The subsequent study intends to understand the relationship between human resource and strategic organizational planning. For this, the relation of the practices utilized by Westpac to develop a people-centred workplace is analyzed. From the analysis and research, the practical issues faced by Westpac’s HR professionals to get aligned with the two planning are discussed. Next, the methods and processes of human resource planning are analyzed. The research is justified with particular instances (Nankervis et al., 2016). On the basis of the investigation, the potential issues witnessed by HR professionals to plan the necessities of manpower are assessed here. The development of worldwide mindset of managers and employees with high performance is measured. The ways in which Westpac can deploy the related model to develop high-performance working team is suggested for a multi-multicultural workplace. Next, the ways in which Westpac can implement worldwide mindset model to establish the full work mentality of the workforce is recommended. The reaction is justified with particular examples from analysis and research (O’Brien et al., 2018).
It is realized that to reach the milestone a strong learning culture is needed for Westpac. Moreover, a nationally identified training has been in huge demand at the organization.
Finding 1: Factors to be considered.
Analysis 1:
The way towards the success of the workforce planning strategy is to engage and partner with Westpac’s business.
Analysis 2:
Environmental scans can be used to predict the needs of long-term employment through providing insights to the probable risks and scopes.
Analysis 3:
Determining the proper metrics in keeping leadership that is informed regarding the issues of the primary workforces.
Finding 2: Planning lessons of Westpac’s workforce:
Analysis 1:
Assure that the business owns the method and include in development, learning and recruitment. This also provides HR information systems and the teams of organizational development.
Analysis 2:
Further, they have been engaging the leaders of business up front in articulating the present and forthcoming strategies.
Analysis 3:
Moreover, they can engage the business in mapping the [resent abilities of the workforce and recognize further abilities.
Finding 3: Embedding the culture of learning at Westpac:
Analysis 1:
The strategy helps the people of Westpac through providing tools and supports to become the Best Banker and best leaders at the marketplace.
Analysis 2:
This has been bringing together various initiatives, development and learning scopes top create staff’s abilities.
Analysis 3:
The methods have been assimilated within three pillars. They are the culture of high performance, professional bankers and leadership.
SOP or strategic organizational plan:
The strategic planning is the activity of corporate management. This is utilized to focus resources and energy, assure that the stakeholders and employers are working for the common aims, strengthen operations and deploy the agreements across expected results. This also includes adjusting and analyzing the direction of the organization to change the overall environment (Dumay, 2016).
The HRP is a process involving four steps. This includes the present situation of human resource, predicts the future requirements, determined the sectors of gaps and deploy the plan in tightening those spaces.
The creativity of the key to the functions of a business. For human resources, the SOP might not work every time. It must be reminded that strict adherence to the standardized rules is able to limit the creative flow. Besides, as the aim of the HR is to generate similar product for an extended period time and develop business productivity, deploying SOP has various advantages (Muenjohn & McMurray, 2018). These must be analyzed periodically and changed to sustain the economy as per effective human resource planning. This helps to improve the ultimate outcomes. However, the HRP must keep in mind that SOPs require high paperwork and reduction in individuality at the workplace.
The alignment is done strongly for the success of the business of Westpac. This is helpful for change, growth and technology for considering the overall process (Jackson, 2016). The alignment includes developing and nurturing of staffs from within Westpac. This is helpful to develop the experience, knowledge and skills.
Supporting the above discussion:
Key point 1: Being workforce planning wise
The workforce planning needs time with dedicated resources. This is a competent team including planners of the workforce having efficient skills that are collaborative. For instance, Westpac must begin through performing useful and simple DNA mapping for their business (Harrison & Davies, 2016). They must map out various sectors where there are issues of burning platforms. This has been including specific areas where the overall turnover is higher. It also involves the sectors where complex gaps of skills are present with persistent vacancies, ongoing loss of great performers, huge absenteeism and loss of staffs within one-year. It also includes the skewing of demographics of workforce like gender, employment mode, age to one of the endpoints of the spectrum.
