www.cipdcee.

com

CIPD Certificate
in Human
Resources
Management
5RST - Resourcing and talent
planning

FY20
5RST - Resourcing and talent
planning

Index

Assessment Guidance and Brief...................................5

PwC Young Workers Index.........................................10
EVP Case Study Astra Zeneca.....................................21
Use of gamification in recruitment.............................27
Strategic Workforce Planning Case Study..................33
Workforce Planning examples....................................44
Career Development Planning examples...................48
Discrimination quizz...................................................59
How to measure performance of your recruitment...64

PwC
5RST IHR105002 (17)

CIPD Assessment Activity Template

Title of unit/s Resourcing and Talent Planning

Unit No/s 5RST

Level 5

Credit value 6
Assessment method Organisational Report

Expiry date September 2020

Learning outcomes:
1. Understand key contemporary labour market trends and their significance for workforce
planning.
2. Be able to undertake talent planning and recruitment activities.
3. Understand how to maximise employee retention.
4. Know how to manage dismissal, redundancy and retirement effectively and lawfully.
Assessment brief Assessment
‘PTP Soda Drinks’ is a drinks company. They currently have a team of 150 Criteria
employees and an annual turnover of £6 million. In the last few years the
company has fallen upon some difficult times. Market conditions and a drive
for healthier drinks have resulted in more consumers rejecting fizzy drinks.
The company has started to diversify its product offering but, in the meantime,
has been forced to downsize. The Managing Director (MD) of the company
has requested that you act as a consultant to the firm and help support the
company in the following talent planning issues and initiatives. The MD has
requested that you prepare a report to assist the organisation in moving
forward with their talent planning strategy.

Prepare a 3900 word report which considers and offers consultancy to the
company in the following 4 areas:
1. Assess the current labour trends (both nationally and internationally), 1.1
their significance for workforce planning in the organisation, and the 1.2
significance of tightening and loosening labour market conditions.
Consider the role of the employer, the industry, the government and 1.3
trade unions in terms of talent planning initiatives, highlighting how the 1.4
organisation can position themselves strategically to attract the top
skills and talent for the future.
2. Offer a suitable plan for talent for the organisation, bearing in mind the 2.1
downsizing of the organisation. Discuss the principles and tools 2.2
required in this process and develop potential succession and career
plans for those employee who will remain with the organisation. Your 2.3
plan should highlight what recruitment needs to occur on the basis of 2.4
your plan and assess the most suitable methods to recruit these
employees. 2.6

3. During times of change employee turnover can increase. Analyse how

you can ensure that the organisation can retain key talent during the 3.1
potential downsizing and assess why some employees may wish to
leave. Evaluate any costs that may be associated in terms of human 3.2
5RST IHR105002 (17)

resources during a time of uncertainty for the workforce.

4. Advise the organisation on the key procedures and processes in
regards to best practice in terms of activities that will need to be 2.5
conducted during the downsizing exercise. Ensure that any advice on
4.1
dismissals, retirements and redundancies all complies with current
legal requirements.
Evidence to be produced
A written report of approximately, 3900 words in total (divided appropriately across the
sections).

You should relate academic concepts, theories and professional practice to the way
organisations operate, in a critical and informed way, and with reference to key texts, articles
and other publications and by using organisational examples for illustration.
All reference sources should be acknowledged correctly and a bibliography provided where
appropriate (these should be excluded from the word count).

You can put the ‘PTP Soda Drinks’ into a country context of your choice, may be UK or any
other.
5RST - Resourcing and talent
planning

Assessment Guidance and Brief

PwC
5
9
5RST - Resourcing and talent
planning

PwC Young Workers Index

PwC
10
Executive summary Key results Potential boost Focus on: Automation Implications for policy Focus on: The UK Conclusion Appendices
to GDP and youth employment and business

Empowering young workers: The $1.2 trillion prize

Young people as digital natives are well positioned to take advantage of

opportunities created by technological progress, if supported by education

Automation presents many opportunities for young people, but
education is key
• Based on job characteristics and the industries in which young workers are
employed, they are only marginally more likely to be at risk of automation than
core adult workers.
• But, in many cases young people might be better positioned as digital natives to
take advantage of the opportunities created by new automation technologies in
areas like AI, which is set to create some totally new jobs in the digital
technology area.
Figure 4: Automation risk by demographics
• However, as indicated in Figure 4, the ability of young people to take advantage
of the opportunities created by automation is largely influenced by their
education levels.
• The disparity in automation risk for those less educated (GCSE or lower in the
UK and equivalents elsewhere in the OECD) is especially pronounced for young
men, who could be at 50% risk of automation, compared to 10% for higher
educated (graduates) men.
• Therefore, a focus on providing young people with the right education and
training will be key in preparing them for the more automated workplace of the
future.
60%

Risk of automation for young workers

50%
Average risk of automation*
40%
0% 10% 20% 30% 40% 50%

30%
Young (16-24)

20%
Core (25-49)
10%

Older (50+) 0%
Low education Medium education High education

Male Female

*Average across Austria, Belgium, Chile, Cyprus, Czech Republic, Denmark, Finland, France, Germany, Greece, Ireland, Israel, Italy, Japan, Korea, Poland, Netherlands, Norway, Russia, Singapore, Slovenia,
Slovakia, Spain, Sweden, Turkey, United States and United Kingdom.

Source: PwC (2017).

11
22 | PwC Young Workers Index 2017
Executive summary Key results Potential boost Focus on: Automation Implications for policy Focus on: The UK Conclusion Appendices
to GDP and youth employment and business

Empowering young workers: The $1.2 trillion prize

Education and training policy will be key to ensuring young workers have the
correct skills for an evolving workplace and can be flexible to changing jobs

Digital natives will be well positioned to take

Invest in education and training for an automated world advantage of new jobs created by
Governments should invest more in the types of education and training that will be most useful to people in technological progress
this increasingly automated world. It is likely that this will require a greater focus on vocational training,
offering qualifications in digital and STEM industries that are less at risk of automation and also have less • An important caveat to keep in mind is that while
need for a university education. This will help young people utilise their current advantage having grown up automation will lead to job losses in many
as ‘digital natives’, honing their skills for a digital workplace. industries, it will also generate completely new jobs

1
related to these new digital technologies.
• To ensure that these opportunities do not
disproportionately to higher-educated young
workers in digital sectors, public policy should be
Career development and re-training support
focussed on providing the appropriate education
For those affected or likely to be affected by job losses, governments need to ensure career advice and re- and training to match these emerging opportunities
training is provided. This should be focussed in industries less at risk from automation, for example in – this should be delivered outside of formal
education or STEM. Local job centres should encourage and offer support for completing courses and education through vocational qualifications which
qualifications. They should also forge links with local businesses in need of new skilled workers to offer do not specify a university educational path.
employment pathways afterwards.
2 • More broadly, there will also be offsetting gains
through boosts to productivity from new automated
technologies. This will generate extra incomes and
eventually feed through into the wider economy as
Invest in the digital sector to generate new jobs this income is spent and invested – in turn, this
To support the offsetting job gains from technological progress, governments should invest in digital sectors additional demand will generate jobs and incomes
that can generate these new jobs. For example, this could be achieved through university research centres or across the economy.
science parks. Support could also be given to start-ups – for example, through tax incentives.

