CIPD 7HR02 Resourcing and talent management to sustain success

CIPD 7HR02 Resourcing and talent management to sustain success

The human resources department ensures the smooth operation of an organisation by managing various key functions. A primary responsibility is to ensure that suitable candidates are selected for the appropriate roles.

This is accomplished through processes such as;

1. Job analysis
2. Job design
3. Development of competency frameworks

Therefore, understanding the CIPD 7HR02 Resourcing and Talent Management is important to sustain success.

Talent management focuses on strategically acquiring and nurturing high-performing employees. This involves identifying talent gaps, recruiting suitable candidates, facilitating skill development, and providing ongoing support to increase employee engagement and achieve long-term organisational success.

Why do we care about talent management?

Good talent management can lead to better business metrics, such as higher net profit, lower safety incidences, and better productivity. People who are emotionally invested in their work bring their extra selves to work, care about what they are doing, and put in extra energy.

Better workplace experience leads to better results.

Talent management is important because we no longer live in a world where people show up to work, do their jobs, and go home. While some may prefer this, more and more employees want something beyond a basic 8-to-5 job. They seek meaning, a sense of contribution, and opportunities for growth and development. They do not want to spend a third of their lives doing the same thing daily.

As part of this desire for greater investment in their work, over 80% of employees want more feedback and communication. They want to know how they are doing, where the organisation is heading, whether it had a good or bad quarter, and if they could do anything differently.

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How can I grow?

These are all important considerations because, as many know, replacing an employee can cost up to two times or more of their salary, especially for senior leaders. Giving people something to connect to and helping them see a vision makes them more likely to stay with us long-term. This allows us to spend money not on replacing them but investing in their growth, helping them thrive and flourish within our organisation.

If they do choose to leave, over 130,000 resumes are submitted daily. That is much work for HR to process. How do we sift through these one or two sheets of paper and get an idea of who these people are, what they want to bring to the organisation, and whether they are a good cultural and team fit? Gaining insight into potential employees before they join the organisation can be powerful in ensuring they are the right fit and more likely to stay longer.

Why should you care as an HR?

With the combined powers of workplace experience and talent management, if we can find the right talent, monitor their experience, and make small adjustments where necessary, we can set the stage for satisfied employees. Satisfied employees are more committed to the organisation, more likely to stick through challenging times, and more inclined to bring their best selves to work daily.

Workplace experience

We think of workplace experience as a pyramid. Consider this a bit like Maslow’s hierarchy of needs. If the basics are unmet, achieving higher levels within the pyramid becomes challenging.

At the base of the pyramid, we focus on feeling fairly valued. Am I getting out of the job that I am putting in? Am I respected and supported by my team members and manager? Do I feel like I have a voice, that people care about me, and that I actively contribute to a broader group? Do I have growth opportunities here, the training I need, and a manager who cares about my development? Is there potential for me to reach my career goals within this organisation?

Next, we consider alignment. Do I believe in the direction of my organisation? Can I find meaning in my work? Is there a future for me here, and do I align with the organisation’s values?

Finally, we address how we get work done. Do senior leaders understand what is happening at other levels? Do employees know what senior leaders are working on? Am I able to complete my tasks efficiently? Can I collaborate effectively with my team members? In essence, can I accomplish the job I was hired to do?

Only when all these pieces align can we unlock the potential for true engagement. This is when employees can bring extra effort, emotional energy, and dedication to their work daily.

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Talent management

Our four components of talent management are hiring, managing, developing, and retaining employees. These components are linear, but there is also some cyclical work. You may give somebody a behavioural assessment to determine who they are, how they fit within your culture, and whether they are behaviorally aligned with the work you need them to do. However, that can also come about through succession planning.

Thinking about managing employees involves regular check-ins, performance evaluations, and feedback. Learning and development do not just happen on a line. They go up. The basics do not remain the same; they evolve as we become more proficient at them. The same is true with managing experience, learning, and development.

Then, at the end of a particular time in a role, for example, it is not a hard “fast” Okay, you are done with this particular role, good luck. Instead, it is about determining where they can fit into the next generation, the following line of responsibility, or the next succession for their career growth and the organisation. If they choose to step out, how can we help merge this individual into a particular role so there is some continuity?

The Importance of Continuous Talent Management

Organisations are complicated. Their departments and functions are ever-evolving based on market conditions, business conditions, and economic landscapes. However, the people who make up those organisations are also very complicated.

We all have different needs, interests, and skill sets that we can bring to the table. We also have other behavioural styles and tendencies. As business leaders, HR leaders, and learning and development leaders, we must ensure that we can provide the organisation, leaders, and people with the tools they need to understand themselves and their team members.

How do they work together? How do we know where to promote from within? How do we identify areas for development and growth?

Making it continuous is key. This is not one-on-one. People today want more feedback. We all want more feedback. We want that instant ability to ask and receive. The more opportunities we can provide for people to connect meaningfully and intentionally, the better off we will be.

How do we know if we are doing a good job with the connection, providing feedback, and giving folks what they need at work? We do a survey.

But before that, we start the workplace experience through the candidate experience. We will ensure we bring in the best people and build the best teams.

We can do that in a couple of different ways. We broadcast who we are and show potential candidates who we are as a place to work and what values we ascribe to. However, we also want to know who they are through behavioural assessments. Tell us how you like to work and who you like to work with.

We do a similar thing with branding.

Eighty-four per cent of all job seekers read reviews and investigate an employer’s brand and culture before applying. They want to know, “Am I working for a big-box corporate location where the unwritten culture is ‘live at work and not work to live’? Or will I be part of a mellower culture that values its employees and is not as hard-driving?”

Employees want to understand what they are signing up for before applying.

We can use survey results and branding to highlight the bright spots within our culture. How do we perform in innovation? Do folks know what is going on? Do they believe in the direction we are going in? In our employees’ own words, what is it like to work here?

It is not just saying, “We are an amazing workplace.” It says, “We are an amazing place for you to work, and here is why.”

We also use behavioural assessments, as mentioned. As hiring individuals and people looking to build our team, we aim to understand who these candidates are.

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Taking this course will include more than what we have highlighted. Therefore, do not hesitate to contact our team for **CIPD 7HR02 Resourcing and talent management to sustain success**. We offer the best tutoring and writing services, ensuring you understand the concepts taught.

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