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Hi, Can I please some assistance on this question as I am really stuck.

If it can be broken down that may help. I have cut and paste the case study (if its to much thanks for at least looking at it)




a. Review the relevant trends and supply and demand factors that will impact on an organisation's workforce. Tarmac's human resource needs are constantly changing:
a. Sometimes individuals leave the organisation to take up other posts.
o Some individuals retire.
o Employees are promoted within the business.
o New technology removes some roles but also creates new types of jobs.
o The changing economic climate may result in more or less demand for its products.
Develop a workforce action plan that includes relevant research and specific strategies to ensure access to a skilled and diverse workforce and that includes strategies to respond to supply and demand factors.


Introduction
Tarmac was established in 1903 and is the NSW leading supplier
of building materials and aggregates to the building industry.
Tarmac is most often associated with constructing roads or major
building projects such as the new Sydney terminal. However,
materials derived from quarrying are used within many different
sectors, including manufacturing light bulbs, chewing gum and
toothpaste.
Tarmac's operational structure is divided into two key areas:
Tarmac NSW and Tarmac International. Tarmac NSW is subdivided
into two separate businesses:
• Tarmac Ltd extracts key building aggregates and materials.
• Tarmac Building Products Ltd focuses on turning raw materials
into products useable by the building sector.
Tarmac International develops building products for supply around
the world, especially in the United Arab Emirates.
Nearly 30 employees work for Tarmac in a variety of work
settings that include:
• 1 quarries
• 1wharf
• 3 asphalt plants
• 2 concrete plants
• 3 recycling sites.
In the past, most people's view of a Tarmac employee would have
been a man in a hard hat. That is not the case anymore. Tarmac
depends on having people with high levels of skill in externallyfacing
roles such as sales, customer service and marketing, as
well as internal roles in IT, finance or procurement (often called
purchasing). The recruitment of specialist employees in these roles
is now central to Tarmac's growth.
It is said that the most important resource within an organisation is
its people. This is because an organisation depends on the skills
and capabilities of its employees to meet its mission. Employees
are not a static resource. They need to be engaged, interested,
developed and motivated. It is through such processes that
organisations meet their business objectives and increase their
employees' capabilities to create competitive advantage. This
helps the organisation to outperform many of its rivals.
This case study focuses on Human Resource Management
within Tarmac. It looks at how workforce planning and other
HR strategies enable Tarmac to meet its mission:


Human Resource Management
A key element of Human Resource Management is to identify
what level of human resources the business needs. This includes
the skills and knowledge that will be required by the organisation
both now and in the future. This is an integrated process as it
involves looking at every area within an organisation. Tarmac
constantly reviews all of its human resource needs.
For Tarmac, Human Resource Management is a strategic process.
This is because it involves the whole business in planning for the
future. Having the right skills and knowledge enables the business
to meet its objectives and compete more effectively than its rivals.
Tarmac's vision is to 'achieve the exceptional'. To deliver value to all
its stakeholders, Tarmac created an integrated plan, which
requires all employees to contribute in different ways. Tarmac helps
all employees remember and focus on its five big goals by using the
acronym 'DREAM':
As Tarmac's business is now much broader, it must keep developing
its people. A key element of its plan is to 'engage employees' to
use their energy and skills to improve the business. The HR
management process provides the means to do. For example,
the HR department offers formal internal and external courses to
give people training in key skills related to their current roles.
Engaging people takes many forms. Tarmac ensures that
employees are motivated through:
• clear and understandable objectives and targets
• being helped to improve and acquire the skills, qualifications
and training to do their jobs effectively
• being recognised for their performance and rewarded accordingly.
A vital element of this drive to achieve the exceptional is ensuring
that there are excellent communication systems in place. Without
senior managers clearly sharing corporate objectives, employees
would not know what they need to achieve or what skills they may
have to acquire to meet these targets.
Workforce planning
Workforce planning involves a continual review of human assets
and the business' organisational structure. The process identifies
the skills and knowledge required at the present time. It also
estimates what Tarmac needs to have in place to respond to
future challenges in its market place. Like most other businesses,
Tarmac's human resource needs are constantly changing:
• Sometimes individuals leave the organisation to take up
other posts.
• Some individuals retire. (This is a growing issue with the UK's
ageing population.)
• Employees are promoted within the business.
• New technology removes some roles but also creates new
types of jobs.
• The changing economic climate may result in more or less
demand for its products.
D Develop markets By targeting customers and working
closely with them
R Reduce costs By being operationally efficient
E Engage employees With everyone working to one plan
and having good performance
recognised
A Act responsibly By promoting a sustainable and safe
approach to business
M Manage assets By looking after investments and
equipment, as well as the natural
resources used by the business
The changing and evolving nature of Tarmac's business means it
needs to anticipate where new skills, such as those involved with
different technologies, are required. This helps it to identify what
training existing employees need to support future growth for the
business.
The core business of Tarmac is producing aggregate such as
rock, gravel and sand. The aggregate is extracted from quarries
and distributed to both wholesale and private customers. In
addition to the production of aggregate, Tarmac uses its own
materials to provide the building trade with many other products.
For example, sand, gravel, water and cement mixed together will
make concrete that is helping to build the infrastructure for Sydney
2012 Olympics. A mixture of various sizes of aggregate added to
sand and bitumen will be used by the Nottinghamshire Highways
Partnership to repair all roads across the county until 2016.
Harden Quarry in NSW produces a decorative stone called
Harden Red. This is used for cycle tracks and for the grounds of
Buckingham Palace, due to its unique properties and red
colouring.
Such a distinctive product portfolio means Tarmac needs to have
a more diverse workforce than ever to support its operations.
Due to increases in new technology and improved ways of
working, Tarmac requires specialist skills across the business,
both on sites and in Head Offices.
Tarmac's people make the business the market leader that it is.
Employing people with science, business, engineering, finance,
language, and information technology backgrounds helps to
ensure Tarmac stays at the forefront of its industry. For example,
there are key roles within the Head Office. Other individuals are
required for a range of commercial roles, for example, an Account
Manager looking after a group of customers. This requires strong
communication and organisational skills to ensure all account
customers get the materials they need on time.
Chris moved into this role when joining Tarmac's Graduate scheme:
'It's my responsibility to analyse the market for the types of
materials we supply and monitor prices. I also provide quotations
for customers, support on-site teams at jobs we are supplying and
work with colleagues to ensure the customer gets what they need.'
Other commercial roles support Tarmac's business development:
• Web Marketing Officer - This job focuses on developing
Tarmac's presence on the internet. The site uses digital
marketing activities to develop relationships with existing and
potential customer groups. This role is vital in a competitive
market. Other aspects include creating, analysing and
providing detailed web reports for senior management. These
show how successful previous campaigns have been and help
inform development decisions.
• Senior Finance Officer - This role is vital in helping Tarmac to
achieve financial targets. Supporting a Director, this involves
managing financial teams that generate information such as
regular financial reports. As well as co-ordinating activities
relating to this information, the role involves setting budgets
and targets for the business.
• Procurement Manager - Managing the supply of more than
20,000 items per year costing $40 to $50 million, this role
involves monitoring the business' needs and purchasing a
range of resources at the best possible rate.
• Inbound Services Co-ordinator - Manages a team that
supports customer service within the business. It involves
helpline calls, website enquiries and providing customer
support for a range of services. In the competitive building
supplies sector, contracts can be won or lost on the quality of
customer service provided. It is important that this role is
performed effectively.
These posts indicate how much Tarmac's human resource needs
and make-up have changed, requiring more office-based staff to
drive the business forwards.
Getting the right people
The starting point of the workforce planning process is to identify
employment needs for the future. At the heart of this are the
processes of attraction, recruitment and selection. Tarmac
needs to manage these processes effectively in order to ensure it
gets high quality candidates for posts. Recruitment is a costly
process and so Tarmac uses a structured approach to ensure
that the right candidates are selected.
Tarmac


