I need This two task assignment done by this saturday 26/6
sebasrestre
BSBHRM513-LearnerguideV3.pdf
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
BSB50215 – Diploma of business
BSBHRM513 - Manage workforce planning
Learner Guide
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Table of Contents
Unit of Competency ..................................................................................................................... 6
Application ................................................................................................................................................. 6
Performance Criteria ................................................................................................................................. 7
Foundation Skills ........................................................................................................................................ 9
Assessment Requirements ...................................................................................................................... 11
1. Research workforce requirements .......................................................................................... 13
1.1 – Review current data on staff turnover and demographics ................................................................ 14
Reviewing current data ........................................................................................................................... 14
Activity 1A ................................................................................................................................................ 18
1.2 – Assess factors that may affect workforce supply ............................................................................... 19
Assessing factors...................................................................................................................................... 19
Activity 1B ................................................................................................................................................ 21
1.3 – Establish the organisation's requirements for a skilled and diverse workforce................................. 22
Establishing organisational requirements ............................................................................................... 22
Activity 1C ................................................................................................................................................ 24
2. Develop workforce objectives and strategies .......................................................................... 25
2.1 – Review organisational strategy and establish aligned objectives for modification or retention of the
workforce .................................................................................................................................................... 26
Reviewing organisational strategy .......................................................................................................... 26
Profiling the workforce ............................................................................................................................ 27
Activity 2A ................................................................................................................................................ 29
2.2 – Consider strategies to address unacceptable staff turnover, if required ........................................... 30
Addressing unacceptable staff turnover ................................................................................................. 30
Activity 2B ................................................................................................................................................ 32
2.3 – Define objectives to retain required skilled labour ............................................................................ 33
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Retaining skilled labour ........................................................................................................................... 33
Activity 2C ................................................................................................................................................ 34
2.4 – Define objectives for workforce diversity and cross-cultural management ...................................... 35
Objectives for workforce diversity .......................................................................................................... 35
Objectives for cross-cultural management ............................................................................................. 36
Activity 2D ................................................................................................................................................ 38
2.5 – Define strategies to source skilled labour .......................................................................................... 39
Strategies to source skilled labour .......................................................................................................... 39
Labour force analysis and forecasting ..................................................................................................... 40
Activity 2E ................................................................................................................................................ 43
2.6 – Communicate objectives and rationale to relevant stakeholders...................................................... 44
2.7 – Obtain agreement and endorsement for objectives and establish targets ....................................... 44
Communicating with relevant stakeholders............................................................................................ 44
Obtaining agreement and endorsement ................................................................................................. 45
Establishing targets .................................................................................................................................. 45
Activity 2F ................................................................................................................................................ 46
2.8 – Develop contingency plans to cope with extreme situations ............................................................ 47
Developing contingency plans ................................................................................................................. 47
................................................................................................................................................................. 48
Activity 2G................................................................................................................................................ 49
3. Implement initiatives to support workforce planning objectives .............................................. 50
3.1 – Implement action to support agreed objectives for recruitment, training, redeployment and
redundancy .................................................................................................................................................. 51
Supporting agreed objectives .................................................................................................................. 51
Activity 3A ................................................................................................................................................ 55
3.2 – Develop and implement strategies to assist workforce to deal with organisational change ............ 56
Dealing with organisational change ........................................................................................................ 56
Activity 3B ................................................................................................................................................ 58
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
3.3 – Develop and implement strategies to assist in meeting the organisation's workforce diversity goals
..................................................................................................................................................................... 59
Meeting diversity goals ........................................................................................................................... 59
Activity 3C ................................................................................................................................................ 60
3.4 – Implement succession planning system to ensure desirable workers are developed and retained . 61
Implementing succession planning ......................................................................................................... 61
Activity 3D ................................................................................................................................................ 63
3.5 – Implement programs to ensure workplace is an employer of choice ................................................ 64
Implementing programs .......................................................................................................................... 64
Activity 3E ................................................................................................................................................ 66
4. Monitor and evaluate workforce trends .................................................................................. 67
4.1 – Review workforce plan against patterns in exiting employee and workforce changes ..................... 68
4.2 – Monitor labour supply trends for areas of over- or under-supply in the external environment ....... 68
4.3 – Monitor effects of labour trends on demand for labour .................................................................... 68
Reviewing the workforce plan ................................................................................................................. 68
Monitoring labour supply trends ............................................................................................................. 69
Monitoring effects of labour trends ........................................................................................................ 69
Activity 4A ................................................................................................................................................ 71
4.4 – Survey organisational climate to gauge worker satisfaction .............................................................. 72
Surveying the organisational climate ...................................................................................................... 72
Activity 4B ................................................................................................................................................ 74
4.5 – Refine objectives and strategies in response to internal and external changes and make
recommendations in response to global trends and incidents ................................................................... 75
Refining objectives and strategies ........................................................................................................... 75
Making recommendations....................................................................................................................... 77
Activity 4C ................................................................................................................................................ 78
4.6 – Regularly review government policy on labour demand and supply ................................................. 79
Reviewing government policy ................................................................................................................. 79
Industrial relations ................................................................................................................................... 79
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 4D ................................................................................................................................................ 81
4.7 – Evaluate effectiveness of change processes against agreed objectives............................................. 82
Evaluating effectiveness of change processes ........................................................................................ 82
Activity 4E ................................................................................................................................................ 84
References ................................................................................................................................................... 85
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Unit of Competency
Application This unit describes the skills and knowledge required to manage planning in relation to an organisation's workforce including researching requirements, developing objectives and strategies, implementing initiatives and monitoring and evaluating trends. It applies to individuals who are human resource managers or staff members with a role in a policy or planning unit that focuses on workforce planning. No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector Workforce Development – Human Resource Management
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Performance Criteria Element
Elements describe the
essential outcomes.
Performance Criteria
Performance criteria describe the performance needed to
demonstrate achievement of the element.
1. Research workforce requirements
1.1 Review current data on staff turnover and demographics 1.2 Assess factors that may affect workforce supply 1.3 Establish the organisation's requirements for a skilled and
diverse workforce
2. Develop workforce objectives and strategies
2.1 Review organisational strategy and establish aligned objectives for modification or retention of the workforce
2.2 Consider strategies to address unacceptable staff turnover, if required
2.3 Define objectives to retain required skilled labour 2.4 Define objectives for workforce diversity and cross-cultural
management 2.5 Define strategies to source skilled labour 2.6 Communicate objectives and rationale to relevant
stakeholders 2.7 Obtain agreement and endorsement for objectives and
establish targets 2.8 Develop contingency plans to cope with extreme situations
3. Implement initiatives to support workforce planning objectives
3.1 Implement action to support agreed objectives for recruitment, training, redeployment and redundancy
3.2 Develop and implement strategies to assist workforce to deal with organisational change
3.3 Develop and implement strategies to assist in meeting the organisation's workforce diversity goals
3.4 Implement succession planning system to ensure desirable workers are developed and retained
3.5 Implement programs to ensure workplace is an employer of choice
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Element
Elements describe the
essential outcomes.
Performance Criteria
Performance criteria describe the performance needed to
demonstrate achievement of the element.
4. Monitor and evaluate workforce trends
4.1 Review workforce plan against patterns in exiting employee and workforce changes
4.2 Monitor labour supply trends for areas of over- or under-supply in the external environment
4.3 Monitor effects of labour trends on demand for labour 4.4 Survey organisational climate to gauge worker satisfaction 4.5 Refine objectives and strategies in response to internal and
external changes and make recommendations in response to global trends and incidents
4.6 Regularly review government policy on labour demand and supply
4.7 Evaluate effectiveness of change processes against agreed objectives
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Foundation Skills This section describes language, literacy, numeracy and employment skills incorporated in the performance
criteria that are required for competent performance.
