New York College

BSB51918 Diploma of leadership and Management

BSBHRM513 Manage workforce planning

Assessment Task
Student name: Amrit Singh Sandhu

Student ID: NYC00000BN

Date Submitted:
Part A

1. Why is an understanding staff turnover essential to human recourse planning?

Staff turnover is an important way to measuring both the effectiveness of the human resources
management system and the general management of an organization or system. It gives a
supportive measure to the previous indicator on key positions filled. If turnover is high, the
organization/program must incur additional costs of hiring new staff; these costs include
interviewing, checking references, and start-up training, among others. Because human resources
often consume greater than 70 percent of reproductive health program budgets, retention of

qualified staff, or lack thereof, can have a very large impact on productivity and performance.

2. Describe some of the implications that arise from analyzing the demographics of your
workforce?

Experience
Private ventures generally have restricted staffing. This doesn't influence tasks all things considered
organizations since representatives have enough expert experience to stay with the running at ideal
productivity. Be that as it may, as more established laborers resign from the workforce, supervisors
must search out more up to date and some of the time unpracticed specialists to join the staff to fill
empty spots. The lacking knowledge may mean a business can't work old, heritage gear that is
fundamental to activities at numerous little organizations.
Training and Education Expenses

Experienced workers also take proprietary skills and certifications with them when they retire.
Fresher employee receive general career training from universities and colleges. However, many
companies must still develop in-house training programs run by qualified instructors that prepare
employees for a specific job task. Small business managers who have limited budgets may not have
the staffing or financial resources to conduct these seminars. An untrained workforce can slow
down or halt business operations.
3. Why do you need to research,analyse and understand the condition that affects the

number ,quality and availability of suitable staff and help you future forecast future
human resource supply for your organization?

Human resource (HR) demand forecasting is the process of estimating the future quantity and
quality of people required. The basis of the forecast must be the annual budget and long-term
corporate plan, translated into activity levels for each function and department. In a manufacturing
company, the sales budget would be expressed into a production plan granting the number and
type of products to be produced in each time period. From this data the number of hours to be
worked by each skilled category to make the quota for each period, would be computed. Once the
hours are available, determining the quality and quantity of personnel will be the logical step.There
are several good reasons to conduct demand forecasting. It can help: (i) quantify the jobs necessary
for producing a given number of goods, or offering a given amount of services; (ii) determine what
staff-mix is desirable in the future; (iii) assess suitable staffing levels in different parts of the
organization so as to prevent unnecessary costs; (iv) prevent shortages of people where and when
they are needed most; and (v) observe compliance with legal requirements with regard to
reservation of jobs.

4. Using example describe two factors that have affected your organization’s ability to
recruit the skilled workers they need?

Tools and Equipment

Just as a driver needs a vehicle in operating condition, employees must have the tools and
equipment necessary for their specific jobs. This includes physical tools, supplies, software and
information. Outdated equipment, or none at all, has a detrimental affect on the bottom line

Technical Training

Workers can carry aptitudes to a position however there are probably going to be inward,
organization or industry-explicit exercises that will require extra preparing. In the event that a
procedure requires another product bundle it's unreasonable to anticipate that representatives
should simply make sense of it; they ought to get sufficient preparing.
5. Use dot points to describe supply forecasting and its importance in HR

management?

Human Resource supply prediction is the process of estimating availability of human resource
followed after demand for testing of human resource. For forecasting supply of human resource we
need to consider internal and external supply. Internal supply of human resource available by way
of transfers, promotions, retired employees & recall of laid-off employees, etc. Source of external
supply of human resource is availability of labour force in the market and new recruitment.

external supply of human resource depends on some factors mentioned below.

 Supply and demand of jobs.

 literacy rate of nation.
 rate of population
 industry and expected growth rate and levels
 technological development.
 compensation system based on education, experience, skill and age
 Identify the roles and skills needed urgently

6. Why is it necessary to familiarize yourself with the requirements for workforce

diversity?

