Assessment Tasks And Workforce Planning Objectives

Addressing Assessment Criteria

Three information or indicators that can be considered in relation to staff turnover includes:

1. Overall Retention rate: This information can provide an important insight regarding the health of the organization, department or team. It is calculated by dividing the number of employees currently employed by the number at the beginning of the period of measurement, and multiplied with 100.
2. Overall Turnover Rate: This is the opposite of retention rate, and is calculated by dividing the number of staff who resigned in a given period by the average number of employees in the same time and multiplied with 100.

iii. Turnover Costs: This helps to determine the overall efficiency and efficacy of the business, and high cost is an indicator of something wrong in the process.

(Zhu et al. 2017)

5 aspects of employee demographics can include:

1. Gender
2. Ethnicity and Cultural Background

iii. Age

1. Employment Sector/ Occupation
2. Length of service

(Hatipoglu and Inelmen 2017)

5 factors that can impact workforce supply include:

1. Employee promotion programs within the organization
2. Presence of the needed talent in the external worker market

iii. Competition within the industry for talent

1. Trends in the movements of the population
2. Trends in the enrolments in Universities and Vocational Schools

(Kumar et al. 2016)

The four main categories of labour needs can include:

1. Financial needs: this is one of the most vital needs of the workforce, as this allows the workers to secure finances to take care of themselves and their families.
2. Job Security: this ensures that the employees do not feel vulnerable to lose their job, and can focus on their professional duties in the organization. It also protects the workers from being unlawfully expelled from workforce.

iii. Job Satisfaction: this ensures that the labours are happy working in the organization.

1. Safe and healthy working environment: this ensures that the labours are not harmed or injured during the work hours in the premises of the organization, and helps to maintain the safety of the workforce.
2. Opportunity for growth: this ensures that workers who have shown good performance have opportunities for promotion and growth, helping them to acquire better positions in the organization.

(Goodwin et al. 2014)

5 Factors that can be related to the requirements for a diverse workforce includes:

1. Employee sentiments
2. Public awareness

iii. Supporting Systems

1. Grievance procedures
2. Diversity Consultants

(Pachter et al. 2014)

Objectives that can be set up to focus on the modification or retention of the workforce can include:

1. Improving employee engagement
2. Reducing the overall turnover cost

iii. Retention of knowledge in the workforce

1. Incorporating diversity in the workforce
2. Supporting and fostering loyalty towards the organizational objectives

(Humphreys et al. 2017)

The five possible reasons for unacceptable staff turnover can include:

1. Stagnant wages resulting in employees working for several years on the same pay scale without any increments
2. Incompetent or inefficient management who are unable to address the challenges faced by the employees, mitigate conflicts and strategize ways to improve retention

iii. Weak organizational and employee relations which is unable to develop effective communication with the workers to understand their concerns, and also existence of weak relation between the employees.

1. Lack of workplace flexibility thereby preventing shift rotation
2. Too much work pressure which causes the workers to be stressed out

(Mohsin et al. 2015)

Five strategies that can be used in order to improve the staff turnover can include:

1. Hiring the right employees with the right skills and organizational aptitudes
2. Offering competitive pays and benefits according to the current industry standards

iii. Appraisals, rewards and recognition of employees showing good performance to encourage them to keep performing in the organization.

1. Showing a path towards career development within the organization
2. Allowing flexibility in the working schedules.

(Mohsin et al. 2015)

5 Steps that can be taken for the retention of skilled employees includes:

1. Offering rewards and recognition
2. Incentivizing performance

iii. Providing opportunities for growth and promotion

1. Encouraging feedbacks and suggestions for development
2. Offering flexibility in shift timings

(Anitha and Begum 2016; Cloutier et al. 2015)

The 5 aspects of diversity that can be applied to the workforce include:

1. Diversity in workforce age
2. Diversity in workforce gender

iii. Diversity in workforce skills and abilities

1. Diversity in the workforce ethnicity
2. Social diversity in workforce

(Guillaume et al. 2017)

5 examples of objectives that can support workplace diversity can include:

1. Recognizing, valuing and respecting diversity and reflecting that in the organization’s work
2. Developing and supporting flexibility in the work environment that fosters effective contribution from all members, and helps to balance work, family and other responsibilities towards caring others.

iii. Ensuring the organizational policies are in alignment to the values and principles of organizational and workforce diversity

1. Ensuring that there is not discrimination and stereotyping in the workplace
2. Ensuring that recruitment of employees focuses on maintenance of workplace diversity.

(Guillaume et al. 2017)

5 strategies that can be utilized or implemented to source skilled labour include:

1. Increasing the employee benefits
2. Increase the compensation provided for the employees

iii. Making investments for the training and development of skills of the internal employees

1. Allocating contractual and part time workers
2. Recruiting talents from other cities and supporting remote working setup or providing relocation bonus to help them move.

