People, Planning and Resourcing
QCF
Subject Examiners Report
Unit Title: People Planning and Resourcing
Unit Code: 5PPR
QCF Level: 5
Session: June 2017
Comments on Learning Outcome and Assessment Criteria Performance
Learning Outcomes & Assessment Criteria
1: The learner will: Understand the principles
behind the design, implementation and review of
people (human resource) plans
2: The learner will: Know how to identify and take
account of all the relevant internal factors when
designing the people plan.
3: The learner will: Know how to identify and take
account of all the relevant external factors when
designing the people plan
4: The learner will: Understand the major
approaches to people resourcing used by
organisations in the modern world.
5: The learner will: Understand what is involved in
recruitment and selection, including all relevant
ethical/legal and professional aspects and methods
Comments
This was addressed by question 1, and was a
struggle for students. The question specifically
asked how organisations can benefit from people
planning without experiencing the disadvantages.
The majority of students wrote generally about
people planning, and did not answer this precise
question.
This was generally done well. It was agreed by
question 2 and focused on employee engagement.
Students generally understood the concept of
engagement.
This was addressed by question 3, and had two
distinct parts one looking at software designers
and one at unskilled factory workers. A number of
students struggled to address these two separate
groups.
This was addressed by question 4, and was not
answered well. The question required students to
look at legal, ethical and business arguments in
favour of fair and open recruitment. Students
struggled to think of arguments.
This was addressed by question 5. The requirement
was to specifically address internal recruitment, but
for evaluating the effectiveness of recruitment and many of the answers also addressed external
selection systems recruitment.
6: The learner will: Understand the processes and This was addressed by question 6, and was
activities which together comprise systematic, cost- generally answered well. Some students did not
effective recruitment and selection focus on the question of identifying candidates,
and got distracted by writing more generally about
the recruitment process.
7: The learner will: Understand systematic and This was addressed by questions 9 and 10 (with
businesslike methods for encouraging employee students having a choice of which one to answer).
retention and managing employee departures There were no obvious difficulties with these
(through voluntary turnover, retirement,
redundancy or dismissal)
questions.

8: Outline and explain the benefits of becoming an This was addressed by questions 7 and 8 (with
employer of choice or an employer brand students being required to answer just one of
these). Students generally did well, clearly
understanding the concept of an employer of
choice and employer brand.
Question 1

(a) Discuss how organisations can benefit from people planning without experiencing any of its
disadvantages. Give an example of people planning from an organisation of your choice to support
your answer. (5 marks)

(b) Recommend how the Human Resources planning process can be evaluated. (8 marks)
(Total 13 marks)

Learning Outcome 1
The learner will: Understand the principles behind the design, implementation and review of people (human
resource) plans.

1. Mark scheme

(a) There are 5 marks available here, i.e. up to 2 marks for the one way outlines, up to 2 marks
for a sensible evaluation, and 1 mark for the inclusion of an example.

(b) There are 8 marks available here, markers should award up to 2 marks for every relevant,
appropriate recommendation made.

2. Model Answer
(a) Possible responses are indicated below:
*By planning for alternative scenarios
*By remaining flexible in the course of implementing any given people plan
*By encouraging employability among employees so they can be ready for any anticipated
change
*By maximising the use of technological applications.

Example: these can be taken from the candidates own organisation or from well-known
exemplars as Shell, BP, the BBC, local government and BA.

(b) Possible recommendations are:

*The extent to which HR planning programme outputs continue to meet the changing
environment
*The extent to which the HR planning programmes achieve cost and productivity objectives
*The extent to which strategies and programmes are replanned to meet changing
circumstances
*The use of quality control measures.

3. Comments on learners performance

This question was not answered well. Students did not seem to understand the specific question which was asking
about people planning without experiencing the disadvantages. So, most students wrote generally about people
planning. A good understanding of people planning will include a balance of understanding the benefits and the
disadvantages.

4. Recommendations

Read the question carefully and answer the specific question that has been asked. Do not see the key words and write generally
about them.
 Examiners tips
Answer the specific question which has
been set.
Question 2

(a) Discuss the meaning of employee engagement for a large organisation. (3 marks)

(b) You are an HR manager in a large bank. Justify five actions your bank could take to create the high
level of employee engagement required for its business plan. (10 marks)
(Total 13 marks)

Learning Outcome 2
The learner will: Know how to identify and take account of all the relevant internal factors when designing
the people plan.

