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Unformatted text preview: Workforce Planning BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT BSBHRM513 Manage workforce planning ii This workbook has been designed for use in conjunction with information and materials provided at lecture and tutorial sessions. Students should attend all timetabled sessions so they can obtain all subject information. Students should read and understand all materials provided. Information that is available in digital form is not included in this workbook in the interest of the environment. Publisher: Young Rabbit Pty Ltd (A.C.N. 003 381 182) trading as Australian Pacific College Ground Floor, 189 Kent Street Sydney NSW 2000 Australia Tel: (02) 9251 7000 Edition: 1st Edition Release date: October 2019 © 2019 Young Rabbit Pty Ltd Australian Pacific College License agreement with international copyright available upon request. Lower Ground, 189 Kent Street Kent St Campus (CBD) Sydney NSW 2000 P (61 2) 9251 7000 F (61 2) 9251 7575 Web: CRICOS Provider: Young Rabbit Pty Ltd – 01331F ABN: 28 003 381 182 RTO PROVIDER: 90396 Front cover image sourced from: WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 iii Contents Unit of Competency............................................................................................ v BSBHRM513 Manage Workforce Planning.......................................................... v Grading System................................................................................................. v Assessment 1................................................................................................... vi Assessment 2.................................................................................................. vii Legend............................................................................................................ viii 1. Research work requirements........................................................................ 1 1.1 Review current data on staff turnover and demographics............................1 Activity 1.1............................................................................................................13 1.2 Assess factors that may affect workforce supply........................................14 Activity 1.2............................................................................................................17 1.3 Establish the organisation’s requirements for a skilled and diverse workforce............................................................................................................18 Activity 1.3............................................................................................................20 2. Develop workforce objectives and strategies.............................................. 21 2.1 Review organisational strategy and establish aligned objectives for modification or retention of the workforce........................................................21 Activity 2.1............................................................................................................25 2.2 Consider strategies to address unacceptable staff turnover, if required..26 Activity 2.2............................................................................................................28 2.3 Define objectives to retain required skilled labour.....................................29 Activity 2.3............................................................................................................30 2.4 Define objectives for workforce diversity and cross-cultural management ����������������������������������������������������������������������������������������������������������������������������31 Activity 2.4............................................................................................................35 2.5 Define strategies to source skilled labour...................................................36 Activity 2.5............................................................................................................38 2.6 Communicate objectives and rationale to relevant stakeholders..............39 Activity 2.6............................................................................................................41 2.7 Obtain agreement and endorsement for objectives and establish targets.42 Activity 2.7............................................................................................................45 2.8 Develop contingency plans to cope with extreme situations......................46 Activity 2.8............................................................................................................50 3. Implement initiatives to support workforce planning objectives................. 51 3.1 Implement action to support agreed objectives for recruitment, training, redeployment and redundancy...........................................................................51 Activity 3.1............................................................................................................54 3.2 Develop and implement strategies to assist workforce to deal with organisational change........................................................................................55 Activity 3.2............................................................................................................58 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 iv 3.3 Develop and implement strategies to assist in meeting the organisation’s workforce diversity goals....................................................................................59 Activity 3.3............................................................................................................61 3.4 Implement succession planning system to ensure desirable workers are developed and retained......................................................................................62 Activity 3.4............................................................................................................64 3.5 Implement programs to ensure workplace is an employer of choice........65 Activity 3.5............................................................................................................66 4. Monitor and evaluate workforce trends....................................................... 