7HR02 Resourcing and talent management to sustain success

Question 1 (AC 1.1)

Analysis of Factors Shaping the Organisation’s Resourcing and Talent Strategy

Introduction

Organisations in the contemporary business environment now have to grapple with many
challenges in developing effective resourcing and talent strategies. Factors that can
significantly influence the ability to attract, retain and develop talent are both within and
outside the organisation. The technological advancement (external factor) and
organisational culture (internal factor) are examined as the two drivers that impact
resourcing and talent strategy in this essay. It offers practical suggestions on how to reduce
the negative effects. If organisations have a good understanding of these factors and
address them, they would be able to increase their ability to satisfy current and future talent
demands.

External Factor: Technological Advancements

The advent of technology has changed the way businesses operate, and, with it, opens
opportunities and presents challenges in managing the resourcing and talent aspects of the
organisation. As digitalisation, automation, and artificial intelligence (AI) have quickly
developed to meet challenges, role of jobs has altered and changed their skill sets
(Touriano et al., 2023). For example, vast advances (AI and automation) have resulted in
significant efficiencies in simple tasks which have opened the door for humans to use their
bulk in other, more complex and more creative tasks. This, however, also entails the need
for a change in the set of skills that employees need, which, among other things, entails
being more digitally literate, analytically inclined, and be able to problem solve.

As organisations move with the times into the digital age, the demand for resourcing in the
changing face of the market requires a flexible adaptation in terms of how organisations
resource their business and operations. Therefore this includes identifying and attracting
the right talent with the right technical skills and offer ongoing training and development
to upskill our employees (Gilch and Sieweke, 2021). If not done, it can lead to skills gap
— making it an organisation’s incapability to utilise technological advancements
intelligently. Organisations also have to be at the vanguard of the curve by watching out
for technological trends and ensuring that the talent strategies integrate those trends.
Approach that is proactive, it ensures that the workforce becomes relevant and competitive
in the digital age.

Organisations need to carry out skills gap analysis to detect mismatches among existing
skills and imminent needs (Touriano et al., 2023). For instance, BMW’s usage of robotic
assembly lines decreased manual roles by 40 per cent and required reskilling into robotic
maintenance (Touriano et al 2023). Organisations should also partner with such platforms
as with Coursera to render qualifications in automation and AI along the lines of Siemens’
involvement with Udacity, which lessened skill gaps by 30 percent (Gilch and Sieweke,
2021). Through targeted training programs during training and using AI powered
recruiting tool like HireVue, IBM’s data scientists’ recruitment time has reduced by 50%
(Reis et al., 2021). Organisations should use AI based recruitment platform HireVue to
attract tech talent, as it reduced IBM time to hire data scientists by 50% (Reis et al., 2021).

Internal Factor: Organisational Culture

Resourcing and talent strategies are strongly determined by organisational culture. An

inclusive and positive culture can attract and retain very good professional while a negative
or toxic culture can scare them away (Iddrisu and Adam, 2024). Culture influences
employee engagement, job satisfaction, and overall performance. Organisations with a
high level of employee development, culture of collaboration, and innovation tend to
attract and hold powerful individuals (Masenya, 2022).

Nevertheless, many organisations experience problems, including a lack of diversity, poor

leadership and poor communication. Hence these issues can create an unaccommodating
work environment causing high turnover rates and failed efforts to bring in new staff (Le,
2015). Thus, organisations need to analyse and enhance their culture in order to be able to
support good resourcing and human capital management. Other than increasing the
satisfaction of employees, a positive organisational culture helps create a feeling of
belonging and loyalty, which is also vital for long term success.

In order to enhance the internal factor of organisational culture, organisations should invest
in leadership training programmes to build leaders who can promote a positive and
inclusive culture. Cultural change requires effective leadership in order to drive it as well
as to make employees feel valued and supported (Masenya, 2022). Initiatives like
Salesforce’s ‘Trailhead’ that helped to up retention by 20% by personalized learning path
demonstrate how continuous learning is good for retention (Masenya, 2022). Organisations
should, therefore, replicate this by following Google’s ‘20% time’ policy where employees
solve real business challenges, increasing employee engagement by 35% (Iddrisu and
Adam, 2024). Anonymous 360 degree feedback tools such as Microsoft also identify and
address toxic behaviours that can be done at an early stage to improve psychological safety
and reduce turnover (Le, 2015).