12
23 | PwC Young Workers Index 2017
 Implications for policy

5 and business

13
24 | PwC Young Workers Index 2017
Executive summary Key results Potential boost Focus on: Automation Implications for policy Focus on: The UK Conclusion Appendices
to GDP and youth employment and business

Empowering young workers: The $1.2 trillion prize

There are three key policy lessons countries can learn from top performers to
help ensure their workers can respond to the challenges of automation

Education systems need to offer young people with a broad range of career
pathways – from apprenticeships to university education. Schools need to offer
advice and encourage students to consider both traditional subjects and
technical training, shifting cultural perceptions towards apprenticeships. 1.Promote a
broad variety of
career pathways
1
Vocational training needs to be promoted during school. These career pathways
are growing in importance with the emerging skills shortage in subjects such as
STEM (science, technology, engineering and mathematics). Jobs in these areas
do not necessarily require a university education route and also tend to be less Policies
at risk of automation. supporting
younger
2 3.Engaging
workers

employers in
training
Education policymakers need to engage with businesses, ensuring programmes 2.Improve vocational
strategies
are producing young workers with market-relevant skills. This will also ensure training in STEM
training strategies are being constantly updated to reflect evolving business
need in an ever-digital and automated workplace.

14
25 | PwC Young Workers Index 2017
Executive summary Key results Potential boost Focus on: Automation Implications for policy Focus on: The UK Conclusion Appendices
to GDP and youth employment and business

Empowering young workers: The $1.2 trillion prize

Vocational training is the key to opening up alternative career pathways to

university and much can be learnt from top performers like Germany

In many OECD countries, there remains a cultural bias towards attaining a formal university education. But in today’s diverse and digital
economy, technical training and work experience may actually be the key to empowering young people to chose a career path that suits them,
promotes social mobility and supports individuals from all backgrounds into gainful employment.

A recurring feature of the top performers on our index is a ‘dual education’ system which incorporates vocational training alongside
classroom learning.

By exposing young people to both academic and
practical subjects at a young age, individuals can
make a more informed choice about their future
career paths, providing them with more options and
a more diverse set of skills.
By engaging students with employers from a young
age, individuals will gain valuable employability
skills. Allowing employers to design training
strategies will help reduce future skills mismatches
and help ensure that young people have the skills
for a digital workplace.
By embedding technical education in the school
curriculum, cultural biases towards university
education will begin to shift. For countries such as
the UK this will be crucial – rising tuition fees
combined with its poor relative supply of
apprenticeship schemes (compared to other OECD
countries) is greatly limiting future career pathways
for those from lower income families.

Germany’s dual education system puts more than
50% of school students in one of over 300
training opportunities.
The Vocational Training Act provides over
500,000 company-based training contracts
a year.
In Switzerland, over 70% of young people
participate in the Vocational Education and
Training System (VET) which offers apprenticeships
and qualifications in over 200
different occupations.
Around 1/3 of Swiss companies engage in
apprenticeship training programmes.
In Austria, the Youth Guarantee Scheme entitles
every young person interested in an
apprenticeship to a place.
Initiatives have also been launched introducing girls
from the age of 12 into technical careers through
career fairs and advice.

Sources: Federal Ministry of Education & Research (2015), OECD (2009)).

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26 | PwC Young Workers Index 2017
Executive summary Key results Potential boost Focus on: Automation Implications for policy Focus on: The UK Conclusion Appendices
to GDP and youth employment and business

Empowering young workers: The $1.2 trillion prize

One area vocational training should be focussed on is STEM subjects which

continue to demand more skilled workers across the OECD

Across the OECD, STEM (science, technology, engineering and mathematics) remains a low employer of young workers. But demand for skilled
workers is on the rise in these industries and is outpacing the growth of STEM skilled workers leading to a skills gap. Education policy should
focus on changing perceptions of these industries to boost youth employment and support business and innovation.

The percentage of young adults (16-24) with only basic or elementary

The unemployment rate in STEM In 2013, unemployment
numeracy proficiency varies widely across the OECD …
industries remains significantly rates in the EU were:
60% 53% below that of other industries. 2% in STEM
11% total u/e rate1
40%
23%
20%
9%
On average, 10% of Across the OECD on average,
0%
females graduate in female participation in STEM
STEM subjects, subjects lags considerably
compared to over 26% below that of males.
of male graduates2
… as does the share of graduates graduating with a STEM subject …
40% 35%
There is an emerging skill shortage In the UK, the proportion
30% 24%
of workers within STEM industries of businesses reporting
20% 15% that needs to be addressed. problems recruiting
STEM employees more
10% than doubled from
2013 to 2015 to 26%3
0%

