Audi Center Parramatta: Plan For Diversity Management, Recruitment, Training, Deployment

Plan for Diversity Management

Audi Center Parramatta is a well-known name in the Australian Automotive industry. It was found in 1937 in Japan. The organization aims at earning a desired position in the local as well as global market by its innovative and efficient business performance. The authorities of Audi Center Parramatta have expanded its services worldwide that cover a huge market share in global sector. The journey of the organization started in 1958. It possesses a huge workforce. As the Australian automotive industry is going through to a rough patch, Audi Center Parramatta Corporation is taking some drastic step now days to save their organization from meeting an awful consequence (Audiparramatta.com.au 2017).

The report has articulated the present situation of the Australian automotive industry as well as it has analyzed the situation of the organization. It has enlightened the implementation plan of the organization by the authority for resolving the issues of the organization and overcoming any potential threat that may protect the organization from meeting an awful consequence.

The goal for diversity management is to ensure that all employees must reach full potential in the fulfilling the mission of the organization (Boysen et. al 2015.). This should involve fostering an ambience that would encourage diversity and enhancement of the organizational objectives. This will include creation of a workplace that includes employee differences based on background, style, heritage, views and tradition for increasing the capacity of the organization.

This will include:

Building a talented, dedicated, diverse workforce

Educating the workforce on the basis of management principle that is diverse

Improvement of communication

Motivation of employees in reaching highest potential

Encouraging employees for offering suggestions and views toward achieving program and organizational goals without any threat of retribution

Appreciating and respecting individual differences

Creation and maintenance of an inclusive approach for all systems, policies, and practices

Selection of the best candidate for the job irrespective of sexual orientation, race, national origin age, gender, disability, religion and sexual orientation

Internal labour needs identified	Strategies to address need	Resources and/or Budget required	Proposed timeframe
General diversity awareness	Through various awareness programmes	AU $ 200	1 to 3 hours Every day for a month
Communication Improvement	Through proper education of workforce and making sure that they are able to communicate with each other when working in teams	AU $ 300	3 to 5  hours every day for a month
Anti-discrimination Training	Training related to appreciation and respect for individual differences	AU $ 500	2 to 4 hours every day for a period of one month
Ensuring that the workforce is talented, dedicated, and diverse	Undertaking training programs that deals with empowering the workforce.	AU $ 400	More than a month

Figure: Plan for Diversity Management

Source: By Author

Let explain the plan for recruitment in the table provided below:

For planning the process of recruitment, conducting a skill gap analysis is necessary. The skill gap analysis is a systematic process of analyzing the staff’s current skill level and identification of the skills that is required for them in the future (Brown 2015). Explanation done in a tabular format that is as follows:

Plan for Recruitment

Timeline: 1 month

Internal labour needs identified	Strategies to address need	Resources and/or Budget required	Proposed timeframe
Proper skill set for automotive industry	Strategies that will identify skills required for the future	AU$ 1000	1 month

Figure: Plan for Recruitment

Source: By Author

The management must regulate an implementation plan for the training of the employees. These include:

• Proper training facilities for the employees
• Speeding up the training of the employees and ensure that they have the required skill sets
• Elimination of any kind of confusing documentation and tutorials involving long videos
• Receiving clear analytics for evaluation of each trainee

Time frame: More than a month.

However, at the end of the training the management should ensure that the employees with the best performance should receive an award. This is however, represented in a tabular form as given below:

Internal labour needs identified	Strategies to address need	Resources and/or Budget required	Proposed timeframe
Proper Training of employees	Ensuring proper training to the employees keeping in line with the vision and mission of the company	AU $ 300	5 hours daily for 2 months
Faster training for required skill sets	Adopting means that will ensure that will enhance the process of training	AU$ 500	5 hours daily for 2 months
Elimination of any kind of confusion	Length videos for training purposes must be avoided	Aligning to previous training materials that are short and apt.	5 hours daily for 2 months

Figure: Plan for Training

Source: By Author

The deployment plan defined by the sequence of steps or operations carried for delivering changes into an environment of the target system environment (Dowling and Kent, 2015). The individual operations within the plan of deployment plan executed either manually or automatically executed. Deployment plans remain well defined and approved prior to the date of deployment.

Timeline: 6 months

Internal labour needs identified	Strategies to address need	Resources and/or Budget required	Proposed timeframe
Need for technical upliftment	The engagement and promotion strategy that will be used for deploying software application/system	AU$ 1000	6 months
Acquaintance with various software	Identification of technical migration/deployment methods planned. (For instance  CD, manual update,  hard and electronic update)	AU$ 500	6 months

Figure: Plan for Deployment

Source: By Author

The concept of being redundant is not similar to getting sacked from employment. In other words, redundancy takes place when the employees dismissed from the job, as it no longer exists. There are however lot of reasons that might be responsible for the plan for redundancy. These include business re-location, staff cutback, closing down of the company or any technological advancement (Martín-Peña et. al 2014). Audi Center Parramatta being a company of refute does not plan to be become redundant in the next one year. Therefore, this plan can take a back seat for the time being. 