Key point 2: Workforce planning success
The key to success is partnering and engaging with the organization’s business and linking the workforce plan with the plan of business. This can be gained through mapping the demand and then provide the present and forthcoming business strategy (Tegarden et al., 2016).
For example, the success of the process at Westpac involves the following.
They are highlighted below.
The alignment comprises of various steps that are to be adjusted constantly.
Because of enormous commitment and complexity to the strategic goals, the planning is deployed successfully in rare cases. Thus, poor implementations lead to failure and are the give rise to misaligned strategic and operational goals (Wolf & Floyd, 2017).
Key point 1: Workforce planning at Westpac Bank
Workforce planning can be used for making certain amount of contribution for overall success of Westpac. It is there for a given period of years, but at present it is considered as another kind of HR initiatives. It is said so because there is no kind of hard link to business as well as strategy. Workforce planning can play significant role in future success of Westpac. At Westpac, the workforce planning is linked to the business strategy. It tends to remain like a live document which help in reviewing workforces and make right use of resources (Qiao et al., 2019). The development decision tends to reflect on given group mission, budget and lastly strategic plan. The strategic planning at Westpac have led to follow proper workforce planning which is used by Westpac. It is mainly used so that a people centered workplace and manager can be developed.
Key point 2: Factors to be taken into account
The main reason for workforce planning strategy is all about gathering partnering with various business. Workforce plan can be linked with the business plan that can be gathered by proper demand mapping and supply of both present and upcoming strategy of Westpac. Other elements for the success of workforce planning in Westpac are environmental scan for long term employment needs. It can be achieved by providing insight into opportunities and risk making use of PESTLE analysis (Heard, Menezes & Rambaldi, 2018). In Westpac, workface planning can lead to cost-efficiency, learning and development and training. It is all about development of workforce measures and graduate programs for meeting the capability gap. It is all about having an importance of data integrity in HRIS system.
Key point 1: Workforce training and Development at Westpac
Problem: Another common kind of problem in HR department of Westpac is training and development for low-level employees. Some of the business come up with issues and trouble in finding the right resources (Haworth, Irrcher & Gillies, 2018). Employees of Westpac are considered to be on the front line of hard workers. In many cases, employee at Westpac does not have enough amount of time for taking up a training course.
Solution: Training and development does not require to have large amount of time. Westpac should recruit both managers and senior leadership which helps in monitoring employees. Westpac can also provide online courses so that people can go on their respective pace (Begley, Purnanandam & Zheng, 2017). Westpac should focus on making investment so they can gain loyal and productive team.
Key point 2: Adapting to Innovation
Problem: Technology is evolving at a much faster pace so organization like Westpac should adapt themselves to face risk from the competitors (Dumay, 2016). There is an ongoing challenge for Westpac to get employees for embrace innovation and learn new kind of technology.
Solution: Communication tends to play a key role team member in any organization like Westpac (Clark et al., 2016). By the passing time, team members need to understand the importance of change. Employees should set clear goals and adopt themselves for initiatives.
Key point 1: Katzenbach and Smith Model
Jon katzenbach and Douglas Smith have provided this model after studying various team members who are in several organization and associated work culture. This particular model is all about effective team which are provided in triangular diagram which provides the team with details like collective work development product, result of performance and personal growth (Durner & Shetret, 2015). For reaching this associated goal, three important parameters are required to be taken into consideration like
Commitment: Team at Westpac are very much committed to provide some meaningful experience, goals and common approach for the given work.
Skills: Team members in Westpac require proper kind of skill that is needed for solving problem for accomplishing the craft (Potter, 2017). The team members come up with capability for improving the teamwork.
Accountability: Team members come up with mutual accountability with each other which the work of an individual accountability. Team members at Westpac are made of small number of people.
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