Sources:
¹ European Parliament’s Committee (2015).
² OECD Statistics (2012).
³ CBI/Pearson Education and Skills Survey (2015).
16
27 | PwC Young Workers Index 2017
Executive summary Key results Potential boost
to GDP
Government and businesses need to work in partnership to improve training for
young people in STEM and close the growing skills gap
STEM industries will be the engines of growth, productivity and
innovation. They will provide the jobs of tomorrow.
Over the last decade, the contribution of STEM industries to the global economy
has grown considerably. In an increasingly digital world, it is crucial that we equip
young workers with the skills needed in these growing industries and reduce the
risks of job losses from automation. Providing education and training from a young
age in these subjects will not only help meet growing business need for skilled
workers, but will also continue to drive innovation, technological and
scientific progress.
This slide outlines some of the ways governments and businesses can work together
to promote young engagement and training in STEM.
Stem Alliance – EU
• The STEM Alliance is a cross-EU initiative aimed at promoting STEM
education and careers to young people.
• The Stem Alliance aims to increase links between STEM education and
careers, by involving schools and businesses throughout Europe.
• One company who have joined the STEM Alliance is Shell, who assist
teachers and students in STEM subjects in 32 schools within the
Netherlands. The aim of this initiative is to improve their technical
education and motivate students towards a STEM career.
• Active involvement of businesses in designing training will ensure
growing business demand for skilled workers is met.
Sources: White House (2015), STEM Alliance (2017), London Borough of Haringey (2016).
Focus on: Automation Implications for policy Focus on: The UK Conclusion Appendices
and youth employment and business
Empowering young workers: The $1.2 trillion prize
London borough of Haringey – United Kingdom
• Haringey Council is the regional leader in London’s efforts to close the STEM
skills gap, setting up a STEM Commission to engage with businesses,
school leaders and governors in order to encourage youth towards STEM
careers.
• As part of this agenda, they have been actively setting up post-16
opportunities to support young people in specialist education and training
in STEM.
• One such opportunity is the opening of the National College for Digital
Skills in Tottenham Hale, which will provide BTEC Level 3 courses to Sixth
Formers as well as 19+ apprenticeships, with a specially tailored curriculum
focused on technical, creative and entrepreneurial skills.
TechHire initiative – United States
• In 2015, President Obama launched the TechHire initiative to expand local
technology sectors through the training of young people.
• Over 1300 employers are signed up to the initiative, committing to
providing tools to support training strategies in over 70 communities. Since
the initiative was launched in 2015, over 4000 job placements have been
offered.
• Over $100 million was also pledged in federal funding, with the majority of
the funding going directly to partnerships that will train and support
young people. A proportion of the funding was also specifically allocated to
support individuals from disadvantaged backgrounds.
17
28 | PwC Young Workers Index 2017
Executive summary Key results Potential boost
to GDP and youth employment
Companies across the world are investing in STEM education for young people
to bridge the skills gap and create a young digital workforce
Education policy needs to be supported by businesses who promote
training in the skills that they require and that will be more robust
to automation.
Increasingly, businesses are taking a more proactive role in offering training to
young people. This allows them to match young people to the roles they need and
support the future growth of their industries.
This slide documents some of the initiatives that companies are taking around the
world to improve skills in STEM industries.
Governments need to recognise these efforts and work to promote these
programmes in schools to encourage uptake, especially amongst
disadvantaged youth.
Life is Tech! – Japan
• Since 2011, Life is Tech! has been running teenage IT educational events
in co-operation with universities, IT companies and schools
across Japan.
• So far they have provided IT education to about 13,000 participants,
with the aim of engaging with 200,000 Japanese students in the future.
• In 2014, Life is Tech! were awarded with a Google RISE Award, the first
company to receive this in the East Asia region.
• They have since expanded internationally, running educational camps at the
National University of Singapore and more recently at the University of
Melbourne in Australia.
Sources: White House (2015), STEM Alliance (2017), London Borough of Haringey (2016).
Focus on: Automation Implications for policy Focus on: The UK Conclusion Appendices
and business
Empowering young workers: The $1.2 trillion prize
Google – Worldwide
• Every year, Google presents RISE (Roots in Science and Engineering)
Awards to non-profit organisations who promote computer science
education opportunities.
• The Awards are given to organisations across the world, with particular focus
on initiatives that reach girls, underrepresented minorities, and
students from a disadvantaged background.
• Recipients of the award receive a $10,000-$25,000 grant and leaning
resources from Google experts and volunteers. In return, recipients are
expected to report to Google on their programmes success and share
resources across the local community.
IBM – United States
• In 2016, IBM sponsored Girls Who Code (GWC), a national non-profit
organisation whose aim is to close the gender gap in technology.
• IBM helped GWC run summer immersion camps and after-school
coding clubs, teaching girls how to use applications like Watson API,
Bluemix, Java and Python.
• Local IBM offices also provided speakers and facilitators for the
summer camps.
• Since 2012, the camps have served 40,000 girls in all 50 states. By 2020,
they aim to teach one million girls how to code.
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29 | PwC Young Workers Index 2017
Executive summary Key results Potential boost Focus on: Automation Implications for policy Focus on: The UK Conclusion Appendices
to GDP and youth employment and business

Empowering young workers: The $1.2 trillion prize

Focus on: German’s dual education system goes hand in hand with promoting
STEM training

Germany has been a consistently high performer on the index over the past 10 years. As discussed in the previous slide, vocational education and
training are deeply embedded and respected in German society. The engagement of employers is well integrated in the system and permits a
mutual screening between potential employers and employees during training.

Germany performs significantly above the
OECD average on many indicators, with over
half the rate of youth unemployment…
7%
Germany
… and a continually falling NEET rate
20
NEET rate (20-24 year olds),%
Germany’s dual education system naturally
incorporates a focus on STEM industries.
Standardised training, testing and qualifications in
16%
over 300 recognised occupations means all
apprentices are guaranteed the same level of
OECD training regardless of location or company.
average
1 wide range of activities and projects to advise
The system naturally promotes training in STEM
industries, which often require more technical
Germany – ‘Go MINT’
• ‘Go MINT’ is a national project within Germany
to increase female participation within MINT
(Mathematics, Informatics, Natural Sciences
and Technology).
The initiative was launched in 2008 and has so
•
far had more than 220 partners supporting a
young women on studies and careers
in MINT.
• According to current information from the
Federal Office of Statistics, the ‘Go MINT’

training such as computing, as opposed to campaign has seen over 40,000 female
classroom learning. students opt for an engineering degree in
15
2014 – three times the number in 1995.

10
2 • Similarly the number of female students has
increased from 21,000 in 1995 to 64,000
in 2014.
5 Engagement of employers in the system ensures
young people are receiving market-relevant
training that matches the demand for workers in an
0 increasingly digital world.
2006 2008 2010 2012 2014
Germany OECD average
3
Sources: OECD, Das Kompetenzzentrum Technik-Diversity-Chancengleichheit (2017).
19
30 | PwC Young Workers Index 2017
20
5RST - Resourcing and talent
planning

EVP Case Study Astra Zeneca

PwC
21
 Employee Value Proposition EVP Case Study AstraZeneca | talentsmoothie

Employee Value Proposition at

AstraZeneca
Case study

Whether our Employee Value Proposition (EVP) projects are global in nature or focused
on a country or region we always apply the same principles, which are to segment your
employees across important talent segments and really understand what they want
from work. This is exactly what we did with AstraZeneca when we needed to create an
EVP that would resonate well with all 65,000 employees.

The goal
To create a global Employee Value Proposition (EVP) for AstraZeneca, building on the
principles of their corporate brand to further differentiate the company in an increasingly
competitive talent marketplace.