Skill Performance
Criteria
Description
Reading 1.1, 1.2, 1.3, 2.1, 4.6 Interprets and critically analyses organisational strategy and data on staff turnover and demographics
Writing 1.3, 2.1, 2.3, 2.4, 2.5,
2.6, 2.7, 2.8, 3.2, 3.3,
4.5
Uses broad vocabulary, grammatical structure and conventions appropriate to audience and context to develop strategies, plans or reports
Oral
communication
2.6, 2.7 Conveys information using language, format and style appropriate to a specific audience
Numeracy 4.2, 4.3, 4.4 Extracts and evaluates the mathematical information
and applies mathematical and problem-solving strategies when monitoring labour trends and surveying organisational climate
Navigate the
world of work
2.1, 2.7, 3.2, 3.3 Understands and interprets organisational goals r to develop processes, objectives or strategies relevant to own role requirements
Interact with
others
2.6, 2.7 Selects and implements appropriate communication protocols to liaise with personnel in a range of work contexts
Get the work
done
1.1, 2.1, 2.8, 3.1 -3.5,
4.1- 4.7
Sequences and schedules complex activities, monitors implementation and manages relevant communication when researching requirements and developing workforce objectives and strategies
Makes a range of critical and non-critical decisions in relatively complex situations, taking a range of
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
constraints into account when assessing factors affecting workforce supply
Anticipates potential problems and uses analytical or lateral thinking processes to formulate contingency plans
Uses a range of digital tools to collect data, and to extract, organise and share information
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Assessment Requirements Performance Evidence Evidence of the ability to:
Review and interpret information from a range of internal and external sources to identify:
o current staff turnover and demographics
o labour supply trends factors that may affect workforce supply
o organisation's workforce requirements objectives and strategies
Manage workforce planning including developing, implementing, monitoring and
reviewing strategies to meet workforce needs
Review relevant trends and supply and demand factors that will impact on an
organisation's workforce
Develop a workforce plan that includes relevant research and specific strategies to ensure
access to a skilled and diverse workforce.
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once. Knowledge Evidence To complete the unit requirements safely and effectively, the individual must:
Explain current information about external labour supply relevant to the specific industry
or skill requirements of the organisation
Outline industrial relations relevant to the specific industry
Describe labour force analysis and forecasting techniques.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Assessment Conditions Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development – human resource development field of work and include access to:
An appropriate range of documentation and resources normally used in the workplace
Organisational strategic and operational plans
Organisational policies and procedures
Business technology.
Assessors must satisfy NVR/AQTF assessor requirements. Links Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes - http://companion_volumes.vetnet.education.gov.au/Pages/TrainingPackage.aspx?pid=13
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
1. Research workforce requirements
1.1. Review current data on staff turnover and demographics 1.2. Assess factors that may affect workforce supply 1.3. Establish the organisation's requirements for a skilled and diverse workforce
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
1.1 – Review current data on staff turnover and demographics
By the end of this chapter, the learner should be able to:
Access and review data on staff turnover and demographics, establishing whether targets
are being met, and identifying necessary changes.
Reviewing current data
Staff turnover
It will be necessary to review current data on staff turnover and demographics in order to ensure that your business is meeting workforce planning objectives. Staff turnover relates to the proportion of workers who leave your organisation over a specific period of time. The level of staff turnover should be compared with your workforce as a whole. You should expect a certain number of employees to leave your organisation over time. They might be moving on to other jobs for increased pay, relocating to different areas, or retiring. However, the levels of staff turnover shouldn’t be so high as to cause major disruption and organisational cost. If large numbers of employees are leaving your organisation then there are likely to be internal problems which need to be addressed. It might be that the employees believe that their knowledge and skills aren’t being put to full use. There may also be a lack of involvement in decisions about the organisation. Levels of productivity may decrease and the organisation may have to spend considerable amounts on recruitment and training as a result of high staff turnover. However, the new recruits might have fresh perspectives and ideas which can be implemented for the progression of the organisation. They might also have specialist skills and knowledge which can be utilised for the improvement of business processes. You should refer to the human resource department of your organisation for details of staff turnover. Exit interviews may have been carried out in order to establish the reasons why previous employees left your organisation. You should be able to identify any issues and changes which could be made in terms of staff recruitment and retention.
You may consider the following types of information:
Number of employees who have left the organisation
and specific departments
Reasons for leaving the organisation
Expectations of employees who left the organisation
Perspectives on the working environment and possible improvements which could have
had on impact on the decision to leave.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Internal sources of data may include:
Training records
Employee surveys
Payroll records
Workload reports
Organisational charts
Staffing plans
Exit interviews
Strategic and business plans
Financial reports.
External sources of data may include:
Government reports
Trade publications
Media reports
Websites.
Demographics
You will also need to review the demographics of employees within your organisation. Ideally, the demographics of your business will be reflective of the local community and your customer base. You may be able to draw upon the skills and perspectives of employees from different cultures and ethnic backgrounds. Demographic targets may be set by government agencies or industry bodies and you should ensure that they are being met. Demographics might relate to:
Age
Gender
Level of education
Ethnicity
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Marital and family status
Location.
Workforce data may include:
Absenteeism
Age profile of staff
Complaints
Conference leave
Costs associated with under-staffing
Current functions, services and workplace practices
Grievances
Hard to fill jobs
Learning and development
Leave - annual, sick, recreation, personal
Leave without pay
Number, gender and diversity of staff at each classification level and across business units
Permanent versus temporary versus contract workforce
Recruitment and retention
Staff nearing retirement
Staff retention rates
Staff satisfaction/dissatisfaction
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Staff turnover
Study leave
Sustainability practices
Use of employee assistance program
Vacancies.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 1A
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
1.2 – Assess factors that may affect workforce supply
By the end of this chapter, the learner should be able to:
Assess the impacts of technology, competition for workers, economic conditions, industry
changes, skills and labour shortages, unemployment rates, and other factors upon
workforce supply.
Assessing factors You should be aware that there are a range of factors which may have positive or negative effects upon workforce supply. It will be necessary to analyse the factors and establish the impacts upon your organisation. You might identify the need to make changes for improved recruitment and retention of suitably skilled employees. Technology
Technology is advancing at a rapid pace. The job roles that exist now may not be available in the future due to technological advances. Even in the space of a few years, technology can advance so far that the old ways of working are no longer relevant. When conducting the HR strategic planning process it is important to consider how technological advances might impact on the ways of working and hence the job roles that people do. Whilst it’s not possible to predict the future it is possible to analyse emerging trends and developments in areas of technology that are relevant to your organisation. These questions might be asked:
Do any of the organisation’s strategic objectives relate to the use of new technology?
Is investment being made in new technology? If so, what specifically is being introduced?
What’s happening in your sector generally in terms of technological advances? (e.g. is new
equipment being developed?)
If new technology is introduced how will it affect job roles?
