CIPD Level 5 Information In Human Resources: Talent Acquisition And Development Homework Answer

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Question :

Unit Assessment: CIPD Level 5 Using Information in Human Resources (5UIN) Unit Type: Core Credit Value: 4

Background to Unit - Using Information in Human Resources

Human resources (HR) professionals need to be able to present a viable and realistic case for improvement based on sound work-based research and an understanding of what is considered good practice. This core unit develops the skills of research and enquiry in order to enable learners to identify appropriate data sources to support an investigation into an area of HR practice and to synthesise and apply this data, to evaluate the role of HR in business and strategy formulation and implementation, and to prepare and present a business case for improvement.

Learning outcomes:

  • Understand the research process and different research approaches.
  • Be able to conduct a critical review of information sources in an area of HR/business practice and analyse the findings.
  • Be able to draw meaningful conclusions and evaluate options for change.
  • Know how to deliver clear, business-focused reports on an HR issue.
Learning outcomes
The learner will:
Assessment criteria
The learner can:
1. Understand the research process and different research approaches
1.1 Summarise the stages of the research process and compare different data
collection methods.
2. Be able to conduct a critical review of information sources in an area of HR /
business practice and analyse the findings.
  1. Identify an area of HR practice for investigation.

  1. Conduct a critical review of different information sources relevant to the chosen area of HR/business practice

3. Be able to draw meaningful conclusions and evaluate options for change.
3.1 Draw meaningful conclusions from the
review and make justified recommendations for improvements in practice.
4 Know how to deliver clear, business focused reports on an HR issue.
4.1 Formulate a business report for identified stakeholders that includes an appropriate mix of diagrammatic and narrative formats.

Your task (2600 words)

Your CEO has asked each departmental head to undertake a critical review of their systems, processes and practices as part of a major organizational change agenda. You have been asked to review an area of HR/business practice and present a business report to key stakeholders with recommendations for improving practice.

Please read “Planning and writing a critical review” for guidance on how to undertake a critical review and present your findings.

To provide the basis for your report, you have been asked to conduct a critical review of information sources relevant to the area of practice. (AC 4.1) You should:

  • Select an area of HR/business practice for investigation and give the reason for your choice (AC 2.1)
  • Undertake a critical literature review of different information sources relevant to the area of practice (at least three) e.g. research digests, academic and professional literature, online databases, key texts relevant to the selected area of practice. (AC 2.2)

In your write up of the literature review you should:

  • Explain why you selected each source and the focus of that source
  • the research approaches and methodologies adopted by the authors of each source, commenting on the advantages and disadvantages of these different approaches. (AC1.1 and 2.2)
  • Evaluate the conclusions from each source
  • Draw meaningful conclusions from the critical review of the different information sources. (AC 3.1)
  • Make justified recommendations to named stakeholders for sustaining and/or improving practice. (3.1)

Your report structure should include:

  • Title page (report title and their name, submission date)
  • Executive summary (overview, methods of analysis, findings, recommendations)
  • Table of contents (list of numbered sections)
  • Introduction (terms of reference)
  • Main body (headings and sub-headings – these could be for each information source reviewed). Candidates should use a mix of narrative and diagrammatic formats where appropriate to present their findings.
  • Conclusion (including major inferences and recommendations for change)
  • Reference list
  • Appendix if used i.e. information supporting their analysis but not essential to its explanation.

Evidence to be produced/required

A written business report for stakeholders of approximately 2,600 words.

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). Demonstrating evidence of wider reading through appropriate referencing will improve your answer and increase the likelihood of your work achieving a ‘Pass’.