This included identifying:

Any different approaches needed to attract and retain different talent segments and
what those differences should be
Priority areas for change in order to maintain and improve engagement of key talent
The messages to use to attract different talent groups, from scientist to marketer, to
AstraZeneca in fteen different countries

22
 Employee Value Proposition EVP Case Study AstraZeneca | talentsmoothie

What we did
As with any Employee Value Proposition the starting place is to understand what is
important to current employees and what the company is like to work in right now. This
was a global project in a company with over 65,000 employees so it was crucial that we
segmented the workforce. We focused on 15 talent groups, 12, countries and 4
functional areas. We also segmented people according to their age and gender.

We began by reviewing data already available. In this case we had the employee
opinion survey data and some research on what was important to AstraZeneca
employees.

We developed a draft Employee Value Proposition using our grounded theory research
methodology.

The Employee Value Proposition comprised of ve themes. We tested the themes with
existing employees to check their relevance, resonance and credibility. We also wanted
to make sure that they appealed to both existing and potential employees and that the
language worked in each of the different countries. The testing also told us which
elements of the EVP appealed more to each segment and therefore which messages to
highlight to these groups.

How we did it
This was a large global project spanning 15 countries. The project duration was six
months. We worked in a project team comprising Director Global Talent Attraction,
Global Employer Brand and Recruitment Marketing Director, Head of Learning and
Development, and Director of Internal Communications. The project sponsor was the
Global HRD.

As the company was creating a new corporate brand and identity at the same time we
also worked alongside their branding agency, Interbrand. We jointly developed a style
guide.

Importantly, the Employee Value Proposition was going to be the rst company-wide
project to be communicated under the new corporate branding. So it was crucial that it
was written in a style that tted the brand and brought it to life.

Key outputs of the project

The Employee Value Proposition itself
A resultant Employer Brand

23
 Employee Value Proposition EVP Case Study AstraZeneca | talentsmoothie

An online user guide for HR and managers giving guidance on how to manage and
engage different key groups.
A recruiters’ guide showing each talent segment and which messages appeal to each
Recommendations on HR priorities
A ‘story’ showing the journey of creating the EVP, who was involved and what the
results had been

The difference we made

We increased engagement as we gave people an opportunity to be understood and
have their say
They now know exactly how to present AstraZeneca in the employment marketplace

The Employer Brand toolkit uses an eReader design to give examples of the employer
brand in action and to give employees Employer Brand information in an accessible and
interactive format. The toolkit is easy to use and provides a positive user experience with
an engaging, animated page turning feature.

The Employee Value Proposition is being ‘lived’. AstraZeneca have developed a toolkit
for managers to help them to manage, engage and recruit people.

Employee Value Proposition embedded into Social Media

AstraZeneca regularly looks to integrate their Employer Brand messaging and visual
identity onto their Social Media properties. Their Recruitment Career Facebook page was
recently ranked #1 and #4 respectively in Europe and the USA by Potential Park’s S-Com
Study. AZ regularly cross promotes their employer branding messages onto their career
LinkedIn and Twitter pages. The posts provide a peek into AZ’s culture and work
environment. All messages re ect the corporate and employer brand/EVP framework,
along with AZ’s visual and verbal identity.

Global Recruitment Employee Value Proposition Communications Model

It’s important to understand EVP drivers for each talent segment and to build
communication for each key process point. The below provides a graphic on AZ’s Global
Recruitment EVP Communications Model and how it is delivered to the market.

24
 Employee Value Proposition EVP Case Study AstraZeneca | talentsmoothie

Diagram included here with thanks to Lisa Smith-Strother — former Director, Global Employer Branding, AstraZeneca

Summary of results of this project

AstraZeneca are an example of a company that has implemented their EVP well and
thoroughly. They have made it work for them in terms of attracting new talent and
keeping existing talent motivated and engaged.

Source: https://talentsmoothie.com/portfolio/employee-value-proposition-evp-case-study-astrazeneca/

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26
5RST - Resourcing and talent
planning

Use of Gamification in Recruitment

PwC
27
Use of Gamification in Recruitment
Example 1

Siemens introduced Plantsville –that puts the player in the shoes of the plant manager at Siemens. Tom
Warney, head of marketing and communications, sees it as a tool to incur interest among the youth for
working with manufacturing industry. This was helpful for the company as well, because a player who has
spent hours in virtually running a factory would perform better in real terms as he is already familiar with
the whole process.

Source: https://recruiterbox.com/blog/gamification-in-recruiting/

Example 2

Another successful game based on recruitment is My Marriot Hotel running on career page of Facebook
where the visitors can experience virtually what it takes to manage process of Marriott hotel. Clicking on
“Do it for real” directs you to the career page of Marriott.

The goals of both the games are similar to those of the company’s requirements. Thus it simulates the
work environment for the candidate making it easier for him/her to be more productive and also the
company gets insight of the prospects that whether they will be able to survive the work pressure.

Source: https://recruiterbox.com/blog/gamification-in-recruiting/

28
Example 3

Google invites the best coders to compete

Tech monster Google has been organizing a Google Code Jam software-writing competition for 12 years as
a way to find fresh, new talent to work for the company. Ostensibly, developers and engineers who enter
the contest are competing in a game to win monetary prizes up to $50,000—but Google uses it as a way to
attract potential hires with the right skills for the job and company.

Source: https://business.linkedin.com/talent-solutions/blog/recruiting-strategy/2015/5-companies-that-
are-successfully-using-gamification-for-recruiting?u=0

Example 4

Formapost lets recruits know what they’re getting into

The French postal service Formapost struggled with employee retention. After a short trial period, around
one-quarter of new hires left the company—which cost Formapost extensively in recruiting and hiring
budgets. So, to achieve this clear singular goal of increasing employee retention rates, the company turned
to gamification.

Formaposte launched Jeu Facteur Academy, which allowed players (and potential candidates) to “live” a
week in a life of a new hire postal carrier. It had situations of getting them up early in the morning,
learning about postal work, and even elements of ethics on the job as a way of managing realistic
expectations.

Source: https://business.linkedin.com/talent-solutions/blog/recruiting-strategy/2015/5-companies-that-
are-successfully-using-gamification-for-recruiting?u=0

29
Example 5

U.K. Government Communications Headquarters weed out candidates

British intelligence and security agency, the GCHQ—the U.K. equivalent of the NSA—created an encrypted
message on a website CanYouCrackIt.co.uk and used it as part of their application process for all wannabe
spies and hires. Candidates had to literally crack the code and decipher what the hidden message was in
order to advance in the process.

So, not only did applicants get a sense if they were up for
the challenge of the job, the GCHQ was able to weed out candidates who sent in an application or a
resume en masse and have an objective ruling on whether they met the job requirements.