You should also consider the impact of technology upon:
The work that people do
The number of people required doing the work
The location of people doing the work
Working practices and procedures
The knowledge and skills required to do the work.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
For example, in a manufacturing organisation, new equipment and machinery that is designed to improve production and efficiency may require fewer workers to operate the equipment. However, there may also be an impact on the engineers who repair and maintain the equipment in terms of up-skilling them to be able to perform their roles competently. In another context, digital technology may be introduced to enable workers to work from remote locations, to exchange data more efficiently and to work more productively. This may not impact on the numbers of workers. However, it would have a significant impact on ways of working and may alert you to the need for changes in procedures. The impact on the job roles in this example would be more about getting people to accept and embrace the changes and to follow the new ways of working. This may well be represented in redefined job roles with changes in responsibilities and expectations. Other factors that may affect workforce supply may include:
Competition for workers – there might be increased competition for workers as a result of
the introduction of new businesses. Organisations may have to compete in relation to the
salaries and benefits that are offered. However, there might be an increase in the
availability of employees if other businesses close or relocate
Economic conditions – there might be an influx of highly skilled and knowledgeable
workers if the economy is strong. However, workers may choose to relocate and seek
alternative employment due to economic dips
Industry changes – if the industry expands and demand for products and services increases
then the level of workforce supply is also likely to rise. However, prospective employees
may choose to look elsewhere if the industry is perceived as being in decline
Skills and labour shortages – businesses will struggle to identify suitable employees if there
are shortages of skills and labour
Unemployment rates – if there are high unemployment rates in a specific area of industry
then employees might choose to relocate and apply their skills to different jobs. However,
they might be attracted if unemployment rates are low and the industry is considered
secure.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 1B
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
1.3 – Establish the organisation's requirements for a skilled and diverse workforce
By the end of this chapter, the learner should be able to:
Conduct organisational reviews in order to identify current and future requirements in
relation to the skills and diversity of the workforce.
Establishing organisational requirements The forms of analysis outlined in the previous chapters should enable you to establish your organisation’s requirements for a skilled and diverse workforce. You should consider the level of need for skilled and diverse employees in order to meet your organisational objectives. It is also important for your business to withstand changes in the industry and wider economy. You should identify the future labour needs and skill requirements as part of the workforce planning process so that the necessary employment decisions can be taken. For example, if a company was planning to develop a new product which makes use of technological advances; this may involve investment in new premises, new equipment, and new manufacturing processes. However, there would also be an impact on the workforce, to ensure that there were enough people with the right skills and knowledge to make the new product. You should also account for the skill levels of your existing employees. If you have a large number of highly skilled employees who are nearing retirement age then you should plan for recruitment and training. It will also be necessary to consider the expected changes to your company and ensure that you have skilled employees in place to cope with requirements. Labour needs can be summarised as follows:
Competency
Number
Quality
Type.
Internal audits should enable you to identify:
The current number of employees within your organisation
Individual characteristics of employees
Nature of employment contracts
Number of hours worked
Amounts that employees are being paid.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
It will be necessary to establish the current capabilities of your workforce and those that are required for the achievement of business objectives. You might have to develop training programmes and recruit new employees in order to successfully meet future requirements. The identification of labour needs is an essential part of the planning process and can ensure achievement of the organisation’s goals. If a food manufacturer built a new factory with new equipment and manufacturing processes but assumed that all existing employees would simply move to the new site with only a minimal degree of training, it is likely to result in a number of undesirable consequences. Requirements for a diverse workforce may include all forms of difference, including:
Age
Gender
Generational
Learning styles
Race
Religious beliefs
Sexuality
Workers' background,
including the cultural and
linguistic background.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 1C
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
2. Develop workforce objectives and strategies
2.1. Review organisational strategy and establish aligned objectives for modification or retention of the workforce
2.2. Consider strategies to address unacceptable staff turnover, if required 2.3. Define objectives to retain required skilled labour 2.4. Define objectives for workforce diversity and cross-cultural management 2.5. Define strategies to source skilled labour 2.6. Communicate objectives and rationale to relevant stakeholders 2.7. Obtain agreement and endorsement for objectives and establish targets 2.8. Develop contingency plans to cope with extreme situations
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
2.1 – Review organisational strategy and establish aligned objectives for modification or retention of the workforce
By the end of this chapter, the learner should be able to:
Ensure that workforce planning objectives are set in accordance with wider organisational
strategies.
Reviewing organisational strategy Your organisation should have an established strategy relating to the actions which have to be taken and processes followed for the achievement of set objectives. The strategy should be based upon the long-term mission and vision of success for your business. The steps necessary for the achievement of the strategy should be outlined in a strategic plan. Examples of business strategies include:
Expansion
Diversification
Cost leadership
Mass customer engagement.
It will be necessary to establish objectives which fit in with the general strategy of your organisation. The need for modification or retention of the workforce will depend on the direction that you are planning for your business. You might identify the need to recruit a set number of employees with specific skills and knowledge to aid the process of diversification. You may also need to maintain levels of motivation and commitment to the organisation for the retention of valued employees. It will be necessary to establish the workforce size, type, experience, knowledge, and skills which will be required for the achievement of your organisational objectives. You may then consider the actions that will be necessary to attract and retain the right employees. It is common for workforce plans to cover periods of between three and five years. However, there may be some variation, depending upon the expected level of change within your business and the wider market. The workforce plan should account for short, medium, and long-term business objectives.
Objectives and targets may relate to some or all of the following:
Recruitment
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Retention
Training
Succession planning
Career development
Pay and reward
Performance management
Motivation and employee engagement.
Objectives should be SMART:
Specific
Measurable
Achievable
Realistic (or Relevant)
Time-bound.
SMART objectives are important as they define exactly what you are aiming to achieve. They enable priorities to be determined, realistic budgets to be set, and good decisions to be made.
Profiling the workforce It will be necessary to create a detailed profile of your workforce in order to identify how it fits in with your organisational objectives. You should consider a range of factors, including the level of experience, age, skill levels, and weaknesses of your employees. It would also be worth arranging discussions with the employees to find out their plans for the future and desires for progression within your organisation. You may use spreadsheets and other computer programmes for the organisation of this information.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
It is important to consider the alignment of your current workforce with your plans for the future. This will have a direct bearing on any decisions regarding modification or retention. You should think about expected changes in the market and technologies that are likely to be integrated by your business. You may be planning to expand into international business markets or establish new product ranges. However, there may be a need for workforce modification in order to facilitate these types of progression.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 2A
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
2.2 – Consider strategies to address unacceptable staff turnover, if required
By the end of this chapter, the learner should be able to:
Implement a variety of strategies in order to prevent unacceptable staff turnover.
Addressing unacceptable staff turnover It has already been mentioned that high levels of staff turnover may have a variety of negative business impacts. You may have to spend a considerable amount of time and money on the recruitment of new employees to replace those that have left. The introduction of new employees is also likely to cause some disruption and dissatisfaction among established employees. A reasonable level of staff turnover is to be expected within any business. However, you should adopt strategies whenever staff turnover has an unacceptably negative impact upon your organisation. Reasons for unacceptable staff turnover may include:
Unresolved workplace disputes and conflicts
Pressure of work
Attractive opportunities within other companies
Demands on time
Lack of engagement and motivation
Insufficient support and guidance
Lack of opportunities for advancement
Personal issues.
It would be advisable to conduct exit surveys and interviews to establish the reasons why staff members are choosing to leave your business. You should also question remaining employees to identify their levels of satisfaction and find out their opinions about the reasons for leaving the organisation. Action may then be taken to address any grievances and concerns. The following procedure may be followed to establish the level of staff turnover as a percentage:
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
1. Work out the average number of employees by adding the number of
employees at the beginning of a defined period to those at the end. Then
divide the figure by two
2. Identify the number of employees that left during the defined period
3. Multiply the number of employees who left by 100 and then divide by the
average number of employees during the defined period.
Considering strategies
There are various strategies which may be employed for the purpose of addressing unacceptable staff turnover. You should consider the criteria that are applied when selecting new employees. It might be important for the new recruits to have the skills and knowledge required for rapid integration and the performance of key business tasks. However, there might also be the option of providing training and guidance. You should take care over the questions that are asked and ways in which prospective employees are tested. They should demonstrate a commitment to the organisation and its values. You should ensure that existing employees are paid appropriate amounts and that their contributions are recognised. It would be worth finding out how much the employees of other organisations are being paid. You are also advised to arrange bonuses for exceptional performance and offer some flexibility with regards to work scheduling. You should allocate tasks which challenge employees to make the most of their skills and knowledge for engagement and satisfaction. It will also be necessary to provide regular updates on the progression of the business and any changes that are being made. Employees should have the opportunity to attend meetings and share their perspectives on business issues. You should be prepared to implement any reasonable suggestions that are made. There should be opportunities for professional development and advancement through the ranks of your organisation.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 2B
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
2.3 – Define objectives to retain required skilled labour
By the end of this chapter, the learner should be able to:
Establish retention objectives and implement strategies to ensure that skilled labour
remains within the organisation.