Turnover figures determine the number of new employees that have replaced the old ones. The turnover figures of an organization determined by the percentage rate, also referred as turnover rate. Thus, the turnover rate is the employee percentage of a workforce that leaves a company during a certain period. Most industries and organizations measure their turnover rate during a particular fiscal or calendar year (Matsushita et. al 2015). In this context if one considers  Audi Center Parramatta they he or she will be able to see that the company had around 1000 employees in the beginning of the year out of which 324 employees left the company for varied reasons. Therefore the turnover figures in percentage terms is 324/1000*100= 32.4%. This will help in determining the staffing needs of the future.

The organizational chart for Audi Center Parramatta is as follows.

Fig: Organizational Chart

Created by: Author

However, the three key positions for implementation of a succession plan for ensuring retention of desirable workers are as follows:

Plan for Training

Operations:

The operations department of the organization needs to be focused and needs to provide some extra facilities to retain the experienced employees. Operations sector of the organization plays crucial part in the organizational growth (Natsuda and Thoburn, 2013.). Several sectors remain associated with the operation department that stimulates the growth of the organization. Thus, by improving this section, organizational management can lead the organization towards the right path.

Human Resource Managers:

Human resource management department needs to be improved to provide all kind of supports to the employees. It will help the organization to retain experienced employees for a long period. Human resource department of business organizations works as a bride between the employees and employer. The role of the human resource department is to maintain healthy environment within the organization. Thus, it is important for them to maintain healthy relation with the employees as well as employers. In order to achieve the desired position in the industry and battle against the rival companies to secure the leading position, the human resource department of the organization needs to improve their service and performance (Newstead, Watson and Cameron 2016). It will help the organization to improve the performance of the employees.

Finance:

Finance sector needs improvement in order to provide sufficient remuneration to the employees. It will also be beneficial to retain the employees for a long period. Finance department is an important part of the business organization. They are responsible to provide remuneration, incentives and other monetary support to the organizations. Thus it needs to be improved to encourage employee’s performance.

The Succession planning done in five different steps that make the organization an Employers Choice with the help of following steps:

Step One:

The step one of an efficient succession plan is to identify the area or position that needs to be improved. As mentioned in the above part, the area of operation, human resource and finance improved for providing support for the success of the employees.

Step Two:

The organizational management will be monitoring the development of the employees. Based on the employee’s performance, they will select the best performer. In order to carry out the role, it is important for the organization to maintain regular interaction with the employees and they will assess the performance of the employees. It will be beneficial for identifying the best and weak performer from the group.

Step Three:

The organizational management of Audi Center Parramatta will maintain regular interaction with the employees and they will discuss about the career plan and vision with them. It will help the organizational management to identify who has the potential or who is interested about the career growth. The organizational management will conduct orientation sessions once in a month where they will be discussing about the organizational objective and growth. During this session, the leaders will provide a strong platform to the employees to share their opinion or view about their career or goal.

Plan for Deployment

Step Four:

The organizational management will incorporate their planning to promote their employees based on their talent, skill, experience and hard work.

Step Five:

The next step is to evaluate the effectiveness of the plan. It is the most crucial stage as it helps the organizational management to identify the loopholes in the planning and its implementation of the planning.  The organization can observe the effectiveness of the strategies by monitoring the performance of the employees and their determination towards their work.

Training sessions, staff diversity, work assessment- these are some key strategies employed by the organizational management of Audi Center Parramatta within the organizational structure (Ustun, Zayegh and Ozansoy 2013).  The organizational management always focuses on the requirement of the organization while implementing and strategy. The organizational management has employed these strategies for ensuring quality service to the consumers and thereby put a strong footprint in the industry.

Conclusion

As per the discussion, Audi Center Parramatta authority needs to focus on the current market situation to overcome the any future risk and challenges. They must ensure healthy environment within the organizational structure and flexible their rules and regulations to retain their employees for a long period. The organization must provide financial and moral support to the employees to enhance their commitment level towards the organization. They must improve the organizational structure and different sections of the organization to retain employees for a longer period.

References

Audiparramatta.com.au. 2017. audiparramatta.com.au. [online] Available at: https://www.audiparramatta.com.au [Accessed 29 Aug. 2017].

Boysen, N., Emde, S., Hoeck, M. and Kauderer, M., 2015. Part logistics in the automotive industry: Decision problems, literature review and research agenda. European Journal of Operational Research, 242(1), pp.107-120.

Brown, R., 2015. Reviewing the effectiveness of electronic vehicle immobilisation: Evidence from four countries. Security Journal, 28(4), pp.329-351.

Dowling, R. and Kent, J., 2015. Practice and public–private partnerships in sustainable transport governance: The case of car sharing in Sydney, Australia. Transport Policy, 40, pp.58-64.

Martín-Peña, M.L., Díaz-Garrido, E. and Sánchez-López, J.M., 2014. Analysis of benefits and difficulties associated with firms’ Environmental Management Systems: the case of the Spanish automotive industry. Journal of Cleaner Production, 70, pp.220-230.

Matsushita, M., Schoenbaum, T.J., Mavroidis, P.C. and Hahn, M., 2015. The World Trade Organization: law, practice, and policy. Oxford University Press.

Natsuda, K. and Thoburn, J., 2013. Industrial policy and the development of the automotive industry in Thailand. Journal of the Asia Pacific Economy, 18(3), pp.413-437.

Newstead, S.V., Watson, L.M. and Cameron, M.H., 2016. Vehicle safety ratings estimated from police reported crash data: 2016 update: Australian and New Zealand crashes during 1987-2014 (No. 328).