67 4.1 Review workforce plan against patterns in exiting employee and workforce changes...............................................................................................................67 Activity 4.1............................................................................................................70 4.2 Monitor labour supply trends for areas of over- or under-supply in the external environment..........................................................................................71 Activity 4.2............................................................................................................76 4.3 Monitor effects of labour trends on demand for labour..............................77 Activity 4.3............................................................................................................80 4.4 Survey organisational climate to gauge worker satisfaction......................81 Activity 4.4............................................................................................................84 4.5 Refine objectives and strategies in response to internal and external changes and make recommendations in response to global trends or incidents..............................................................................................................85 Activity 4.5............................................................................................................87 4.6 Regularly review government policy on labour demand and supply..........88 Activity 4.6............................................................................................................90 4.7 Evaluate effectiveness of change processes against agreed objectives....91 Activity 4.7............................................................................................................92 WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 v UNIT OF COMPETENCY BSBHRM513 Manage Workforce Planning ELEMENT 1. Research workforce requirements 2. Develop workforce objectives and strategies 3. Implement initiatives to support workforce planning objectives 4. Monitor and evaluate workforce trends For further information on the Units of Competency, please visit , or refer to your Course Outline booklet. GRADING SYSTEM High Distinction (HD) 85% and above Distinction (D) 75-84% Credit (Cr) 65-74% Pass (P) 50-64% Not yet competent (NYC) Below 50% WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 vi ASSESSMENT 1 Course Name BSB50618 Diploma of Human Resources Management Subject/module Workforce Planning Assessment method Written or Oral Questions Weighting 50% Units of Competency BSBHRM513 Manage Workforce Planning Instructions 1. Assessments should be completed as per your trainer’s instructions. 2. Assessments must be submitted by the due date to avoid a late submission penalty. 3. Plagiarism is copying someone else’s work and submitting it as your own. You must write your answers in your own words and include a reference list. A mark of zero will be given for any assessment or part of an assessment that has been plagiarised. 4. You may discuss your assessments with other students, but submitting identical answers to other students will result in a failing grade. Your answers must be yours alone. 5. Your trainer will advise whether the assessment should be digitally uploaded or submitted in hard copy. Assessments that are digitally uploaded should be saved in pdf format. 6. You must attempt all questions. 7. You must pass all assessments in order to pass the subject. 8. All assessments are to be completed in accordance with WHS regulatory requirements. WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 vii ASSESSMENT 2 Course Name BSB50618 Diploma of Human Resources Management Subject/module Workforce Planning Assessment method Written or Oral Questions Weighting 50% Units of Competency BSBHRM513 Manage Workforce Planning Instructions 1. Assessments should be completed as per your trainer’s instructions. 2. Assessments must be submitted by the due date to avoid a late submission penalty. 3. Plagiarism is copying someone else’s work and submitting it as your own. You must write your answers in your own words and include a reference list. A mark of zero will be given for any assessment or part of an assessment that has been plagiarised. 4. You may discuss your assessments with other students, but submitting identical answers to other students will result in a failing grade. Your answers must be yours alone. 5. Your trainer will advise whether the assessment should be digitally uploaded or submitted in hard copy. Assessments that are digitally uploaded should be saved in pdf format. 6. You must attempt all questions. 7. You must pass all assessments in order to pass the subject. 8. All assessments are to be completed in accordance with WHS regulatory requirements. WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 viii LEGEND Not all ICONS are used in this workbook Investigate Go and find out some information Write Take notes and/or complete an exercise/activity in this workbook Read Selected extra reading Think Take some time to think about the information and record your own ideas Speak and listen Talk to your peers, swap ideas or present on a topic Watch Selected viewing WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 1 1. RESEARCH WORK REQUIREMENTS 1.1 Review current data on staff turnover and demographics Reviewing data Workforce planning at its most basic level is about “getting the right number of people with the right skills in the right jobs at the right time” (Vic toolkit, 2006, p.2). A more thorough definition from the Auditor General’s Report 2004 (p.14) is that it is “determining and shaping the capacity of the workforce that is needed to achieve an organisation’s goals and directions.” Each state and/or territory has its own method of the workforce process, varied to meet their needs. However, irrespective of their needs, they each cover: Understanding the organisation’s strategic direction Evaluating the success of workforce planning Understanding the organisation’s strategic direction Implement strategies Analysing the current workforce needs and competences Developing strategies to address the gap Analysing the future workforce needs and competences These steps demonstrate that workforce planning is about: Reviewing business objectives and strategies: ff Focusing on the structure of the business. ff Focusing on challenges. ff