Conclusion

There is a need to be proactively addressing both external and internal factors that
determine the approach to resourcing and talent within the organisation. To adapt to
technological advancements, we need to focus on skill development and tricks to attract
digital talent, and at organisational culture, there should be leadership development and
employee engagement initiatives. If these recommendations are implemented by
organisations, then it will help organisations adapt to the changes on the business
environment and have a resilient, high performing workforce. This anticipatory and
responsive ability to overcome these factors will go a long way in organisations aiming to
stay competitive and drive success in the digital age.

Question 2 (AC 2.4)

Enhancing the Effectiveness of Employee Induction Programmes: A Critical Analysis

A smooth workplace integration, high job performance and low early turnover can feasibly
be achieved with an effective employee induction programme. An induction process well
structured allows employees to do the roles, organizational culture and expectations very
fast, resulting into productivity and job satisfaction. However, most induction programmes
fail as a result of generic presentations, paperwork overload, and disengagement. Some
typical shortcomings include inadequate hands on training and not taking advantage of the
modern technology to make learning more efficient.
Two key recommendations would go a long way in making an employee induction
programme more effective in dealing with these challenges. However, first structured on
the job training (OJT) that is integrated into the induction process could provide first
practical exposure for the employees to be starting with essential skills. Second, LMSs can
facilitate interaction, encourage standardization of learning by location, and help in real-
time monitoring of employee progress. These recommendations are consistent with current
learning and talent management literature that suggests they are useful to enhance
employee performance and retention.

Recommendation 01: Integrating Structured On-the-Job Training into the Induction

Programme

Traditional induction programmes typically require theoretical learning and put employees
in a prepareless state for real life. Structured OJT approach closes this gap by providing an
opportunity for practical experience under the supervision of the more experienced
mentors or supervisors. The advantage of this method is that it accelerates the learning
process, increases confidence in employees and helps them pick up the required job
specific skill during the initial period.

As discussed by Iddrisu and Adam (2024), induction training, OJTs, and job performance
have a strong positive correlation relationship. If employees participated in hands on
training while being inducted then they are more competent and adaptable compared to
employees who do not participate in such training, as suggested by their research. New
hires are not passive trainees, but instead act in real work scenarios and apply theoretical
knowledge in practical context. Besides providing job readiness, this approach helps
deepen connection with operational culture of the organization.

For instance, new workers in a case of financial institution could be teamed up with more
seasoned experts to follow l client meetings to sit close to simulate banking transactions
afterwards practice in addition to, to an extent, manage authentic commitments under
guidance. The process of integrating this way is structured, so that employees are exposed
to practical integration, reducing errors and increasing confidence. Likewise, in a retail
setting, new employees could be initiated to guided customer service training through
participating in role playing real life scenarios to create problem solving and
communication skills while dealing with real customers.

Structured OJT also brings about cultural immersion beyond purely skills development.
Both the technical aspects of employees' jobs and its values, expectations and informal
communication norms are taught to employees. This leads to employee retention because it
creates a feeling of belonging that has been strongly linked to enhancing employee
retention. A great OJT system has a nice and simple structure so that your new hires feel
supported and the company’s mission aligned, which in lower chances that they feel
disengaged or will get out early.

Additionally, OJT enables people to personalise learning. Hands on training is very

different when in comparison to standardized induction programmes where the same
content is given to all employees; training can be customised to individual learning needs
and job roles. Providing a learning environment that promotes test taking at employees'
own pace and gets instant feedback from mentors addresses the issues of non-support and
lowers the engagement level, preventing higher productivity.

