Succession And Retention Plan Implementation For Powercor Australia

Implementation Plan

Question:

Develop an implementation plan (of approximately 2000 words) which includes a succession plan that addresses internal labour needs in the medium to long term (e.g. for the next year), utilising succession planning principles and incorporating a retention plan. Utilise the specific recommendations in Assessment 1 to detail the implementation of the plan.

The plan should include the following:

1. An organisation chart which highlights positions identified for succession planning
2. Identify how government may influence future labour demand and labour supply for the organisation
3. Determine any external local or global trends which could influence demand for the organisation’s goods and services
4. Based on previous recommendations: determine the staffing changes required to ensure that the organisation continues to operate effectively
5. Provide timelines for the implementation of the workforce plan, including recruitment and training schedules
6. Make recommendations to address unacceptable levels of staffing turnover, and workforce retention and in developing the organisation as an employer of choice
7. Identify an organisational change issue for the next year and advise implementation strategies to assist the workforce to deal with the organisational change
8. Using the same timeframe as per your workforce plan, identify key positions (at least 3) suitable from your organisation chart for your succession plan and then identify suitable employees  to fill these key positions
9. List some options for development and retention of targeted employees for the succession plan.

A proper implementation plan would assist the firm for moving project through development towards service stipulation. This implementation plan would vary through community till community. The implementation plan will be used to: 

• Recognize a proper time line intended for the implementation
• Train as well as educate the service providers or the staffs
• Define the roles as well as responsibilities of all the service providers
• Expand written procedures for the referrals (Anderson 2004)
• Extend proper communication protocols amongst service suppliers plus working sets
• Develop appropriate policies plus procedures
• Confirm the performance indicators on the basis of firm’s logic model.

Powercor Australia in reality is the Victorian sharing business which owns as well as operates electricity network which supplies the electricity towards central as well as western Victoria along with above one million consumer’s state wide (Arman, Bazrafkan and Tabar 2014).  Electricity division industry is even regulated through the government for ensuring appropriate reliability as well as quality of the supply to the customers.  There also is very strict governance towards ensuring safety of public, especially in the bushfire level locations.  Such regulations also dictate the way in which business should perform as well as operate.  Few of initiatives realized also include Smart Meter rollout as well as recommendations that follow 2009 Bushfire Royal Commission (Callaghan 2005). 

Powercor Australia would actually require all it’s employees to hold as well as support novel technologies towards achieving the directions that it really wants to. Towards achievement of growth within Services Business extra field employees would be needed to properly undertake enhanced works.  All these staffs would even need to properly be lively participants within the use of novel technologies plus innovations. Along with reviewed as well as improved procedures less number of staffs would be needed for planning of the tasks.  In reality excess staff could also be trained and their capability could be raised wherever possible as well as they also could be moved into some other locations of business for enhancing their skills and making them multitalented.  The employees that stay in the firm would also be properly trained as well as would be enforced to embrace latest processes towards total full advantage of novel technologies that could also be attained by these employees (CAPPELLI 2009). 

Also Network Services require to be enhanced and here the workforce also needs to be increased, particularly along with the field staffs like the line workers, Engineers and even the cable jointers plus testers and many more.  Such a workforce would need skills plus competencies that would praise novel technologies as well as be capable of supplying extra innovative goods. This would also enhance all its field based staffs by somewhat 25 % in coming 2 years (‘Casualty: The Training, Organisation, And Administration Of Civil Defence Casualty Services’ 1940).  The novel employees would also require to get a proper mix of the ages amid 20 – 35 years old in order to spread age and maintain it all across business. 

There exists strict governance for ensuring safety of local public, especially in the bushfire prone locations.  All such guidelines as well as regulations of the government dictates the ways in which business should perform plus operate.  These regulations also affect the labor demand plus labor supply as sometimes extra rules enables the labors to increase their price and demand for extra wages. Demand for the labor within electricity industry also gets driven vastly by the government proposals, like infrastructure spending as well as regulatory needs, for instance Bushfire Mitigation as well as Advanced Infrastructure of the Metering rollout.  Industrial plus residential enhancements even contribute towards industry.  And also short run resourcing forces have no difficulty due to sluggish within the Australia’s economy. 