Identifying internal and external factors that impact on the workforce plan so business can identify the future direction of the organisation. Analysing and forecasting the labour market: ff Analysing when, where and the type of employees to be sourced. ff While estimating the amount of employees required. ff Ensure that supply and demand can meet organisation goals and objectives. WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 2 Identifying the gap between current and future needs: ff What skills do your staff have? What is the gap in the skills? What skills need to be developed? ff What strategies and objectives will assist in addressing the workforce gaps? ff Considerations may include needs for: • A diversified workforce • More networking • Increasing research • Improving quality and qualifications of staff. Developing strategies: ff Consider the internal and external environmental issues that may impact on your strategies. ff Action charts should be developed with ongoing staff participation and feedback. Creating a workforce plan – monitoring and developing: ff A workforce plan can be developed from the action charts and should include: • Career and professional development • Succession planning • Recruitment and selection. Workforce planning provides managers with a framework that will assist them in making informed decisions in alignment with the organisation’s mission, strategic plan and resources. Workforce planning is a way in which meaning and integration of that meaning can be given to the organisation’s strategies. Planning is essential for good workplace practice. The benefits of workforce planning will be reflected in the bottom line at the end of a budgetary period. Managers and organisations need to plan and address, instead of react to environmental and business changes. This integrated process aims to ensure that the required workforce is identified, secured and developed to support both the organisations current and its future mission needs. This means that organisations will be able to: ff improve efficiency, effectiveness and productivity by putting the right employee into the right job ff have an open system that is responsive to the change needs of the environment ff identify staff needs ff strengthen their business outputs now and in the future ff assist in identification and management of staff with knowledge of the organisation’s culture and corporate memory ff have the mechanism to monitor costs and directly linking personnel expenditure against business outputs and outcomes. WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 3 Workforce planning aims to ensure that you: ff understand the present in order to project the future ff obtain an overview of the organisation ff focus solely on the long term, before moving onto the short term ff link HR plans to the organisations plans ff communicate plans to the relevant personnel to gain support ff identify potential problems ff reduce risk by minimising the chances of making bad decisions ff provide managers with a strategic basis for making human resource decisions. For workplace planning, an integrated approach is required between all stakeholders within the organisation including senior manager, HR professionals, supervisors, team leaders and their teams. By studying your organisation’s strategic and operational plans, you should be able to identify areas of organisational growth. From this growth you will be able to project whether the organisation level of staffing will grow or will be reduced. A business plan assists in ensuring the road to success for you business. Business plans supply you with information in all aspects of the business aimed at explaining the success of the business. There are several types of business plan that will assist you in identifying your organisations. The two that shall be considered are strategic plans and operational plans. Strategic plans Strategic plans provide the plans that management should employ. Strategic planning is the process used by an organisation to define its strategy, direction and decision making, including its people and captial. It is the formal consideration of an organisation’s future course. Operational plans Operational plans detail how your business should be run. It includes upcoming projects, events, milestones for the business and details of different employee’s responsibilities. They are a subset of the strategic plan that describes short-term ways in reaching milestones. Operational plans explain how or what portion of a strategic plan will be put into operation during a given operational period. An operational plan usually runs for one to three years, whereas a strategic plan runs for longer periods of time. Operational plans should establish the activities and budgets that are linked to a strategic plan, by operating to meet the strategic goals. For example, if your strategic plan operated for four years, then it would have four operational plans. Plans and workforce planning For the operational plan to run smoothly, suitable employee talent is required for the success of the organisation. This success can be obtained through strategic workforce planning. Operational plans usually answer questions as to what is happening now, while strategic workforce planning makes management look at what workforce will be needed in the future. WORKBOOK | © 2019 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT | WORKFORCE PLANNING_V1.5 4 When participating in strategic planning it is important to never lose sight of the fact that operational goals are used to support strategic goals. Strategic goals assist in identifying the skills that staff need to reach organisational goals. Strategic planning is the process that organisations use to identify and address the staffing implications of the business strategies and plans (p.6). The aim of an organiation is to work out how they are going to meet their objectives through staffing; strategic and operational goals will assist in this process. However, it is important that you can predict the skill set of the projected employees and then check the marktet to identify whether there is a sufficient workforce to meet these needs. Researching the market should be an ongoing process. Organisations need to continuously identify changes in the external market and consider what impact...
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