1.

New entrants to the parcel delivery market and other labour market competitors have

adversely affected ParcelCare’s ability to compete in labour markets. Explain how

ParcelCare can strategically position itself in competitive labour markets. (AC 1.1)

For ParcelCare to survive and compete in the current labour market competition, the

following options may assist in enhancing the attractiveness of the job offer. First, they must make

the so-called Employee Value Proposition as attractive as possible, offering decent remuneration,

opportunities to progress within the company, and respect for cultural and gender diversity. This

Employee Value Proposition should be marketed to the relevant potential employees to attract the

best talent to the firm. Secondly, ParcelCare must be technological and innovative. This consists

of adopting artificial intelligence and the Internet of Things in the organisation’s conveyance

network to enhance the flow and effectiveness of operations in parallel with the adoption of digital

technologies. ParcelCare will advertise for persons who support such an approach and who see the

company as liberal and should embrace technology. Last, training on new fields and further

participation of ParcelCare’s staff in projects with universities and IT companies should be

provided. Also, organisations need to be flexible and effectively market-responsive by embracing

facets such as online shopping and working from home. The above interventions will extend

employee stay, increasing competitiveness in the shifting parcel delivery market environment

(Biloshapka & Osiyevskyy, 2021; Kumar et al., 2021; Hirna et al., 2021).

2. Explain the impact of changing labour market conditions on resourcing decisions at

ParcelCare. (AC 1.2)

At ParcelCare, resourcing decisions involve a consideration of the labour market

characteristics. This means that, employee availability depends on unemployment. In youth

density zones, high unemployment may increase competition for delivery driver and Warehouse
assistant jobs. This may help ParcelCare cut recruitment costs and staff the organization for

positions rapidly. High adult unemployment may discourage experienced working adults from

looking for employment (Tumino & Taylor, 2015) to apply for specialized or management posts.

Logistics, supply chain and customer service may face the challenge of losing team talents.

Fluctuations in the economy also affect how ParcelCare is resourced. The company may

adopt the use of temporary or zero-hour contracts to address some demand and reduce as many

risks to the business as is possible. For delivery services that requires a large pool of employees to

meet demand during the festive season, the gig economy and freelancers may be the answer (Dol

& Boumeester 2018). To keep up with the rapidly evolving gig worker legal and ethical concerns,

it is essential for ParcelCare to properly analyse them.

Global competition requires wage issues because competitive labour markets require wage

concerns. There may be some locations where workers are paid low salaries or where competition

for a given job is high: in such cases, ParcelCare will need to start offering better rates in order to

attract and retain the employees. This is important especially when Amazon or other logistics

companies are scouring for employees. To counter this, ParcelCare has to study the salary trends

within the area and alter its remunerations. That is, inflation has it that it may also cause the

company’s financial leverage and hiring and training at some point in its operations (Vega-

Gutierrez et al., 2021). Inflation often leads to a decline in business profits as a result of which

recruitment and retention becomes a challenge.

Last, on the labour rights and laws, employee recruitment is critical in ParcelCare (Vega-

Gutierrez et al., 2021). Employment practices made locally increase the cost of employing people

and flexibility by standardizing working conditions, employee benefits, and dismissal privileges.

The relationship between the state of the labour market and municipal law has to be addressed.
Compulsory wages, employment classification measures and laws regulating health and safety

issues have an impact on managerial cost for labour. In this manner, hiring, retention and

recruitment at ParcelCare may receive a boost with the assessment of these factors.

3. You are aware that workforce planning has not been carried out in the past and

decide to persuade the senior leadership team that this activity is worth doing.

Analyse the impact of effective workforce planning, making clear how ParcelCare

could benefit from this activity. (AC 2.1)

Personnel planning is required for all businesses because the present business climate is

dynamic. We must analyse staff on a regular basis, project talent demands, and map methods to

align human resources with strategic goals (Aguinis, 2014). A proactive strategy also has the

advantage of improving hiring and other aspects. Other activities, such as getting to the best people

and logisticians ahead of time and hunting for talent before a demand occurs, take place prior to

the onset of a crisis (Cappelli, 2008). This lowers impulsive staff costs, increases team

performance, and ensures we have the right individuals to grow.