Retaining skilled labour The retention of skilled labour should be viewed as one the main objectives of your organisation. Employees who have been working for your business for some time should have an excellent understanding of key processes and expectations. They may have established relationships with customers and important business associates. The loss of such employees is likely to have a significant impact on your organisation. You should identify those employees who should remain within your organisation for the greatest chance of meeting your business objectives. There are a variety of steps that may be taken for the retention of your skilled employees. One of the most important strategies will be to maintain a continuous stream of communication. You are advised to arrange regular meetings and encourage employees to raise any issues and concerns. The employees should feel that they are truly valued and that their perspectives are taken into serious consideration. They should have the opportunity to talk about aspirations and progression within your organisation. Other ways of keeping skilled employees include:
Increasing pay
Offering bonuses for exceptional performance
Providing opportunities for on-the-job learning and development
Making promotions and increasing responsibility
Providing opportunities to work flexibly
Offering personalised benefits (including paid training,
pensions, and company cars).
As HR expert Phil Sheridan has said, “[Employees] want varied and meaningful work, challenging assignments, opportunities for career development and help with balancing work and their personal lives. If most of these boxes are not ticked, then organisations run the risk of losing their 'star employees.” Other reasons for remaining with an organisation include:
Good management and guidance
Positive relationships with colleagues
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Perceived long-term security
Lack of opportunities outside the organisation.
Activity 2C
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
2.4 – Define objectives for workforce diversity and cross-cultural management
By the end of this chapter, the learner should be able to:
Demonstrate an understanding of different aspects of diversity and establish objectives
relating to workforce diversity and cross-cultural management.
Objectives for workforce diversity Targets may be set for improving equality of opportunity and diversity amongst the workforce. This may involve changes to policies and practices to attract a more diverse workforce. It may also require training and awareness-raising amongst managers and other employees to support the implementation of these targets. You should ensure that diversity within your organisation is reflective of the wider community and the customers who you are serving. Your organisation should meet industry requirements and make employment decisions in accordance with Australian legislation. It will also be necessary to provide support for employees who come from different cultural and ethnic backgrounds. Diversity may include:
Any form of difference, such as:
o ability, aptitude and disability
o age
o culture
o ethnicity
o gender
o language
o marital status or family
arrangements
o nationality
o personality
o race
o religion
o sexuality.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Diversity objectives may relate to:
An increase in the proportion of equity group members in relation to the workforce as a
whole
Improved employment status
Increased representation at higher salary levels
Increased recruitment and retention of equity group members
Removal of barriers to progression
Reduction in complaints/grievances (e.g.
harassment, racism)
Reduction in requests for review of
actions/grievances from equity group
members.
Objectives for cross-cultural management Effective cross-cultural management will be essential if employees from a diverse range of backgrounds are going to work together. You may consider it important for the various employees to collaborate on projects and share successes. There might also be plans for your business to expand into international territories and hire employees from different countries. It might be necessary to provide training and increase understanding of the differences between communication in different cultures. Employees may be expected to adapt and adjust their communication styles, depending on who they are dealing with in the business. Strategies for developing effective cross-cultural communication may include:
General guidelines and standards for approaching specific tasks and issues
Mutual respect
Relevant concepts and information presented using:
o diagrams
o flow charts
o graphs
o interactive multimedia
o pictures
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
o tables
o video camera images
o visual or iconic representations
Workplace induction programs.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 2D
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
2.5 – Define strategies to source skilled labour
By the end of this chapter, the learner should be able to:
Establish and implement a range of strategies to source the types of skilled labour which
can contribute to the achievement of organisational objectives.
Strategies to source skilled labour Recruitment and selection
Recruitment and selection targets may be defined to ensure the provision of the right number of employees, with the right skills and competencies in the right place at the right time. You should think about the direction that you are planning for your business and the types of skills that will be required. There are a variety of strategies that may be employed to ensure the differentiation of your business and attraction of highly skilled recruits. It will be necessary to offer attractive salaries and bonus packages. However, prospective employees are also likely to be interested in opportunities for professional development and progression in their chosen careers. You should consider increasing the scope of job advertisements beyond the local area and allowing talented employees to work remotely. Alternatively, you may offer financial incentives and support to prospective employees who are willing to relocate. It will be necessary to spend some time planning the advertisement of job opportunities in order to attract the widest range of employees with the skills that you are looking for. You should consider advertising via different platforms including newspapers, magazines, trade publications, and the internet. You will need to highlight the most attractive benefits which may be enjoyed by new employees. You should also ensure that the application process is relatively quick and simple.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
If you feel that it is going to be difficult to attract prospective employees from outside the organisation then you may consider the option of training and development for existing staff members. You should consider the types of training which will enable employees to play their part in the achievement of your objectives. It might be considered necessary to arrange the assistance of external training providers.
Options for sourcing labour supply must include consideration of:
Employing a range of recruitment options
Hiring casual labour
Hiring new graduates or trainees
Employing offshore workers
Outsourcing
Using contractors or consultants.
Labour force analysis and forecasting
It will be necessary to conduct the processes of labour force analysis and forecasting in accordance with the strategies that have been developed for your organisation. You should be confident either that your existing staff members have the capabilities to meet your business objectives or that you are able to source employees with the necessary skills and knowledge. You may require specialists with a good understanding of emerging technologies in order to aid your diversification into new markets. Alternatively, you may require technical workers who are able to apply their skills to the development and production of high-quality products. You should take expected staff turnover into account and consider the types of employees that will be needed by your business. You will need to carry out a comprehensive survey in order to establish the capabilities of your existing workforce. Factors such as demographics and regional skill levels should also be taken into account when you attempt to establish the prospects of recruiting people from outside the organisation. You should account for fluctuations and demand and the expected progression of your business in relation to the demand for labour. You are advised to create an organisational chart which specifies the expected structure of your organisation at a specific point in the future. This will enable you to identify the need for labour. It should also help you to make key decisions regarding recruitment and retention.
You may also use these forecasting techniques:
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Analysis of work operations – you will need to perform a comprehensive job analysis,
accounting for organisational demands and the current abilities of your workforce. It will
be necessary to calculate the standard output of each employee. This should be compared
with the outputs that are required to fulfil your organisational objectives. You can then
establish the need for more recruits
Focus groups – various members of your
organisation should be encouraged to
discuss future workforce
requirements in focus groups. It will be
important to record individual
perspectives and any agreements
regarding workforce needs
Organisational surveys – you may use the
Delphi technique and survey a variety of experts within your organisation regarding
current capabilities and future requirements. A report detailing expected requirements
should be compiled and then distributed to the experts who took part in the original
survey. This process should be repeated until everybody is in agreement about the
accuracy of the forecast
Simulation – you will need to use computer-based models when using this forecasting
technique. It will be necessary to input information based upon the expected progression
of your business in order to simulate the anticipated demand for labour.