Powercor Australia and the Electricity Division Industry

EXTERNAL LOCAL OTHERWISE GLOBAL TRENDS THAT INFLUENCE DEMAND OF ORGANISATION’S GOODS PLUS SERVICES

Income of consumer:

Consumer’s demand here is getting influenced by size of the income that he/she earns. If a person earns more he is able to pay higher electricity bills and vice versa. With enhancement within level of the income, there also is enhancement in demand for products as well as extra services. A proper rise in income of consumer results in the rise of consumption of electricity because lifestyle rises and people shift to new home (Fink and Mayrhofer 2007).

Price of commodity:

Price is also vital factor that influences the demand for electricity. Usually, demand for electricity would tend to increase when the price of the per unit falls, in similar way if price of the bills increase the demand for electricity would contract. 

Change in distribution of the income:

If distribution of the income tends to be unequal, there also might be several poor public and very less rich public in the society. The phase of demand within such society would also be low (Guthrie 1961).

State of the economic actions:

In reality this is a great and very vital determinant that influences demand for the commodity. At the time of boom, affluence prevails within the real economy. Investment and employment as well as income also increase. This enhances the demand for electricity. 

STAFFING CHANGES

• 50% of new staffs must be apprentice- It means that merely bringing in novel employees won’t work appropriately for the business. Rather firm will need to train these staffs properly in order to attain better results in coming future.
• Particular recruitment strategy towards attracting females- Such a strategy would help the firm to lower its cost that it has to spend behind recruiting and also the business will be able to fulfil a social corporate responsibility that would in turn provide it with extra name and fame in the society (Islam and aleem).

Powercor Australia’s has very vital number of old assets which are now approaching towards end of their lives and are to their declining stage. An efficient investment within renewal as well as replacement of such assets would help the firm to ensures that they are properly maintained within bounds of the businesses’ engineering stricture as well as are very cost-effective towards maintaining and at the same time delivering proper levels of security and safety, reliability plus quality of the service for the customers. The business needs to developed proper forecasts related to the asset renewal as well as replacement expenses through analysis of all its historical trends within replacement tasks and also asset performance joined with explicit programs for asset replacement (Iuzzolino, 2009).

TIMELINES FOR IMPLEMENTATION OF PLAN

Short term- Powercor even requires retraining all its staffs within Planning plus Scheduling Departments in order to understand as well as embrace all novel processes.  These employees must also be properly trained within next 12 months so that the business is capable of attaining its aims and objectives as soon as possible. There are presently shortages within supply of the skilled labor in whole electricity providing industry (PaliokaitÄ— and PaÄÂÄ—sa 2014). This actually refers to the fact that there would be immense upward pressure upon wages of all those that have relevant knowledge and skills.

Long term- Since this is predictable to attract many novel workers towards electricity sector there also are chances of skills imbalances that might take time to get resolved, because entry in the electricity field task needs proper four year training and also some two long years of proper on-job experience as well as training. Such a shortage of novel skilled labor will be worsened by fact that approximately 40% of the trade’s people presently in electricity segment are actually aged 45 years and more. Powercor forecast intended for renewal speculation capital spending will take over next 20 years (King,2006).

Workforce Enhancement and Training

RECOMMENDATIONS

• To recognize actual potential effect of tightening of the labor supply as well as demand, the business must engaged towards undertaking a proper quantitative evaluation of all the expected outside labor rates intended for electricity distribution segment over subsequent regulatory phase.
• The focus must be upon exterior labour rates that would also reflect the businesses’ policy of utilizing predominantly exterior labour for undertaking all its operating as well as maintenance actions (Mandula 1990).
• The firm’s analysis might involve construction of proper sector as well as region detailed regression replica which might later be used towards explaining the movements within labour rates that will be generated by the macro as well as micro economic facts.
• The model will also be on the basis of information that will be attained from Australian Bureau of the Statistics as well as BIS Shrapnel (YAMAZAKI and HIDESHIMA 2008).
• Since the electricity distribution segment is expected to increase amid 4 to 5% every year in the original terms over phase 2004-10, total operating as well as maintenance expenses are assumed to have no movement within the material costs and this might also increase by some 3.2 to 4.0% within absence of some other efficiency enhancements.
• The business also expects significant aloft pressure upon wages of many skilled staffs in electricity division over next dictatorial period. Thus the firm is suggested to get well prepared (Okumura 2011).
• Growth within the investment would also increase competition intended for all the skilled labours which also in absence of enhanced supply of the skilled resources within short till medium run, would drive up all the remuneration to the workers in electricity division without any actual consequential efficiency offsets (Wright 1990). 