Using workforce planning, we may define critical positions and apply retention tactics such

as career development, a healthy workplace, and succession planning (Becker and Huselid, 2006).

This also aids in the development of firm loyalty, lowering turnover rates, and assuring firm data

security. Staff the right positions with people who have the necessary abilities to help improve

business performance. This decreases skill gaps, nonconformances, and operating expenses while

also improving customer happiness.

The most major benefit that ParcelCare gains from labour planning is that. I also discovered

that the seasons have a significant impact on demand in this market. With this strategy, we can

anticipate such fluctuations and alter the number of staff as needed to meet client demand without
increasing wages for delivery drivers and warehouse employees. Because technology is constantly

evolving, we must teach individuals on new tools and platforms (Durme et al., 2023). The essential

aspect about the AI/automation process, drones, and improved tracking is that we have workforce

planning, which helps us to identify talent gaps and recruit or train new people.

In the proper hands, labour planning can help ParcelCare expand operations or increase

services. Define the responsibilities and scope, as well as the number and type of positions required

for the growth talent pipeline. Unfortunately, ParcelCare's bad influence stems from an incomplete

personnel planning issue. Our profitability is great since we engage in recipe and reactive

recruiting, have high turnover rates, and conduct frequent training. Lack of skilled personnel and

staffing inadequacies can distort, underestimate, and negatively impact client satisfaction and

brand equity for customers. Because future workforce demands cannot be foreseen, there is a risk

that an organisation may fall behind competitors and be unable to address market/technology

changes. If ParcelCare incorporates proactive personnel planning, the foregoing risks may be

addressed, the staff optimised, and the company can make the most of a promising future in the

ever-changing logistics industry.

4. To strengthen your argument to introduce workforce planning, evaluate techniques

that can be used to support the process of workforce planning. (AC 2.2)

To remedy this situation, there is no doubt that ParcelCare is going to need to redesign their

staff planning. Structure and analytical rigour help decision-making related to future workforce.

1. A SWOT analysis

SWOT analysis helps ParcelCare identify internal and external staff strengths, weaknesses,

opportunities, and threats (Noe et al., 2020). Our brand and distribution attract and retain talent

because of that. It demonstrates where to look for talented coaches and when to adjust the
intervention due to significant department turnover. We can foresee worker demands with new

markets and technology. Finally, knowing rival behaviour and that an economy is cyclical protects

workers.

2. Scenario planning

Future mapping entails imagining and quantifying how future events may affect our

workforce. Locale colour opportunities may arise from economic development, technical

breakthroughs, or legal changes. This paper discusses how to create FWSs that can satisfy diverse

conditions: Several plans should be made in advance to avert problems and keep workers focused

in uncertain times.

3. Employment White Paper

Compares current and future job skills to our workforce (Cappelli, 2008). Training,

recruitment, and reskilling can reduce inequities. The main reason we should address human

capital deficiencies before they arise is that it can help our employees perform effectively and

become fit for purpose in performance and versatility when incorporating new technologies or

meeting client expectations.

4. Forecast demand/supply

Historical data, industry trends, and economic considerations determine workforce needs

and availability (Becker & Huselid, 2006). We can predict staffing levels and types using

analytical estimations, best practices, statistical models, attrition, business growth, and technology.

Expect labour shortages or surpluses and adjust recruitment, retaining, and training methods to

optimise the workforce.

5. Succession Planning
 Key stakeholders are recruited and prepared via talent management (Durme et al., 2023).

Leader churn and the unavailability of talented leaders are minimised. To maintain talent

management, succession planning for key jobs nurtures internal talent and lowers external

acquisition.

ParcelCare may assess its personnel needs, avert problems, and strengthen its human

capital based on its existing circumstances.