Source: https://business.linkedin.com/talent-solutions/blog/recruiting-strategy/2015/5-companies-that-
are-successfully-using-gamification-for-recruiting?u=0

Example 6

Domino Pizza Mogul game may seem like a way for customers to earn money and have fun dreaming up
pizza ideas, but it’s also a way for the company to build brand awareness so that when a young person is
looking for a job, he or she will think of Domino’s as a potentially fun place to work.

The Pizza Mogul game has users create and name their own ideas for pizzas and toppings, and then for
every item sold, they get certain monetary rewards. This also shows potential job candidates that the
company is innovative, creative, fun, and game for new ideas in the workplace.

Source: https://business.linkedin.com/talent-solutions/blog/recruiting-strategy/2015/5-companies-that-
are-successfully-using-gamification-for-recruiting?u=0

30
Example 7

Gamification KPMG

Players compete in races by answering a series of questions about firm´s capabilities. If answers are
correct and rapid, the user´s avatar would complete the race more quickly, earning a position in firm
leader and small rewards (movie tickets, etc). Players progress to higher levels with higher difficulty of
questions.

Source:
https://www.kpmg.com/AU/en/IssuesAndInsights/ArticlesPublications/Documents/gamification-
competing-for-engagement-2014.pdf

Example 8

Gamification PwC

Online simulation game to model the structure and procedures of your organization. During the
simulation game participants get to experience your company’s everyday operation as virtual employees

Source

http://gamesforbusiness.eu/en/menu/recruitment.html

31
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5RST - Resourcing and talent
planning

Strategic Workforce Planning

Case study

PwC
33
5RST

Strategic Workforce planning

Workforce planning is evolving from a finance-driven

headcount planning exercise (how many people, how long, at
what cost, towards a more strategic process (the right people,
at the right time and location, at the right price).

The greatest ROI for talent management strategies springs from strategic workforce planning that integrates
the talent process into the business planning process.

A strategic workforce planning framework helps executives, managers, and functional experts lock in on factors
that will influence their workforce planning needs of today and the future: external economic and labour
trends, potential success levers, and desired characteristics of the future workforce.

Leading companies engage in a cycle of workforce planning activities, rather than setting up workforce
planning as an annual event. These organizations update their workforce strategies and plans on an ongoing
basis in concert with changing economic conditions, workforce capabilities, and business objectives.

Step 1: Articulate business strategy and talent demand drivers

To define the business strategy and a vision of where the business is headed, start by clarifying your
organization’s business targets — which should be the foundation for forecasting your critical talent needs. As
you conduct interviews, employee focus groups, and industry/competitor analyses, ask questions such as:

Response/Notes
What’s the business strategy? Has it changed significantly? Are
business models evolving?

In what markets will your company do business?

How is the business becoming more global?

34
What are our organization’s major weaknesses?
What are the biggest challenges you face today as you lead the
business?

What is the business unit’s advantage (or disadvantage) compared

to its competitors’?

What are the most significant recent or projected changes in the

organization and/or its staff members? Will growth be organic or
inorganic?

What are our key business goals for the next two to five years?
What major obstacles will the business unit face in reaching these
objectives?
How will you know if the business unit is successful? What will
you measure?
What are the key success factors that will make or break the
business unit’s success long term?
What are the critical issues that put the success factors at risk?

What capabilities and skills will your organization need to support

future growth?

Will headcount in some areas need to be increased more rapidly

than in others?

How can your organization use its talent to achieve competitive

advantage?

35
REMINDER:

Step 2: Model future needs for talents and skills

Discuss with business:

Keep the discussion focused on capabilities rather than specific roles or job groups to provide more flexibility when developing a
workforce plan.

What are the capabilities and skills most critical for

strategy execution?

What capabilities and skills are critical for driving long-

term competitive advantage and revenue growth?
(strategic talent)
What capabilities and skills are needed for the business
but could be delivered more cost-effectively? (requisite
talent)
What capabilities and skills are unique to the
organization and core to delivering products and
services? (core talent)
What capabilities and skills are no longer aligned with
the organization’s strategic direction? (non core talent)

What is the organization’s current capabilities and skills

based on strategic needs?

36
 Where do these skills/capabilities need to be located to
have an impact?

How prevalent will these skills/capabilities need to be

to support business strategy (i.e., do most employees
need these skills, or only a few specialist)?

Companies should combine four different approaches to identifying future workforce needs—demand, supply,
employee behaviour, and financial modelling—for best results. These models focus on:

• Demand—The type of skills and the number of people required to accomplish a business strategy.

• Supply – Available staff within an organization or resources within the markets in which the organization
operates.

• Employee behaviour – The knowledge and capabilities employees currently have and the approaches to
training and incentivizing the development of skills.

• Financial modelling – The link between the people and the costs of both acquiring and maintaining the
appropriate labour pool.

Build on your analytics and partner with business leaders to identify business/ environmental forces that could
significantly change the talent required to execute strategy (i.e., talent criticality, importance, location).

37
 Create scenarios to assess how environmental shifts will impact talent needs. Select two forces and plot them on
a matrix to create different scenarios. Work with the business to predict how the talent needed to execute
business strategy would shift in each of those scenarios.

Force A +
E.g. Sales growth is more than
10%

Scenario Scenario
A B
Talent Talent
need need
Force B+ Force B -
E.g. open new E.g. do not open new
production line production line
Scenario Scenario
C D
Talent Talent
need need

Force A –
E.g. Sales growth is less than 10%

NEED:
Scenario A Scenario B Scenario C Scenario D
Critica Qua Busine Critical Quanti Busine Critical Quanti Busine Critical Quanti Busine
l high, ntity ss unit high, ty ss unit high, ty ss unit high, ty ss unit
mediu same, mediu same, mediu same, mediu same,
m, low differe m, low differe m, low differe m, low differe
nt nt nt nt
Skill 1
Skill 2
Skill 3
Skill …

Relevant scenario selected and agreed with business partners.

REMINDER:

38
 Step 3: Analyze talent supply
Current supply for selected scenario

Scenario …
Critical Quantity Business unit
high, medium, low same, different
NEED Current supply NEED Current supply NEED Current supply
Skill 1
Skill 2
Skill 3
Skill …

A workforce modelling (e.g. using an excel or another modelling tool) will help you measure the impact of
different assumptions and parameter projections on the current workforce. For example, you can model the
effect of changing the turn over rate, the current graduate intake, the projected promotion rate, the training
dropout rate, and the retirement rate. Then, role by role, you describe the relevant historical information, the
current state, projected needs and how many individuals will be available in year 1, year 2, and year 3.

