Talent Planning in Organisations CIPD, 2012 defines resourcing and talent planning as “Ensuring that the organisation is able to identify and attract key people with the capability to create competitive advantage and that it actively manages an appropriate balance of resource to meet changing needs, fulfilling the short and long-term ambitions of the organisation strategy.
” There are many different factors that affect organisation’s approach to attracting talent. One factor is an expansion of the organisation.When an organisation expands, planning is vital as they do not want to end up with too much knowledge and skills in one area while not enough in another. Skill shortage is another factor that affects organisational approach to attracting talent. Due to ever changing technology, organisations are competing with each other to attract the people who have the skills and knowledge for specialist roles. There could have been a restructure or change to the organisation which lead to them needing to attract more talent in a certain department.
Organisations that have changed their business objectives or the branding of the business could also lead to the organisation needing to attract talent. It is important that an organisation attracts and retains diversity. ACAS, 2012 explains that “Organisations can't thrive and grow if everyone in them thinks and behaves the same way. Having a diverse workforce with people from different racial, educational and social backgrounds and a diverse age range opens up a wealth of possibilities and helps to encourage creativity and foster innovation. By retaining diversity in the workforce, skills and talent are retained internally and a wide range of skills can be identified and recognised which can lead to the reduction of skill cloning and staff retention. By having a diverse workforce also means that a wide range of customers’ needs can be addressed and they can interact with a broad range of customers.
Another benefit of attracting and retaining a diverse workforce is that it gives the organisation a positive image. By managing diversity, employees, customers and clients feel valued.Rees ; French (2010, p 171), explains that recruitment and selection can play an important role in shaping an organisation’s effectiveness and performance. “By recruiting and selecting staff in an effective manner can both avoid undesirable costs, for example those associated with high staff turnover, poor performance and dissatisfied customers, and engender a mutually beneficial employment relationship characterised, wherever possible, by high commitment on both sides. ” Before advertising the organisation needs to identify the recruitment cycle they are going to use along with the recruitment and selection procedure.
These methods needs to be ethical and good practice considered. There are regulatory and legislative frameworks that all organisations have to adhere to such as The Equality Act 2010 to avoid discrimination. The recruitment and selection cycle commences when a vacancy has been identified and authority has been given to fill the vacancy. A job analysis needs to be carried out to learn more about the vacancy and to find out what kind of person would be suitable for the role. These will be laid out in the Job Description and Person Specification.Then the vacancy will need to be advertised in order to attract the right kind of people to the job.
There are many different ways of advertising. It is good practice for organisations to consider internal advertising before advertising externally. This gives internal employees the chance to develop themselves and also retain the skills and talents within the organisation. There are many different ways in which an organisation can recruit.
They can advertise internally in the organisation’s notice board or intranet if they have one.By offering positions internally it boosts morale within the organisation as they are investing in the employees that they have already got. Another method of recruiting is to use employment agencies. Agencies are often used to employ temporary staff. A benefit of using employment agencies is that they are able to recruit people quickly as they already have many people looking for work on their books and they can sift out suitable applicants with the necessary qualifications or experience easily without the organisation having to look through many CV’s or application forms.
A less common way of recruiting is through specialist selection consultants. This way is mostly used to recruit people into higher level specialist roles which can be often hard to recruit. The benefit of using a consultant to recruit is similar to that of an employment agency except that the calibre of the people that consultants deal with is those of more specialist roles which are hard to recruit to. After advertising a position the next step is the selection process. After shortlisting suitable candidates for the vacancy the organisation can use various selection methods to find the right person for the vacancy.The most common selection process is an interview.
The interview is a chance for the applicant to sell themselves and for the organisation to learn more about the applicant as the information on application forms and CV’s are limited. A benefit of interviewing is to see how the applicant responds under pressure and on the spot. Another selection process is assessment centres. These are often a full day of tests and activities designed to test the skills and abilities of the applicant in relation to the new role. A benefit of using assessment centres is to see how well the applicant performs in the different tasks given to them.Organisations have started to use psychometric testing more and more recently as a selection method.