5. Currently, vacancies are advertised on ParcelCare’s website. Line managers then

interview shortlisted applicants. You feel that these are suitable recruitment and

selection methods to use but want to broaden the methods used. Evaluate the

strengths and weaknesses of two different recruitment methods and two different

selection methods. (AC 2.3)

Although ParcelCare now only has its website for posting positions available and line

managers for interviews, opening up more avenues for recruitment as well as selection increases

competency stock greatly for ParcelCare. Here's an evaluation of two alternative recruitment

methods and two different selection methods:

Recruitment Methods

Internet-based recruitment enables a company to advertise job openings cheaply and wide

aiming at unknown sources of talent. Friends and contacts in the same industries can assist us in

the recruitment process, using platforms which include; job sites, social networks and professional

networking sites; you target a specific group of employees and get those willing to work rather

than those looking for a new job. But this approach takes time, and effort to ensure that our message

gets to the target group and sometimes miss out on people who use limited internet facilities
(Temple & Brown, 2011). Peoples also require to be ready for governing potentially large numbers

of applications.

Internal sources employees referent is particularly a rich source of good quality of

applicants most of who are likely to be right culture fits. Through recommendation by employees

in our organization, we can be able to hire our next employees more easily, and this would also be

cheaper. Yet, focusing solely on referrals can decrease the diversity and introduce bias if all

employees invite their ‘friends-like-me’. There should be certain rules provided for employee

referral and should be equally friendly for everyone.

Selection Methods

where all applicants are asked similar questions help to keep bias to a minimum and make

all applicants answer in a more structured way. This method reduces interviewer bias and brings

higher validity of interviews in the prediction. Still, structured interview may appear to the

candidate as rather formal and often does not allow discussing some specifics of the candidate’s

experience. These are very important for the implementation process and the people who will be

responsible to make the implementation a success include the interviewers.

This is a series of tests conducted with the goal of evaluating the skills/behaviors of those

eligible for particular jobs and is often a series of group-discussion, simulated, and presentation.

Using this approach offers other different views of each candidate and is widely accurate in the

determination of the respective performance especially when the job in question requires advanced

skills and knowledge. However, assessment centers are hard to design and too expensive to

incorporate into the system, in addition, some of the candidates might be overwhelmed by the

exercise. It can also be costly, especially to organisations, especially those that are relatively small

in size.
 These additional recruitment and selection methods by therefore help ParcelCare offer a

wider range of candidates and gain information about the candidates that is more broad. However,

we can apply these methods if it’s plausible to utilize the necessary resources to do so while

maintaining the organizational culture that we require.

6. On examining employee turnover rates, you feel the rate is higher than it should be,

and higher than internal targets. To try to understand this further, discuss differences

between avoidable and unavoidable turnover and differences between push and pull

factors. (AC 3.1)

ParcelCare, like every company, worries about employee turnover. Understanding turnover

and creating retention tactics is essential to solving this problem. The difference between

preventable and unavoidable turnover is critical. Better management, competitive pay, and a better

work atmosphere might have prevented avoidable turnover. Unavoidable turnover is caused by

retirement, relocation, or illness (Ejimofor & Ogundare, 2023).

Understanding the "push" and "pull" variables that affect employee decisions is crucial to

understanding attrition. Workplace stress, lack of advancement, and low organisational

commitment are push factors that lead people leave (Ghazali et al., 2024). These issues are under

the organization's control and often cause needless turnover. Pull factors—higher salary, better

benefits, or better work-life balance—entice employees to leave.

ParcelCare can reduce turnover by eliminating avoidable turnover and mitigating push

causes. This may include better management techniques, open communication, competitive

remuneration and benefits, and career development. Better work environments and staff

engagement initiatives are essential for job satisfaction and organisational commitment (Tumino
& Taylor, 2015; Ghazali et al., 2024; Özdemir, 2024). Addressing these areas may lower

ParcelCare's turnover and align it with internal goals.

Understanding turnover kinds and causes is crucial to creating successful retention

strategies. ParcelCare can improve staff engagement, retention, and turnover by focussing on its

controllables.