Recommendation 02: Utilizing Digital Induction Platforms for Enhanced Engagement

and Consistency

Organizations can leverage digital platforms to discard their induction programmes and
reshape the standardising learning at the workplace with latest technological modifications.
So far, many traditional induction methods have inconsistency, logistical challenges, and
the lack of interactive engagement. The challenges can be addressed by digital platforms
like e-learning modules, VR simulation, and artificial intelligence driven onboarding
systems so that the training is becoming more accessible, interesting and standardized in
various locations.

He emphasizes the role of technology in the talent management process improvement,

especially for induction, Touriano et al. (2023). The scalability of digital platforms is one
of the key benefit of having one. If you have big organization and geographically dispersed
teams then you can assure everyone the same great induction experience. It removes
disparities between employees' training delivery, and provides all the employees with the
same information to ensure that everyone has the same access and opportunity of gaining
valuable knowledge.

For instance, an AI driven digital on boarding system can be used by a multinational

corporation where there are specific modules for role specific kids training such as
interactive quizzes and live Q&A sessions with HR representatives. The platform enables
employees to progress through the training at the employees’ own pace so that employees
understand the key concepts perfectly before moving on. Just as VR simulations can be
used to train nurses and medical staff for hospital procedures, a healthcare organization is
able to train nurses and medical staff on hospital procedure by using VR simulation to
practice in a risk free environment before they use it on a real patient.

One of the most important advantages of using a digital induction platform is that it allows
for the increase in employee engagement. Traditional methods of training like lengthy
PowerPoint presentations and manual readings are not able to capture the attention of the
employees and hence have a low information retention. However, digital tools offer
gamification, interactive exercises and scenario based learning to bring learning to a more
dynamic experience. Employees can be training for simulated work environments, taking
an assessment of their knowledge on the spot, getting instant feedback, hence making the
training process more effective.

Additionally, it not only tracks engagement but has real time tracking of employee
progress in the platform. It allows organizations to know if staff is getting the most out of
the training content or not, where they come unstuck and can offer better targeted support.
The data driven approach makes it possible for HR teams to keep updating the induction
process actively by understanding employee performance and feedback. In addition, digital
platforms allow organizations to track what new hires learn by using post induction
surveys and quizzes so that the training remains pertinent and potent long term.

Conclusion

An induction programme being well designed is critical in order to allow new employees
to fit in without creating problem because the new employee will see his new role and
organizational culture and it is important to integrate without any problem. Organizations
can fill this gap between theoretical learning and the job specific skills by putting
structured on the job training. Even in digital induction platforms, offer more accessibility,
engagement and consistency so that all employees receive a uniform but highly interactive
training.

Employee feedback, performance metrics and mentor evaluations help evaluate the
effectiveness of these improvements and the induction process is refined through
continuous evaluation. When these evidence based strategies are implemented an
organization makes for a more effective, engaging and results driven induction experience
that results in higher job satisfaction, better productivity and better retention rates.

Question 3 (AC 3.1)

Evaluating Short-term and Long-term Approaches to Enhance Workforce Planning

Introduction

Workforce planning is essential element of organisation's success as it requires proper

amount of employees with proper skills at appropriate time. This essay presents a short
term as well as a long term method of improving the workforce planning, and justifies the
reasons for adopting each approach. The short term approach is to implement immediate
actions like assigning freezes, temporary contracts and redeployment of existing staff. The
strategic actions, which long term approach considers include talent pipelines, succession
planning as well as skills development programmes.

