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Task Details
Critically evaluate the factors that need to be considered when both developing and implementing people resourcing and talent management policies and evaluate their potential to impact upon all areas of an organisation’s performance.
Apply your answer to two of the people resourcing and talent management activities listed below:
– Recruitment and Selection
– Absence management
– Labour turnover and Retention
– Exit management
Your answers should include:
· reference to theory
· use organisational examples to illustrate the points you are making
· discuss the impact of tailoring approaches to organisational requirements
AND
· how differing approaches will impact upon ORGANISATIONAL PERFORMANCE.
Particular instructions to students
1. You should first determine which two people resourcing activities you wish to base your assignment on.
2. The first part of the question requires you to evaluate the issues related to the design and implementation of resourcing and talent management policies in two areas. For both areas you need to:
a. Include a brief explanation of your approach to each activity chosen
b. Rationalise the choices you have made by using:
i. Relevant theory (ie recent and seminal works covering both HRM and the specific subject areas you have chosen).
ii. Contemporary research and practice.
iii. Case study illustrations from appropriate organisations to illustrate/support the points you are making.
c. Make reference to both design and implementation issues.
3. The second part of the question requires you to consider the impact of the two activities on organisational performance. So you need to include reference to both financial performance and other performance measures/indicators.
A grid detailing the specific assessment criteria can be found below. It is essential that you refer to it while you write your assessment (and before you submit it) to ensure that you have produced work of sufficient quality to obtain the grade you are aiming for.
This element aims to assess the following learning outcomes:
· Critically evaluate resourcing, talent management and succession strategies and the way strategies are delivered by organisations , including outsourcing
· Appreciate the value and contribution of information on employee turnover and absence management as a basis for developing robust HR policies and strategies.
· Evaluate alternatives in terms of exit management strategies ( for example retirement, redundancy and dismissal policies)
· Critically analyse the impact of all these strategies on the financial and other performance measures of the organisation and act ethically and professionally in the design, development and implementation of resourcing policies
· Critically evaluate the sources and evidence base for knowledge that underpins this discipline.
Here is a practitioner article to help you think a little about the importance of getting policy right:
Creating wriggle room in staff handbooks, policies and procedures
Andrea Nicholls 24 May 2016
Why employers should ensure they get the wording right
A recent Court of Appeal case, British Transport v Sparks, demonstrated the importance of drafting handbooks and employment policies carefully to avoid creating a contractual obligation inadvertently that is binding on the company. The case highlights that if the wording of a policy, or even one section of it, looks like a contractual obligation then there is a risk that this is how it will be viewed by a court or tribunal.
If employers get this wrong, an employee could have a claim against them for failing to comply with the terms of the policy or procedure. This could come in various forms, ranging from constructive dismissal to whistleblowing claims, or a financial claim for not carrying out a procedure in accordance with the specified terms.
A policy that is contractual also hinders an employer’s ability to update it, as this would require a formal consultation process in order to avoid claims for breach of contract or constructive dismissal.
So employers should always state that policies are non-contractual. Although this could be over-ruled by a tribunal or court, it is always helpful to set this out at the beginning of any policy or procedure. If a policy or procedure is referred to in an employment contract, (for example, a disciplinary or absence policy) employers should ensure that the employment contract also states that these policies are non-contractual.
The golden rule when drafting policies is to soften the wording to allow for wriggle room. Where possible employers should qualify the word ‘will’ with ‘normally’. For example, it would be preferable to say “a disciplinary hearing will normally be heard within [xx] days” rather than “a disciplinary hearing will be heard”.
Employers should also avoid imposing too high an obligation on the company or its line managers. They should banish the word ‘must’ in the context of what the company or line managers will do and avoid phrases such as “the company will make every reasonable effort”. Often this kind of wording can be deleted in its entirety. Likewise committing to strict time limits could give a disgruntled employee – or more often his or her lawyer – an easy target, especially in the light of the Sparks case.
An area which often causes confusion is whether new recruits are subject to the company’s usual disciplinary, performance or sickness policies during their probationary period. One approach is to state in the employment contract that these policies do not apply during this time, and it is sensible to repeat this in the policy itself and remove any wording to the effect that “this applies to all employees” so there can be no confusion. This will prevent an employee from arguing, for example, that he or she should have been given a series of warnings before dismissal but cannot be seen as an open door to discarding a fair dismissal procedure, or not maintaining a paper trail to justify the dismissal. Some employers have a separate probationary policy but care needs to be taken that this does not itself bind the employer to a set number of steps before a dismissal notice can be issued.
Another area where employers can inadvertently find themselves in trouble is in detailed guidance to managers on conducting disciplinary, performance or absence procedures. While these documents are specifically designed to help managers and are not usually given to employees, if an employee brings a claim they will form part of the tribunal evidence, so the same principles regarding flexibility and moderating any obligations on the employer apply.
It was the sickness absence policy that was in dispute in the Sparks case, particularly whether the employer could take disciplinary action over an employee’s intermittent sickness absence before the 21-day trigger point had been reached. It is often the case that employment contracts or policies specify the number of days that an employee will be entitled to enhanced sick pay, but the case highlights that employers should avoid setting prescriptive rules around when disciplinary action will be taken for sickness absence.
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