1. Mark scheme
(a) There are 3 marks available here. Responses should reflect the philosophical position
embraced in the definition from the CIPD that employee engagement is a combination of
commitment to the organisation and its values and a willingness to help out colleagues
(organisational citizenship)Engagement is something the employee has to offer it cannot
be required as part of the employment contract.

(b) There are 10 marks available here, 2 marks for each of the key actions being sought.

2. Model Answer
(a) Responses should reflect the philosophical position embraced in the definition from the
CIPD that employee engagement is a combination of commitment to the organisation and
its values and a willingness to help out colleagues (organisational
citizenship)Engagement is something the employee has to offer it cannot be required as
part of the employment contract.

(b) Any excessive emphasis on raising wages and supplying other forms of financial benefit
should receive minimal recognition, since pay alone is not a guarantee of engagement.

Possible actions are indicated below:

*Generate a harmonious working environment
*Implement fair pay and benefits
*Construct clear, accessible HR policies and practices
*Demonstrate a commitment to employee well-being
*Focus on employee development
*Create a culture of effective co-operation and team working
*Mobilise two-way open communication
*Raise the quality of line management.

3. Comments on learners performance

Generally answered well. Students seemed to understand employee engagement, and most got the three marks in
part (a). The better answers focused specifically on the bank scenario in part (b), weaker answers gave more
generalised ideas.

4. Recommendations

Always focus on the specific context of the question.

 Examiners tips
Focus on the specific context of the
question.
Question 3

(a) Analyse the factors that may influence both the future supply and future demand for software
designers in the next five years. (6 marks)

(b) Discuss the actions that an organisation could take to manage an expected shortage of unskilled
factory workers in the next five years. (7 marks)
(Total 13 marks)

Learning Outcome 3
The learner will: Know how to identify and take account of all the relevant external factors when designing
the people plan.

1. Mark scheme
Mark scheme

(a)There are 6 marks available here i.e. 1-2 marks for each factor identified depending on the level of
detail supplied.

(b)There are 7 marks available here 1-2 marks for each action depending on the level of detail
supplied and whether the actions appear defensible and appropriate.

2. Model Answer

Mark scheme

(a) Possible factors could include:

*Government initiatives in the field of education and training
*The way that particular jobs are portrayed by the media
*The use of machines and robotics that may impact on the use of unskilled work
*The reputation of the organisation and the job/career
*Vocational choices made by those entering the workplace
*Life expectancies
*Birth/death rates.

(b) Options are indicated below:

*Training initiatives to fill the gap
*Request for older employees to remain at work
*Improved working conditions and remuneration
*Outsourcing to other countries.

3. Comments on learners performance

Again, it is important to remember the context. Some of the ideas were very generalised, rather than addressing the
specific job types that are identified. It was important to note that the two parts of the question addressed different
types of jobs.

4. Recommendations

Apply the material that you have learnt to the specific types of jobs or employees that are mentioned in the question.
 Examiners tips
Apply the material you have learnt to the
specific context of the question.
Question 4

Examine the legal, ethical and business arguments in support of fair and open recruitment. Ilustrate your
answer with examples that are relevant to an organisation pursuing a transformational vision for employee
engagement. (13 marks)

Learning Outcome 4
The learner will: Understand the major approaches to people resourcing used by organisations in the
modern world.

1. Mark scheme
There are 13 marks available here, markers should award 1-2 marks for each valid point made up to
the limit of 13 marks depending on the level of detail and relevance.

2. Model Answer
The arguments may include:
*Anti-discriminatory law varies globally in application, however the key point is that such legislation
may cover the conduct of recruitment activity and must be adhered to avoid costly legal actions
and bad publicity
*Discrimination on the grounds of sex, age, race, disability, sexual orientation, religion or belief
would provide appropriate examples
*ethical P and D practice requires that all applicants and employees are treated consistently
*The business case may include consideration of a commitment to equal opportunities that makes
the organisation more attractive in the labour market.
*Raise the quality of line-engagement to ensure managers care about their employees, treating
them fairly
*Mobilise two-way open communication allowing employees to voice ideas as well as keeping
employees informed
*Demonstrate a commitment to employee well-being, take health and safety seriously
*Construct clear accessible HR policies and practices, with senior management commitment rto
appraisals, equal opportunities and family friendliness.