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Answer :

Assessment 2: Talent Acquisition and Development 


To be conspicuous in the midst of the most striking improvements within the field of organizations until now is the intensifying importance given to human resource. Notwithstanding, talent acquisition and development become the priority of the organization. Most recruitment and selection processes are having components related to subjective judgment of the talent that can be included in organizational talent pool. In such instances, treating working candidates in an expertise and positive approach would almost certainly abandon them, despite the consequences of whether they are efficient or not, with an affirmative perspective of the company and the way it has dealt with the candidates. As uncovered by Selase (2018), experience too reveals that a prolific arrangement could promisingly create outcomes about which affect optimistically on the more far-reaching portions of hierarchical life while the poor ones could have harming forces far outside the business in which it is made. In spite of that, the recruitment and selection of employees additionally provides likelihood to the companies in understanding group dynamisms and conflict resolution with right talent pool development. The reasons behind opting talent acquisition and development is its wide ranging operational scopes of dealing with shortage or excess of human resources, recruitment policy preparation, analysis and identification of key areas of improvisations and finally streamlining the hiring procedure with appropriate recommendations. Moreover, organisations are keenly eager to identify next generation of hiring talent. 

Critical Literature Review

Person-job fit for talent recruitment

In today’s highly competitive world, human resource management has evidently become the integral part. Advancing from here, effective and efficient recruitment of talented human capital convincingly paves the way of progressing and developing an organization, devoid of appropriate human resource capital planning, progression of any organization is indeed complicated. As examined by Qin et al., (2018) in public sector talent recruitment there has been a direct proportionality between job analysis with recruitment and selection process. As described by the author there is a necessity of focusing on job analysis, which in turn acts as the most effectual portion associated with human resource activities. The selection of this paper for critical literature review has been appropriate as it confidently tries to examine whether practices related to job analysis are well followed or not. In this research paper, the author focused on person-job fit organisations to have effectiveness and efficiency.

Focusing on this literature source is essential for organizations in having appropriate people at the appropriate job that could precisely be attained through apposite job analysis. However, recruitment and selection in public sector considerably lacks effectiveness and efficiency where rests the importance of this paper as it directs to determine that whether right employee for the right position are working as well as are the workers provisioned with apt job descriptions for perfectly carrying out their assigned duties in time. It has been an endeavour in assessing thinking patterns of employees working in the organizations and diverse ideas of employee base with help of questionnaire distinctively engineered for this reason. Numerous aspects have been applied to real life work environment for better understanding the exact logic of employees’ behaviours in the public sector. The data has been processed using LSTM. Here, LSTM has been used to ensure the effectiveness of the neural network approach and its effectiveness. The investigation is purely concentrated on Hierarchical Ability-Aware Representation and training settings for those recruited talents.

To support this, a research conducted by Ashraf (2017), has been advantageous in obtaining apposite information from nearly 150 respondents by the process of questionnaires as well as some concise interviews. The secondary and primary information collected for the research study infers that the procedure of hiring in public sector has been flawed principally being subjected to poor job analysis. Mostly in public sector recruitment, proper job descriptions are never made and hence unswervingly employees’ assigned tasks do never counter with the prearranged job description, which is affecting the talent acquisition. It can be concluded that recruitment of workers largely decide performance of institution and it holds much importance to such institutions to ensure talent acquisition.

The Effect of Recruitment, Selection and Development on Talent Management 

As opined by Abdollahbeigi, Salehi and Jayashree (2017), for any organisation to succeed the talented employees imparts an important role. The selection of this literature article has been aptly correct as the goals set by the scholar in this research is to perfectly determine the usable organizational techniques for recruitment followed by selection, development and finally maintenance of talent. The research has been advantageous for the readers as it exemplifies the examination of the interconnectedness in between recruiting and selecting, developmental aspects integrated by companies and further their talent management.

Talent management is inclusive of those accurate tools associated with strategy or processes for incrementing the productivity of the workplaces with the prevalent establishments that improves systems and processes for absorption, developing, retention and usage of necessary skills and capabilities workforce and hence matched the talent with respect to present and future necessities of business. 

Determinants in Talent Management

Figure 1: Determinants in Talent Management

(Source: Abdollahbeigi, Salehi and Jayashree, 2017)

The technique used in talent management reveals how many organizations had particularly focused on talent management initiative. The precise conception is that every section of IKCO has explicit technique and methods for appropriate talent management. As indicated by the scholars, talent management process imparts the role of mindset and each organization holds a specific technique to manage talent however talent management initiatives are never high precedence within the concerned organization.