ORGANISATIONAL CHANGE ISSUE

Within the Human Resource vital issues that needs to be addressed indulge proper HRM practices and employee training as well as development, staff retention that too particularly in the regional locations as well as workforce diversity. Also associated with HRM research the main areas of change in the business are related to training of staffs, retention of employees and also leaving of several unskilled labors from the firm (Pascoe 2007).

Consider following chart. It shows initially majority of employees that are a “cost” to firm with passing time, along with gaining of right talent live out, they have become extra valuable (Vithessonthi 2010).

                                                                                    Source: (Pearce 1997) 

KEY POSITIONS

Powercor Australia has actually prepared right peak demand predetermination on the basis of all its detailed know-how about the historic load prototype all across network as well as predictable drivers of the future growth within the demand at dissimilar points in network. Such demand of forecasts, along with data related to known enhancements at explicit locations within network, form basis intended for planning all needed network expansion plus reinforcement (Plath,2007). Network Services needs to be improved and here workforce even desires to be greater than before, particularly when it comes to field employees like line workers, Engineers as well as cable jointers and even testers plus many more.  This type of workforce needs to be improved for supplying better services and earning extra profit plus competencies which would praise fresh technologies and also be able to supply further innovative products. This might also enhance every of its field on the basis of staffs to some extent by 25 % in coming 2 years (Rothwell 2011). 

DEVELOPMENT PLUS RETENTION OF ALL TARGETED STAFFS FOR SUCCESSION PLAN

The main aim and goal of the business will be to lay down strategy for retaining the workforce for supporting the firm with a better plan, development as well as management of a qualified, content as well as flexible workforce, by providing them very attractive path for career in the sector (‘V. Implementation Of The Plan’ 1978). 

Diversity within the business would need to cover gender, language and ethnicity as well as several different cultural background and age, sexual direction plus even religious belief as well as family responsibilities. This diversity will include several ways through which people will be seen differently, like educational level and life experience plus work experience as well as socio-economic milieu, personality in addition to marital status (Rustam 2010).

There must exist proper understanding of the causes why people actually would stay, and also why they leave.

The staffs must be provided with proper training.

The staffs will be provided with several monetary plus non monetary incentives (Scott and Wahi 1974). 

SURVEY QUESTION:

• Are you satisfied with what you get from your present organization?
• What hike do you expect in your salary?
• What are your basic skills?
• What are the types of incentives you expect from the organization you are working in?
• What are the types of incentives you expect from the organization you would further working in?
• What are you basic demands from your employer? (Sisle 1993) 

ANALYSIS:

No the current workforce plan is not effective to the extent it should be. It still needs many changes and alterations and even requires several corrections to be done. The plan needs to be reviewed and all the facts related to the staffs renewal, retention as well as survival needs to be indulged plus considered (Tolstoy 1986). 

Demand for the Organization’s Services

References

Anderson, M. W. 2004. ‘The Metrics Of Workforce Planning’. Public Personnel Management 33 (4): 363-378. doi:10.1177/009102600403300402.

Arman, Aziz, Roohallah Bazrafkan, and Sepideh Tabar. 2014. ‘An Evaluation Of Factors ( Wages And Output ) Affecting The Demand For Labor In The Industrial Workshops ( Using GJR Method )’. Academic Journal Of Research In Economics And Management 2 (9): 22-29. doi:10.12816/0006593.

Callaghan, Stephen. 2005. ‘Primary Care Trust Workforce Planning And Developmentprimary Care Trust Workforce Planning And Development’. Nursing Standard 20 (5): 36-36. doi:10.7748/ns2005.10.20.5.36.b391.

CAPPELLI, PETER. 2009. ‘A Supply Chain Approach To Workforce Planning’. Organizational Dynamics 38 (1): 8-15. doi:10.1016/j.orgdyn.2008.10.004.

‘Casualty: The Training, Organisation, And Administration Of Civil Defence Casualty Services’. 1940. Public Health 54: 79-80. doi:10.1016/s0033-3506(40)80073-5.