Variety of different perspectives

Diversity in the workplace ensures a variety of different perspectives. Consequently, employees in a

company with higher workplace diversity will have access to a variety of different perspectives,

which is highly beneficial when it comes to planning and executing a business strategy.

Increased creativity

Diversity in the workplace leads to increased creativity.When you put together people who see the

same thing in different ways, you are more likely to get a melting pot of fresh, new ideas, thus

improving the creativity of your workforce.

Higher innovation
Diversity in the workplace leads to higher innovation rate.In a diverse workplace, employees are

exposed to multiple perspectives and worldviews. When these various perspectives combine, they

often come together in novel ways, opening doors to innovation.

Faster problem-solving

Companies with higher workplace diversity solve problems faster.Employees from diverse

backgrounds have different experiences and views, which is why they are able to will bring diverse

solutions to the table. Thus, the best solution can be chosen sooner, which leads

to faster problem-solving.

Better decision making

Workplace diversity leads to better decision making results.When employees with different

background and perspectives come together, they come up with more solutions, which leads to

more informed and improved decision-making process and results.

Increased profits

Companies with greater workplace diversity achieve greater profits.

Companies with diverse workforce make better decisions faster, which gives them a serious

advantage over their competitors. As a result, companies with diversity in the workplace

achieve better business results and reap more profit.

Higher employee engagement

Workplace diversity leads to higher employee engagement.The link between workplace diversity

and employee engagement is pretty straightforward - when employees feel included, they are

more engaged.
Reduced employee turnover

Work environment decent variety is advantageous for employee retention.Diversity and

incorporation in the work environment influence all representatives to feel accepted and

valued. When workers feel acknowledged and esteemed, they are also happier in their working

environment and stay longer with an organization. Accordingly, organizations with more prominent

assorted variety in the working environment have lower turnover rates.

Better company reputation

Workplace diversity boosts the company’s reputation and brand. Workplace diversity also makes

your company look more interesting. Finally, if you present a diverse workforce, you will make it

easier for many different people to relate to your company and your brand, opening doors to new

markets, customers and business partners.

Improved hiring results

Workplace diversity leads to better hiring results.

Diversity in the workplace boosts a company’s employer brand and presents a company as a

more desirable place to work. Workplace diversity is an especially beneficial asset

for attracting top talent from diverse talent pools.

According to a survey conducted by Glassdoor, 67% of job seekers said a diverse workforce

is important when considering job offers.

Part B

7. What sources of data could assist this organization in determining the workforce
supply?
Sources of data that could assist in workforce supply

Data

Relevance – what data is needed? Is the right data being collected?

Collection systems – are there systems to collect data needed for analysis?
Quality – is data current and accurate?
Baselines – is a baseline required so progress can be measured?

Profiling the workforce

What are the demographics of the organization – by age, gender, diversity, length of service?
What is the current mix of skills (technical as well as skills such as leadership or mentoring)?
What motivates the workforce (variety of work, contribution to society, recognition and reward)?
Are there roles critical to reaching organizational goals?

Supply And Demand

What is the internal demand for skills?

How do external factors affect supply and demand (labour market information, external
demographic profiles)?
Where will required skills be sourced (internally, or local or international labour markets)?
Is support required to establish supply?

Future Direction

What skills will be needed to achieve future goals?

How will changes in the future work environment affect skill supply and demand?

8. How could the WPT identify the gaps between the competencies of current case
workers and future requirements under the F2F Model?
 A skills gap is the difference between skills that employers want or need, and skills their workforce
offer. Conducting a skills gap analysis helps you identify skills you need to meet your business goals.
It can also inform your employee development and hiring programs.

how to conduct a skills gap analysis:

Step 1: Plan
You can perform a skills gap analysis on two levels:

 Individual: You can identify the skills a job requires and compare them to an employee’s
actual skill level.