In this research work, the most interim survey methodology has been chosen for gaining apposite outcomes, which involves various Methods and Statistical analysis. The scholars have proficiently focused on the Research tool and has selected structured questionnaire. The outcomes from this study reflect the Settings of international organisations thriving in Iran. The Questionnaire has been accomplished by human resource managers within the organization. The outcomes clearly point towards that Human Resource planning followed by selection should be considered as the most common techniques utilised by the organization for perfect recruitment and techniques. In addition, training programs incessantly developing talent has been the highly appreciated method enforced by numerous organizations for developing their employee talents. The findings from this research work reveals that the most imperative strategy for correct preservation of talent is clarification of job responsibilities as well as career paths. This research paper holds effective as it emulates what essential techniques can be enforced for recruitment and chosen in organization for appropriate prediction of talent management for better improvisations.

Value based Talent Recruitment  

The article aims to provide clear ideas on the recruitment strategies for talents that are followed by the finance sector commercial banks of Malaysia. The finance sector is playing a crucial role in the economic advancement of country by generating job opportunities. Huge numbers of candidates are tried to involve in the finance industry to become part of the national economy. The main reason for selecting these articles is to describe current recruitment and selection approaches of the banks and identifying perceived major barriers and strategies for maintaining real talents in the organization. The article of Aminudin et al., (2017) has been chosen to analyze as it is a rich source of gathering knowledge on value based talent recruitment for organizational benefits. From the article, it has been identified that in Malaysian finance industry it uses value-based sources of recruitments for the talent management. To execute the recruitment strategies successfully the finance sectors of Islamic banks are relying on the value concern of the candidates, which is restricting the development in pristine shape (Ibrahim, Hashim, and Rahman, 2018). This article provides the chance to understand the impact of this recruitment and selection strategy on the Islamic banking sector of Malaysia with talent development in long-run issues.  

An interview approach of both qualitative data collection has been used in this research. A purposive sampling procedure has been followed by the researcher to collect detailed information. From this article, other readers can get a chance to understand barriers of recruitment of the talent such as lack of interconnection between recruitment and selection strategies and lack of appropriate data on the HR department. This is resulting in the counting and positioning issue in the organization. Thus, corrective approach is essential in this regard with the aid of moral dimension and ethical compliance (Klepić, 2019). The top management, HR manager, and Shariah committee must be involved in the process to ensure Islamic finance strategic planning that can attract new talents. 

Human potential from a talent development perspective

The goal of this article that is written by Dai, (2020) is to explain talent development perspectives and to propose new models to understand and improve these strategies. The main reason behind selecting this article is that it is a rich source of authentic information on the human potential enhancement processes. The findings of the article indicate the talent development strategy is associated with the different levels of exogenous and endogenous factors. From this source, it has been found from an example that that teaching demand is beyond the cognitive attribute with the interpersonal skills. Talented teacher recruitment and selection is related to increase their level of involvement in the organization. On the contrary, Dai, (2019) mentioned recruitment strategy of the teachers largely focuses on providing financial incentives that are based on academic achievement. Teachers are attracted by the work environment, financial rewards that are associated with the profession in the current institutes that ensure the development of their proper mentorship roles. Thus, this way the talents of the teachers can be enhanced. 

The research methodology selected in this article is the secondary analysis approach.  The researcher has used multiple source documents in order to gather data on the talent development perspectives. The outcome of the article has indicated the fact that the organizations must focus on the exogenous and endogenous factors to emphasize on the talent generation. Development of talent is dependent on the socio-cultural environment that encourages the construction of self. With this approaches the individuals are capable of characteristics adaptations that ultimately ensure attitude and dispositions (Dai, 2020). 

Talent Management Processes 

Recruitment of the real talents of the hotel are about to involve qualified staffs who can provide the best service to the guests. Talent development with time as per the requirement and demand is very important thus, Santhanalaxami, and Chandramohan, (2019) have performed the research to retain the talents in organizations and ensure better development. The research has shown that recruitment, training, efficiency development are the primary concern of the HR department of hospitality industry to facilitate the talent management.

