Human Resource Planning
Order Instructions:
Dear Admin,
Human resource planning in your organisation
Bratton and Gold (2012a) point out some of the ways in which work has changed and, in particular, how employees’ demands for increased flexibility, teleworking, off-site working and outsourcing have impacted the way organisations develop and implement their workforce plans.
1 Review the attached files.
2 Discuss in the essay the concepts of talent management, employee engagement, and flexible firm.
3 Focus on your organisation and how it works in terms of its talent management strategy and employee engagement.((Note: I work in an airline as a ground staff))
4 Consider the concept of the flexible firm and how this affects employees’ work experience.
Also,
1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,
3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached or sent by email.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Human Resource Planning
Introduction
The economic crisis and the recession later that hit the world economies in the late 2000s necessitated the need for adequate planning when recruiting and deploying the employees. There were plans to make available data that could be used to foresee the days ahead. The plans focused on the employee demands and their supply. However, there was a limitation, in that; the data from the past could not provide insight into the future. This situation caused the recruiters to become creative in how they recruit, place and manage their workforce. Visible consequences are the emergence of human resource trend that focus mainly on talent management of their staff, employee engagement and the concept of a flexible firm.
According to CIPD (2014), the concept of a flexible firm focuses on classifying staff as peripheral or core employees. These employees could provide the firm with flexibility in terms of finances, function and numbers. Core employees should be those considered as important functionally. These are the employees with multiple skills in an organization. Peripheral employees are the workers who are availed only when required. They provide numbers and additional skills to the core employees. They are usually in short-term basis or on contracts. Others may be outsourced when necessary. The human resource could, in this way, become very productive and functional when they organize their workforce to be efficient on costs and skills. However, this concept has some challenges. The peripheral employees who work at odd hours and on temporary basis face job dissatisfaction. This phenomenon of irregular and unpredictable availability of work has severe consequences on the organizations’ structure in both a domestic and social setting. These employees do not choose the working environment but rather accept as a way to get a more stable employment plan. Putting a large number of employees in temporary positions could be detrimental in the fields of customer service as employees are not satisfied with their jobs (CIPD, 2014)
Organizations including airlines have realized that employees are not just workers but are people who have aspirations at personal levels (CIPD, 2013). This realization has led many human resource managers to welcome the notion of developing and nurturing these talents possessed by their staff. To increase productivity, it has become increasingly important to retain core employees rather than increase their turnover. Airlines make decisions to invest in improving the talents of both their ground and above ground employees. The ground members of staff, with rare and excellent talents, are given priorities in all matters. There is a growing effort to retain these employees as they have the required skills that cannot be easily replaced. A majority of employees working in airlines expect their employer to develop their talents and skills to some level. They also expect to replace their seniors who leave the airline as they believe they have the required skills and talents to take over (Caplan, 2011).
Employee engagement is a concept that employers have adopted to tap more than the physical presence of their employees (Valentin, 2014). This move is necessarily so when employees who offer more numerical and planning for the organization. In an airline, this employment strategy has gained more profits and higher productivity. If airline employees are physically present in a positive manner, they will contribute on intellectual matters concerning the airline. They also connect with their colleagues and have positive emotions. Employee engagement is in three ways where the intellectual engagement involves hard positive thoughts on their work and how to perform tasks better. Effective engagement involves feeling good when performing the required work tasks while social engagement involves being actively involved in discussions that are related to the work the employee does. Airline employees with these different engagements are more productive and are satisfied with their jobs (Valentin, 2014).
In conclusion, it is important for most organizations to embrace these emerging trends in their human resource departments. Whenever an airline company develops such strategies, in talent management, employee engagement and flexibility of their recruitment strategy, their employees are more motivated and thus become more productive.
References
CAPLAN, J. (2011). The value of talent: promoting talent management across the organization. London, Kogan Page.
CIPD (2013) Employee engagement [Online]. Available from: http://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx (Accessed: 2 March 2015).
CIPD (2014) Employee outlook: Autumn 2014 [Survey report, Online]. Available from: http://www.cipd.co.uk/hr-resources/survey-reports/employee-outlook-autumn-2014.aspx (Accessed: 4 November 2014)
VALENTIN, C. (2014) ‘The extra mile deconstructed: a critical and discourse perspective on employee engagement and HRD’, Human Resource Development International, 17 (4), 475-490.
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