1.3 Discuss the role of government, employers and trade unions in ensuring future skills needs are met.

1.3 Discuss the role of government, employers and trade unions in ensuring future skills needs are met.

You have provided a very short explanation of the role of governments, employers, and trade unions in ensuring future skills needs are met in the UK. Your discussion needs to explore the topic in further detail.

For your 2nd submission you discussion needs to offer a comprehensive discussion of the governments initiatives, employers and trade unions interventions in ensuring future skills need are met.

2.1 Analyse the impact of effective workforce planning.

You have made some useful comments around the process of effective workforce planning and the factors that should be considered, however your answer doesnt offer an analysis.

For your 2nd submission Please revisit this section and ensure you focus more on the impact and explore the outcomes and benefits that effective workforce planning can bring to an organisation. Please try to use wider academic references to support your points as it is expected at this level.

2.2 Evaluate the techniques used to support the process of workforce planning.

Here, you have provided an overview of workforce planning. The techniques need to be fully discussed and evaluated. Your answer is also fully unreferenced.

For your 2nd submission You need to provide a comprehensive and fully informed evaluation of specific techniques used to support the process of workforce planning. I would recommend structuring your answer in fully formed paragraphs coherently linked together. Pros and cons should be thoroughly discussed to fully address the command verb. You need to inform your answer with a wide range of literature, and reference your sources.

2.3 Explain approaches to succession and contingency planning aimed at mitigating workforce risks.

Your explanation of the approaches to succession and contingency planning aimed at mitigating workforce risks is insufficiently developed.

For your 2nd submission please developed this answer, with more detail and a sounder, stronger, and fully referenced overview of specific approaches to succession and contingency planning. Use of wider academic references / workplace examples is a must to pass this AC.

2.4 Assess the strengths and weaknesses of different methods of recruitment and selection to build effective workforces.

You have correctly identified the recruitment and selections methods however further improvement is needed to fulfil the requirement of this criterion. The assessment needs to be fully discussed and written on the document. Tables should be voided when assessing. A list of pros and cons doesnt amount to an assessment.

For your 2nd submission Please revisit this section and ensure to consider the following points.

Please use academic references to acknowledge the sources of your information

Literature must be used throughout your answer

Please elaborate your critique / weaknesses of using employment agencies. The assessment needs to be detailed, with pros and cons fully explored and explained.

3.1 Examine turnover and retention trends and the factors that influence why people choose to leave or remain.

This is an adequate start, but your answer is too brief, general, insufficiently developed and informed to meet the Ac.

For your 2nd submission this section needs to provided a detailed, informed and fully explored examination of the turnover and retention trends and the factors that influence why people choose to leave or remain, referenced with academic literature.

3.2 Compare different approaches to developing and retaining talent on an individual and group level.

This section needs further development. You now need to expand on the comparison, as this part of the AC is underdeveloped

For your 2nd submission offer a more comprehensive and fully formed comparison of the approaches you explain. Your answer needs to draw from a variety of literature.

3.3 Evaluate approaches that an organisation can take to build and support different talent pools.

You have provided an acceptable start with some approaches that an organisation can take to build and support different talent pools. However, there is insufficient evaluation.

For your 2nd submission to fully address the command verb, you need to provide further detail of the pros and cons of the approaches that an organisation can take to build and support different talent pools. The evaluation needs to be comprehensive and fully supported with authoritative, current, relevant and valid literature.

3.4 Evaluate the benefits of diversity in building and supporting talent pools.

This section is too short.

For your 2nd submission Provide a comprehensive evaluation of the benefits of diversity in building and supporting talent pools, offering an in-depth and balanced analysis of pros and cons, using contemporary trends / recent research/ wider referencing to add credibility to your evaluation.

3.5 Explain the impact associated with dysfunctional employee turnover.

This section is a good start, but too short.

For your 2nd submission provide a comprehensive, well developed and fully formed answer, where you explain the impact associated with dysfunctional employee turnover.

4.1 Assess suitable types of contractual arrangements dependent on specific workforce need.

You have made a good start, but to fully meet the requirements of the AC, you need to expand and offer more detail and an in depth assessment, fully supported and referenced.

For your 2nd submission - Assess suitable types of contractual arrangements dependent on specific workforce need. Add detail to your answer, and ensure that you are providing a comprehensive overview and assessment of the different types of contractual arrangements dependent on specific workforce need. Reference your answer.

4.2 Differentiate between the main types of contractual terms in contracts.

This response is a good start, as you identify some relevant terms, but it is too short, and contains some inaccuracies. You also need to offer a more comprehensive explanation of express and implied terms.

