HRM3701
May June Portfolio 2026
Due date: 12 June 2026
TASK 1
MKN Fashion has a serious workforce planning problem because recruitment only happens after
employees leave, while many stores already have too few workers for the daily workload. This weak
planning increases pressure on existing staff, reduces productivity and makes it harder for the
business to keep talented employees in a competitive labour market (Ballout 2009).
The company also depends too much on referrals and recruitment agencies, which can limit the
quality and variety of applicants while increasing recruitment costs when vacancies appear often. A
better talent approach is needed because recruitment should help the business find people whose
skills fit both the job and the future needs of the company.
Another issue is the poor selection process, because managers ask different interview questions and
sometimes focus on personal matters that do not relate to the job. This can lead to unfair decisions,
weak job fit and poor performance after appointment.
,TASK 1
MKN Fashion has a serious workforce planning problem because recruitment only
happens after employees leave, while many stores already have too few workers for
the daily workload. This weak planning increases pressure on existing staff, reduces
productivity and makes it harder for the business to keep talented employees in a
competitive labour market (Ballout 2009).
The company also depends too much on referrals and recruitment agencies, which
can limit the quality and variety of applicants while increasing recruitment costs when
vacancies appear often. A better talent approach is needed because recruitment
should help the business find people whose skills fit both the job and the future
needs of the company.
Another issue is the poor selection process, because managers ask different
interview questions and sometimes focus on personal matters that do not relate to
the job. This can lead to unfair decisions, weak job fit and poor performance after
appointment.
The manual HR systems are also a problem because growing organisations need
stronger technology to support recruitment, records and workforce planning more
efficiently.
Task 2
2.1 Strategic HR planning and operational HR planning
Strategic HR planning means the long-term linking of human resources to the future
direction of the organisation, so that the business has the right people, skills and
systems to support growth. At MKN Fashion, this means planning for national
expansion, stronger retention, fair recruitment and better HR technology before staff
shortages become serious. Operational HR planning is more short-term because it
focuses on the daily staffing actions needed to keep stores working properly, such as
filling vacancies, arranging shifts, training new employees and making sure enough
staff are available in each store.
, The purpose of strategic HR planning is to support the whole business strategy,
because HR must understand how the business will operate before deciding what
jobs, skills and people are needed. This links with the study guide because HR
practitioners must first understand the business plan, the way work will be done, the
expectations of employees and the individual jobs in the organisation (Unisa
2026:18-19). At MKN Fashion, strategic planning would help Michelle decide
whether the business needs more permanent staff, better internal promotion, a
human resource information system, or new recruitment channels.
Operational HR planning has a narrower purpose because it deals with immediate
staffing problems that affect daily store performance. In MKN Fashion, this would
include replacing employees who resign, scheduling enough people for busy trading
times, training employees who handle stock and customer service, and making sure
store managers use the same recruitment and selection steps. This matters because
the case shows that employees are overworked, deadlines are missed and some
workers leave for competitors when pressure becomes too high (Unisa 2026:3).
The focus of strategic HR planning is broad because it looks at the future workforce,
employee retention, technology, skills development, labour costs and organisational
growth. The focus of operational HR planning is narrower because it looks at
immediate store needs, current vacancies, interview arrangements, job descriptions
and daily work allocation. Strategic HR planning usually covers a longer period such
as one to five years, while operational HR planning normally covers the present year,
month, week or current vacancy.
Strategic HR planning is normally handled by senior management and the HR
department because it affects the direction and cost structure of the whole
organisation. Operational HR planning is usually handled by HR officers, store
managers and line managers because they deal directly with staffing shortages,
interviews and work schedules. Strategic activities may include workforce
forecasting, succession planning, retention planning, HR technology planning and
aligning HR policies with future expansion. Operational activities may include
advertising a post, screening applications, arranging interviews, preparing orientation
and updating employee records.
May June Portfolio 2026
Due date: 12 June 2026
TASK 1
MKN Fashion has a serious workforce planning problem because recruitment only happens after
employees leave, while many stores already have too few workers for the daily workload. This weak
planning increases pressure on existing staff, reduces productivity and makes it harder for the
business to keep talented employees in a competitive labour market (Ballout 2009).
The company also depends too much on referrals and recruitment agencies, which can limit the
quality and variety of applicants while increasing recruitment costs when vacancies appear often. A
better talent approach is needed because recruitment should help the business find people whose
skills fit both the job and the future needs of the company.
Another issue is the poor selection process, because managers ask different interview questions and
sometimes focus on personal matters that do not relate to the job. This can lead to unfair decisions,
weak job fit and poor performance after appointment.
,TASK 1
MKN Fashion has a serious workforce planning problem because recruitment only
happens after employees leave, while many stores already have too few workers for
the daily workload. This weak planning increases pressure on existing staff, reduces
productivity and makes it harder for the business to keep talented employees in a
competitive labour market (Ballout 2009).
The company also depends too much on referrals and recruitment agencies, which
can limit the quality and variety of applicants while increasing recruitment costs when
vacancies appear often. A better talent approach is needed because recruitment
should help the business find people whose skills fit both the job and the future
needs of the company.
Another issue is the poor selection process, because managers ask different
interview questions and sometimes focus on personal matters that do not relate to
the job. This can lead to unfair decisions, weak job fit and poor performance after
appointment.
The manual HR systems are also a problem because growing organisations need
stronger technology to support recruitment, records and workforce planning more
efficiently.
Task 2
2.1 Strategic HR planning and operational HR planning
Strategic HR planning means the long-term linking of human resources to the future
direction of the organisation, so that the business has the right people, skills and
systems to support growth. At MKN Fashion, this means planning for national
expansion, stronger retention, fair recruitment and better HR technology before staff
shortages become serious. Operational HR planning is more short-term because it
focuses on the daily staffing actions needed to keep stores working properly, such as
filling vacancies, arranging shifts, training new employees and making sure enough
staff are available in each store.
, The purpose of strategic HR planning is to support the whole business strategy,
because HR must understand how the business will operate before deciding what
jobs, skills and people are needed. This links with the study guide because HR
practitioners must first understand the business plan, the way work will be done, the
expectations of employees and the individual jobs in the organisation (Unisa
2026:18-19). At MKN Fashion, strategic planning would help Michelle decide
whether the business needs more permanent staff, better internal promotion, a
human resource information system, or new recruitment channels.
Operational HR planning has a narrower purpose because it deals with immediate
staffing problems that affect daily store performance. In MKN Fashion, this would
include replacing employees who resign, scheduling enough people for busy trading
times, training employees who handle stock and customer service, and making sure
store managers use the same recruitment and selection steps. This matters because
the case shows that employees are overworked, deadlines are missed and some
workers leave for competitors when pressure becomes too high (Unisa 2026:3).
The focus of strategic HR planning is broad because it looks at the future workforce,
employee retention, technology, skills development, labour costs and organisational
growth. The focus of operational HR planning is narrower because it looks at
immediate store needs, current vacancies, interview arrangements, job descriptions
and daily work allocation. Strategic HR planning usually covers a longer period such
as one to five years, while operational HR planning normally covers the present year,
month, week or current vacancy.
Strategic HR planning is normally handled by senior management and the HR
department because it affects the direction and cost structure of the whole
organisation. Operational HR planning is usually handled by HR officers, store
managers and line managers because they deal directly with staffing shortages,
interviews and work schedules. Strategic activities may include workforce
forecasting, succession planning, retention planning, HR technology planning and
aligning HR policies with future expansion. Operational activities may include
advertising a post, screening applications, arranging interviews, preparing orientation
and updating employee records.