7. Retention of warehouse staff is an issue, as there are many labour market

competitors. Compare the following retention approaches: realistic job previews;

induction; job enrichment; and reward. (AC 3.2)

ParcelCare struggles to retain warehouse workers in a competitive labour market. To

address this, explore alternative retention methods, each with pros and downsides.

Realistic Job Previews (RJPs) give candidates a balanced view of the job, including its pros and

cons. This sets reasonable expectations and decreases turnover by improving person-job fit from

the start. RJPs can boost job satisfaction and organisational engagement, but they may deter

unprepared applicants (York & Wharton, 2024; Nthenge, 2016).

New hire induction programs are essential for organisation and job integration. Well-

designed inductions can boost early work happiness, productivity, business culture, and belonging.

Inductions can be costly and may not solve long-term retention issues. Job enrichment—adding

duties and variety—can help warehouse workers stay. ParcelCare can boost worker satisfaction,

skill development, and career growth by offering more difficult and interesting work. Job

enrichment may not work for all employees or roles and may be difficult to accomplish in highly

structured warehouses. Attracting and maintaining talent requires reward systems with monetary

and non-monetary incentives. Financial incentives can enhance short-term engagement, but a

balanced approach that includes recognition, advancement possibilities, and a favourable work
environment is needed to build long-term commitment (Ahmed et al., 2023; Singh & Prakash,

2024).

A multifaceted retention strategy is proposed for ParcelCare's warehouse workforce. RJPs

help candidates comprehend work physical needs and self-select. Comprehensive introduction

programs can make new hires feel valued and integrated. Warehouse work enrichment may

demand imaginative solutions, but cross-training, skill development, and leadership

responsibilities are possible. Finally, a competitive and equitable reward system that balances

monetary and non-monetary incentives can meet short- and long-term retention needs. ParcelCare

can reduce turnover and improve operational efficiency by using these methods to engage and

reward warehouse workers.

8. To influence the senior leadership team to accept that employee turnover should be

addressed, explain the impact of dysfunctional employee turnover. (AC 3.3)

Inefficient employee turnover is the type that involves the turnover of some of the most

efficient, valuable and key employees and can really harm a company. This impact effects several

major areas. In terms of quantifiable outcomes, these include overall higher costs related to

attracting and developing human capital, reduced efficiency and disruptions within supply chain,

all of which influence organizational profitability. At an operational level, loss of skills and

knowledge affects productivity, service delivery gaps and inefficient working cause a diffusion of

strategic aims (Joseph & Elias, 2017; Abubakar & Wainaina, 2019; Bawasa & Othman, 2024).

In addition, dysfunctional turnover undermines the human capital within that organisation.

This is a significant problem; hence experienced employees leave Newark’s company bringing

along with them skills and knowledge that are important in the day to day running and especially

when introducing new products to the market or changing the current products. The
aforementioned loss has a domino effect which results to unfavorable organizational culture and

low morale. The remaining employees may lose morale, end up in conflicts, and develop job

insecurity that may contribute to a spiral of turnover rate (Magubane & Ngwenya, 2024; Joseph &

Elias, 2017).

Last of all it also means that the organization’s relation with the external environment too

are not healthy. The quality of customer service may be reduced, clients’ relationships may be

unruly and the company image and brand reputation may suffer. This results in customers getting

dissatisfied and the firm failing to make business sales and profits. Managing dysfunctional

turnover is therefore important. Thus, weaker effectiveness of retention strategies results in

negative impacts which can be reduced with increases of job satisfaction, compensation, and career

advancement for workers (Joseph & Elias, 2017; Abubakar & Wainaina, 2019; Huang, 2024).

9. ParcelCare employs the majority of employees on permanent, full-time contracts.

You feel these contracts have their place, but it is time to consider whether other types

of contractual arrangements could be beneficial to the organisation, especially when

demand for delivery services increases and decreases. Assess the suitability of

permanent, full-time contracts for delivery drivers as well as two other types of

contracts. (AC 4.1)

A key strategic decision is the choice of contractual relationships for its drivers due to the

inherent unpredictable nature of demand for parcel delivery services. It means they get fixed, long-

term jobs that are both more stable and also help employees learn more and remain faithful.

