(Solution) Clyssan Assessment ID / CIPD_5HR02_24_01 5HR02 Talent management and workforce planning

Solution

Q1. Global organisations have experienced a surge in cyber attacks and it is now more important than ever that Clyssan attract and retain cyber security experts. Explain how Clyssan can strategically position themselves in this competitive labour market. (AC 1.1)

Clyssan can strategically position themselves in this competitive labour market

Employer brand– This is relevant for Clyssan which would elaborately identify the rationale of being ranked as best workplace to be involved. Amidst high-level competition in the consumer productss industry where they operate, brand influence the likely human resources attracted in the organisation. This is achieved by enhancing authenticity of the referrals which are made, opportunities for career development and noting scope of an entity appreciation of work-life balance.

According to CIPD (2024a), in modern business environment, individuals interested in working in Clyssan would prioritise on understanding how the organisation is transparent hence authenticity of using social media platforms, Recruitment and delivering vehicles being set in a way that is unique.

Also, for already recruited employees, they would assume a feel of recognition hence work as good word of mouth for the organisation building how reputable the organisation is in the eyes of others. This is by positioning in people-centric organisation caring on the interests of their staff similar breadth with their clients. Their competitiveness would hence be high and appropriate contrary to newly venturing organisations.

Employer of Choice– To achieve this, Clyssan would prioritise on various valuables/attraction apart from the monthly rewards. With the monthly pay important, employees ought to achieve flexible workplace, capacity development and inclusion and diversity. This place Clyssan ahead of their peers in the developing and manufacturing consumer products industry.

A strong loyal team in Clyssan is identified in CIPD (2025d) as initiating recognition initiatives. These enhance development of a feeling of appreciation owing to their input scope. Upon the employees expecting there is a mutual respect, nurturing talents and career development, their retention is enhanced. This is while making referrals to others for the organisation.

Through a fair-based practice, confident and appropriate behaviours, Clyssan would end up including employees valuing security of their tenure, long-term based development which is best comparative to financial pay.

Competitive Environment– For leveraging on competitive advantage in highly competitive business environment, Clyssan ought to initiate pay and benefits and career growth opportunities which are more than basic benefits. In competitive environment, with pay essential, staff intend to remain in organisation upon the provision of appropriate packages, capacity development opportunity and elaborate promotion opportunities.

According to CIPD (2019a), having in place appropriate career direction, staff would be in a position of understanding entire approaches of transitioning on top of the career to be leading. Further, in Clyssan, by promoting committed teams by building on skills including leadership and management development or digitisation mentoring sessions. By integrating competitive pay, appreciating and career development ensure Clyssan is competitive and not in the level of their peers in same developing and manufacturing consumer products sector.

Q2. Explain the impact of changing labour market conditions on resourcing decisions at Clyssan. (AC 1.2)

Increasing Competition for Talents

The labour market is going through transformation evidenced by rising of developing and manufacturing consumer products organisations and popularity of Gig Economy. These changes influence Clyssan ability for reconsidering the strategy of recruitment, induction and turnover management.

Amidst competition, CIPD (2025) identify organisations as enhancing flexibility and increased hour-based rewards implying Clyssan need to transition from only focusing on conventional resourcing strategy. Any resourcing decision demand prioritisation of attracting people with clear expectations. The best practice entails redesign of the job roles for prioritising on bonuses and other benefits, referral strategi4s and review of pay strategy.

For Clyssan , they ought to prioritise on balancing the full-time contracts and temporarily working and not agency arrangement. The competition surge influence appropriate prioritisation of recruitment strategies for organisations being best positioned in filling job opportunities in less timelines and concurrently maintaining level of service quality offered.

Gaps in skills and capacity development needs

In labour market, there has been a disruption of the most demanded skills hence a direct effect on Clyssan resourcing their employees. A case instance is the technology deliveries and automation of logistics being in rising demand. The demand for automation skills is currently on the rise contrary to previously.

There is an enormous risk of R&Ds with modern skills or even warehouses managers hence Clyssan ought to make decision on if to embrace external recruitment or capacity development opportunities internally. Contrary to competition owing to rapid talent pools diminished, Clyssan could prioritise on pursuing apprenticeships initiatives, partnership with capacity development providers and internally developed initiatives.

Cumulatively, the identified options are influenced by lack of sufficient skills to manage recruitment process. By capacity development around digitisation targeting R&Ds and developing and manufacturing consumer products employees, Clyssan competitiveness would be retained and managing the challenges in the sector.

Employees Expectation Change

A significant trend in labour market evidence staff as having improved how flexible, achieving work-life balances and fairly treated. The expectation under change impact how they make the decisions to resource best staff in Clyssan. According to CIPD (2025), the inflexibility in the working timelines and career growth lacking lead to employees reconsidering their competitors.

As a best strategy, Clyssan ought to prioritise on flexible working arrangement, initiating hybrid working and increasing work-life balance. An increase in roles for part-time, share functions and flexibility on contracts ought to be prioritised in resourcing strategy corresponding in today workforce demands.