 Team/company: You can determine if your employees have the skills to work on an
upcoming project or if you need to hire externally. This analysis can help you target
your employee training programs to develop the skills you need

Step 2: Identify important skills

Some employers say they have difficulty filling jobs because of skill gaps. But others argue that skill
gaps are a product of unrealistic expectations. Identify the skills you need by answering two
questions:

 What skills do we value as a company?

 What skills do our employees need to do their jobs well now and in the future?

Step 3: Measure current skills

To measure skill levels, you could use:

 Surveys and assessments.

 Interviews with employees.
 Feedback from performance reviews.
 Skills management software, like Skills DB Pro and TrackStar that can make a skills gap
analysis much less time-consuming.

Step 4: Act on the data

 There are two ways to fill skills gaps: training and hiring. Decide which approach (or combination)
works best for each skill gap.

Train for skill gaps

More than half of companies train and develop their staff to fill open positions. Offer training for
employees in skills you’d like to strengthen, for example using SAP or Excel. The right training can
help you close gaps between current and desired skill levels.

You can use professional training firms to arrange workshops, training sessions and seminars for
your staff. Along with formal training, you can also offer:

 Subscriptions, online courses and educational material.

 Voluntary employee mentorship programs.
 Opportunities to attend events and conferences.
 Opportunities to obtain certifications like Project Management Professionals (PMP)
or Professional Certified Marketer (PCM).

Assessment Activity 2

Part A

9. List common objective for modifying a workplace and retaining a workforce?

A key element in managing your workforce plan, is building objectives and strategies for modifying

and retaining your workforce. There are a number of key areas.

 Triple bottom line

 Redeployment

 Redundancy

 Retrenchment

 Recruitment

 Retention

 Training and development

Workforce changes

Once you have undertaken analysis of your current workforce and begun to understand how future
events, needs and plans will affect your workforce plans.You need to identify the gap and
implement strategies to avoid this having a huge impact on the business and its resources.

10. What are the major reason for high staff turnover?Explain how this may be avoided?

There are many reasons why an employee may leave an organisation, including

 personal differences

 lack of resources

 incompatible values

 unrealistic expectations

 aggressive work cultures

 perceptions of unfairness

 disputes over promotions

 discrimination, harassment or bullying

 health and safety concerns

 negotiations of new agreements

 poor job security

 Retirement

 Termination

 Redundancy

 personal issues (relocation)

 better career opportunities

 lack of challenge

 negative relationships

An important way of identifying why people leave an organization is to conduct exit interviews.
These are designed to identify the reasons for leaving and whether anything could have been done
to prevent their departure.

There are a number of retention strategies an employer can put in place to reduce turnover
including

 introducing work/life balance initiatives

 providing more learning and development opportunities

 providing employees with attractive career paths

 improving remuneration

 providing better facilities

 reducing work hours

 improving work conditions

 improving morale

 creating a positive work environment

 consulting with staff on important issues

 providing a safe work environment

 employing staff with values that align with those of the organization

11. Describe strategies you may establish to retain skilled workers?

Retention strategies are those strategies that help organisations to retain employees with the skills,
knowledge, capabilities and experience they need to meet their current and future needs. Effective

retention strategies will reduce an organisation’s need to recruit additional employees. Retention

strategies should help employees to see a future for them in the organisation and provide
employees with development opportunities that will assist them to develop their careers with the
organisation.Ensuring that an organization attracts, retains, motivates and develops the people it
needs now and in the future is the basis of workforce planning. A retention strategy that
encourages employees to stay with an organization is essential if that organisation is going to keep
the skills, talent, knowledge and expertise it needs to meet its objectives.