3. Comments on learners performance

These were interesting answers, because so many students seemed to know that we should have fair and open
recruitment, but were unable to articulate why this is important. It is really important to know the reasons behind key
concepts, as well as knowing the concepts themselves.

4. Recommendations

Whilst you are learning question what you are being taught. Ask why and be sure that you get a good answer to the question!

Examiners tips
Be inquisitive whilst you learn, and ask
why?
Question 5

You are the Human Resources manager for a medium-sized organisation that has until now operated in
only one country but which now plans to open 30 branches in a variety of overseas locations.The key
managers for these branches are expected to be found from within your existing workforce.

(a) Explain the recruitment and selection processes you would use for these key managerial
appointments. (6 marks)

(b) Justify two ways to evaluate these processes once the appointed managers are in place.
(6 marks)
(Total 12 marks)

Learning Outcome 5
The learner will: Understand what is involved in recruitment and selection, including all relevant ethical/legal
and professional aspects and methods for evaluating the effectiveness of recruitment and selection
systems.

1. Mark scheme

(a) There are 6 marks available here, markers should allocate 1 mark for each process correctly
identified and a further 1 mark for a credible explanation up to the mark limit.

(b) There are 6 marks available here, with up to 3 marks for each of the methods to be used
provided each is accompanied by a justification which is meaningful, accurate and has a
worthwhile explanation.

2. Model Answer
(a) The answer should be constructed around the policy of internal promotions and transfers,
so references to external recruitment are not permissible and be awarded a zero mark.
R and S processes might include:
*Recruitment: identify the competencies and capabilities which the overseas managers will
require
*Advertise the posts internally, inviting applications based on the answers to a number of
open-ended questions e.g. attitudes to overseas working, cultural differences
*Ensure that partners are involved in the process
*Selection: mixture of one to-one interviews, assessment centres, psychometric testing-
particularly on matters cultural

(b) Evaluation of the processes might include:

*Measuring the practicality, sensitivity, reliability and the validity of the techniques used
*Interview predictions and ratings can be compared with subsequent job performance
*Psychometric assessments can also be compared with subsequent job performance.

3. Comments on learners performance

The question says that the managers are to be found from within the existing workforce. This means that there is
internal recruitment taking place. Several students gave good explanations of external recruitment techniques that
could be used, but got no marks for this because it was not answering the question.

4. Recommendations

Make sure that you are answering the specific question that is set.
 Examiners tips
Answer the question that is set.
Question 6

Evaluate four different methods of identifying candidates to fill an employment vacancy. Give an example of
a role for which each method would be appropriate. (12 marks)

Learning Outcome 6
The learner will: Understand the processes and activities which together comprise systematic, cost-
effective recruitment and selection.

1. Mark scheme
There are 12 marks available for this question; that is 2 marks for the evaluation of each of the four
different methods and a further 1 mark for each appropriate role identified.

2. Model Answer

Markers should exercise discretion when evaluating the quality of the coverage for the recruitment
activities, especially when judging the suitability of the kind of vacancy (role) for which the method
might be suitable.

Recommendations from existing employees

Advantage: Low cost, also generates engagement from employees
Disadvantage: Can create difficulties if people recruited in this way are poor performers
Suitable vacancy (role): Positions as team members with existing members of the workforce,
but not positions which involve trust

Employment agencies
Advantage: Removes administration work from the organisations existing HR function
Disadvantage: Agency may be more interested in finding jobs for people than in finding
people for jobs
Suitable vacancy (role): Vacancies that are difficult to fill e.g. engineers

Unsolicited applications
Advantage: Low cost
Disadvantage: Limited opportunities to select talented people, unsolicited applications are
often from poor quality candidates
Suitable vacancy (role): Short term vacancies, can be used to test candidates

An employment service run by the government (e.g. JobCentre Plus in the UK)
Advantage Low cost, PR benefits as the employer is seen as responsible, socially committed
Disadvantage: Poor quality applicants
Suitable vacancy (role): Vacancies which are low-skilled, easily replaceable

E-recruitment
Advantage: Low cost, wider coverage
Disadvantage: Easily attracts large numbers of unsuitable applications
Suitable vacancy (role): If large numbers of temporary staff are required

Media advertising
Advantage: Covers a wide catchment area
Disadvantage: Cost is high and may not attract sufficient numbers of suitable applicants
Suitable vacancy (role): Higher-level positions e.g. managers and executives.