(Windapo 2016)

The five stakeholders who should be informed of workplace planning objectives and rationale include:

1. Owners or founders of the organization
2. Employees of the organization

iii. The communities where the organization operates

1. Insurance Companies that are in alliance with the organization
2. The clients, customers and service users of the organization

(Cascio 2018)

5 ways in which the stakeholders can be engaged in communication includes:

1. Involving and approaching the stakeholder focus groups
2. Incorporating questionnaires and surveys

iii. Interviewing the stakeholders to understand their perspectives

1. Emails/Newsletters and Mail shots
2. Websites and podcasts

(Cascio 2018)

Measures that can be taken to increase the chances of stakeholders agreeing and endorsing workplace planning objectives can include:

1. Asking stakeholders questions to understand their opinions and reservations
2. Sharing objective data with the stakeholders

Factors Affecting Workforce Planning

iii. Highlighting the benefits that are tangible

1. Outlining the consequences of the failure of the project
2. Providing a deadline for the project thereby setting up practical expectations

(Cascio 2018)

Few scenarios of extreme situations within a workplace, which necessitates a contingency plan includes:

1. Natural Disasters
2. Terrorist attacks or foreign invasion

iii. Workplace violence

(Waugh 2015)

Three details that are necessary to be incorporated in a business contingency plan include:

1. Assessment of the disaster scenario and its level of criticality (minor, major or catastrophic)
2. Key roles and responsibilities of individuals in normal operations, disaster time and after the disaster

iii. Contact information of key individuals

1. Protocol for recovery after the incident
2. Response and recovery log.

(Waugh 2015)

Three actions that can be taken for the successful employment of skilled and diverse employees:

1. Incorporating blind resume screening, to prevent biases in the screening process that can limit the diversity among the selected applicants
2. Using a diverse team of talent acquisition professionals advertising that the organization supports diversity and making the applicants from diverse backgrounds feel welcome for the interview

iii. Focusing on the strengths and values or the applicants while hiring, instead of their backgrounds.

(Guillaume et al. 2017)

Four methods that can be used to train new recruits include:

1. Classroom training or instructor mediated training
2. Using interactive training techniques

iii. Incorporate on hands on and on job training

1. Incorporating computer based training programs and e learning resources

(Guillaume et al. 2017)

Factors that need to be considered in relation to the redeployment of established staff members are:

1. Nature of the available position for which the redeployment is needed
2. The skills and qualifications that is necessary to perform that particular job

iii. The skills, qualification and experience of the employee considered for the available position

1. where the job is located, in context of the residence of the employee and the remuneration that is offered to the employee.

(Lawrie 2018)

The five possible barriers towards change in an organization can include:

1. A lack of proper definition and clear scopes for the change
2. Inefficient leadership for change management and implementation of the active change strategies

iii. Resistance of the employees towards adopting a change in practice

1. Ineffective communication regarding the objectives and aims of the change
2. Lack of proper governance for transformational changes in the organization

(Anderson 2016)

Four strategies that can be implemented to assist the workforce to deal with organizational change include:

1. Starting the implementation of the change policies from the top of the organizational hierarchy, allowing the leaders of the organization to lead by example.
2. Taking into account the hard and soft factors associated with the change planning

iii. Developing a strategic plan for the workforce

1. Providing focus on employee engagement

(Anderson 2016)

Five strategies that can be implemented to meet the purpose of incorporating workforce diversity

1. Ensure that the employees are trained and sensitized to deal with diversity in the workforce
2. Identifying the different elements of a diverse workforce and selecting the elements that would benefit the organization the most

iii. Incorporating the diversity goals as the long term objective of the organization

1. Ensuring that the strategies are inclusive, and incorporates all the elements and departments in the organization, and not focused on a single segment.
2. Avoiding restricting the abilities of the employees and preventing stereotypes.

(Anderson 2016)

Succession Planning: This is a process in which new leaders are identified and developed to replace the older ones on the occasion of their retirement or demise.

Purpose: The purpose of planning succession is to ensure seamless transition of the organization’s management and leadership in the event the existing leadership or management changes (due to retirement or demise) and ensure the next person taking over is ready.