According to CIPD (2024), any resourcing decision is set in a manner of weighing operation demands contrary to what they expect to appeal to all. The lack of capacity for effective adaptation contribute to increasing turnover increasing overall costs and recruiting strategies corresponding to employees demands.

The resourcing decisions would need to prioritise on operation demands contrary to what they expect to appeal to all. The incapacity for adapting actively contribute to increased levels of turnover hence increased expenditure and continuously resourcing.

Clyssan would achieve this by managing turnover and being competitive in labour sector through redefinition of resourcing strategies supported by what employees expect.

Q3. The people function at Clyssan is divided into specialist teams. The Talent Team is responsible for workforce planning, and the value of workforce planning is being questioned. Analyse the impact of effective workforce planning, making clear how Clyssan could benefit from this activity. (AC 2.1)

Employees Retention Enhanced

Workforce planning in modern organisation manage turnover by matching career development strategies with organisation demand. Multiple staff end up exiting since they note they are repeating executing their functions without opportunities to develop. By adequate plans, Clyssan would end up mapping tomorrow leaders demands, prioritise on skills growth and initiate well-set career development path. The outcomes of this entail capacity development opportunities fostering loyal teams and increased intent of staying for long.

In line with CIPD (2025b), workforce planning entail instrumental approaches for staff feeling instances of overworking with leadership balancing assigned functions prior exiting. The management of employee’s skills promote stable organisations and saving finances in an entity for recruiting staff and capacity development opportunities. In regard to Clyssan, this approach would enhance workplace developed with staff feeling intent to remain for many years in an entity. This enhances how engaged, motivated and aligned with expectations of their organisation culture.

Anticipation and Reduction of Skills Shortages

By effectively pursuing workforce planning, Clyssan would be in a position of forecast of future talents demands. This is in regard to staff demands and skill shortage prior occurrence. By effective data analysis on developing and manufacturing consumer products volumes, expanding target market, retiring and turnover levels influence leadership identifying existing gaps occurring.

According to CIPD 2019), proactiveness is attained in plan for resourcing campaigns before-hand, initiating apprenticeships opportunities. This is while concurrently having investments on particular capacity development of existing staff.

For instance, during busy seasons (holidays/weekends), shortages of R&Ds, Clyssan would initiate a broad pool of resources rather than finances spent on recruitment agency. Failing in this strategy lead to delaying opportunities, increasing what is incurred and client’s dissatisfaction owing to understaffing.

The opportunity to plan ahead is enhanced upon engaging the appropriate people in best positions and timelines with Clyssan enhancing how the offered services are reliable and continuous business practice.

Support of Costs Efficiencies

In Clyssan , investing on appropriate workforce planning would manage budgetary allocation in staffing through alignment of supply of labour with demands in place. Through an active analysis of developing and manufacturing consumer products timelines, seasons varying demands and locations of operation’s needs, leadership would incur less finances to overstaff. This is in times of seasons being low and avoiding failing services provision owing to such changes.

According to CIPD (2025a), balancing implies reduced demand for engaging costly agencies employees and depending on over-time fuelling salaries expenses. The capacity for forecasting future demands similarly means budgetary allocation in resourcing, capacity development is before-hand set which end up being wasted owing to recruiting in haste/reactively.

Further, workforce planning ensures costs incurred owing to less retention is managed owing to the ability of retention lowering recurring onboarding incurred costs. Being efficient lower incurred costs with time for technological investments, developing employees and wellbeing initiatives therefore stable costs-management.

Q4. Evaluate techniques that Clyssan could use in their workforce planning process. (AC 2.2)

and Supply Forecast

This is important for establishing the future labour demands and matching their anticipation of labour supply needs. For Clyssan , this entail analysing seasons deliveries timelines, impact of digitisation of business and demographic transition amidst most R&Ds retiring.

The advantages entail organisations foreseeing potential shortage/surplus and hence resourcing, induction, capacity development and retention being adequately set and not in rushing. In line with Sutton et al. (2023), this similarly guide costs management through reduced last-time recruitment and doing it along staggered time.

For disadvantages, forecasting is mainly anchored on assuming and data-based insights. These are not static, but aways fluctuate in a rapid manner as economy advance or consequential of turnover.

Gap Analysis

This is a strategy intended to establish existing limitation of the workforce in place and future demands in an entity. For the case of Clyssan , this evidence inexistence of digitised R&Ds with essential competencies or leaders’ skills limitations in deliveries.

For advantages, the approach is precise in its embrace with activities pursued demanded and hence capacity development or resourcing offered for appropriate positions. According to Peck (2025), this is similarly an appropriate opportunity for many years workforce development and succession planning process.

Hence, through gap analysis, there are disadvantages which include the sourced data and insights are not detailed and out-of-date. Another limitation is the underestimation of the effects of prompt technology and markets shifting.

Q5. You are responsible for recruitment and selection of students for the industrial placement roles. A high number of applications are received for these roles, and you want to ensure that the current recruitment and selection methods are suitable.

As part of this activity, evaluate the strengths and weaknesses of:

a. advertising placement year roles on Clyssan’s own website

b. liaising with university placement officers

c. using online tests

d. using discovery centres to select applicants for placement year roles. (AC 2.3)

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