3. Comments on learners performance

Generally, this was answered well. Some students got confused and wrote about the whole recruitment process, but
on the whole there were some good answers here.

4. Recommendations

When you know a topic well write a thorough answer. This can earn valuable marks and help to balance out your weaker answers.

Examiners tips
Write full answers when you know the
topic well.
Question 7

(a) Explain the term employer brand and the advantages this might bring for your business.
(6 marks)

(b) Propose three actions your business could take to become a distinctive first-choice employer, without
any requirement for significant financial investment. (6 marks)
(Total 12 marks)

Learning Outcome 8
The learner will: Know how to create and apply an employer of choice or employer brand strategy and
process platform.

1. Mark scheme
(a) There are 6 marks available for this question:2 marks for the initial exposition about what it
means to be an employer brand, and 4 marks for the reasons as at why seeking employer
brand status could be an advantage.

(b) There are 6 marks for this question: 2 marks for each component of an action plan, not
involving wage/salary increases.

2. Model Answer

(a) What it means to become an employer brand

Your employer brand can be a magical combination of what your business values, offers and
rewards-marrying what your brand promises outside with what your employees experience
inside, what your business believes in and how you fundamentally respect the people who
deliver your brand (Sartain and Schumann,2006).

Benefits of becoming an employer brand

*Reduced recruitment costs
*Better retention
*More fully joined up employee communications
*Higher levels of employee engagement.

(b) *Choosing the time: creating a high level big idea vision values and a new structure
*Linking internal and external marketing
*Bringing the brand alive for employees.

3. Comments on learners performance

Another question that was generally answered well. It was important to note that part (b) stipulated that there should
be no financial investment. That was important, and quite challenging as well. Some good ideas were put forward.

4. Recommendations
When thinking about actions that could be taken in an organisation it might be useful to reflect on an organisation where you
have worked. Maybe an action was taken there that you could write about, or think about an action that you wish had been
taken!

Examiners tips
Use your own experiences of work to help
you answer the questions.
Question 8

Justify six actions for an organisation to become an employer of choice. (12 marks)

Learning Outcome 8
The Learner will: Know how to create and apply an employer of choice or employer brand strategy and
process platform.

1. Mark scheme

There are 12 marks available here, up to 2 marks should be awarded for each of the six actions
justified.

2. Model Answer
Likely actions might include:
*Promoting employee retention
*Construct clear, accessible HR policies and practices with senior management commitment
to appraisals, equal opportunities and family friendliness
*Demonstrate a commitment to employee well-being
*Focus on employee development, providing learning and development for current roles
*Create a culture of effective co-operation and team working, between individuals, groups,
functions, departments and trade unions
*Raising the quality of line engagement, producing managers who care about their
employees
*Mobilise two-way open communication allowing employees to voice ideas and suggestions
and also keeping employees informed
*Generating a harmonious working environment with minimal status differences and
hierarchical barriers
*Becoming an employer of choice and so being better able to compete for employees in a
tight labour market.

3. Comments on learners performance

A short question, but one which elicited some good responses. Some students found it a challenge to identify six
actions, but on the whole there were some interesting and thoughtful responses here.

4. Recommendations

If a question asks for 6 ideas, think before you write. Are you sure that you are able to give 6 ideas? If not, it might be best to
choose a different question.

Examiners tips
When there is a choice of question check
you can fully answer the question before
you choose to address it.
Question 9

(a) Discuss three potential costs that could occur due to poor staff retention. (6 marks)

(b) Justify two methods for analysing labour turnover. (6 marks)

(Total 12 marks)

Learning Outcome 7
The learner will: Understand systematic and businesslike methods for encouraging employee retention and
managing employee departures (through voluntary turnover, retirement, redundancy or dismissal).

1. Mark scheme
(a) There are 6 marks available here, with up to 2 marks for each potential cost provided
depending on its relevance and level of detail.

(b) There are 6 marks available here, with up to 3 marks available for each of the two
methods depending on the relevance of the justification.