Psychometric testing is used to measure intelligence and personality often in the form of a questionnaire. A benefit of using this type of selection method is to find out the personality of the candidate to see if they would fit into the organisation and the role. Induction is an important part of introducing and familiarising new recruits to their new role. Leatherbarrow (2010, p 159) describes an induction as the process where new employees adjust or acclimatise to their new role and new working environment.There are many different purposes to an induction, firstly an induction usually happens on the new employee’s first day, where everything is strange and unfamiliar to the new starter so this is the time to smooth things over and introduce the new starter to the organisation and colleagues as well as providing them with a thorough understanding of the organisation.
Secondly the induction is a time where the organisation can sell themselves to the new starter making them more likely to stay with the organisation.This is the point where the new employee will learn a lot about the organisation and make their own opinion of the organisation. Thirdly the induction period gives the new employee a chance to provide their outlook on the organisation which can benefit the organisation as a whole. Their outlook at this point would be fresh and unbiased. The duration of an induction programme can vary depending on different situations like the nature of the new role, employee’s needs or the size of the organisation for example.There is no set pattern in regards to the length, content or process of an induction plan.
Most organisations have an Induction checklist; an example can be seen in Appendix 1. The structure of an induction programme should be revised frequently to make sure that the information provided is up to date. Appendix 1 Induction Checklist Name: Start Date: | Position:Department:| | Note: The induction should be given to the new employee by their new line manager on their first day in their new position. | Welcome person to the organisation| | Introduce yourself and explain your position within the organisation| | Explain the order in which the induction will take place| | The Organisation• departmental structure of the organisation• who is who and roles and responsibilities• departmental locations| | Conditions of Service• explain probationary period • explain weekly and daily hours of work and overtime if applicable• explain how and when paid• pension options• llowances| | Health and Safety• advise person name of Health and Safety Officer and representatives and location• explain general fire procedure• what to do if person discovers a fire• accident reporting and information required| | Occupational Health• explain role of Occupational Health Team• who Occupational Health are and how to contact them| | Equal Opportunities• explain the organisation’s responsibilities (according to codes of practice)• employee’s responsibilities (according to codes of practice)• show where to find the Integrated Equalities Policy| | Training• briefly explain outline of policy• training that is provided• the identification of training based on departmental objectives and individual development to achieve those objectives| | Performance Appraisal• explain what performance appraisal is• why we have performance appraisals and how often they take place• the paperwork involved and what happens to it| | Departmental Induction• check that new employee has had a departmental induction with line manager• issue copy of checklist for employee to check that all information has been provided| | IT Access• show person where their computer is located - id and passwords• show how to switch it on• show where the printer/scanner/paper is located. • ensure person made aware of the Information Security Policy.
• explain which software person will be using and how to obtain training on unfamiliar software. • explain how to access this when assistance is needed. explain how to access and navigate the web site and internal intranet – policies and procedures• inform person of the restrictions relating to personal use of the Internet| | I have received and understand the information I have been given on the above subjects, as indicated. | Signed:Inducted By (Name):Inducted By (Signed):| Date:Date:| References ACAS, 2012. ACAS - The benefits of having a diverse workforce. [Online] Available at: http://www.
acas. org. uk/index. aspx? articleid=3725 [Accessed 8 May 2013]. CIPD, 2012. HR Profession Map.
[Online] Available at: http://www. cipd. co. uk/binaries/HRPM%202%203. pdf [Accessed 30 April 2013].
Leatherbarrow, F. C. , 2010. Introduction to Human Resource Managment, A Guide to HR in Practice. 2nd ed. London: CIPD.
Rees, G. ; French, R. , 2010. Leading, Managing and Developing People. 3rd ed.
London: CIPD.