Most of the business research has been carried out in the manufacturing and commercial sectors and much less effort is given in the hotel industry. Therefore, this article has been chosen as its focuses on the 5* and 4* hotels, examines the current trends in the implementation and effectiveness of recruitment and selection practices in the Greek hotel industry. This article of Chytiri et al. (2018) has been chosen for the ground-based information along with the brief overview of travel and tourism of the country.  Issues and challenges, about the talent management and selection, have been identified such as mobility issues, social issues, human resource flexibility issues and lack of integration issues have been identified in the article. The main methods followed by the hotels are face-to-face interviews, resume check, application forms, and word of mouth/ recommendations are used in the hotels and restaurants in the countries (Bazana, and Reddy, 2021). This article has been selected as it is required to have an understanding of the hotels of Greece because Greek tourism has become the attraction of FDI. 

The research methodology selected in this article is the inferential survey research design. An empirical quantitative research approach is preferred by the researcher for the evaluation of the data.  By using quantitative research designs, the researcher has used used-a web-based survey-so as to reach participants for data collection. Simple random sampling techniques are being used by the researcher in order to have suitable data on the recruitment and selection process of the hotel industry. The total sample size was 34 five-star (5*) hotels and 92 four-star hotels. Base on the response authentic data has been collected.


From the study of various literature articles, it can be concluded that in due process of Talent management, recruitment and selection processes holds much importance as it saves time and money, avoid legal issues, hire the perfect employees and saves time during training sessions. Rather than utilization of valuable company resources, it is better to consider using of talent management techniques for appropriately scouting the most qualified employees for the business’s open positions. The recruitment process of talents in different firms is different to some extent.  Recruitment of the banking sector is more regulation-based as it is the subject of national financial security. The banks are using job advertisements, organizational websites, campus recruitment, agency, or expert involvement to hire qualified and skilled staff for the organizations to enlarge the talent pool.  

There is a need for training for the fresher staffs in organizations so that they can grab the situation and work procedure very smoothly.  The selection process of the real talents is about providing financial security and rewards to the individuals to attract qualified teachers.  The talent recruitment of hospitality shows that highly qualified individuals demand high payment from the organizations. Therefore, the top management personnel before the selection and recruitment check educations knowledge and skills to ensure whether the candidate is worthy for the organizational talent pool or not. Thus, recruitment criteria for talents among the different sectors are very different and fully depend on the market demand. Considering the recruitment and selection of the hotels, face-to-face interviews, resume checks, application forms, and word of mouth/ recommendations are the most preferred methods that ensure the long-run retention of the talents. Proper training modules and talent enhancement scheduling are vital for the human resource department. 

Talent Acquisition and Development Recommendations

For filling up the current openings as well as to further proof the company in future, organizations necessitate to advance in their recruitment efforts for recruitment and selecting the right talent. Few recommendations that holds perfect has been discussed below:

Brand Building: For attracting the top talent in business both for future and for present it is essential to ensure that the brand is much attractive as it can be. It is recommended to have clear and authentic message, which can be communicated clearly with employees. It is required to be consistent in brand messaging in every communications made, both internal as well as external.

Designing Processes with retention in Mind: Companies should never tend to lose new hires, as their job expectation has not been met. It is recommended to ascertain that throughout the talent acquisition proceedings the candidates are getting a flavour of what their assigned job would be like. Workplace attributes enhancement is a vital aspect for this (Zaharee et al., 2018). For instance, through situational judgement tests, realistic job previews, job trials or assignments.

Development of Talent Acquisition Managers: Training and educating the talent acquisition team would convincingly aid the overall recruitment efforts, and hence it will confidently strengthen employee engagement and thus their retention. It is recommended that when current employees are making great ambassadors it is essential to place then in perfect usage (Conrad and Meyer-Ohle, 2018). In case the manager desires to keep the talent pipeline filled up, it is proposed to incentivise the existing engaged workers for promoting the company which in turn will proceed a long way in ensuring that candidate referrals are kept trickling in due time.

Be Flexible and Agile: For appropriate talent development, it is essential to pay intense attention towards the changes within market conditions such as competitor’s openings, seasonality, students graduating and the like.