You may also use forecasting models when establishing the future workforce needs and changes that need to be made within your organisation. It will be necessary to apply mathematical and statistical techniques when developing forecasting models. Examples of forecasting models include:
Equilibrium modelling – this involves establishing the numbers of employees within an
organisation and assuming that no changes will take place over time
Network flow mapping – this involves association of factors such as salary, skills, and ages
with a variety of anticipated changes within the organisation. The factors may have a
bearing on retirement, progression through the organisation, and movement of employees
to other organisations
Change forecasting – this involves the consideration of past data relating to changes in the
workforce. It also accounts for future events which will potentially affect the organisation
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Optimisation modelling – this involves the application of advanced statistical techniques in
order to map out an ideal picture for the future in terms of recruitment, retention, and the
achievement of organisational objectives.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 2E
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
2.6 – Communicate objectives and rationale to relevant stakeholders
2.7 – Obtain agreement and endorsement for objectives and establish targets
By the end of this chapter, the learner should be able to:
Use appropriate communication methods in order to inform relevant stakeholders of
workplace planning objectives and rationale
Take appropriate measures in order to obtain the agreement and endorsement of
stakeholders for objectives and targets.
Communicating with relevant stakeholders It will be necessary to communicate your workforce planning objectives and rationale to a range of internal and external stakeholders. You will need to use communication channels that the stakeholders have access to and share all the relevant information regarding the objectives that you are hoping to achieve. It would be advisable to follow the kiss rule (keep it short and simple). You should give easily understandable explanations and provide clarification when required. You will also be expected to outline the reasons for plans regarding the retention or modification of the workforce. The stakeholders should feel that they are involved in the workplace planning process and that their perspectives are taken into account. You should ensure that your objectives are based on the SMART (specific, measurable, achievable, realistic, timely) principle. They should also be easy to understand and envisage. This will maximise the chance of obtaining the support and endorsement of stakeholders. Relevant stakeholders may include:
Employees
Human resources personnel
Heads of department
Senior management
Worker representatives
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Unions
Government representatives.
You may use the following methods of communication:
Emails
Business websites
Organised meetings
Informal discussions
Annual reports
Newsletters
Intranet messages
Conferences.
Obtaining agreement and endorsement After you have communicated and established the understanding of relevant stakeholders it will be necessary to obtain agreement and endorsement for your stated objectives. It will be important to make contact at the earliest opportunity and provide stakeholders with the opportunity to provide feedback and recommend any changes to the objectives. The stakeholders will be more likely to support the implementation of plans and objectives if they feel that their opinions are valued and taken into serious consideration.
Establishing targets You will also be expected to establish targets relating to the recruitment, continuous training, and potential redundancy of a certain proportion of the workforce. These targets should be clearly communicated and agreed by employees and their representatives or unions. If you are unable to establish agreement then your organisation may face legal consequences. Once everybody is agreement it will be necessary for the human resources personnel to compile paperwork and give the go-ahead for implementation of the workforce plan.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 2F
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
2.8 – Develop contingency plans to cope with extreme situations
By the end of this chapter, the learner should be able to:
Create contingency plans which will enable their organisations to cope with a variety of
extreme situations relative to workforce planning.
Developing contingency plans You may wish for the smooth and hassle-free implementation of your workforce plan. However, it is important to identify and prepare for eventualities which could have a negative impact. You should evaluate the risk and potential impact that such events may have on your organisation. The most significant risks should be prioritised. You will need to create contingency plans which can be implemented if these events happen. Contingency plans may be created in preparation for various scenarios, including:
Unpredicted staff shortages
Unpredicted customer demand
Accidents or emergencies.
The following questions should be asked:
What events may occur that require a response?
What disasters might happen during execution of the plan?
What is the worst case scenario of events for the situation?
What scenarios are possible for the situation?
What event would cause the greatest disruption of current
activities and plans?
What happens if costs of the plan are excessive?
What happens if delays occur?
What if key people leave the organisation?
What are the expected moves of antagonists and competitors?
Who or what might impede implementation of the plan?
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
n.d. retrieved from http://planningskills.com/askdan/6.php on 26/10/2016 You should aim to deal with such scenarios at the earliest opportunity, so that they have minimal impact on your business. The contingency plan should specify the types of problems which may be expected to affect your organisation. It would be advisable to outline a series of steps which should be taken at specific times after the identification of such problems. You should also allocate responsibilities for the implementation and monitoring of your contingency plans. There should be set objectives which have to be achieved for the contingency plans to be deemed successful. Relevant employees should agree to the contingency plans and realise their responsibilities. The plans should be quite straightforward and easy to follow. You will be expected to review the plans on a regular basis and make changes as necessary.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 2G
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
3. Implement initiatives to support workforce planning objectives
3.1. Implement action to support agreed objectives for recruitment, training, redeployment and redundancy
3.2. Develop and implement strategies to assist workforce to deal with organisational change 3.3. Develop and implement strategies to assist in meeting the organisation's workforce diversity goals 3.4. Implement succession planning system to ensure desirable workers are developed and retained 3.5. Implement programs to ensure workplace is an employer of choice
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
3.1 – Implement action to support agreed objectives for recruitment, training, redeployment and redundancy
By the end of this chapter, the learner should be able to:
Establish and implement a variety of measures in order to ensure the achievement of
objectives relating to recruitment, training, redeployment, and redundancy.
Supporting agreed objectives Recruitment
It will be necessary to implement actions in accordance with your established objectives for recruitment. If you are planning and diversifying into different markets then it might be deemed necessary to hire new staff members with specialist skills. You will have to consider the advertising methods and procedures which should be followed in order to ensure that you select the most appropriate candidates. Steps may also be taken to attract prospective employees from a diverse range of backgrounds. If you are to stand the best chance of recruiting highly skilled and loyal workers then it will be necessary for your business to stand out from the crowd. You should take care when writing advertisements and emphasise the unique benefits which will be enjoyed by new recruits. You may highlight the attractive levels of pay, excellent working environment, and opportunities for progression within your business. It might be possible to increase the prospects of hiring particularly talented employees by widening your employment pool. You should consider the following types of employees:
Aboriginal and Torres Strait Islanders
Migrants
School leavers and apprentices
Individuals with disabilities.
You should consider a variety of internal and external employment opportunities. Internal employment relates to the employment of individuals who are either working for your company or have been employed by your company in the past. External employment relates to the employment of individuals from outside the organisation. You should be aware that internal employment generally costs less and has reduced risk. Internal recruitment options may include:
Redeployment of employees between business departments
Promotions
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Staff recommendations and referrals.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
External recruitment options may include:
Employment agencies
Head hunting
Employment exchanges
Employment contractors.
Training
You will also need to consider the training of established employees and new recruits for the achievement of your business objectives. Training may be arranged so that the employees are able to assist in the development of new product lines and use of new technologies. You should consider a variety of training methods and the availability of finance within your organisation. Training methods may include:
On-the-job training
Coaching
Mentoring
Training manuals and guidance materials
Registered training organisation (RTO) courses.
It would be advisable to carry out a training needs analysis in order to establish the learning requirements of employees for performance of anticipated tasks. You should consider the existing knowledge and skill levels of your employees. Then consider the development that will be necessary for the employees to meet expectations. Redeployment
The next aspect that you should consider is the redeployment of established staff members for the achievement of business objectives. You should identify those employees with skills and knowledge which will be required upon redeployment to different posts. However, you should also consider the need for any training and guidance upon redeployment. It will be necessary to establish the willingness and motivation of any employees that you plan on redeploying to different areas. Redundancy
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Finally, you will have to plan for redundancies which may be necessary to ensure the continued development of your business. Redundancies might be required if you are planning on streamlining, downsizing, or diversifying your organisation. It will be particularly important to consider the employees who will have to leave your organisation. It is quite common to make redundancies among the most aged members of the workforce. However, you should consider the skills and knowledge of such employees and whether you can afford to lose out on their contributions. Another option would be to make redundancies among employees who are relatively new to your organisation. However, such redundancies may have impacts upon your business in the long term.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 3A
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
3.2 – Develop and implement strategies to assist workforce to deal with organisational change
By the end of this chapter, the learner should be able to:
Establish potential barriers to change and establish a variety of strategies which will enable
employees to adjust and adapt.