However, they are rigid structures in employee numbers during relatively lean times and they are

likely to have more fixed labour costs than flexible organizations. Temporary contracts are

advantageous in that there is no commitment with which to meet fixed demand capacity, especially
during busy periods, and costs may prove cheaper than anticipated. However, they have negative

impacts since they reduce employee loyalty, increase volatility and could cause loss of efficient

employees during lean months. Zero-hour contracts provide the highest level of flexibility to

ensure that staffing is adjusted dependent on requirements, and least cost during downtimes. Yet,

they must generate job insecurity for workers and can deter loyalty, foster high turnover, and

produce inconsistent service quality. Thus, the mixed approach seems to be an optimal solution

for ParcelCare. It would entail having a fixed, stable workforce of employees who work full time

for the company, having workers on short-term contracts during some times of the year or for

certain projects, and having some workers on zero-hour contracts in order to meet daily

fluctuations in the delivery of orders. In this regard, it is both predictable and adaptable to the

varying demand (MSLA, 2021).

However, this hybrid strategy must be well handled by ParcelCare. It is therefore extremely

important to communicate the logic behind different forms of contracts, to guarantee equality and

the same chance to advance to all those people, and periodically discuss the balance of contract

forms to reap all the benefits and avoid the drawbacks towards the staff motivation, service quality,

and staff retention.

10. At present, an ad hoc approach is taken to onboarding and typically involves the line

manager ensuring new starter forms are completed and health and safety training

provided. You identify that onboarding can be improved but first need to convince

others that investment in this area is worthwhile. Explain the benefits of effective

onboarding. (AC 4.2)

Enhancing the existing informal method of onboarding at ParcelCare as a definite strategy

will have several benefits. Firstly, even such a key process as onboarding can greatly affect the
issue of retention of employees. Due to the realistic expectation that is likely to be provided by the

organization, this method can help ParcelCare in dealing mortuary assistants’ turnover rates, which

could be very expensive for any organization (Davidson, 2018; Tanenbaum et al., 2025).

Secondly a well-organized onboarding system enables the new employee to perform with

efficiency and productivity. If new hires are able to grasp their responsibilities of their job and

work, productivity increases and productivity is achieved faster. Literature evidence indicates that

onboarding that has been done effectively will lead to high performing sales employees (Wiseman

et al., 2022).

Third, it also underlines that on board is the key factor for enhanced employees’

engagement at the initial stage. A well-coordinated process increases organizational commitment

from employees by increasing productivity and encouraging the employees to improve their output

in the organization. Furthermore, expenditure on onboarding is incredibly advantageous in the

longer term as it saves on costs. Less turnover of rates means less recruitment and training

expenses, enhanced opportunity for all employees to provide value, and quicker payoff on

recruitment interventions and other investments in human capital (Davidson, 2018; Westover,

2024).

In other words, effective organizational onboarding also enhances organizational culture.

On the positive side, I believe it is an opportunity to effectively state and discuss ParcelCare’s

values, mission and expected outlook for the company so that all new employees are starting from

the same level of understanding. In addition, its results render increase in the quality of the

employer brand, in case the onboarding is positively organized. Happy employees will talk

positively of ParcelCare and the organisation to other employees during the recruitment process,
while those who progress to seek other opportunities will become positive conduits for the

organisation in the future (Grillo & Kim, 2015).

Last but not the least, structured recruitment process allows for effective

socialisation/mentoring. This enables an organisation to avoid situation whereby a lot of

information and data are checked outside the organisation especially when experienced employees

are leaving an organisation. Therefore, it is recommended that ParcelCare should adopt onboarding

program in order to ensure greater involving, effective and committed employees who will in turn

ensure greater organizational outcomes, lesser cost, and superior organizational culture (Medeiros,

2021).
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