Scheme below shows the steps by which this is done. Starting from the number of employees currently in the
role, you project the number of employees who will:

• Come into the role prior to the next year (e.g., by talent acquisition (internal and external hiring), transfers,
promotions, market consolidations)

• Leave the role prior to the next year (e.g., by termination, resignation, promotion, retirement, or internal
transfer)

39
REMINDER:

Step 4: Identify and develop action plans to remediate talent gaps

The future-state needs you have modelled in prior steps will provide insights into your organization’s capability
gaps, resource gaps, and labour market gaps — all within the context of the company’s strategic priorities. You
are ready to examine the gaps between supply and demand, articulate the relative impact that these gaps will
have on the strategy from both headcount and financial perspectives, and prioritize the HR and talent
interventions. This prioritization should then come to life through a documented and managed talent
remediation plan.

Strategies to fill gaps typically cover three areas:

• Acquisition
• Retention
• Training

Sample strategies:

Satisfy Internal Demand to Fill Talent Gaps

Build Buy

Formal training programs Hire full-time staff from inside the organization.

Informal coaching interventions Hire full-time staff from outside the organization.

Mentoring initiatives Hire temporary staff/ contractors.

Rotation programs Outsource particular roles or processes.

Continuing education programs/benefits

40
 Reduce Internal Demand to Shrink Talent Gaps

Retain Align

Compensation/ benefits packages Cultural assessment/ change initiatives

Job rotations/ development opportunities Role redesign

Career path redesign/ communication Process/structure redesign

Work–life balance initiatives Executive communication initiatives

Step 5: Implement remediation plan and monitor impact

In many ways, HR is uniquely positioned to provide analysis and insight into all the data elements required for
effective workforce planning. HR is a natural partner to be that strategic advisor and counsel business leaders
in defining, addressing and mitigating workforce planning gaps. Effective implementation, however, will
require close collaboration.

Business leaders, Finance, IT, Operations, and HR all offer different perspectives on the supply and demand of
talent. Increasing participation and elevating the topic to a strategic level can drive integration and alignment
while also improving the quality of the outcome. Ultimately, the business should be the owner of the plan.

Critical success factors include:

• Integration of HR and talent plans into the company vision and strategic plan

• Change management processes to enforce consistency and build momentum and buy-in from employees
• Selection of appropriate metrics to measure first, the implementation of the intervention and, second, the
impact of that intervention on closing the identified talent gap

• Assignment of roles and responsibilities for implementing the workforce action plans

REMINDER STEP 4 and 5:

41
Step 6: Maintain and manage workforce planning process ongoing
Effective implementation requires constant monitoring and adjustment. Weaving workforce management into
the fabric of the company requires involvement and ownership by the executive team. Workforce planning
should be an integral part of your company’s strategic planning and governance mechanism.

For example, make the workforce plan an integral part of the annual strategy plan, just as you do with the
finance plan. Simple steps such as adding a standing agenda item to the executive leadership team’s quarterly
meeting can go a long way in driving business ownership of the process. Integrate workforce planning into your
business processes (e.g., quarterly quality reviews can be used to determine whether resource or skill gaps are
part of the problem).

Create a dashboard to report progress to business partners regularly and to identify remedy actions as and if
appropriate.

REMINDER:

Adapted from sources:

PwC, Take your mark, 2012,
PwC, Workforce of the future: How strategic workforce planning can help financial institutions today,
tomorrow, and beyond, 2014
CEB, Strategic Workforce Planning Playbook, 2013

42
43
5RST - Resourcing and talent
planning

Workforce planning examples

PwC
44
 Market example1: Effective demand forecasting
Professional Services organisation
BACKGROUND
Benefits of the
approach: A professional services organisation faced 3 challenges:
1. Line Managers were placing last-minute demands upon Resourcing
• The Resourcing 2. Resourcing were finding it hard to deliver
Managers form a 3. There was little clarity over who ‘owned’ Workforce Planning
tight network of
individuals with
APPROACH ADOPTED
clear responsibilities A Resourcing Team was set up of specialist Business Partners who managed the communication
between the business and the internal and external Recruitment networks.
• Resourcing Each Business Unit had a dedicated Resourcing Manager that:
Managers can, at • Sat within the business, continually assessing the workforce and workforce demands
any time, provide an
• Attended fortnightly “Swap Meetings“, an opportunity for the Resource Team to discuss
overview of
workforce trends and to maintain an awareness of demands in and around the business
resourcing
requirements across • Held fortnightly meetings with the BU leader to discuss workforce and recruitment needs
the business • Agreed a way forward with the BU leader, resulting in the following Recruitment actions:
1. Consult the Business Unit directly and the wider network, for internal candidates
• Business leaders 2. Consult the Global network, through the Global Mobility team, for internal candidates
understand that
3. Consult Recruitment directly, for external candidates
fortnightly meetings
with the Resourcing OUTCOMES
Manager are • Resource Managers were able to react to business pressures as they occurred, allowing the
necessary for Recruitment team more time for strategic recruitment. This lead to an increase in the quality of
business success hires made
• Workers could be easily redeployed to other parts of the business, which lead to an increase in
PwC Source: PwC Study retention rates and reduced redundancy & recruitment costs 45
 Market example2: Effective demand forecasting
FTSE 100 High Street Bank
Benefits of the BACKGROUND
approach: A FTSE 100 High Street Bank faced difficulties with:
• The business not accurately predicting their workforce needs or communicating these needs
• The HRD /HRBP effectively to Recruitment
and the business
• Business expectations were not aligned with Recruitment and labour market realities
lead sign off the
recruitment plan, APPROACH ADOPTED
holding the
1. A centralised resourcing team was established organised by specialism
business
accountable for 2. Quarterly meetings, driven by the Recruitment Lead, were held with each business division
differences between – The business was required to predict, as accurately and as far out as possible, the pipeline
budgeted hires and plan and associated workforce needs
actual roles – Outputs were captured online and fed up to Senior Management and down to the specialist
demanded units
3. Dialogue from the quarterly meetings was used to educate the business about the criticality of
• Data capturing understanding the labour market. An SLA approach was taken to realign expectations
facilitates the use of
4. A permanent Outplacing Team was introduced as an ongoing solution
metrics
OUTCOMES
• Centralising the • Once the framework and structure were in place, capabilities were the limiting factor
Recruitment team
• When business decisions were not identified at the quarterly meetings, it was the role of
lead to a reduction
the Business Partner to stay aware of major business changes and to act accordingly
in costs
• During a period of restructuring, where large groups were going to be made redundant,
2,000 FTEs were redeployed in to the business. This dramatically saved costs, including
Source: PwC Study recruitment, redundancy and training 46
PwC
47
5RST - Resourcing and talent
planning