Talent audits–carried out to identify employees that are needed or who have potential for future

promotion

Role development–focuses on making the roles within the organization challenging, autonomous

and interesting

Relationship management–employees join organizations, but leave managers

Employee support strategies-give people the tools and equipment they need to get the job done
Performance management–effective performance management systems help identify employees

with potential, build relationships, establish career paths, increase engagement

Career planning/management–a process that leads employees through a progression of roles to

enable them to achieve their short and long term career goals

Reward–appropriate reward (including remuneration) for effort, performance and achievements is

important in motivating staff to stay

Becoming an employer of choice–these are organizations that are attractive to the workforce; they

are a great place to work

12.What steps could you take to minimize extreme risk factors in relation to staffing?

Possibility arranging is the way toward recognizing the 'following best' circumstance. Imagine a
scenario in which something were to turn out badly. Consider the possibility that things don't work
out as expected. What is the 'following best situation?Quantifying and organizing dangers, issues or
extraordinary circumstances are a hazard the executives procedure. They ought to be overseen as
per the associations chance administration approaches and strategies

To minimize Risk :

 A definition of the ‘risk/problem/extreme situation’–the trigger

 A description of how the business function will operate while the plan is in effect –business

continuation

 Information on variations or variables impacting the plan details of how problems causing the

interruption can be fixed while the plan is in effect –treatment

 A definition of the conditions that will terminate the contingency plan

 Estimates of the cost of implementing the contingency plan

13.What are some strategies you could use to source skilled labour?

Strategies to retain Skilled Labour

1. Wage increases

2. Flexible Salary package

3. Health and wealth allowances

4. Flexible work Condition

5. Involving them decisions making

6. Give them bonus

7. Encourage them.

14. Why is it important to set objectives relating to diversity and cross cultural
management?

Defining the organization’s objectives for a diverse workforce will allow appropriate strategies to be

planned and implemented. Strategies can be implemented to focus on the inclusion of minorities to
create a strong, talented, diverse workforce.The commitment to pro-actively support cultural
diversity in the workplace is driven by social and legal imperatives, as well as good business practice.
Australian legislation prohibits employers from disadvantaging employees on the basis of their race
or ethnicity.

Diversity management refers to how managers hire, supervise, use the skills and promote
employees of varied backgrounds. It is important to recognize and accept that the workforce is
changing and becoming more diverse. Diversity within the workforce brings many benefits,

including:

 Increased innovation: a diverse workforce means a broad range of ideas, experiences and
perspectives
 Improved customer service: a workforce that reflects the diversity in the community will be

able to respond efficiently to client’s needs

 Social responsibility: a diverse workforce will demonstrate to the community that the
organization is supporting equity and diversity

 Increased adaptability: workers from diverse backgrounds will bring individual talents with
them, which will allow the organization to be flexible and adaptable to fluctuating markets and
customer demands

Explain why the union may have been involved in the meeting?

Role of union
 Working with management to help resolve workplace issues

 Being an advocate for employees

 Ensuring employers are meeting their minimum obligations

.
Basic aim of involving union is to take in confidence about the need to reduce workforce

What effect would this round of redundancies have on remaining employees in targeted
areas?

Effect of redundancies on remaining employees

1. Relief

The immediate feeling of relief may not last long and can soon dissolve into other feelings. It can be hard
to understand the decisions that have been made, and staff may not agree with them

2. Guilt

You might think that people who’ve kept their jobs would be grateful. But they are more likely to be

feeling guilty that they ‘survived’ in the workplace at the expense of others.

3. Loss of confidence
Redundancies can affect confidence and lower self-esteem. Remaining staff may question why they’ve

kept your job, especially if they feel there are others more worthy than them.

4. Envy

Some people develop envy at a missed opportunity that a redundancy payment offers, for example

about their colleagues’ severance packages or even their new jobs or life situations.

5. Resentment

Picking up the workload and responsibility left by those made redundant, and no clearly revised job
description, can lead to increased levels of stress. There may also be fears that if they fail to deliver, the
company may get into trouble again. This rationale can become self-fulfilling, if stress affects
performance and health.