(Gilding et al. 2015)

Five examples of the process of succession can include:

1. Identification of the critical positions within the organization
2. Identification of the competencies required to perform successfully in these positions

iii. Identification of strategies for succession management

1. Documentation and implementation of the succession strategies
2. Evaluation of the effectiveness of the plan

(Gilding et al. 2015)

The five general qualities that can be attributed to an organization regarded as the employee of choice includes:

1. Ability of the organization to motivate the employees and ensure job satisfaction
2. Exhibiting that the organization values the efforts and work of the employee and that they are an important part of the organization

iii. Giving value and consideration towards the personal time of the employees

1. Supporting and promoting the empowerment, development and progress of the employees in the organization
2. Focusing on the health and wellbeing of the employees

(Rampl 2014)

5 Measures that might be taken to ensure the organization reaches the status of employer of choice

1. Outlining what type of employee and what skills are needed for recruitment in the organization
2. Outline the benefits and perks that are aimed to attract and retain the best employees

iii. Understanding the market competition

1. Offering jobs that are interesting and challenging
2. Ensure employees are recognized and rewarded for their efforts

(Rampl 2014)

5 methods that can be used while establishing the need for workforce planning adjustments:

1. Direct observations of procedural skills (DOPS)
2. Mini-Clinical Evaluation Exercise

iii. Case-based Discussion (CbD)

iii. Overall turnover rate assessment

1. Overall retention rate assessment
2. Employee retention rate assessment

(Cascio 2018)

Sources of information that can be referred to when monitoring the labour supply trends in the Australian business market includes:

1. Reserve Bank of Australia (link: https://www.rba.gov.au/publications/bulletin/2011/jun/1.html)
2. Department of Jobs and Small Business, Government of Australia (link: https://lmip.gov.au; https://www.jobs.gov.au/)

Objectives for Diverse Workforce

iii. Australian Public Service Commission (link: https://www.apsc.gov.au/)

1. Australian Bureau of Statistics (link: https://www.abs.gov.au/)
2. Australian Government Budget reports (link: https://www.budget.gov.au/2007-08/index.htm)

(Verme 2017)

The five factors that should be considered when monitoring labour supply trends are:

1. Rate of participation of the workforce or labour force
2. The amount of time the workers or labours are willing to work

iii. Intensity and speed of the work

1. Skills and efficiency of work
2. Economy

(Verme 2017)

The 5 aspects that can be linked to employee or worker satisfaction in a job include:

1. Compensation or pay
2. Work benefits or perks

iii. Security of job

iii. Flexibility of work

1. Safe and healthy work environment
2. Rewards and recognition for performers

(Zopiatis et al. 2014)

Five questions that can be asked to an employee or workers to gauge their satisfaction towards the job are:

1. Do you like the work culture in your company?
2. Do you consider your work to be meaningful and does it add any value to your personal life?

iii. Are your efforts and contributions in the organization valued and does it provide opportunities for promotions and career growth.

1. Does the company provide the tools and resources necessary to do your job properly?
2. Do you feel safe in your workplace?

(Yousef 2017)

Examples of 4 internal and 4 external changes that serves as a prompt to adjust the workforce plans includes:

External factors such as competition from other organizations, legislative frameworks and policies, access to talent and outsourcing.

Internal factors such as utilization of the workforce, compensation given to the employees, productivity of the workforce and the organizational structure.

Five examples of global workforce trends that might require the use of workforce planning:

1. A new interest in the boomerang candidates (rehiring of former employees).
2. Rearrangement of workplace to attract the top talents

iii. Automating jobs, upgrading workplace at the expense of the employees

1. Expansion in the freelance market and increase in part time work
2. Increase in perks and benefits given by companies

(Zaitseva et al. 2017)

4 sources of information on government policies on labour demand and supply in Australia are:

1. Department of Jobs and Small Business, Government of Australia (link: https://lmip.gov.au; https://www.jobs.gov.au/)
2. Australian Public Service Commission (link: https://www.apsc.gov.au/)

iii. Reserve Bank of Australia (link: https://www.rba.gov.au/publications/bulletin/2011/jun/1.html)

1. Reserve Bank of Australia (link: https://www.rba.gov.au/publications/bulletin/2011/jun/1.html)

Four factors that can influence labour supply and demand can include:

1. Changes in the number of companies employing the labour
2. Changes in demand of the product or service

iii. Technological changes

1. Changes in the utilization of other factors of production

(Mazzocco et al. 2017)

5 methods that can be used for the evaluation of change process in an organization can include:

1. Calculation of the Net Present Value (NPV) or the organization to analyse the financial impact of the change
2. Determination of the impact on Return on Investment (RoI) by the change

iii. Comparison of the new levels of productivity (after the implementation of change) with the previous level(s) (before the change was implemented)

1. Conducting audits on the operations of the business
2. Assessment of changes in employee satisfaction as a result of the change

(Kerzner and Kerzner 2017)

The different strategies that can be used to address the staff turnover and managing workplace diversity within the workforce include:

1. Ensuring proper training and development of employee skills and incorporate respect towards workplace diversity
2. Mentoring of employees to develop strong relationships within the workforce and improvement in employee retention

iii. Developing a positive work culture by fostering honesty, respect, clarity, excellence and teamwork.

1. Developing effective communication between the workers and management
2. Showing appreciation to performers and providence of benefits and compensations

(Cascio 2018)

Staff satisfaction can be assessed using the following questions:

1. Do you like the culture of the organization you work in?
2. Is the job meaningful to you?

iii. Does your organization give opportunities for career development and promotions?