Career development planning examples

PwC
48
Market Example #1: National Grid

49
PwC Source: Source: CEB analysis.
Market Example #1: National Grid

50
PwC Source: Source: CEB analysis.
Market Example #1: National Grid

51
PwC
Source: Source: CEB analysis.
Market Example #2
HCL: Push the Right Opportunities

52
PwC Source: Source: CEB analysis.
Market Example #2
HCL: Push the Right Opportunities

Source: Source: CEB analysis. 53

PwC
Market Example #2
HCL: Push the Right Opportunities
Align employees with new
nm opportunities based on aspirations

OR

Advertise to increase
awareness for talent pipeline

54
PwC Source: Source: CEB analysis.
Market Example #3
UnitedHealth Group: Push to the Right Audience

Employees Are More Likely to Be Active Job Seekers When They’re

Dissatisfied with Their Career
Percentage of Employees Actively Looking for a Job, by Level of
Satisfaction

Passive Job Seekers Are Recruited Externally

Passive Job Seekers Are Not Underperformers

55
PwC Source: Source: CEB analysis.
Market Example #3
UnitedHealth Group: Push to the Right Audience

„Raise your hand“

Source: Source: CEB analysis. 56

PwC
Market Example #4
Push at the Right Time

Career risk trigger Career Job search When to schedule

satisfaction activity discussion
B-day -4% +12% Just before B-day
Tenure in role -3% +9% In role 1-2 years
Tenure in company -4% +6% In company 1-2 years
Lack of recent -3% +7% 2 months since last
development development opportunity
opportunity
Change in manager or -3% +17% Immediately after change
responsibilities
Major gathering of -2% +16% Immediately after
friends/classmates

Not a risk triggers

Although career satisfaction decreases by 2% just before performance reviews and
compensation changes, employee job search activity also decreases by 6%–13%.
Source: Source: CEB analysis. 57
PwC
58
5RST - Resourcing and talent
planning

Discrimination quizz - Questions & Answers

PwC
59
5RST
Discrimination quiz questions

Review the situations below and decide if there is evidence of unlawful discrimination
and if so on what grounds.

Q.1 The interviewer asks the candidate, who is in her 20s and has told the interviewer she is just
back from her honeymoon, if she plans to start a family soon.

Q. 2 How would you respond to being given instructions by a person much younger than yourself?

Q.3 A candidate states on his application that attending church is one of his interests outside
work. The interview asks the candidate about this. The candidate doesn’t get the job and
claims the interviewer disliked his religious views.

Q. 4 Two interviewers can’t decide which is the better of two candidates so they decide to flip a
coin.

Q 5. The candidate is clearly pregnant but fails to mention this at the interview. Although she
could clearly do the job the interviewers decide not to appoint her.

Q.6 What arrangements do you make for childcare when you are at work (to a female applicant
with children)?

Q.7 How do you think you will fit in with an all white team (to a black candidate)?

Q.8 This job involves considerable business travel in the UK for which a car is provided. How does
your epilepsy impact on your ability to meet this requirement?

Q.9 Do you have a criminal record?

Q.10 Are you legally able to work in this country?

60
5RST
Discrimination quiz answers

Review the situations below and decide if there is evidence of unlawful discrimination
and if so on what grounds.

Q.1 The interviewer asks the candidate, who is in her 20s and has told the interviewer she is just
back from her honeymoon, if she plans to start a family soon.

A. The risk here is that if she doesn’t get the job the woman may claim sex
discrimination. Unless there is evidence that the reason she didn’t get the job was
because of lack of skills, ability, experience, motivation an ET might conclude that it
was because the company thought she’d be taking time off on maternity leave. Since
only women can get pregnant the reason she didn’t get the job would be because of her
sex.

It is advisable not to ask these types of questions. It is easy to stray into these areas
when trying to be friendly with candidates. If this question must be asked it should be
asked of all candidates and documented in the notes.

Q. 2 How would you respond to being given instructions by a person much younger than
yourself?

A. Discriminatory. This was an Irish case of Hughes v Aer Lingus where the Equality
Tribunal found that the employer had discriminated on the ground of age by asking this
question to a 50-year-old woman applying for a cabin crew position.

Q.3 A candidate states on his application that attending church is one of his interests outside
work. The interview asks the candidate about this. The candidate doesn’t get the job and
claims the interviewer disliked his religious views.

A. Again if there is insufficient evidence that the reason the candidate didn’t get the job
was because of skills, abilities, experience, motivation he may succeed in a claim that
he was treated less favourably because of his religious views.

Q. 4 Two interviewers can’t decide which is the better of two candidates so they decide to flip a
coin.

A. No unlawful discrimination here.

Q 5. The candidate is clearly pregnant but fails to mention this at the interview. Although she
could clearly do the job the interviewers decide not to appoint her.

A. If the reason she wasn’t appointed was because she was pregnant then this is sex
discrimination. If she wasn’t appointed for another lawful reason this should be clearly
documented. She may have been able to do the job but another candidate may have been
able to do it better.

Q.6 What arrangements do you make for childcare when you are at work (to a female applicant
with children)?

A. Potentially discriminatory but OK to ask all candidates (M & F) whether they are able to
work the hours on offer.

61
Q.7 How do you think you will fit in with an all white team (to a black candidate)?
A. Potentially discriminatory – under Race Relations Act as it makes negative assumptions
about the ability/willingness of one race to work with another.

Q.8 This job involves considerable business travel in the UK for which a car is provided. How does
your epilepsy impact on your ability to meet this requirement?

A. Non-Discriminatory – it’s OK under the Disability Discrimination Act to ask people

for information about their disability, providing it is relevant to the requirements of the
job. The employer is then in a position to consider if ‘reasonable adjustments’ could be
made to accommodate the person’s disability.

Q.9 Do you have a criminal record?

A. Lawful. The Rehabilitation of Offenders Act 1974 allows certain criminal
convictions to become "spent" after a designated rehabilitation period so that ex-offenders
have the opportunity to put their criminal past behind them. This means that, for the
majority of employment purposes, the person is treated as if s/he had never been
convicted at all. The rehabilitation period and the question of whether or not the
conviction can be rehabilitated at all are dependent on the length and type of the
sentence imposed. Where a person is sentenced to a custodial sentence of more than
30 months, that conviction can never be rehabilitated.
Once a conviction is regarded as spent, the person does not have to reveal its existence
in most circumstances and can answer ‘no’ to the question, ‘do you have a criminal
record?’ Certain occupations are exempted, for example those who work with children
or young people under 18, accountants, solicitors, etc.

Q.10 Are you legally able to work in this country?