6. Fear

Staff may be fearing for their own future: are there more redundancies in the pipeline and will they be
next? If the redundancy process lacked honesty and transparency it can be hard to trust management

when told there is no risk of further redundancies. If people don’t feel secure in their job with current

employers, they may decide to apply for more stable positions elsewhere.

Redundancies can lead to a lack of loyalty and loss of pride in an organization. When people feel

demoralized, it’s hard to display commitment, enthusiasm or initiative.

17. How could you ensure that these employee overcome the effect of downsizing?

Overcome the effect of downsizing

Implement a communication strategy

Communicate with all staff during and after the redundancy process. This will help ease fears and
reduce workplace gossip.

Provide training for managers

Train line managers to look for signs of stress. Provide them with the skills to support remaining
employees and encourage them to have regular discussions about new roles or reporting
structures.

Assess organizational health

Carry out organizational health assessments to minimize the risk of staff developing stress-related
illnesses.

Monitor staff behaviour

Monitor absences closely and take action quickly if there is a significant upwards trend.

Equip employees with the right skills

Recommend retraining for employees who will be doing a new job.

Offer specialist support

Use outplacement services to help manage the redundancy process.

18. What are the possible underlying organizational objective for downsizing?

At times, organization need to reduce the size of the workforce. This can be as a result of downturn
in the economy, reduction in demand for products/services, new technology changing the skills
make up of the workforce, closure of a department etc.As a first step, organization should attempt
to redeploy staff. Redeployment is the process of moving employees from one area or role where

they are no longer needed, to a vacant position in another area. Redeployment isn’t always possible

however, and when this is the case, organization need to consider redundancies or retrenchments

Part C

The succession plan is the part of organization strategy to meet its objective in
future.Explain how future manager identified in the succession plan can be developed to
meet the changing needs of the company?
Succession planning is the process of planning for the smooth continuation and success of an

organization if key employees or leaders leave. It allows for key employee’s positions to be filled

should the employee go on extended leave.Succession planning involves the identification and
preparation of suitable replacements from within the organization, through mentoring, training or
job rotation. It focuses on developing high-potential employees. In order to be effective, succession

planning must be an open process that doesn’t alienate employees.Succession planning can be

conducted in a number of ways. A common way is to get existing personnel to identify potential
replacements on a short, medium or long term basis (these may be different people based on
current skill sets). They can also identify any development needs and can act as mentors to
candidates. This can be very successful, however it also has the potential to favour certain people
based on perceptions and relationships.

Retention is identified as an issue for any organization.What incentives could the

organization include succession plan to ensure the identified replacement stay with
company?

Succession planning can be conducted in a number of ways. A common way is to get existing
personnel to identify potential replacements on a short, medium or long term basis (these may be
different people based on current skill sets). They can also identify any development needs and can
act as mentors to candidates. This can be very successful, however it also has the potential to favour
certain people based on perceptions and relationships.Alternatively, the organization may create
some succession planning pools where a selection committee of senior managers and HR
practitioners use pre-determined criteria to evaluate employees over a certain level. These
individuals then have development plans designed for them.

Discuss the importance of communication in the process?

You’ve worked hard to establish and grow your business. You’ve provided quality products and
services to your clients – establishing a reputation built on trust and loyalty. You’ve built your team
of trusted employees who have shown support and dedication to you and your clients throughout
the years.

You care about your business – and that care is clearly shown through your many actions. Sure, it
was an emotional journey at times, but your success is a direct cause of your hard work, and all the
steps you took along the way. It was far from perfect, but it developed over time into a successful
enterprise.

But, nothing lasts forever. And so, you begin to understand the realization that you will be
“passing the torch” – transitioning your role from owner/manager to adviser/retiree. Do you have
a Succession Plan and Estate Plan in place for this important life transition?