Dealing with organisational change
It is likely that you will have outlined the need for a variety of changes as part of your workforce plan. You might have specified the need for the employment of new staff members with specialist skills. Alternatively, you may have outlined the need for the redeployment of established staff members to different departments, where their skills and knowledge can be utilised. You should be aware that such changes may cause disruption and aggravation among the workforce. However, there are a variety of strategies that can be implemented to assist the workforce in dealing with organisational change.
Barriers to change may include:
Challenges to group norms or established roles
Existing organisational culture
Existing reward systems
Fear of loss of status, security, power or friends
Interdepartmental rivalry or conflict
Lack of involvement in the change
Low morale
Vested interests.
Strategic change needs may include:
Actions arising from strategic planning activities to bring about major change in the
organisation, which may relate to:
o people
o processes
o technology
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
o structure.
It will be important for there to be a general commitment to the change among members of your workforce. Managers and other senior staff members should take the lead and ensure that the rationale behind any change is clearly communicated to other employees. A range of communication methods should be used to inform the employees of changes that are to be made and the expected impacts. The workers should be encouraged to share their concerns during informal discussions and arranged business meetings. You should take their perspectives into account, provide reassurances, and implement any reasonable ideas to make the change process easier. Employees should be informed of workplace changes at the earliest opportunity, so that they are able to prepare. It might be possible to arrange training so that employees are able to develop the skills and knowledge required for a smooth adjustment to change. Established staff members may be able to act as mentors and provide guidance as necessary. Senior staff members should maintain an open door policy during the change process.
You should consider the stages of Lewin’s change management model:
Unfreezing – it will be necessary to convince employees that change is necessary at this
stage. You are advised to provide data which supports your claims regarding the need for
change. Employees should understand the rationale and become increasingly committed
to the process
Changing – employees should have come to recognise the need for change by this stage.
They may start to alter their working practices and consider ways of adapting to new
systems or procedures
Refreezing – the change should be established at this stage and will become a recognised
part of organisational practice. Employees should be fully committed and engage with new
systems or procedures when required.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 3B
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
3.3 – Develop and implement strategies to assist in meeting the organisation's workforce diversity goals
By the end of this chapter, the learner should be able to:
Establish and implement a range of measures in order to achieve and maintain workforce
diversity.
Meeting diversity goals There are various steps that may be taken to increase the diversity of your workforce. You could make contact with local religious institutions, schools, and colleges regarding the opportunities that are being offered by your organisation. You may also offer incentives for those employees who are able to make recruitment referrals. Your job advertisements should appeal to a diverse range of potential recruits. You may use the internet to spread the word about vacancies and appeal to minority groups. However, you should ensure that employment decisions are based upon skills and knowledge, rather than ethnic or cultural backgrounds. You should be aware that employees of different cultural and ethnic backgrounds may have difficulty adjusting to your organisation. It is possible that there will be language barriers. The new workers may also feel that they don’t fit in as part of the established team. They may even have relocated and be experiencing difficulty adapting to life in the local community. You should ensure that they are given appropriate support, without emphasising any differences in personal characteristics. They should be given the opportunity for involvement in meetings and discussions about the progression of the business. All of your employees should be given the same level of opportunity when it comes to promotion and advancement. It will also be important to identify and use opportunities for team bonding.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 3C
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
3.4 – Implement succession planning system to ensure desirable workers are developed and retained
By the end of this chapter, the learner should be able to:
Implement comprehensive succession planning systems which prepare existing members
of the workforce for assuming additional responsibility and maintain a commitment to the
organisation.
Implementing succession planning Attracting and then keeping good staff can be a real challenge for many organisations. Having an effective succession planning process and a staff retention strategy may be essential for success. You should think about what might happen if key members of staff left your organisation. Ideally, you will have highly skilled and committed workers who would be ready to take on additional responsibility in such situations. Succession planning strategy may include:
The inclusion of future development opportunities in position descriptions to encourage
future progression.
According to the National Academy of Public Administration, Washington (1997), succession planning is “More than fingering a slate of replacements for certain positions. It is a deliberate and systematic effort to project leadership requirements, identify a pool of high potential candidates, develop leadership competencies in those candidates through intentional learning experiences, and then select leaders from among the pool of potential leaders.” The succession planning system should apply to the recruitment of development of employees within your organisation. If you are in a relatively small company then it will be particularly important to hire staff members who demonstrate the necessary skills and knowledge for advancement. You should also arrange training for established members of the workforce, so that they are prepared to advance through the organisational ranks. Succession processes may include:
Expressions of interest
Formal interview process
Acceptance into a candidate pool
Learning and development
Shadowing
Coaching
Mentoring.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
You will need to provide opportunities for learning in the workplace. Employees may be given the chance to work on projects which extend their range of skills and knowledge. You might also provide them with the opportunity to mentor their colleagues for the development of leadership and guidance skills. The employees are likely to appreciate these opportunities and become increasingly committed to your organisation.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 3D
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
3.5 – Implement programs to ensure workplace is an employer of choice
By the end of this chapter, the learner should be able to:
Implement programs incorporating a variety of measures for the purpose of achieving
exceptional levels of employee satisfaction and becoming an employer of choice.
Implementing programs You should aim to become an employer of choice in order to attract and retain employees of the highest quality. It will be necessary to develop a workplace environment and culture which set your business apart. However, you should be aware that there will be some variation in employee’s perceptions regarding employers of choice. Some might be happiest working in fast-paced, high-pressure work environments, where there are numerous opportunities for taking initiative. Others might be happiest in casual and relaxed environments where collaboration and team-working are actively encouraged. General qualities of an employer of choice include:
Ability to attract and retain high performing staff
Flexible and inclusive work environment supported by the chief executive officer and
managers
Policies and practices that discourage harassment or discrimination
Reputation for good workplace relationships, a culture of trust, and good pay and
conditions
Reputation for being fair, flexible, innovative, and engendering employee engagement
Training and development programs that encourage people to
plan and follow a career pathway.
You are advised to implement the PRIDE system:
Provide a positive working environment
Reward and recognition
Involve and increase employee engagement
Develop the skills and potential of your workforce
Evaluate and measure job satisfaction.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
The majority of employers of choice provide their employees with wages and benefits greater than those offered by the competition. The range of benefits may include health insurance, personal support, and travel expenses. However, some organisations are considered employers of choice because they have powerful missions and values which employees are fully committed to. There are numerous steps that can be taken to maximise the prospects of your organisation becoming an employer choice. It will be important to provide employees with opportunities to work on projects which they find engaging and rewarding. They should have the chance to develop new skills and conduct a range of work. It will be necessary to arrange regular training and ensure that employees have the best possible chance of professional development and advancement. You are advised to consult the employees regarding their professional aspirations and tailor the workplace training accordingly. There should be a continuous stream of communication for your organisation to be deemed an employer of choice. Workers should be invited to workplace meetings and actively encouraged to share their perspectives. You will need to inform the employees of expected changes and implement any reasonable suggestions that they might make. It will also be necessary to maintain standards of discipline and take necessary action in the event of workplace conflicts or disputes. Employees should be respected and valued. The benefits of becoming an employer of choice include:
Ease of attracting high-quality job candidates
Improved productivity and quality of work
Greater commitment to the organisation
Decreased employee turnover
Development of positive reputation
Increased business profits.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 3E
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
4. Monitor and evaluate workforce trends
4.1. Review workforce plan against patterns in exiting employee and workforce changes 4.2. Monitor labour supply trends for areas of over- or under-supply in the external environment 4.3. Monitor effects of labour trends on demand for labour 4.4. Survey organisational climate to gauge worker satisfaction 4.5. Refine objectives and strategies in response to internal and external changes and make
recommendations in response to global trends and incidents 4.6. Regularly review government policy on labour demand and supply 4.7. Evaluate effectiveness of change processes against agreed objectives
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
4.1 – Review workforce plan against patterns in exiting employee and workforce changes
4.2 – Monitor labour supply trends for areas of over- or under-supply in the external environment
4.3 – Monitor effects of labour trends on demand for labour
By the end of this chapter, the learner should be able to:
Demonstrate an understanding of patterns in exiting employees and workforce changes,
establishing the need for changes to workforce plans
Use a variety of methods and refer to appropriate sources in order to establish workforce
trends and the need for adjustments to workforce plans
Establish the effects of labour trends on the demand for labour and plan accordingly.