Short-term Approach: Redeploying Existing Staff

An effective way to meet immediate workforce needs is to redeploy available staff in the
short term. Yildiz and Esmer (2023) explain that in this situation, the employee is
reallocated from areas that are less vital to more important roles where the presence is
needed, without an imperative that forces someone to be hired in the first place.
Redeployment is useful in the use is particularly useful because it can be deployed during
periods of economic uncertainty or when things change quickly.
If there is a sudden surge in demand or if the economy is unsettled, it makes sense to
redeploy in order to cover current talent shortages. For instance, during the COVID-19
pandemic, retail companies such as Walmart allocated employees from closed departments
in retail stores to fulfil e-commerce orders which surged (Yildiz & Esmer, 2023). By
implementation of this approach, organizations could be sure to maintain their institutional
knowledge and save up the costs and time for external hiring. Although it is a short-term
fix, redeployment places an employee without training for the new role in a position where
the productivity is reduced over time. As such, it is effective for immediate needs but it
cannot take the place of the long-term systemic skill gaps solutions. The second benefit of
redeploying existing staff is that it is in line with the organisation’s goals of making better
use of existing human resources. The approach used in this ensures that critical roles keep
getting filled timely, which keeps the operational continuity and minimises productivity
loss (Yildiz and Esmer, 2023). In addition, redeployment can improve employee
engagement by offering chance of cross functional experience and skill development.
Thirdly, organisations can also shift their staff slats, as, how, by reallocating staff,
organisations will discover who potential leaders and high performers that could aid the
organisation in other roles. There is a benefit of this strategy not only in alleviating current
workforce issues but creation of an embracement of a culture of adaptability and flexibility
within today’s business environment.

Long-term Approach: Developing Talent Pipelines

The development of talent pipelines in the long term is a strategic approach to steady
supply of the skilled employees. According to Gilch and Sieweke (2021), talent pipelines
are programmes for identifying potential candidates early on and developing their skills
through tailored development programmes. Partnerships with educational institutions and
internships as well as apprenticeship programmes can be a part of this approach.

Making talent pipelines develops the organisation’s goals by sustaining a skilled resource
pool. However, this approach focuses on preparing one specific role in the organisation for
future talent to meet the organisation’s needs (Gilch and Sieweke, 2021). As a product
example, engineering students from Siemens partner with technical universities in
Germany to prepare them for roles in the renewable energy, an industry that is expected to
grow by 30% by 2030 (Gilch & Sieweke, 2021). This implies future ready workforce and
such pipelines need to invest in a substantial upfront, but they are less feasible to solve
immediate crises. This is justified for tech or healthcare industries, where skills
requirements are changing rapidly. On the other hand, organizations in stable sectors can
concentrate on short term flexibility at the cost of long term pipelines.

Evaluation of Approaches

The short term and long term approaches are both appropriate depending on the reason.
This redeploying existing staff as short term would deliver immediate relief by making
best out of the available existing resources. This approach is appropriate for response to
sudden change in demand and economic downturns where the provision of critical roles is
required with as little delay as possible (Yildiz and Esmer, 2023). A workforce
redeployment not only satisfies the immediate need for workforce but also improves
employee engagement and skill development thus promoting operational continuity.

A sustainable source of skilled employees is provided by the long term approach of talent
pipeline development. Yet, this is necessary to react to future needs in terms of talent and
to keep the company on the market competitive (Gilch and Sieweke, 2021). Organisations
can reduce the costs of recruitment and training and build a loyal, very skilled workforce
through investing in it. In addition, talent pipelines contribute toward the organisation’s
reputation of an employer of choice, attracting high-potential candidates through long-term
career prospects. This strategic approach helps the organisation as it prepares itself in
readiness to confront future challenges or take advantage of future opportunities without
compromising agility and competitiveness on the long run.

Conclusion

Finally, redeploying staff is an ideal approach to deal with current and urgent needs, such
as economic volatility, whereas talent pipelines help address future skill gaps in fast
growing sectors. For instance, a tech company that suddenly needs AI developers may
temporarily redeploy IT staff but at the same time has to build both university partnerships
to sustainably produce future demand (Gilch & Sieweke, 2021). The combination of the
two enables organisations to be agile in today’s world as well as resilient for tomorrow.
Question 4 (AC 4.2)

Evaluating Contemporary Methods to Manage Individual and Team Performance

Introduction

Organisational success relies on how top does managing individual and team performance.
However, there are modern methods that make use of technology as a means of coming up
with new ideas that are going to help improve performance management. The validity of
these two means focuses this essay and dose the merits and drawbacks of these means
according to the needs of the organisation such as structure and culture.