A good Succession Plan should meet the goals of all interested parties – owners, employees,
stakeholders and family. This can only be accomplished through an honest communication with
everyone involved. A candid conversation is the springboard to a successful plan, but oftentimes, it
can be the hardest step. Be truthful about your goals, your business goals, your expectations and
ideas – BUT MORE IMPORTANTLY, encourage your employees, stakeholders and family to do the
same. Do not make assumptions. This honest dialog is not only an integral step to a clear and
instructive Succession Plan, it serves as a deterrent to any misunderstandings and possible future
litigation.

How can you review patterns in the workforce changes?

Review workforce plan against patterns in exiting employee and workforce changes

The exit interview is conducted by an HR practitioner with the express purpose to determine what
has caused someone to leave, and what, if anything, an organization could have done to stop it.
They should also shed light on what the employee feels about the organization. Exit interview
questions should generally be open ended in nature to allow for as much free thought and
expression.

Typical questions include:

Why have you decided to leave the organization?How would you describe your relationship with
your supervisor/manager?
What can you say about communication with your supervisor/manager?

How would you describe the organization?

In your time at the organization, what was most satisfying for you?

In your time at the organization, what did you find frustrating?How challenging was your role?

What opportunities were you hoping for that weren’t given to you?

Did you receive enough training and development?

Were you given sufficient and appropriate feedback about your performance?

Did you feel your achievements were recognized?

What could the organization have done to keep you from leaving?

If you were asked what it was like to work here, what would you say?

What would make you want to work for an organization?

What is most important to you?

30. Why it is important to monitor labour trend?

Demographic trends have a significant impact on Australia’s labour force. It has been calculated that

between 2010 and 2020, more people will retire than will join the workforce. Organizations will face
increasing competition for a limited number of workers. Globalization and the rapid advancement
of technology are changing the way organizations can access and utilize labour. Organizations can
form virtual teams with workers based at various demographic locations. Solutions for supply of
workforce may come from accessing and attracting skills workers from other countries. Another

trend in the workforce is the increased participation of women in the workforce in Australia:

 Female labour participation rate have risen from 45% to 55% in the last 20 years.

 Women now represent about 47% of the overall labour force in Australia

31. How might you monitor the effect of labour trends on labour demand?
Like all markets, developments in the labour market reflect the interplay of demand and supply.

There are three labour trends notable in Australia’s current labour market:

 A weakening in the growth of labour demand.

 Decline in the growth of labour supply (aging population).

 Slower growth of wages.

Organization need to monitor the labour market trends and anticipate how they will impact on their
industry. Effective planning for future needs will allow the organization to ensure they maintain
their workforce. As the labour supply declines, organizations may need to review their job design
and create more flexible roles that are job share; or part-time; to secure skilled aged workers.

32. Provide an example of questionnaire you would use to evaluate the workers
satisfaction.Describe how you would analyze and use information?

Organizational climate refers to the way that individual employees, and groups of employees feel

about the characteristics and quality of their organization’s culture. It is subjective in nature and

explores beliefs, feeling, assumptions and perceptions.A positive organizational climate will
generally mean that

Autonomy

Whether employees feel they are given the freedom to determine their own work
priorities,procedures and goals

Conflict

Whether the organization encourages exposing problems or prefer sign or in problems. Also are
managers interested in, and open to, the opinions of employees.

Fairness

Whether or not employees feel that an organizational policies are objective, reasonable, and logical
and applied consistently.
Identity

Whether employees feel valued by the organization and have a sense of belonging.

Recognition

Whether they are recognized and rewarded for contributions to the organization

Resources

How much time employees are given to complete tasks and meet performance standards?

Responsibility

Whether employees feel trusted to carry out important work.

33. How would you fine tunes your aims and policies in response to change in the

economics condition?