Reviewing the workforce plan You are advised to conduct regular reviews of your workforce plan and account for the changes which have taken place both within and outside your organisation. It might be necessary to make adjustments to the workforce plan in accordance with patterns in exiting employee and workforce changes. You may have had to make more redundancies than expected due to increased competition in the marketplace. Alternatively, there might have been an influx of migrant workers into your area. You might have to plan for the recruitment of skilled employees to aid the diversification of your business. You may also need to review the workforce diversity plans. You may consider it necessary to adjust your workforce plan after reading media reports and accessing other sources of information about expected changes in your industry. However, you should attempt to obtain comprehensive information from credible sources so that you can have confidence in the types of changes that are made. You may use the following methods when establishing the need for workforce planning adjustments:
General meetings
Employee surveys
Analysis of workforce data
Lessons learnt reviews
Organisational performance assessments.
n.d retrieved from http://vpsc.vic.gov.au/wp-content/pdf-download.php?postID=5631 on 26/10/2016.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Monitoring labour supply trends Labour supply trends may have a direct bearing on decisions regarding the recruitment of retention of employees within your organisation. You should have an ongoing system for the monitoring of the labour market as part of the general environmental analysis. Factors including social, political, economic, technological, and employment change will all have an impact on labour supply trends. You are advised to consult a variety of sources in order to identify these types of changes. It would be advisable to consult government reports, industry publications, and quality newspapers. Sources of information for Australian businesses include:
Australian Bureau of Statistics Census and Labour force data
Department of Employment and Workplace Relations
Department of Education, Science and Technology
Relevant peak industry, professional and training bodies
Student Information (TAFE, Universities etc.)
n.d retrieved from http://vpsc.vic.gov.au/html-resources/workforce-planning-toolkit-a-guide-for- workforce-planning-in-small-to-medium-sized-victorian-public-sector-organisations/3-workforce-analysis/ on 25/10/2016. You should consider these factors:
Migration patterns
Retirement and ageing workforce trends
Development of roles and competencies
Interest and inflation rates
Unemployment rates.
Variations in the supply of labour should have a direct impact on your workforce planning. If you identify an expected increase in the availability of highly skilled workers then you may plan for recruitment. It might be possible to attract high-quality candidates who are prepared to work for less given the state of the labour market. However, you may place more focus on the retention of your employees if there is an expected restriction in the availability of workers in your industry. Existing employees might be tempted by the offers of other companies if you don’t take steps to increase engagement and motivation.
Monitoring effects of labour trends It is important to monitor and account for the associations between labour trends and the demand for labour, both within your industry and the wider business market. There are a variety of factors which can have an impact on the availability and demand for labour. Business will be keen to restrict their level of
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
investment during a recession. They may be forced into making redundancies and limiting the number of hours that employees work. However, there may be a ready pool of labour when the economy recovers and businesses may have more confidence in recruitment. You are advised to consult the Australian jobs report for information which is likely to be of direct relevance to your business (http://australianjobs.employment.gov.au/).
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 4A
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
4.4 – Survey organisational climate to gauge worker satisfaction
By the end of this chapter, the learner should be able to:
Develop surveys including a variety of questions to gauge the levels of worker satisfaction.
Surveying the organisational climate You should be aware that the organisational climate relates to the working environment, demonstrations of behaviour, and perceptions held by members of the workforce. If there is a positive organisational climate then employees will feel engaged and committed to the company. However, there will be a risk of conflict and general dissatisfaction in organisations with poor organisational climates. You are advised to carry out surveys as a means of establishing the levels of satisfaction within your organisation. Satisfaction may relate to:
Organisational transparency and communication
Levels of pay and benefits
Relationships with colleagues
Relationships with senior staff members
Prospects of career development
Opportunities to work on challenging projects
Perceived job security
Advancement of the organisation.
It will be necessary to spend time designing surveys for the purpose of gauging your organisational climate. You are advised to include a variety of questions which address different aspects of employee satisfaction. You might consider trialling the surveys and questionnaires on employee sample groups. It is important for the questions to be easily understandable and encourage employees to answer in appropriate depth. Organisational climate surveys may include:
Employee opinion surveys
Employee satisfaction surveys
Systems for checking how staff perceive the organisation and its
function.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
You may consider asking questions such as:
Do you feel that you are provided with adequate resources to perform your role
effectively?
Do you feel that work tasks provide you with the opportunity to make the most of your
skills and knowledge?
How often do you receive praise or recognition for positive contributions in the
workplace?
Do you feel that your views are valued and taken seriously by senior staff members?
Are you happy with the level of opportunity for professional development and
advancement?
What are the top five improvements that you feel could be made in your workplace?
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 4B
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
4.5 – Refine objectives and strategies in response to internal and external changes and make recommendations in response to global trends and incidents
By the end of this chapter, the learner should be able to:
Make adjustments to workforce plans in accordance with a range of internal and external
changes
Establish the impact of global trends and incidents, making recommendations accordingly.
Refining objectives and strategies It will be necessary to conduct regular reviews of your workforce plans and make amendments in accordance with internal and external changes. You will undoubtedly have referred to different information sources and made predictions based upon trends when developing the workforce plan. However, it is unlikely that you will have accurately predicted or accounted for all of the changes that have taken place. It is possible that workforce supply may have been greater than you had forecast due to the closure of rival businesses. The economy might be growing at a particularly fast pace, causing increased levels of customer interest and the expansion of your business. You will need to create more realistic objectives and strategies based upon such changes. You will need to carry out an environmental scan for the identification of internal and external changes which should have a bearing on your workforce planning. This will involve analysis of various events from the international level, down to those affecting your industry specifically. You should consider the events and their impact on your business. It might be deemed necessary to make changes to the workforce plan. Internal changes may include:
Introduction of new technologies
Development of training
Identification of employee skills and knowledge
Development of business strategy.
External changes may include:
Availability of skilled employees
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Introduction of competition
Government legislation
Rates of unemployment.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Making recommendations It will also be important to make recommendations in response to global trends and incidents. You should carry out some analysis in order to establish the effects of these trends and incidents upon your business market and region. You are also advised to consult a variety of stakeholders to ensure commitment to any recommendations that are made. The expected results of implementation should be outlined in your workforce plan. Examples of global business trends include:
Growth or shrinkage of international markets
Emigration and immigration
Demographic changes
Increasing levels of innovation
Changes in levels of international competition.
Examples of global incidents include:
Geopolitical change
Violent extremism
Technological developments
Digital threats.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 4C
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
4.6 – Regularly review government policy on labour demand and supply
By the end of this chapter, the learner should be able to:
Access a variety of sources in order to establish the effects of government policy on labour
demand and supply.
