based.Despite recent recessionary times, the company is doing particularly well and is planning to open three new stores in the next 12 months within the region. Each store opening requires a tried and tested standard lead-in time of about 12 weeks, including the recruitment of staff. As a result, the company has a need to recruit three new shop managers as an initial phase. Once in place, these new shop managers will be directly involved in the recruitment of shop staff in the lead up to each store opening.Task 1 ? HR Planning & Factors Affecting Resourcing and Talent Policy (AC 1.1, 1.2).You arrive at the office on Monday morning to the following email from the MD.Date: Sunday 7.26pm From: Jan Stepak, Managing Director To: HR Manager Subject: Future Staff HeadcountI?ve been thinking about the three new stores. We need to start planning for the lead-in process prior to opening, but I?ve heard from one of my contacts in the industry recently about a process called HR Planning. You know me ? don?t know much about all this HR stuff, but it intrigued me. She talked about how her organisation proactively plan staff headcount and the skills required in the organisation rather than adopt the ?knee-jerk reaction? we seem to have employed over the years to recruiting staff. She also mentioned that they have a dedicated Diversity Officer who sets and manages diversity policy in the company.Can you drop me a quick summary of what ?HR Planning? is and why it might be of benefit to us, particularly if it helps us re-look at numbers of staff per store and the skills we are recruiting into the company? I?d also be interested in your views on what internal and external factors are affecting us at the moment in terms of recruitment and selection as well so that we can think about how to be more efficient and cost-effective in how we do it, and also get the most talented people. Lastly, I know we don?t have a diversity policy at the moment; why should we bother/how would we benefit?Thanks JanRespond to the MD?s email (in email format ? max 400 words) giving him a quick synopsis of what HR Planning is (also known as Talent Planning) , its benefits and how you think it might assist the company in future. You should also summarise the internal and external factors (at least three of each) (with a brief explanation for each) that might affect an organisation?s talent planning and recruitment and selection policy, including consideration of internal factors such as business objectives, culture, and structure and external factors including legislation, ethics, and the economy. Additionally, make sure you respond to the MD?s question regarding diversity, identifying at least three reasons why the organisation should attract a diverse workforce.Task 2 ? Job Analysis (AC 3.1)As a result of the growth plans for Elektronika, you need to recruit three new Shop Managers. Based on previous experience of Shop Manager recruitment in the organisation, you know that you have an established job description and person specification for the role of Shop Manager (see below) which you will use again in this recruitment round for the three new stores. However, before you do so:1. comment on the quality of both the job description and person specification as they stand and identify how you might develop them further (max 500 words) 2. specifically, redraft the existing person specification for the Shop Manager role so that it is a little more structured, detailed and reflective of best practice. You should consider essential and desirable criteria as well as any candidate rating mechanism and weighting of particular characteristics sought for the role (no maximum word count).Job Description: Shop ManagerJob title: Shop Manager, Elektronika, Prague Responsible to: Regional Operations Manager Responsible for: Supervisors and retail staff (four full time, seven part-time) Salary: 38,450 Euros per annum (?30,000 pa) Job purpose: to manage the shoe shop effectively, optimising the profit on sales and managing the staff within the agreed budgetKey accountabilities:1 Work within company guidelines on product display and promotions, ensuring that the organisation objective of ?Electronics for All? is reflected in the visual appearance of the retail premises, the staff and the stock (TVs, stereos, washing machines, etc). 2 Ensure that customers enjoy their Elektronika visit and return to the shop on other occasions, by developing customer care policies and helping staff to respond well to them. Train staff to deal with difficult customers. 3 Manage the staff effectively: recruiting, training and motivating them, ensuring they work well and in line with Elektronika policies. Carry out regular reviews of their role with them and recommend any salary increases to the Regional Operations Manager at the annual pay review. 4 Maintain up-to-date knowledge of Elektronika shoe styles and of general fashion trends ensuring that the customers can be accurately informed of the trends in shoe fashions. Maintain awareness of the competition and give information as appropriate to the Regional Operations Manager. 5 Prepare weekly and monthly management reports on both computer disk and hard copy either for e-mail or post transmission to the Regional Operations Manager giving figures on sales, profit, staff turnover, staff costs, budget variances and stock figures by sizes and lines.6 Work within the agreed budget for the shop, explaining any variations weekly and monthly to the Regional Operations Manager together with the proposed method for returning to the agreed budget. 7 Enhance the status of Elektronika in the area by becoming involved in local retail initiatives (special events, town competitions, council-backed occasions) working with local retail groups and town planners.Nature and scope:The jobholder is responsible for working within the budget agreed with the Regional Operations Manager and must alert the ROM to any possible difficulties with these constraints. The jobholder is responsible for the quality of the customer experience and the quality of service provided by the staff. The shop is expected to provide the full range of electronic goods .Individual shop managers can request permission to extend or reduce the range if it can be demonstrated that demand exists in the local population. The job holder should establish appropriate shop opening hours to suit the location and the customers and by noting the competition. Health and safety issues must be considered at all times.Contracts:The job holder must deal appropriately with customers, staff, Elektronika company staff, local retail contacts and council officials and uphold the company name at all times.Person Specification ? Shop ManagerSkills and Knowledge Required:? High street retail management ? Management of small groups of staff ? Quality practices such as customer care initiatives, staff motivation programmes ? Budget management, sales and profitability improvement schemes ? Retail experience with electronics ? Using information technology to measure trends and sales data ? Working with council officials and other traders in local groups ? Marketing, public relations and display of goodsTask 3 ? Recruitment and Selection Methods (AC 1.3, 2.1, 2.2)Listen to the CIPD Podcast ? ?Social Networking, Recruitment and HR? (no. 22) ? by either:? if you are on the VLE, clicking