2. Model Answer

(a) Likely discussion may include:

*Direct recruitment costs, advertising and use of agents
*Recruitment administration, responding to enquires and sending out application forms,
equal opportunities monitoring
*Selection costs, travelling expenses for candidates, psychometric testing, staff time in
interviewing or running assessment centres, checking references
Development costs training new employees using formal and informal development
methods, induction training
*Administrative costs associated with new starters, contract writing, medicals, sending
out documentation, issuing uniforms, parking permits, identity badges, company cars,
relocation expenses
*Administrative costs associated with resignations, payroll arrangements, calculation of
holiday entitlements, pension transfers, conducting exit interviews.

(b) Quantitative approaches

Advantages
*They can usefully supplement information gathered from other methods as indicated
above.
*Useful to compare employee records between those who stay and those who leave
Disadvantages
*Unlikely in themselves to give a clear picture of the reasons for turnover, they may
reveal trends
*Inappropriate for use in small organisations as the sample size is insufficient.

Separation interviews
Advantages
*Completed by the leaver alone and then returned by post may be anonymous
*The questionnaires usually have a multiple choice answer format and so responses are
readily recorded on a data base
Disadvantages
*Reluctance to reveal the real reasons for resigning
*Misleading impressions may be gained from responses

Attitude surveys
Advantages
*Questions can be asked about the current intentions or the future .The approach
enables employees to anticipate future turnover and its causes
 *Provides a basis for the development of policies and practices that will deter employees
from leaving
Disadvantages
*Only effective if confidential
*Can be time consuming for the development of policies and practices

Exit interviews
Advantages
*Providing an understanding of the employees motivation for leaving
*Immediate information provided
Disadvantages
*The tendency for employees to develop an optimistic outlook after they have obtained a
new job and resigned
*Supervisors under taking exit interviews baulk at any implied criticism

Surveys of ex-employees
Advantages
*A more realistic response may be obtained than from exit/separation interviews
*Candour is encouraged if the survey is conducted by independent bodies
Disadvantages
*Ex-employees may be less likely to respond
*Can be costly if independent bodies are used to carry out the survey.

3. Comments on learners performance

Students who attempted this question generally did well on part (a). Many students were less certain on part (b), not
knowing who to analyse labour turnover.

4. Recommendations
Be sure that you know how to analyse data, as well as how to interpret it.

Examiners tips
Ensure you can analyse data as well as
interpret it.
 Question 10

(a) Discuss four principles that should govern your organisations handling of disciplinary situations.

(6 marks)

(b) Examine three principles that should govern your organisations dismissal procedures.
(6 marks)
(Total 12 marks)
Learning Outcome 7
The learner will: Understand systematic and businesslike methods for encouraging employee retention and
managing employee departures (through voluntary turnover, retirement, redundancy or dismissal).

1. Mark scheme

(a) There are 6 marks available here, markers should award 1-2 marks for each principle
identified and discussed, to a maximum of 6 marks. If any principle is identified but not
discussed, then the marks should not exceed 1 mark for each principle.

(b) There are 6 marks available here, i.e. 1-2 marks for every principle examined. If any principle
is outlined but not examined, then the maximum awarded for each principle should not
exceed 1 mark.

2. Model Answer
(a) Suggested responses are indicated below:
*Keep the proceedings neutral, impersonal and impartial
*Allow the accused to bring in a friend to supply support
*The purpose of discipline is to ensure that the offending employee returns to the fold, the
purpose is not to punish for the sake of it.
*Avoid taking precipitate actions
*Establish the evidence before jumping to conclusions
*principles of natural justice

(b) Likely responses are indicated below:

*All dismissals should be in conformity with the established systems and procedures
*All the documentation should be preserved in case there is a tribunal
*Care must be taken to consider the impact of the dismissal on the employees who remain
*Dismissal is the last resort
*Usually an employee should only be dismissed for the second or third offence
*There should be provision for an appeal, to be conducted by someone impartial.

3. Comments on learners performance

Students seemed to understand the process of discipline within the workplace, but were not always clear about the
difference between part a and part b in this question. Procedures are the structure of the way that we deal with a
disciplinary situation, and then the handling is the way that those procedures are applied in practice.

4. Recommendations
Make sure that you understand the difference between a procedure, and then the actions used to put the procedure into action.
 Examiners tips
Understand the difference between
procedures and actions.