Reviewing government policy You should be aware that government policies will have a direct impact on the labour demand and supply within your industry. The government may introduce new items of legislation and policies relating to everything from the recruitment of employees from diverse ethnic backgrounds to the subsidies that are available for certain types of businesses. You will find a considerable amount of relevant information on the website of the Australian Department of Employment (https://employment.gov.au/). You should also refer to the Australian productivity commission (http://www.pc.gov.au/inquiries/completed/workplace- relations/draft). Further information may be obtained from these sources:
Fair work ombudsman - http://fairwork.gov.au/
Labour market information portal -
http://www.lmip.gov.au/
Labour market research and analysis -
http://employment.gov.au/skill-shortages
National centre for vocational education research - http://www.ncver.edu.au/
Factors that may affect labour demand and supply include:
Wage rates and salary expectations
Level of pay in alternative occupations
Barriers to entry
Net migration.
Industrial relations You should be aware that industrial relations apply to the responsibilities and obligations of employers and employees in workplaces throughout Australia. The Fair Work Act of 2009 is the main item of legislation which relates to these responsibilities and obligations. The Fair Work Act fulfils the following requirements:
Provides for terms and conditions of employment
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Sets out rights and responsibilities of employees, employers and organisations in relation
to that employment
Provides for compliance with and enforcement of the Act
Provides for the administration of the Act by establishing the Fair Work Commission and
the Fair Work Ombudsman.
n.d. retrieved from http://employsure.com.au/guides/fair-work-australia/what-is-the-fair-work-act/ on 26/10/2016. The Fair Work act relates to these employee rights:
Hours of work
Right to request flexible working arrangements
Parental leave
Personal/carer’s and compassionate leave
Community service leave
Annual leave
Long service leave
Public holidays
Notice of termination and redundancy pay
Fair work statement.
The Australian Fair Work Ombudsman and Fair Work Commission have responsibility for ensuring that the fair work act is upheld by all organisations. They have a range of essential functions including the resolution of industrial action and disputes between employers and employees.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 4D
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
4.7 – Evaluate effectiveness of change processes against agreed objectives
By the end of this chapter, the learner should be able to:
Use a variety of methods to evaluate the effectiveness of change processes and establish
the need for workforce planning amendments.
Evaluating effectiveness of change processes The final stage of workforce planning should be to evaluate the effectiveness of change processes against your agreed objectives. It might be that the changes which were implemented had a limited impact on the achievement of the desired results. You should consider the extent of success and amendments which could be made for the achievement of objectives in the future. There should be a continuous process of refining and improving your workforce plans. It will be easiest to assess the success of those changes which have been made for the purpose of achieving highly specific objectives. For example, you may have changed your advertising and recruitment procedures in order to achieve a specific level of workforce diversity. Alternatively, you may have implemented a certain form of training to enable staff members to perform specific roles within your organisation. You may use the following methods when evaluating the effectiveness of change processes:
Employee and customer surveys
Focus groups
Human resources data analysis
Evaluation of progress reports
Performance assessments.
The agreed objectives may relate to:
Reductions in staff turnover
Reduced recruitment and training expenses
Improvements in workforce diversity
Increases in skill and knowledge levels of new recruits
Improvements in organisational performance
Development of employees suitable for succession
Improvements in employee engagement and commitment.
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Activity 4E
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
References
These suggested references are for further reading and do not necessarily represent the contents of this
unit. Websites
Five easy steps to workforce planning: http://www.workplace-essentials.dtwd.wa.gov.au/workforce-planning/five-easy-steps-to-workforce- planning Workforce planning: http://www.cipd.co.uk/hr-resources/factsheets/workforce-planning.aspx Workforce planning: a practical guide: http://www.ecc.ac.uk/ecc-ac- uk/_img/Members_Area/Publications_and_Guides/Workforce_planning_final_10_Jan_2011.pdf CIPD podcast 46 – workforce planning: http://www.cipd.co.uk/hr-resources/podcasts/46-workforce-planning.aspx Employee turnover and retention: http://www.cipd.co.uk/hr-resources/factsheets/employee-turnover-retention.aspx Employee turnover: http://www.acas.org.uk/index.aspx?articleid=1887 Labour turnover: http://www.tutor2u.net/business/reference/labour-turnover Analysing your workforce: http://workforceplanning.wi.gov/docview.asp?docid=6139 Scenarios and workforce supply and demand: https://ocpe.nt.gov.au/workforce_planning/scenarios_and_workforce_supply_and_demand Monitor and evaluate: http://vpsc.vic.gov.au/html-resources/workforce-planning-toolkit-a-guide-for-workforce-planning-in-small- to-medium-sized-victorian-public-sector-organisations/8-monitor-and-evaluate/ Workforce planning guide for managers: https://www.cqu.edu.au/__data/assets/pdf_file/0017/6407/Guide-for-Managers-Workforce-Planning-V3- 120911-kp.pdf How to reduce employee turnover: http://guides.wsj.com/management/recruiting-hiring-and-firing/how-to-reduce-employee-turnover/ 12 surefire tips to reduce employee turnover: http://www.globoforce.com/gfblog/2013/12-surefire-tips-to-reduce-employee-turnover/ Attracting and retaining a skilled workforce: http://www.pwc.com/gx/en/industries/pharmaceuticals-life-sciences/skilled-workforce.html Good practice workforce strategies: http://education.qld.gov.au/staff/development/performance/resources/readings/good-practices- guides.pdf Attraction and retention of skilled labour:
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
http://www.dtwd.wa.gov.au/workforceplanninganddevelopment/skillingWAOLD/Documents/TWD16904B %20Chapter3%20v1.pdf Innovation key to retaining skilled workers, report finds: http://www.hrmagazine.co.uk/article-details/innovation-key-to-retaining-skilled-workers-report-finds How can employers retain their 'star employees'? https://www.roberthalf.co.uk/how-can-employers-retain-their-star-employees Contingency planning: https://www.mindtools.com/pages/article/newLDR_51.htm Business contingency plan: http://www.skillmaker.edu.au/business-contingency-plan/ 5 powerful ways to help your employees cope with change: http://www.inc.com/peter-economy/resolved-you-will-help-yur-employees-deal-with-change-in-2014.html Helping employees cope with change: https://hbr.org/2009/01/helping-employees-cope-with-ch.html Tips to help your staff deal with change: http://www.kellyservices.us/US/Business-Services/Management-Tips/Oct-2012-Staff- Change/#.WAY5BvkrLIU How to increase workplace diversity: http://guides.wsj.com/management/building-a-workplace-culture/how-to-increase-workplace-diversity/ Meeting the challenges of achieving diversity goals: http://www.metrocorpcounsel.com/articles/9662/meeting-challenges-achieving-diversity-goals Succession planning: http://hrcouncil.ca/hr-toolkit/planning-succession.cfm What HR managers need to know about succession planning: https://www.thebalance.com/succession-planning-1918267 Are You an Employer of Choice? https://www.thebalance.com/are-you-an-employer-of-choice-1918112 How to become an employer of choice: https://www.recruiter.com/i/how-to-become-an-employer-of-choice/ The eight values of an employer of choice: https://www.trainingjournal.com/blog/eight-values-employer-choice Practical approaches to workforce planning: http://www.skillsforcare.org.uk/Document-library/NMDS-SC,-workforce-intelligence-and- innovation/Workforce-planning/Workforce-planning-guide.pdf Monitor and evaluate: http://vpsc.vic.gov.au/html-resources/workforce-planning-toolkit-a-guide-for-workforce-planning-in-small- to-medium-sized-victorian-public-sector-organisations/8-monitor-and-evaluate/ Workforce planning guide for managers: https://www.cqu.edu.au/__data/assets/pdf_file/0017/6407/Guide-for-Managers-Workforce-Planning-V3- 120911-kp.pdf HR supply forecasting: http://www.whatishumanresource.com/hr-supply-forecasting How to do HR forecasting and planning:
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
http://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2013/01/29/6487a-2002-03.aspx The HR Forecasting Process: https://mgmt4001winter2012.wikispaces.com/Chapter+6+The+HR+Forecasting+Process
All references accessed on and correct as of 21/10/2016, unless other otherwise stated.