For your 2nd submission provide a clear, accurate and comprehensive differentiation between express and implied terms of contracts. You could expand on the examples and perhaps comment on the concept of custom and practice to improve your grade.

4.3 Explain the components and benefits of effective onboarding.

This is another good start, but again, your answer is very short and doesnt evidence your knowledge and understanding of the components and benefits of effective onboarding

For your 2nd submission - Explain the components and benefits of effective onboarding. You need to offer a detailed and fully explored and informed explanation of the components and benefits of effective onboarding.

Guidelines: When you resubmit your assessment, Any text you wish to delete, use the strikethrough function and any additional text added choose a different colour font. If you resubmit without following this guidance your assessment will be returned to you to follow the guidance and resubmit.

1.Use a strikethrough of text that is removed rather than deleting text.

2.Choose a different colour font for any text added to the previous attempt.

1.3 A Discussion of the Role of Government, Employers, and Trade Unions in ensuring Future Skills Needs are MetTogether, the government, industry, and unions can meet the need for talent in the future. With government funding, prospective employees may take part in apprenticeship courses. Workers may get the skills and experience necessary to progress in their professions via apprenticeship programmes. The government must guarantee that specialists in different domains possess valid credentials, including certifications and licences. One example is the apprenticeship levy, which is used by the UK government to fund training courses (Yildiz and Esmer, 2023). On the other side, companies may play a role in the job market expansion by providing money for internships that equip students with marketable skills. As an example, SunEnergy provides comprehensive education on renewable energy systems via its courses. Trade unions bargain and negotiate on behalf of employees. They ensure their continued employment in the energy sector and help create a work environment that is beneficial to employees. They determine the educational standards that schools must meet in order to prepare kids for the workforce, in addition to drafting and promoting laws that enhance working relationships.

2.1 Analysis of the Impact of Effective Workforce PlanningSun Energy, like any other company, needs a plan for its employees. The employees of SunEnergy are a major reason for the company's success. The importance of the workforce makes prior planning vital (Karumuri and Kore, 2021). This component involves methodical and coordinated proactive planning to prevent talent surpluses and shortages. Predicting the supply and demand for talents is a fundamental aspect of workforce planning, which aims to help businesses become more efficient. To SunEnergy's advantage, a well-organized team is a must. The increased predictability of business operations is one benefit. As a general rule, the HR department needs a lot of lead time when planning processes (Hongal and Kinange, 2020). They must be able to recognise the available roles due to sudden or unavoidable turnover. One reason SunEnergy could lose a worker is if an employee dies suddenly. The human resources department must be ready to intervene immediately if the business is to maintain uninterrupted operations.One of the primary functions of effective labour planning is to mitigate the effects of business cycle fluctuations. SunEnergy is able to mitigate swings in the market because it has mechanisms in place to maintain a steady supply of both labour and talent, regardless of economic conditions (Al Aina and Atan, 2020). Organisations may improve their ability to take advantage of opportunities by implementing workforce strategies that are well-planned. Human resources would have more free time and be in a better position to entice top talent from other firms in this case.

2.2 Evaluation of the Techniques Used to Support the Process of Workforce PlanningThe HR team at SunEnergy may use a wide range of resources for workforce planning. lists the following as examples of such methods: SWOT analysis, expert opinion, organisational theory, text, pre-employment evaluations, networking, and responsibility assignment matrices. A project's organisational chart may reveal the chain of command and the relative responsibilities of each team member. The HR strategy includes training and education courses, job start and finish dates, and more. Human resource management at a company may utilise matrices to describe the roles and duties of employees, and one such matrix is the responsibility assignments matrix (RAM). Project responsibilities, personnel activities, and necessary credentials might be defined using this terminology by human resources professionals. One of the most important parts of human resource planning is networking. SunEnergy's HR department is able to monitor potential project impacts from both internal and external sources by consulting with their contact network. Employees reliably display a spectrum of performances while working in both solo and group settings. These dynamics must be understood by SunEnergy's upper management.Programmatic job advertising tools help human resources professionals locate, categorise, and maintain presence on key platforms, social media channels, and job boards. This tool is necessary so that you don't have to accomplish this important task by hand. Talent management systems may be useful tools for human resources in many areas, including recruitment, orientation, training, advancement, compensation, and succession planning.