the following link ? or, if you are not on the VLE, going to the CIPD website at, clicking on ?HR Resources?, ?Podcasts? and scrolling down to episode number 22.Having listened to the podcast, write a 500 word report identifying:? factors that generally affect an organisation?s recruitment and selection policy; ? specifically, three significant benefits and three possible disadvantages from using Web 2.0 technology and social networking as a form of recruitment for organisations, and whether or not you feel such an approach to recruitment would work for Elektronika, and why; ? two other means of recruitment method that could alternatively be used for Elektronika, justifying why (in terms of their benefits) and any possible risks or downsides; ? three appropriate selection methods that the company could utilise, justifying why you think they might be the most appropriate.Task 4 ? Advertising & Short-listing (AC 3.2, 3.3)You have elected to continue with advertising in the local press and on the company?s website for recruitment purposes with a panel interview for short-listed candidates for selection purposes for the new Shop Manager roles. Those enquiring about the advert will be sent out a standard Elektronika application form. CV?s will also be accepted.? draft a 200 word advert for the role of Shop Manager to appear on both the company?s website and in local newspapers. In so doing, you should take account of the role requirements, the need to attract candidates in the market, any legal requirements and the general effectiveness of the layout of the advert including any ?call to action? on the part of candidates. The deadline for submission of applications and CV?s should be two weeks from the date of the advert; ? write a 100 word email (in email format) to the Retail Operations Manager (Ana Dusek) explaining: o the key selection criteria to be used in short-listing candidates o how you would shortlist the 18 CVs and application forms you have received against these criteria to manage the short-listing process effectively to arrive at a final manageable pool of candidates for interview.Task 5 ? Skills Assessment ? Selection Interviewing (AC 3.4)You are required to plan for and carry out a panel selection interview for the role of Shop Manager for Elektronika as a small group. You should note the following:-? the interviews will be carried out on the morning of the relevant workshop in accordance with your Study Calendar; ? the course tutor will put you into groups of two or three on the day before. It is at your discretion if you use extra time before the skills assessment afternoon (such as in breaks or before and after a workshop) to prepare for the interview as a group; ? you will receive one hour for preparation formally during the workshop to prepare as a group; ? in your preparation, you should consider the criteria on the Skills Observation Checklist (SOC) (see below) handed out by the tutor as well as core issues around interview structure and question type and technique. These elements will have been covered in the workshops by the tutor before the skills assessment); ? the tutor will start observing you as a group during the formal preparation hour. It is imperative that each member of the group contributes evenly to preparation (e.g. preparing questions, adopting agreed roles, agreeing the final interview structure) and in the interview itself (such as each member questioning the candidate in selected areas). The first assessment criteria on the skills observation checklist relates to how well as a group you plan the interview); ? whilst you will be marked as a group overall, you will receive individual feedback as well as group feedback from the tutor at the end of the interviews. The tutor will also allocate fellow delegates to help with peer observation and feedback (however, it is only the tutor who will mark you); ? the candidate for each interview will be played by a fellow delegate not interviewing at the time (the tutor will arrange this with you); ? you should allocate roles amongst yourself as a panel ? for example, Retail Operations Manager, HR Manager, existing Shop Manager, etc. ? you will have five minutes at the end of the interview to continue in character to Discuss (check for the help you need) the candidate you have interviewed and make a decision as to whether you would offer them the job/take them to a next stage of selection (should you decide one exists); ? the tutor will not be able to give you an immediate mark at the end of the interviews. The Skills Observation Checklists will be taken away by the tutor, written up and then the CIPD Training Operations team will email them to you shortly after the course.SKILLS OBSERVATION CHECKLIST (SOC)Student?s name:Be able to contribute to the recruitment and selection interviewing process for a job role.Participate effectively in a selection interview and the decision-making process for an identified role.Skills requiredAssessor feedback ? to be completed by the assessor with notes to support the decisionPlan interview: ? questions ? roles ? structurePrepare suitable environmentOpen interview appropriately: ? introductions ? outline of interviewEstablish rapport and put candidate at ease.Use appropriate questioning techniques: ? open questions ? clarifyingControl interview without dominatingCommunicate (listening and speaking) effectively with candidate, using appropriate body languageInvite, and deal with, candidate questionsClose interviewLiaise effectively with other members of panel (if relevant)Conduct interview within legal requirementsMaintain clear notes and justification for decision Assessor?s signature and date:Task 6 ? Making the Offer & Induction (AC 3.5, 4.1, 4.2).You have made a decision on the candidates you would like to offer to (it doesn?t have to be the candidate you interviewed for the skills assessment);? summarise briefly what records from the recruitment and selection process need to be retained and why (max 100 words) ? draft an offer letter (max 150 words) for the successful candidates including what you think are the essential elements of the offer and requesting the appropriate information required for keeping suitable personnel records for legal reasons on the individual; ? draft a rejection letter (max 150 words) for non successful candidates; ? you also need to plan for the induction of the new Shop Managers eight weeks before store opening (remember, the new Shop Managers will be directly involved in recruiting new staff in the lead up to the opening of their store). Therefore, write a 500 word summary covering: o the purpose of induction and at least three reasons why organisations should undertake it; o what the induction for Shop Managers should cover, who should be involved and the relevant timescales for the induction process.Submission deadlinesAll tasks should be submitted together as one report to the VLE . Please refer to the study calendar for the submission deadline.Development plan (AC 3.5 DEP)Reflect on any learning from your assessment and wider study of the unit (including attendance at the workshop), identify any learning points for the future and amend your Development Plan established in the assessment for the first unit (?Developing Yourself as an Effective Practitioner?) accordingly. 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