Manage workplace planning

Submission details

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See specifications below for details.

Performance objective

This task requires you to demonstrate skills and knowledge required to monitor and evaluate the implementation of workforce planning.

Assessment description

Using the workforce planning you developed in Assessment Task 1, you will monitor and evaluate the effectiveness of your workforce planning against your objectives. To perform this task, you will develop an internal survey, and review and analyse performance data.

Workforce planning report

Communications strategy

Risk management and contingency plan

Assessment Task 1

Staffing action plan

Workforce planning presentation

Assessment Task 2

Organisational climate survey

Evaluation report

Assessment Task 3

Procedure

1. Review the JKL simulated business documents provided by your assessor and the scenario below.

2. Using the information provided in Appendix 1, review workforce trends at JKL with regard to exiting employees.

3. Review the external environment for:

a. trends in labour supply that may affect demand

b. review relevant government policy

c. industrial relations and industrial relations legislation, including identification of relevant modern awards, conditions, and rights and responsibilities of workers and management.

4. Develop a survey to gauge organisational climate:

a. worker satisfaction and reasons for satisfaction levels

b. worker intentions to retire, exit, pursue internal and external opportunities and reasons

Note: Design your survey to gather necessary data while protecting privacy and fair treatment of individual employees under relevant company policy and legislation. Include a short statement on the intention of the survey, how the data will be used and how it will be stored.

5. Submit your survey to your assessor. Your assessor will supply organisational climate data.

6. Using information gathered from steps 2 through 5 and your workforce plan strategies and objectives developed in Assessment Task 1 and implemented in Assessment Task 2, review and revise your objectives and strategies.

7. Prepare a report for senior management to:

a. evaluate the internal and external workforce trends and their effect on organisational objectives

b. build support for your recommendations.

Include in your report:

a. An executive summary.

b. A discussion of internal and external data, including:

i. internal labour trends

ii. external supply

iii. government policy

iv. industrial relations and modern awards

v. climate survey results.

c. Evaluation of the effectiveness of workforce planning and change processes against objectives and targets. Use information from Appendix 1 and refer to the objectives and targets you developed and implemented in Assessment Tasks 1 and 2.

d. Recommendations for changes to objectives and strategies to achieve organisational objectives or, if achieved, contribute to continuous improvement. Ensure your recommendations are supported by your discussion of internal and external data.

2. Submit documentation as per specifications below. Please keep copies for your records.

Specifications

You must provide:

· an organisational climate survey

· an evaluation report.

Your assessor will be looking for evidence of:

· communication and leadership skills to:

· explain the need for change

· gain senior management support for workforce planning initiatives

· literacy skills to read and write reports and succinct workforce plans

· numeracy skills to work with data and predictions about labour supply information

· analytical skills to review data according to the needs of the organisation

· technology skills to:

· communicate with key stakeholders

· support HR functions, including data collection and managing information according to legislation and organisational policies

· knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation.

Adjustment for distance-based learners

· No changes are required to task.

Organizational Climate Survey

According to the Australian human rights, the first thing that bring diversity is to respect people in the workplace. When employee have different culture, punitive action could be detrimental. It is for this reason that the management team has to be supportive of training to increase knowledge on the cultural diversity. In order for the situation to be adequately handled, the manager has to play a central role of a leader to ensure that the organization establishes a valued culture. It is thus important to implement a zero-tolerance policy to discrimination. When non-Christians are not including in the Christmas celebrations, it is important for the management to communicate the information to the employee that show rigid behaviour. The information presented shows that there is a passive aggressiveness exhibited by the employees in the company. In order for the company to solve the problem or mitigate the cultural distance, there is need for the manager to have open discussion forum with employees from different culture background being allowed to take part and share their views on culture. This will be able to change the perception of JLK industries leading to creating of a passive aggression. A reward system for other employees should also be established. This will involve rewarding employees that behave well irrespective of the cultural background. The HR can also sign an agreement with employees that do depict decent workplace behaviour. Most individuals believe that the problem in JLK is normally form the home culture. The individuals could not be willing to take part in the meeting. This feeling is hard to remove among the employees. Other managers could also refuse to the procedures suggested. Some could have aggressive attitude and walk out of the meeting. Rigid thought prevents them from accepting good aspects of cultural diversity (Atkinson, Lad, Bhatti, et al.2006).

Evaluation Report

A network in an organization is composed of group of employees that do work together to achieve the desired goal of the organization. Operational networking, strategic networking and personal networking the three types of networking. Operational networking aims to engage the members of the team to work efficiently. Stakeholders too are involved in operational network. The task that is assigned to each member is used to signify clear membership criteria for membership in the network. After establish a relationship with one another people work to achieve a common organizational goal. Trust is key in this type of network. The external stakeholders will help the organization to identify the threat and opportunities present in the market. Operational networking is best for JKL industries. There is need for collaborative work to be established. For a manager to implement this type of network in the organization, he or she has to be have good problem-solving skills, interpersonal communication skills, and information-gathering skills. These set of skills will enable the manager to gather information that would be useful in developing the future of the company. The relationships have to be founded based on short and long-term goals. In the previous company, there was the use of strategic networking. This network led to the company to incur plenty of loses something that came during the work period. The fact that there was need for immediate fund, the relation with new venture capitalists was created (Darbi, William & Paul, 2016)

Reference

· Alexander, D (2013). 'Operational Plans', Encyclopedia of Crisis Management, (2013), pp. 689- 694.

· Atkinson, R., M. Lad, S. Bhatti, et al. (2006) 'A Proposal for Coalition Networking in Dynamic Operational Environments',MILCOM 2006 - 2006 IEEE Military Communications Conference, (2006), pp. 1-8.

· Besley, John C., Anthony D. Dudo, Shupei Yuan, et al. (2016) 'Qualitative Interviews with Science Communication Trainers about Communication Objectives and Goals',Science Communication, vol. 38/no. 3, , pp. 356.

· Bird, S (2014) 'Emotional Intelligence', Journal of Australian Ceramics, the, vol. 53/no. 2, , pp. 24-27.

· Darbi, William Phanuel Kofi, and Paul Knott (2016) 'Strategising Practices in an Informal Economy Setting: A Case of Strategic Networking', European Management Journal, vol. 34/no. 4, (2016), pp. 400-413.

© 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1

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