2.3 Explanation of Approaches to Succession and Contingency Planning Aimed at Mitigating Workforce RisksAmong the goals of succession planning, as stated by Jenkins (2022, n.p.), is the discovery and cultivation of future leaders and managers. Because of the direct effect on day-to-day operations, worker risks disproportionately affect organisations, organisations, and corporations. The company's higher management has instituted succession and contingency plans via human resources in an effort to mitigate these risks. The main goal of succession planning is to make sure that important positions are replaced in the event of a sudden departure, such as retirement or resignation. This component has the potential to help SunEnergy gain a competitive edge that will last when used correctly.When planning for the future of SunEnergy's leadership, the HR team has a lot of options. For many years, top-down succession plans have been carefully crafted by major corporations to find qualified internal candidates to fill all executive positions. These plans are notoriously secretive and well-organized. The prior method, however, is now out of date due to changes in SunEnergy's organisational structure, which now promotes flat rather than hierarchical structures. Succession planning seeks to recruit and maintain a diverse workforce and is therefore an essential component of people management in modern organisations. It seems this is used to choose the successor. internal recruiting is not required but is a choice; it is based on knowledge, experience, and abilities. Businesses who are always thinking outside the box, like SunEnergy, are great examples of how to apply new strategies. The company takes a holistic approach to managing and developing its employees. Finding the most crucial positions at each level of the organisation is their next move. The present method, which is centred on abilities and advancement across an organisation, is the most effective way to handle personnel threats.

2.4 Assessment of the Strengths and Weaknesses of Different Methods of Recruitment and Selection to Build Effective WorkforcesIn order to fill the best positions with the best people at the best times and with the best budgets, recruiting is essential (Mukmin, 2021). Conversely, selecting involves evaluating each candidate after reducing the pool of potential ones to a more manageable size. It is critical for companies to fill open jobs with excellent personnel if they want to maximise their resources. Managers of human resources are in charge of the many forms that internal selection and recruitment take in a company. One example of a third-party technique that involves outsourcing is the recruiting firm that SunEnergy uses. Even for businesses that don't have HR departments (such those that recruit designers or attorneys), this strategy consistently yields top talent. One drawback of this strategy in SunEnergy is its high cost. In addition to internet searches and regional collaborations, other recruitment strategies include collaborating with local groups, schools, and job centres to identify suitable applicants. Jenkins lays forth the various selection techniques (Kozjek and Franca, 2020). This includes things like assessment centres, psychometric tests, and selection interviews. To make a fair decision, one must take into account the organization's requirements and goals. You can see the pros and cons of various recruiting and selection methods in the chart below.

AC. 3.1 Examination of Turnover and Retention Trends and the Factors that Influence why People Choose to Leave or RemainAn employee's choice to remain with or leave an organisation is impacted by several factors. Two factors that keep employees from leaving a company are job security and possibilities for career growth, say (Kumar, 2022). When Sun Energy employees feel their skills are being developed by the organisation, it leads to career advancement. development, they will likely continue to work on it. Employees are more invested and productive when they have opportunities to advance in their careers, and they are more loyal to their employers as a result. Also, employees are less likely to worry about leaving their jobs when they have a stable position, which increases the likelihood that they will remain put rather than seek employment elsewhere. How close an employee is to upper management at SunEnergy is likely to have a role in their choice to stay or leave the company. As an example, many individuals leave their jobs because they are unhappy with them. Without input from management, SunEnergy employees are prone to leave the organisation due to stress and mistrust.

AC 3.2 Comparison of the Different Approaches to Developing and Retaining Talent on an Individual and Group LevelThe term "talent management" refers to the steps that businesses take to find, hire, train, and retain a team of top performers (Tamunomiebi and Worgu, 2020). One of the most important aspects of people-centric talent retention methods is the capacity to take on new challenges. To help new hires succeed and go up the corporate ladder, SunEnergy may choose to provide them training in renewable energy technologies. The corporation may choose to provide job security guarantees to its employees in addition to perks. On the other hand, the business may decide to establish a solid group culture and set of fundamental principles. Employees like to feel that they are a part of the bigger picture, as pointed out by (Jindal and Shaikh, 2021). After a period, they develop strong feelings for the firm and find it difficult to leave. To further ensure that all demographics feel welcome at SunEnergy, the company may actively promote diversity and inclusion.

AC 3.3 Evaluate Approaches that an Organisation can Take to Build and Support Different Talent PoolsThere is a lot of talk about how effective mentoring and coaching can be in building and maintaining talent pools. In accordance with their own goals, businesses depend on them to assist employees in enhancing their skills, knowledge, and performance. It is the responsibility of the human resources department to identify problem areas in the workplace, find suitable coaches for those employees, help the coaches and mentees build positive connections, and lastly, assess the effectiveness of the programmes. For example, SunEnergy should consider the skills required for renewable energy sector employment and provide them with the appropriate training according to their career aspirations. Furthermore, SunEnergy need to provide chances for competent technical workers to hone their skills in communication and conflict resolution. In addition to assisting individuals in realising their maximum potential, the organisation should also be available to provide them with the expert guidance they need for success.

