1. UNIT 19: RESOURCE AND TALENT PLANNING
UNIT CODE: T/508/0531
CREDIT VALUE: 15

2. UNIT 19: RESOURCE AND TALENT PLANNING
Learning Outcome 1: Analyse labour market trends and appropriate legal requirements which influence workforce planning.

3. THE BASIC SYLLABUS
1. Analyse labour market trends and appropriate legal requirements which influence workforce planning.
2. Determine current and anticipated skills requirements in varying contexts.
3. Apply the appropriate documents and processes which contribute to effective recruitment and selection.
4. Evaluate how to manage the human resource life- cycle within the context of a HR strategy.

4. LEARNING OUTCOMES
Analyse labour market trends and appropriate legal requirements which influence workforce planning.
P1 : Analyse current labour market trends that influence talent management and workforce planning

5. OVERVIEW
Workforce planning is a systematic, fully integrated organizational process that involves proactively planning ahead to avoid talent surpluses or shortages. It is based on the premise that a company can be staffed more efficiently if it forecasts its talent needs as well as the actual supply of talent that is or will be available.
Talent management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.

6. Human Resource Strategy
HR Strategy is the strategy adopted by an organization which aims at integrating an organization’s culture, its employees and system by coordinating a set of actions to get the required business goals. Therefore it must be aligned to organization’s mission, vision and goals. The characteristics of the industry in which the organizations is to be analyzed and its competitive advantage need to be determined for developing an HR strategy.

7. Human Resource Strategy
The four key dimensions must be addressed in order to develop HR strategy:
1. Culture: It is the beliefs, rules and style of management of the organization
2. Organization: It is the structure, job types, job descriptions and reporting lines of the organization.

8. Human Resource Strategy
3. People: The most important part of the organization is its people. The skills level, employee potential and the capability of the management constitutes the people.
4. Human Resources Systems: It is the people focused mechanism which deliver the correct strategy for the organization- recruitment, communications, training and development, compensation and benefits etc.

9. TALENT AND TALENT MANAGEMENT
Talent has been defined using the classic performance/ potential interchange that is a feature of, amongst other things, the nine box talent grid and consists of ‘those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential.’ (Tansley et al 2007) This might be seen as the core definition of talent.

10. TALENT AND TALENT MANAGEMENT

11. TALENT AND TALENT MANAGEMENT
The process of talent management has been defined by the CIPD as: ‘the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles.’

12. TALENT AND TALENT MANAGEMENT

13. TALENT AND TALENT MANAGEMENT
Talent and talent management have rarely been as important to the success of organisations as they are today. A global and mobile workforce, multi- generational organisations and a more diverse, empowered workforce- have changed the workplace. Talent professionals today work in a dynamic and ever changing environment that requires a skilful crafting of talent strategy if the organisation is going to maximise the potential of its workforce. A key to this will be an understanding of the context within which talent and talent management take place. This knowledge will help to underpin the development of a talent strategy.

14. WORKFORCE PLANNING
Workforce planning refers to the process of ensuring an organisation has current and future access to the human capital it needs to perform effectively. Workplace planning involves identifying current and future personnel needs and exploring the most appropriate and cost-effective methods to recruit and retain these individuals.

15. WORKFORCE PLANNING
There is also an element of continual analysis of workforce effectiveness and implementing the necessary measures, such as learning and development initiatives, to ensure the workforce remains efficient.

16. WORKFORCE PLANNING
Strategic workforce planning is workforce planning that is aligned to the organisation’s overall business objectives and the long-term vision. In this regard strategic workforce planning may place importance on succession planning as a measure to ensure the necessary skills and knowledge are always present in senior members of staff.

17. LINKS OF A SYSTEMATIC APPROACH TO TALENT RESOURCING AND STRATEGIC HRM
Recruitment refers to the process of attracting, screening, selecting and on-boarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an employee offering’ and that resourcing is linked to talent management which is: ‘strategic and deliberate in how companies source, attract, select, train, develop, retain, promote and move people through the organisation. The mindset of this approach seeks not only to hire the most qualified and valuable employees but also to put a strong emphasis on retention’.

18. LINKS OF A SYSTEMATIC APPROACH TO TALENT RESOURCING AND STRATEGIC HRM
Strategic HRM refers to HR that is co-ordinated and consistent with the overall business objectives in order to improve business performance. According to Purcell (1999), SHRM focuses on actions that differentiate the business from its competitors.
Strategic HRM emphasises the importance of HR – and the people in the business – to the success of an organisation. 

19. REFERENCES
 "Why You Need Workforce Planning – Workforce Magazine." Workforce Magazine. N.p., Web. 13 Sept
Medved, JP. "What Is Talent Management And How Is It Different From HR? - Capterra Blog." Blog.capterra.com. N.p., Web. 13 Sept
"HR Strategy Definition | Human Resources(HR) Dictionary | MBA Skool-Study.Learn.Share.." MBA Skool-Study.Learn.Share.. N.p., Web. 13 Sept
"Talent And Talent Management Insights." NHS Leadership Academy Talent and Talent Management Insights. N.p., Web. 13 Sept
"Workforce Planning | Factsheets | CIPD." CIPD. N.p., Web. 13 Sept
"What Is Workforce Planning?." HRZone. N.p., Web. 13 Sept

20. REFERENCES
Flores, Pamela, Adroit Learning, and Angeline Ojiambo. "Jo Taylor: What Is The Difference Between Recruitment And Resourcing? - Hrreview." HRreview. N.p., Web. 13 Sept
"What Is Strategic HRM?." HRZone. N.p., Web. 13 Sept