Innovation will be one of the keys to emerging from the current crisis, but it risks being hit hard by
the downturn The economic crisis has prompted an immediate response by governments to avoid a
collapse of the financial and banking systems and limit the economic effects of the credit crunch.
Such policies aim at stabilizing the economy and initiating a rapid recovery. But policies also need to
ensure that the recovery is durable, i.e. based on sustainable growth. The crisis should not damage
the drivers of long-term growth, but should instead be used as a springboard to accelerate
structural shifts towards a stronger, fairer and cleaner economic future. Failing to do so might lead
only to a temporary recovery as the macro-economic and structural roots of the current downturn
would remain untouched. This implies integrating long term concerns in the short term policy
packages currently assembled by governments and implementing specific policies aimed at
strengthening the supply-side of the economy. While the impact of some of the latter actions may
emerge in the medium- to long-term

34. Describe how would you evaluate the effectiveness of change?

The effectiveness or performance of workforce plans need to be monitored and analyzed on a

regular basis to determine how successful an organization is in achieving its objectives. Succession
plans and leadership development will generally take a few years to show results.Analysis of
performance will generally show performance gaps, where outcomes do not meet objectives
To identify whether changes need to be made, consider:
 Are current workforce plans and initiatives working well?
 Are there any shortfalls in current workforce plans or initiatives?
 Can current workforce plans and initiatives be improved?
 Are there any recurring problems or issues?
 Is there a better way of doing things?

Part B
35. How might Juno evaluate success of its work force management process?
Evaluate success of its work force management process

1. Labour cost

Cost of labour is often the biggest fixed cost on the balance sheet. With a WFM solution you can see,
in real-time, your actual labour costs compared with your budgeted costs. And because you have
greater control over when and where people are working, it’s easy to reduce costs without
sacrificing your service. For example, pizza giant Papa John’s were able to use the data from their
WFM solution to make sure their staffing levels were appropriate for both their quiet times and
times of peak demand. As such, they were able to, on average, reduce labour cost by 4-5% in each
store

2. Scheduling changes

There’s many different ways to measure the ‘success’ of a schedule but sometimes it can be
difficult to put a hard number on it. A great place to start is measuring how many times a schedule
is changed each month. As your use of your WFM system matures you should see less changes
being made after a schedule has been produced. This in itself will point towards both improved
productivity and improved efficiency - and a successful schedule.

3. Time
As you’ll have gathered from the questions above, measuring the amount of time labour intensive
administration work takes is incredibly important for measuring the impact of a WFM solution.
Measure the time you spend doing specific tasks, especially scheduling. We find on average a
manager who creates schedules will save 9 hours a week once this process is fully automated. To
measure this impact on your business you have to track your time to see where it’s being used.
Better use of time is also a clear indicator of increased productivity.

A great example here is from leading fashion retailer, GANT, who were able to reduce the time they
spend on their scheduling process and the associated follow-ups by 75%.

4. Employee engagement

Employee engagement is another important metric all businesses can measure. Engaged
employees will help your business improve customer satisfaction and will save you money as more
engaged employees are more productive. The best workforce management solutions give
employees the choice of what shifts they can claim and when they can work. This helps them plan
more effectively and tends to see a stronger work-life balance which in turn leads to improved
engagement.

As Belynda Maquis-Mondesir is an Aviation Security Officer at London City Airport, who use a WFM
solution, says: “It had a massive impact on me and my life. I feel like I’m in control. I can organise a
shift swap through the app on my phone and then, bing-bang-boff, it’s there and we’ve done it.
Since using it I haven’t missed a birthday, a social event or family time, and you can’t put a price on
that.”

5. Staff turnover

This is directly related to the above and, for many businesses, reducing staff turnover and
improving retention is the main reason they decide to implement a workforce management solution
and as such, measuring turnover is a must to gauge the impact the solution is having.
6. Forecast and budget accuracy

With a detailed forecast of future staffing requirements, planning and follow-up relating to budget
becomes more accurate. Measuring the variance of the forecast to the actual results will show how
accurate the forecast was. And we tend to find the longer a WFM solution is used, the more
accurate it becomes.