Fink, Gerhard, and Wolfgang Mayrhofer. 2007. ‘Introduction To The Special Issue: Managerial Challenges Of Demographic, Political And Economic Change’. Journal Of Organisational Transformation & Social Change 3 (2): 115-119. doi:10.1386/jots.3.2.115_2.

Guthrie, Harold W. 1961. ‘DEMAND FOR TOURISTS’ GOODS AND SERVICES IN A WORLD MARKET’. Papers In Regional Science 7 (1): 159-175. doi:10.1111/j.1435-5597.1961.tb01777.x.

Islam, Md. Shariful, and majid aleem. ‘Successful Succession In Family Businesses: Individual Level Factors And Succession Planning Models’. SSRN Journal. doi:10.2139/ssrn.1650557.

Iuzzolino, Giovanni. ‘Demand And Supply Of Hospital Services: International Trends’. SSRN Journal. doi:10.2139/ssrn.1344259.

King, James D. ‘The Administrative Shuffle: First-Term Changes In Presidential Staffing’. SSRN Journal. doi:10.2139/ssrn.1917555.

Mandula, Barbara B. 1990. ‘Demand For Doctorates Prospects For Faculty In The Arts And Sciences: A Study Of Factors Affecting Demand And Supply, 1987 To 2012 William G. Bowen Julie Ann Sosa’. Bioscience 40 (10): 782-784. doi:10.2307/1311517.

Okumura, Tsunao. 2011. ‘Nonparametric Estimation Of Labor Supply And Demand Factors’. Journal Of Business & Economic Statistics 29 (1): 174-185. doi:10.1198/jbes.2010.08068.

PaliokaitÄ—, AgnÄ—, and Nerijus PaÄÂÂÄ—sa. 2014. ‘The Relationship Between Organisational Foresight And Organisational Ambidexterity’. Technological Forecasting And Social Change. doi:10.1016/j.techfore.2014.03.004.

Pascoe, John R. 2007. ‘Editorial Staffing Changes’. Veterinary Surgery 36 (7): 609-609. doi:10.1111/j.1532-950x.2007.00328.x.

Pearce, Richard. 1997. ‘Retirement And The Retention Of Faculty Lines: Changes In Staffing And Curriculum At A Small Liberal Arts College’. ADE, 46-49. doi:10.1632/ade.116.46.

Plath, Christian. ‘Analyzing Credit And Governance Implications Of Management Succession Planning’. SSRN Journal. doi:10.2139/ssrn.1285082.

Rothwell, William J. 2011. ‘Replacement Planning: A Starting Point For Succession Planning And Talent Management’. International Journal Of Training And Development 15 (1): 87-99. doi:10.1111/j.1468-2419.2010.00370.x.

Rustam, R. 2010. ‘Study Of Factors Affecting Demand And Supply Of Sugar In Indonesia’. Journal Of Research In National Development 7 (2). doi:10.4314/jorind.v7i2.50943.

Scott, John T., and P. L. Wahi. 1974. ‘Factors Affecting The Labor Supply Schedule In An Industrializing Rural Area’. Illinois Agricultural Economics 14 (1): 31. doi:10.2307/1348984.

Sisle, M. 1993. ‘Strategic Plan Implementation Begins’. SIMULATION 61 (4): 256-256. doi:10.1177/003754979306100408.

Tolstoy, Leo. 1986. ‘Succession Planning’. Planning Review 14 (3): 47-47. doi:10.1108/eb054148.

‘V. Implementation Of The Plan’. 1978. AORN Journal 28 (4): 624-627. doi:10.1016/s0001-2092(07)61668-8.

Vithessonthi, Chaiporn. 2010. ‘Resistance To Change As Issue Selling In Multinational Firms’. Journal Of Organisational Transformation & Social Change 7 (3): 265-284. doi:10.1386/jots.7.3.265_1.

Wright, George. 1990. ‘PLAN, IMPLEMENTATION, REVIEW’. Australian Planner 28 (4): 21-26. doi:10.1080/07293682.1990.9657483.

YAMAZAKI, Toshio, and Eizo HIDESHIMA. 2008. ‘The Effects Of Visual Materials On District Residents Upon Recalling Their Recognized Space Configuration’. INFRASTRUCTURE PLANNING REVIEW 25: 299-310. doi:10.2208/journalip.25.299.