Attracting people involves constructing job descriptions and
person specifications. These identify what the job involves and
what essential and desirable qualities the candidate must have.
These are used to advertisements, which are placed in
relevant press and media, for instance trade journals like
Construction Weekly or Personnel Today.
Recruiting the right people is fundamental to Tarmac's
development. It recruits individuals capable of reaching higher
potential. This involves looking for individuals with diverse skills
from a range of backgrounds.
Selection is the process undertaken by human resource managers of
choosing the best individual that has applied for a job vacancy. For
graduate applicants, Tarmac uses a range of different selection tools
including competence questions, a group exercise, delivering a
presentation, psychometric testing and an interview. This thorough
process ensures that Tarmac appoints the most suitable individuals.
Building skills and capabilities
At Tarmac, each individual has a personal development plan.
This enables employees to identify the skills or knowledge they
want to develop to improve their capability and efficiency. As a key
part of the process of workforce planning, this helps Tarmac and
individual employees to set targets for the future.
The process of personal development helps employees to achieve
their full potential. This never stops and demonstrates the
underlying practice of 'learning for life'. Individual employees are
assessed on how they perform in their plan. This therefore takes
both them and the business forward. The roles that they might
move towards include:
• Commercial Analyst - this involves supporting Finance and
Commercial Managers by analysing the way in which the
business performs, managing major projects and setting
targets for the different parts of the organisation. In particular,
this helps assess how close projects are to 'getting things right
first time', minimising waste and improving profitability.
• Business Administration Team Leader - this role ensures that
systems are in place to support business processes. This role
also includes mentoring and identifying opportunities to
improve systems.
• Human Resources Advisor - this involves providing a range of
human resource services across the organisation. These
include recruitment and selection, being involved in developing
good relationships across the business, health and safety
issues and grievance procedures.
Developing employees' skills motivates staff and provides great
opportunities for them to progress, whilst helping Tarmac to
improve its efficiency and profitability.
Conclusion
Human Resource Management focuses on matching the needs of
the business with the needs and development of employees.
Tarmac depends on its people because their skills contribute to
achieving its business objectives.
Within Tarmac, every employee has a valuable role to play. The
emphasis is on helping individuals to work together. Workforce
planning is part of this strategic process, which looks at the longterm
needs across the organisation. Personal development plans
enable every individual to grow both professionally and personally
within the business. They also help Tarmac to a distinct
and important competitive advantage through selecting and
developing highly motivated and skilled staff who are able to
perform at high levels.
What actions will I take to develop them?
What skills or behaviours do I want to develop?
How do I measure my success?
What are the benefits of development for me?
How do they help Tarmac?

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