36. What condition may effect juno’s continued success in workforce management ,and

how they may handle changed condition’s?

There are many factors which cause instability in an organization’s workforce. Some of these factors

are illness, retirement, attrition or finding better jobs. Considering this unstable environment and in
order to create stability for the future of the organization, they need to hire capable people for key
positions. One of the important tools for attracting, developing, and retaining the talent in the
workforce is succession planning. There are many factors influencing the implementation of an
effective succession planning system in organizations.

Change management strategies will vary dependant on the nature or type of change. Organizational
change can fall into one (or more) of several categories, each with their own nuances.

Transformation Change

Involves major, drastic, revolutionary or fundamental changes to an organization

•Include mergers, publicly listing, mass redundancies

•Very threatening

Incremental Change
Gradual, evolutionary or small changes to structure, systems, procedures, activities, people and
culture

•Includes small additions to product/service portfolio

•Relatively non threatening

Strategic Change

Long term, organization wide changes concerned with changes to the strategic vision of the
organization or values

•Take into account competitors, economic factors, social environment, strategic goals

37. Understanding workforce trends and the things that may effects supply of labour will

assist you with your future work planning?

The labour force has grown strongly since the mid 2000s due to both a rising participation rate and
faster population growth. The increase in participation has been greatest for females and older
persons, driven by a range of social and economic factors. At the same time, average hours worked
have declined as many of these additional workers are working part time. The rise in population
growth has mostly reflected higher immigration, with a larger intake of skilled workers and students
adding to the labour supply.

Since 1980, the total participation rate has risen by 5 percentage points, from 61 to 66 per cent
(Graph 2). When labour force participation is broken down by age group and gender, it is clear that
this has been driven by females and older workers. Since 1980, the participation rate of females
aged 25 to 54 has increased by around 20 percentage points, while the participation rate of women
aged 55 to 64 has risen by a remarkable 35 percentage points (Graph 3). Male participation
declined from 1980 to 2000, but since then the participation rate of males aged 25 to 54 has
increased slightly, and the participation rate of males aged 55 to 64 has risen by over 10 percentage
points.While the participation rate has been rising, average hours worked by employed persons
have fallen from 35 hours per week in 1980 to just over 32 hours per week in 2010, with the decline
mainly occurring over the past decade (Graph 2). The fall in average hours worked is related to the
factors underlying the rise in the participation rate, with women and older workers more likely to
work part time. It also reflects a fall in the share of people working long hours over recent years.

38. Explain how these sources may be monitored for effectiveness and relevance?

Like all markets, developments in the labour market reflect the interplay of demand and supply.

There are three labour trends notable in Australia’s current labour market:

 A weakening in the growth of labour demand.

 Decline in the growth of labour supply (aging population).

 Slower growth of wages

.Organization need to monitor the labour market trends and anticipate how they will impact on
their industry. Effective planning for future needs will allow the organization to ensure they
maintain their workforce. As the labour supply declines, organization may need to review their job
design and create more flexible roles that are job share; or part-time; to secure skilled aged
workers.

39. How may an upturn in the global economics affect workforce planning?

Globalization had deep effects on human resource management. International administer,

outsourcing, coping with legal and cultural differences and managing talent from foreign countries
all posture difficulties as globalization keeps on contracting the world. Small businesses are as
affected by these developments as much as any multinational, since any business is only as good as
its employees.Outsourcing is an increasingly common way for a small or medium-size enterprise to
leverage its human resource requirements in a global market. The pool of provisional laborers is
profound with ability and incorporates consultants in for all intents and purposes each field, from
menial helpers to exceptionally specialized experts. On the off chance that you redistribute your
work, plan cautiously. Some sites provide safeguards to protect both parties, but there are no
guarantees. The low bidder on your project may lack the skills you need, and languages barriers and
cultural differences can pose problems. Nevertheless, globalization has created an opportunity for
containing human resource costs while still getting the job done