1. Are your contributions valued?
2. Does your organization provide the tools and resources needed to do your work?
3. Is the company news communicated to you by the management in real time?

vii. Do you think your work is defined clearly?

viii. Is the work evenly distributed in your team?

1. Do you have good relations with your co workers?
2. Do you think your work fully utilizes your talents and potentials?
3. Is the management focused on team success?

xii. Is your feedback valued by management?

(Cascio 2018)

Strategies that can be used to reduce the levels of organizational risks include:

1. Risk avoidance
2. Risk reduction

iii. Risk Transfer

1. Risk Retention

(Cascio 2018)

Competition can help to drive the labour market towards a more productive employment by improving the organizational productivity level and also driving the labour allocation process to organizations that are more productive in the industry. Policies of competition also help the growth of the GDP and Total factor Productivity. Thus competitions can lead to the creation of more jobs as well as lead to the improvement of the existing ones.

Succession Planning

(Cascio 2018)

The effects of unemployment on the workforce supply can be summarized as:

1. The loss of pay during the period of unemployment can increase the number of hours worked by an employee after they find employment, thereby pointing out towards a possible increase in dedication towards work among the unemployed individuals.
2. Only a slight additional workforce is created because of unemployment

(Cascio 2018)

The Australian Fair Work Act, 2009 outlines several rights of an employee working in an organization. Five of these rights can include:

1. Maximum hours an employee is made to work in a week
2. Availability of flexible working arrangements

iii. Parental leave and related entitlements

1. Annual leaves
2. Personal/ Carer’s leave and compassionate leave

(Cascio 2018)

The key functions of the Australian Fair Work Ombudsman and Fair Work Commission are:

Australian Fair Work Ombudsman:

1. Providing a single point of contact to retrieve an accurate and up to date data on Australia’s workplace relation system
2. Providing education to employees about fair work practices, rights and obligations or employers and employees

iii. Conducting investigations on complaints or suspected non compliance to workplace laws.

(Farbenblum and Berg 2017)

Fair Work Commission:

1. Ensuring the minimum conditions of employment (such as minimum wages) is met by employers
2. Addressing applications and complaints regarding unfair dismissal from work

iii. Resolving different types of workplace disputes through mediation, conciliation and public tribunal hearings

(Stewart et al. 2014)

4 Techniques that can be used for labour forecasting can include:

1. Analysis of market trends
2. Analysis of turnover and retention ratios

iii. Scatter plots

1. Delphi Technique

(Taylor et al. 2015)

Workforce plan to ensure skilled and diverse workforce can involve steps such as:

1. Analyse the need for skilled and diverse workforce
2. Collection of workforce related data

iii. Analysis of the gaps in workforce supply

1. Identification of workforce strategies
2. Monitoring and evaluation of the strategies

(Taylor et al. 2015)

Current Staff Turnover and Demographics: According to the relevant observations

Labour Supply Trends that affects workforce supply:

1. Rate of participation of the labour force and employment to population ratio for people between 15 to 64 years
2. Labour force participation rates of females and males aged 15 to 64 years

iii. Labour market conditions

Workforce requirements and strategies for the organization:

Requirements:

1. Diversity
2. Skills

iii. Efficiency

1. Productivity

Strategies:

1. Training and education
2. Mentoring

iii. Leadership

1. Compliance

(Hatton and Withers 2014)

References:

Anderson, D.L., 2016. Organization development: The process of leading organizational change. Sage Publications.

Anitha, J. and Begum, F.N., 2016. Role of organisational culture and employee commitment in employee retention. ASBM Journal of Management, 9(1), p.17.

Cascio, W., 2018. Managing human resources. McGraw-Hill Education.

Cloutier, O., Felusiak, L., Hill, C. and Pemberton-Jones, E.J., 2015. The importance of developing strategies for employee retention. Journal of Leadership, Accountability and Ethics, 12(2), p.119.

Farbenblum, B. and Berg, L., 2017. Migrant workers’ access to remedy for exploitation in Australia: the role of the national Fair Work Ombudsman. Australian Journal of Human Rights, pp.1-22.

Gilding, M., Gregory, S. and Cosson, B., 2015. Motives and outcomes in family business succession planning. Entrepreneurship Theory and Practice, 39(2), pp.299-312.

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Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

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Lawrie, J., 2018. Of redeployment and remedies. Kai Tiaki: Nursing New Zealand, 24(1), pp.32-32.

Mazzoccoal. 2017), M., Ruiz, C. and Yamaguchi, S., 2017. Labor supply, wealth dynamics, and marriage decisions. UCLA CCPR Population Working Papers.

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Zopiatis, A., Constanti, P. and Theocharous, A.L., 2014. Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus. Tourism Management, 41, pp.129-140.