A. It is a criminal offence under the 1996 Asylum and Immigration Act to employ a
person who is subject to immigration control, unless they have permission to live and
work in the UK. Therefore an employer must check the eligibility of all new employees
to work in the UK.
If an employee is found to be working illegally and the employer has failed to make the
required check on their eligibility to work, any employee involved in making the
appointment might be personally liable to a fine of up to £5000 per illegal employee.
In order to check their eligibility before issuing their contract, the employer should ask
all newly-appointed staff to bring in their passport or some other approved document
which confirms their eligibility to work to make a copy of the document.

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63
5RST - Resourcing and talent
planning

How to measure performance of your

recruitment

PwC
64
How to measure performance of your recruitment
Selected Resourcing measures
Measure Description Formula
This metric analyses the overall Cost per Hire for external recruits. The
definition covers all areas of the process, from advertising, the use of
agencies and university presentations, through to the recruiting process
itself (screening, assessment, interviewing) and any consequential External Recruitment
Cost per Hire (EUR) costs incurred for relocation. The Cost per Hire therefore begins to Costs ÷ External
allow an assessment of the return on recruiting expenditure. To a Recruits
limited extent it is also an indication of the efficiency of the recruitment
function.

This indicator shows the percentage of open vacancies (monthly) out of Average number of
Vacancy Rate (%) total company headcount. open vacancies ÷
Headcount
Vacancy Fulfillment Rate measures the percentage of filled vacancies (External recruits +
Vacancy Fulfillment Rate during the year by both external and internal candidates. Internal appointments)
(%) ÷ Number of open
vacancies
External Recruitment Rate allows an assessment of the amount of
External Recruitment Rate external recruitment activity. It refers to the percentage numbers from
External Recruits ÷
(%) outside the organisation in reference to existing Headcount numbers.
Headcount
External Addition Rate shows the rate at which the organisation is
adding employees into newly created positions. It does not include the
External Additions ÷
External Addition Rate (%) recruitment of temporary and casual employees or those on contracts
Headcount
of less than one year duration.

65
PwC
How to measure performance of your recruitment
Selected Resourcing measures, ctd.
Measure Description Formula
External Replacement Rate indicates the level at which the
organisation is recruiting employees from outside in order to
External Replacement fill vacancies in existing positions. It does not include the External Replacements ÷
Rate (%) recruitment of temporary and casual employees or those on Headcount
contracts of less than one year duration.

Expresses how many Internal Appointments took place in

Internal Appointment Rate order to fill an identified vacancy per ordinary company Internal Appointments ÷
(%) employee. Headcount

It is an indicator of the organisation’s ability to attract new

resource, the attractiveness of an employer in the market Job Offers Accepted ÷ All Jobs
Acceptance Rate (%)
place, and the employment offering made to the recruit. Offers

Time to Accept represents calendar days between receipt of

a job requisition in HR, to the day the external candidate
accepts the position, divided by External Recruits.Time to
Accept is an important potential indicator of the effectiveness
and efficiency of the recruitment function. It is influenced by
Time to Accept (in days) Days to Accept ÷ External
labour market, Sector and location. When the recruitment
Recruits
process is effective, and the organisation attractive, critical
positions will be filled in a timely manner, resulting in a
minimum loss of productive effort.

66
PwC
How to measure performance of your recruitment
Selected Resourcing measures, ctd.
Measure Description Formula
Time to Start represents calendar days between receipt of a
job requisition in HR, to the day the external candidate starts
to work in the position, divided by External Recruits. Time to
Start is an important potential indicator of the effectiveness
and efficiency of the recruitment function. It is influenced by Days to Start ÷ External
Time to Start (in days)
labour market, Sector and location. When the recruitment Recruits
process is effective, and the organisation attractive, critical
positions will be filled in a timely manner, resulting in a
minimum loss of productive effort.

Graduate Recruitment Rate provides information upon the

level of investment and coverage of the recruitment of
qualified talent into organisations. Success or otherwise in the
Graduate Recruitment Rate Graduate Recruits ÷
recruitment, retention and development of graduates is often
(%) Headcount
found to reflect the quality of general Talent Management
within an organisation.

The Metric analyses a number of Internal Promotions to a

number of Internal Appointments and reflects the situation of Internal Promotions ÷
Career Path Ratio (%)
Career and Succession Planning. Internal Appointments

67
PwC
Selected Talent management measures

Measure Description Formula

Internal Promotion Rate is a percentage of Internal
Internal Promotions ÷
Internal Promotion Rate (%) Promotions to a higher/newly approved or existing full of
part-time positions per Headcount. Headcount

The Talent Mobility Rate expresses to a limited extent the

quality of Identifying Talent Group Process as reflects how
Talent Mobility Rate (%) many Talent Group members remain in an organisation at Talent Group Remaining
the end of reporting period. ÷ Talent Group

Talent Resignation Rate expresses to a limited extent the

quality of Identifying Talent Group Process as reflects how Talent Group
Talent Resignation Rate (%) many Talent Group members voluntarily left an Resignations ÷ Talent
organisation or designated during the reporting period for Group
whatever reason.
Talent Promotion Rate expresses how many Talent Group
Talent Promotion Rate (%) members received promotions to higher position or greater Talent Promotions ÷
responsibility during the reporting period. Talent Group

Indicates the percentage of company employees formally

identified as talented, reaching the position that was Talent reaching
Talent Reaching Designated designated to them in the formal process of talent
designated position ÷
Position (%) management in the company. group headcount

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PwC
Selected Talent management measures, ctd.

Measure Description Formula

Development Investment per Talent Group Head indicates the Talent group
Development Investment
average amount of money spent on the development of development investment
per Talent Group Head
employees identified by the organisation as talented. ÷ Talent group
(EUR)
headcount
This ratio indicator shows the relationship between key
positions occupied and identified. It serves as the expression of
successfulness in filling key positions from both internal and
external sources. A key position is any position that is identified Key Positions Covered ÷
Key Position Covered (%)
as critical for maintaining the operating and competitive Key Positions Identified
performance, regardless of its placement within the
organizational structure.

This indicator specifies the number of successors identified who

are ready, if needed, to assume key positions in the company, in
relation to the total number of key positions. Thus, it indicates
Succession Pipeline Successors ÷ Key
to what extent the continuity of successors to key positions is
Depth (x:1) Positions
ensured. This indicator measures the coverage and the number
of successors in relation to key positions.

This indicator shows the percentage of filled key positions in the

company by internal employees with formal succession plans. It Key positions filled by
Pipeline Utilisation (%) indicates the status at the end of the year, not the number of identified successors ÷
such filled positions during the year. Key positions filled

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PwC