Ways in which employment markets vary and the implications for organisations. Current and future demand and supply of skills. Identifying and assessing the role of employment market competitors. Key national and international employment market and demographic trends.

Ensuring that the organisation remains competitive in its major employment markets having regard to organisational objectives, resource constraints and the need to enhance flexibility. Positioning an organisation in the market. Work/life balance initiatives, employer branding exercises, setting terms and conditions, job design, flexible working. Managing skills shortages. Managing diversity.

Critical analysis of the major methods used in recruiting and selecting people. Overseas recruitment. Efficient recruitment administration. Design and delivery of timely and effective staff induction. Job advertising, employment agencies, education liaison. Validity of different selection methods. Psychometric testing, selection interviewing, assessment centres.

Reconciling demand for and supply of skills. Workforce planning, scenario planning, and succession planning. Enhancing functional and numerical flexibility. Outsourcing, subcontracting and using external consultants.

Measuring, recording and analysing turnover data, diagnosing the principal drivers of unwanted turnover. Developing, operationalising and evaluating actions aimed at increasing employee retention.

Legal restraints and rights. Managing the release of employees efficiently and lawfully. Professional practice in disciplinary procedure, redundancy selection and severance compensation. Pre-retirement planning and training. Phased retirement.

Approaches to performance management, punitive approaches and reward, using technology to monitor performance, attendance and performance, the legal ethical and professional perspectives on retirement, redundancy and dismissal practices.

A 3,000 word assignment to assess all module learning outcomes which will analyses the approach to resourcing and talent management of a case-study organisation.

The learning strategy for this module is based around students committing a total of 200 hours of activities towards achieving the learning outcomes. These will be split between 39 hours of direct contact with a tutor and 161 hours of directed, guided and self-study, together with preparation for and completion of the assessment tasks. Learning support material will be provided for the module.
The module will draw upon a mixture of activities including lectures, web-based activities, case study analysis, relevant videos and in-class discussions, individual and group problem solving and self-directed learning.

1.Understand the impact of the changing business environment on resourcing and talent management strategy and practice.
Knowledge and understanding

2. Analyse contemporary approaches to organisational recruitment and selection strategies, including the use of technology in these.
Learning
Enquiry

3. Evaluating the importance of succession planning to support sustainable organisational performance by building an awareness of supply and demand within the labour market.
Analysis
Problem-solving

4. Critically analyse approaches to improving individual and team performance including through the use of technology, coaching and mentoring, proactively managing underperformance and retirement, redundancy and dismissal practices.
Application

CIPD: Chartered Institute of Personnel and Development
Journals:
Human Resource Management Journal
International Journal of Human Resource Management
Human Relations
Work, Employment and Society

Taylor, S. (2010) Resourcing and Talent Management. 5th ed. London: CIPD.
Armstrong, M. (2012) Armstrong ¿s handbook of human resource management practice. 12th ed. London: Kogan Page.
Rees, G. & Smith, E. P. (2014) Strategic Human Resource Management; An International Perspective. London: Sage.
Wilkinson, A. & Redman, T. (2013) Contemporary Human Resource Management; Text and Cases. 4th ed. Harlow: Pearson.
Beardwell, J. & Thompson, A. (2014) Human Resource Management; A Contemporary Approach. 7th ed. Harlow: Pearson.
Marchington, M. & Wilkinson, A. (2012) Human Resource Management at Work. 5th ed. London: CIPD.

This module will identify how HRM practices around recruitment, selection and performance management can be developed to enable the organisation to be more strategic in its approach to managing its highest performing employees.