Performance Management Software

Performance management software is a contemporary tool which automates and makes the
process of performance evaluation easier and in this way, it has all the favourable aspects
of software. Reis et al. (2021) refer to this software that enables managers to set goals,
track progress and provide feedback in real time. It also helps in collecting and analysing
the performance data and expose the employee's strengths and improve the areas.

Among the benefits it offers, performance management software is efficient, transparent,

and very real time. The software automates repetitive tasks saving time, and relieves
comman managers from administrative burdens by which they can instead concentrate on
the strategic ones (Reis et al. 2021). It is further enhanced with transparency in the form of
clear and consistent performance metric so evaluations would be fair and objective. The
real-time feedback also allows managers to deliver timely advice to be able to guide
employees in the immediate adjustments and improvements.

Nevertheless, implementation of performance management software also has its

disadvantages. For a smaller organisation, owing to the initial cost of software licences and
training, it may be significant (Reis et al., 2021). Secondly, employees and their managers
may also be resistant to the move from the old system to a new one, if they are used to
more conventional means. The successful implementation of the software is threatened by
resistance to change, thus it necessitates staunch change management strategies to make it
adoptable.
AI-Driven Analytics

Another way of performing analytics today is through AI-driven analytic, where the
performance data is analysed using artificial intelligence and producing actionable insights.
As noted by Touriano et al. (2023), this method is able to discern information patterns and
trends that a human manager might not see. In addition, it can predict the future
performance, and it can suggest personalised development plan.

We have been able to derive some benefits from data driven insights, personalised
development and predictive capability from AI driven analytics. Deep insight into
employee performance can be achieved by analysing large volumes of performance data to
find out the patterns and trends using AI (Touriano et al., 2023). This data driven approach
help managers in making informed decisions which helps improve the effectiveness in
making of performance management. AI can also suggest the best development plans
according to an individual’s interest and make employee develop faster to reach their
career goal. Organisations can use predictive capabilities to conduct proactive measures
against possible performance problems and to assure that employees are as well-equipped
and aligned with the goals and objectives of the organisational system.

But there are challenges to apply AI Driven Analytics too. AI systems are complex,
technical, and hard to set up and maintain (Touriano et al., 2023). Furthermore, the
integration of AI in analysing personal performance data is also questionable as it might
violate the employee’s privacy due to which proper measures have to be taken to ensure
that the regulations are compiled and the employee’s trust are not violated to any level. AI
driven analytics has to be used ethically and transparently and organisations have to ensure
that there are clear policies in place to protect employee data; otherwise, it is likely that
employees will reject or defer when confronted with AI based analytics.

Critical Analysis and Contextual Fit

While performance management software and AI driven analytics must be fit for the
organisation in terms of size, industry and available technological infrastructure, it should
also fit the country in terms of being on par with the country’s maturity in tech and IT
governance. The performance management software is suitable for any organisation size,
including those who want to simplify the performance evaluation processes (Reis et al.,
2021). With this, organisations can automate performance evaluations, enhance
transparency, and therefore it is ideal for organisations that are seeking improvement in
efficiency and living with administrative burden.

For other companies that can afford such huge enterprise systems, the use of AI-based
analytics is more suitable (Touriano et al., 2023). However, the cost and complexity
involved in designing AI systems may be prohibitive for little organisations and even while
it will provide deeper information and prediction skill. The personalisation, development
plan and proactive performance management of AI-driven analytics are particularly
applicable to larger organisations that possess more data and need more advanced
analytics.

Conclusion

To conclude, such contemporary methods include performance management software and

AI based analytics which are innovative ways to manage individual and team performance.
Performance management software is a nice tool to increase efficiency and transparency of
the organisation in every size. AI driven analytics with its deep insights and predictions
finds its way very well into large organisations which have the resources to invest in
advanced technology. There are both benefits and potential drawbacks with both methods
and their implantation should be contemplated in the same vein as the particular
advantages and disadvantages to the organisation’s particular needs and culture. Being able
to use these technologies to enable performance management allows organisations to put
employees and teams in line with the organisations’ goals and ensure continuous
improvement.
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