AC 3.4 Evaluation of the Benefits of Diversity in Building and Supporting Talent PoolsWhen a company aims to cultivate and nurture talent pools, diversity is a huge boon. According to Holck (2018, p. 8), diverse teams benefit from a variety of viewpoints, experiences, and expertise. Businesses benefit from diversity when they are able to recruit and retain highly qualified individuals from a variety of backgrounds (Azmy, 2021). The key to SunEnergy's success in attracting and retaining top talent is a culture that embraces and celebrates diversity in gender, colour, and culture.

AC 3.5 Explanation of the Impact Associated with Dysfunctional Employee TurnoverDysfunctional turnover occurs when workers who are competent and productive leave a firm. Organisational profitability is negatively impacted by dysfunctional turnover, which leads to higher expenditures for human recruiting and training. Turnover that is dysfunctional may have a negative impact on morale and lead to an even higher turnover rate. The present employees may feel overburdened by the increased workload brought on by the departure of these brilliant people as the company searches for and recruits new top talent. A turnover cycle could develop if employee discontent grows over time.

4.1 Assessment of the Suitable Types of Contractual Arrangements Dependent on Specific Workforce NeedAn employment contract is a legally enforceable agreement between a company and its employees. Various types of legally binding employment contracts are defined under the Employment Act of England and Wales. One of the first types of contracts to be codified in law were employment contracts with permanent duration. This Agreement is here to stay forever. SunEnergy relies on this contractual agreement. By entering into this agreement, the company and its employees commit to working together forever until one of them decides to end the partnership. The employee shall be entitled to all benefits stipulated in the laws governing employment, as provided for in this agreement. According to Kaushik, (2020) This kind of contract is often used by several government bodies and departments when offering jobs. On the other hand, contracts are available. employment agreement, whether permanent or temporary. It is defined by the start and finish dates. The benefits and protections enjoyed by workers under this agreement are identical to those enjoyed by employees under permanent agreements. For certain situations, SunEnerhy also uses this contract agreement. After the first term ends, the employer has the option to, with the employee's approval, renew the contract for another period. The word "independent contractor" is just as valid in business contracts. The contract may also refer to a person who is self-employed. It binds employment contracts, not independent contractors. People should keep track of all the perks and deductions allowed by law, as well as their tax compliance.4.2 Differentiation Between the Main Types of Contractual Terms in ContractsThe inferred terms and the declared terms are the two main components of a contract. The parties convey their conditions to one another via the medium of a contract, whether it written or spoken (Yildiz and Esmer, 2023). The employment contract is one example of an organisational agreement that could include clear wording in writing. Employers are required to adhere rigidly to the minimal legal criteria when using any explicit language. These definitions must comply with all applicable laws. The legally enforceable employment contract specifies the wages, working hours, and vacation time. SunEnergy takes great care while enforcing employment contracts. "Implicit agreements" are those that develop from shared understanding rather than formal documentation (Musakuro, 2022). Provisions of an implied contract may stem from generally accepted principles of law or from previously established facts. One example of an inferred phrase is overtime labour. Everyone knows that workers who put in extra hours should get a good bonus, even if it isn't explicitly stated in their contract. You may find an overview of the different contract terms in the table below.

Expressed terms Implied terms

The contract lays forth the terms and conditions. situations, whether in writing or verbally. Parties' actions imply that circumstances and guidelines for the agreement(s).

Brings the contractual agreements to fruition Attributed to the result of actions

Observes all relevant legislation requirements Legislation or implicit facts might be used.

4.3 Explain the Components and Benefits of Effective OnboardingWhile onboarding, workers get acclimated to their new positions and the way the business operates. New hires, remote workers, relocating persons, and recently promoted staff are just a few examples of the user groups that may benefit from modified onboarding procedures. A variety of processes make up practical onboarding, such as first orientation, operational training, team integration, executive evaluation, and task definition meetings (Kumar, 2022). During initiation orientation, new hires are introduced to the firm and its culture.SunEnergy has a very effective method for onboarding new customers. Following the introductory material, staff members get a synopsis of the company's offerings, operations, and structure. Clearly outlining each employee's role is essential for leading them to accomplish organisational objectives. One of the benefits of effective onboarding, according to Caldwell and Peters (2018, p. 36), is that it speeds up the onboarding process, makes it easier for employees to integrate into their work groups or teams, boosts productivity and potential, and ensures that employees quickly understand and embrace the organization's values and culture.

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