CIPD Assessment Activity

Questions: Understand key contemporary labour market trends and their significance for different kinds of organisation and in different country contexts. Be able to undertake core talent planning activities. Know how to contribute to the development of resourcing strategies. Be able to manage recruitment and selection activities effectively and within the expectations of the law and good practice. Understand how to maximise employee retention. Know how to manage dismissal, redundancy and retirement effectively and lawfully. Answers: 1. Contemporary labor market trends in different organization of international business The present wave of globalization, beginning around 1999-2000 profoundly affected the labor market and the employment circumstance of laborers everywhere throughout the world. These impacts, as a rule, have been emphasized by the current money related and economic crisis. The purpose for this paper is first to survey some broad labor market patterns in this time of globalization and second, to highlight labor market patterns connected with financial globalization (Constant, Tatsiramos and Zimmermann, 2009). Decline in the employment to population rate: In this century, it is a very common matter that the employment rate is lower than the population. Many people are educated and they are not getting the job according to their knowledge (Hill, 2005). The changing pattern of production: It is visible that the employment percentage of people has risen from 33.46% to 43.91% from 1990 to 2009 (Hill, 2005). So, it is a huge percentage and the job is not appearing that much. Apart from that the share market, it is also rising day by day and the financial strength of people are getting down. 2. Talent planning activities of organization As a major aspect of business system arrangement, ability planning assumes a key part in situating this association to expand the viability of talents and increase competitive advantages. Ability planning can be seen much more extensive than the progression planning (Sears, 2003). It incorporates an extensive variety of positions and quantities of workers over an association. Best practices on talent planning There are different, all around composed and rehearsed arrangements, on ability planning issues. It is anything but difficult to receive these in trendy approaches. However, to guarantee a best improvement on ability planning techniques and programs, a key inquiry to comprehend is 'what are the specific differences between staffing obligations and staffing accessibility' (Reitman, 2007). To gain the focus needed, an organization should: Identify its most basic staffing issues. Develop longer-term ability administration procedures that address those basic issues most adequately. Define particular fleeting staffing and advancement arranges inside of the setting of those ability administration strategies. Implement just those ability administration practices that back-up most adequately the usage of these staffing methodologies and plans. 3. Development of resourcing strategies Employee resourcing has long been seen as the stray pieces of HRM practice. Both strategy and practice need to end up more proactively keeping in mind the end goal to improve the association's capacity to satisfy its main goal and key plan (Healy, Noon and Kirton, 2011). Employee resourcing It is very much important to make practice of consistence resourcing while the organization is willing to develop their resource and practice. The human resource management should be very much careful towards accruing new talent hunts and requiting the perfect employee for the required position. Performance Evaluation Employee performance is the core of organizations improvement. Employees can increase the profit level of organization. So, motivating them is the only way to evaluate performance of the employees (RaideÃÅ' n, Dainty and Neale, 2009). 4. selection and recruiting process according to the law and good practice There are many rules and regulations when a company is recruiting or selecting a candidate for their organization. Also, this organization is bound to maintain all the rules and regulations while they are recruiting the candidate for any position (Becker, 2002). The legislations are as follows: Equality act: The equality act is about the equal chance for every candidate. In this act, the organizations are liable to produce opportunities to all the candidates from all regions, cultures, different sex, and language and from different countries or states. Some of the acts are: The equal pay act of 1970 The equality of sex act 1975 Religion based employment equality regulations 2003 Age based employment equality regulations 2006 The organization is very much liable to obey all the regulations and acts when they are selecting the candidate and the human resource department should also be aware of all the acts and regulations. Equality and human rights Commission This human rights commission is protecting the equality among all the employees and the equality opportunities. This commission was established in the year of 2007, October 1. 5. Employment retention maximizing There are various ways to retain an employee. The most useful ways to retain an employee are as follow: Training offer: Offering a proper training session to an employee is a great way to help the employees understand their capability and learn about the goal of the organization while it is willing to maximize the employment retention. In this training part, the trainer or the manager as well as the HR describes the job purpose, role and the importance of the employees in the organization, which makes them feel as a part of the organization (Eberts, O'Leary and Wandner, 2002). Well payment to employee: Attractive salary structure is always a great plan to retain employees. The increment of payment and the commission or incentives always makes an employee happier. If the employees are very much serious towards their job then the promotion is also a great option for the company to retain an employee, where the employee also gets the salary hike. Appreciation and motivation: Appreciating an employee is also a good example of retention. Here, the employee gets motivated towards the job and provides his or her best work which helps in generating a good revenue for the organization. Provide benefits: All the employees wish to benefit from their organization. In this case, the employee gives their best effort towards the job. Benefits like medical benefits, travelling benefits, pick and drop benefits and all can help an organization to retain an employee. 6. Lawful dismissal, redundancy and retirements of organization Dismissal: Dismissal always goes for the employees who are not comfortable with their job according to the company rules and regulations. Here, if an employees qualification doesnt match, because of having any legal case or health issue, then the company may reject his or her application or dismiss the person from the job (CortheÃÅ' sy and Harris-Roper, 2014). According to the employment rules and regulations, no company can dismiss an employee before 6th April of every year. Redundancy: Redundancy is the amount of revenue that an employee generates (Stringer, 2012). If the employee generates approximately 20-25% revenue, no company can dismiss him from his job only because of revenue income. There should be more firm reasons for dismissal. Retirements: Retirements depend on the age and the performance of an employee. Here are some important rules for retirements: Understand the retirement age Notify the employee of the retirement Understand the performance of the employee Tell them the transitional retirement rules In this way, the company should follow the rules and regulations of the retirement and dismissal to an employee. References Becker, L. (2002). Net prospect. Terre Haute, Ind.: Wish Pub. Constant, A., Tatsiramos, K. and Zimmermann, K. (2009). Ethnicity and labor market outcomes. Bingley, UK: Emerald. Cortheisy, N. and Harris-Roper, C. (2014). Commonwealth Caribbean Employment and Labour Law. Hoboken: Taylor and Francis. Eberts, R., O'Leary, C. and Wandner, S. (2002). Targeting employment services. Kalamazoo, Mich.: W.E. Upjohn Institute for Employment Research. Healy, G., Noon, M. and Kirton, G. (2011). Equality, inequalities and diversity. Basingstoke: Palgrave Macmillan. Hill, C. (2005). International business. Boston: McGraw-Hill/Irwin. Raidein, A., Dainty, A. and Neale, R. (2009). Employee resourcing in the construction industry. London: Spon Press. Reitman, A. (2007). Talent retention. [Alexandria, Va.]: ASTD Press. Sears, D. (2003). Successful talent strategies. New York: AMACOM. Stringer, K. (2012). Distilling the demographic dividend. Arlington, Va.: Institute of Land Warfare, Association of the United States Army.