“Organisations around the world are striving to improve their position and respond to challenges of

a global economy. It has been observed that merging, acquisition and downsizing have turned into
one inevitable outcomes of living in a global economy where continual adjustments to products,
services and the prices of labour are needed to remain competitive.”

Critically explain the above statement and make reference to the various Human Resource Planning
Strategies that can be utilized during organisational changes. Your explanation should be
substantiated with the use of an example in the local context of an organisation/institution that has
engaged in downsizing. Give references of same.

Your answer should include HRM functions, Forecasting, goal setting and Strategic planning and
program implementation and evaluation.
Introduction

Firms throughout the world embrace merging, acquisition and downsizing with the
expectation that they will accomplish monetary advantages. The conviction is that there are
just two different ways to make money in business one is cutting cost and the second is
increasing revenues. The sugar industry in Mauritius has experienced some remarkable
changes in the past late years, with a critical drop in sugar costs, the combination of discrete
administrators to accomplish economies of scale, cutting back of the work power to
accomplish productivity increases and investment funds as well as diversification into energy
and vertical integration across growing, milling and refinery activities. Omnicane Limited,
incorporated in 1926, being the leader of the modern sugarcane industry born of Mauritius’s
centuries-old sugar industry has been at the front line of these changes, with noteworthy and
courageous key choices and changes being implemented to turn adversity into opportunity.

Human Resource Planning

According to Leon C. Megginson human resource planning is “an integrated approach to

performing the planning aspects of the personnel function in order to have a sufficient supply
of adequately developed and motivated people to perform the duties and tasks required to
meet organisational objectives and satisfy the individual needs and goals of organisational
members.”

These are some steps of strategic human resources planning.

1. Assess current HR capacity

The initial phase in the human resource planning process is to carry a survey with the
present staff. Before making any moves to enlist new workers for the organisation, it's
essential to comprehend the talent that are already available to the organisation. There’s
also a need to develop skills inventory for each current employees.

This can be done through various ways, for example, asking workers to self-assess with a
questionnaire, investigating on past performance, or utilizing a methodology that
combines the two.
However there are 1352 employees in Omnicane organisation. The idea of the tasks of the
sugar business has made it that so far the sector has been male-dominated. Thus it is one
of the techniques of Omnicane to diminish this sexual orientation disparity in the long
run.

2. Forecast HR requirements

Demand forecasting is the detailed procedure of deciding future human resource needs in
terms of quantity which is the quantity of employees required and the specific quality
required to meet company’s current and future needs.

Supply forecasting decides the present resources accessible to fulfil demands. With the
past collected data, the organisation will know which employees are best fit to fulfil the
present demand. Additionally there’s a need to look outside of the organisation for
potential hires that can address the issues not satisfied by current employees of the
organisation.

Coordinating the demand and supply is the place where hiring procedure gets
complicated; it is where the remainder of the human resource management planning
course of action comes into place. HR manager needs to build up an arrangement to
connect the organisation’s demand for quality staff with the supply accessible in the
market. This can only be accomplished by giving training to current employees, hiring
new employees, or consolidating the two methodologies.

Omnicane believe that their employees are the most precious asset. They promote
inclusiveness with regards to human resource practice, irrespective of race gender,
nationality and religious affiliation. Thus the strategic objectives is to empower all
employees through training and skills management programs and so far they have been
able to do an implementation of an intranet system for internal communication and an
implementation of Omnicane’s Code of Ethics and lastly the establishment of a Child
Labour Policy in harmony with International Labour Organisation (ILO) Minimum Age
Convention No.138

3. Develop talent strategies

3.1 Recruitment
In the recruitment phase of the aptitude improvement process, the organisation starts to
search for candidates that coordinate the aptitudes the organization needs. This stage can
include posting on work sites, scanning informal organizations like LinkedIn for qualified
potential candidates, and advice current employees to suggest individuals they think could
fit the job.

3.2 Selection

Once the organisations’ already have a pool of qualified candidates, they can conduct face
to face interviews and aptitudes assessments to decide who fits best for their organisation.

3.3 Hiring

Thus the organisation chooses the last possibility for the open positions and broadens
offers.

However Omnicane takes specific consideration while choosing the people who will
make their foundation studier. The criteria for the selection of employees are always well
thought in relation to the present and foreseen needs. In addition to formal education, they
highly value experience, knowledge, skills and mind-set. Enlistment practice is being
done in accordance with endorsed system actualized under the ISO 9001:2008 Quality
Management System. New posts are advertised both internally and externally, clearly
indicating the required profiles.

3.4 Training and development

HR manager organises trainings for the newly hired employees so that they can speed up
to the company’s procedure. This training will help them develop their skills so that they
can adapt to the organisational change. And also trainings are provided to the existing
employees so that they can upgrade their skills.

However for Omnicane they provide an on-going training at all levels of their workforce
to ensure continuous suitability of their employees competence and awareness.
Employees are empowered, coached and provided with appropriate training to meet new
specific needs. In 2012, Omnicane Group invested about Rs 3 million in employees’
personal development through training and multi-skilling. The training for multiple skills
acquisition equips employees to adapt to changes in job requirements.
3.5 Employee remuneration and benefits

Hr manager needs to keep the present employees and new employees upbeat by offering
them with a reasonable salary and benefits packages and by appropriately remunerating
workers who go above and beyond. Holding on great workers will spare the organisation
a ton of time and cash over the long run.

Despite the fact that the Sugar Industry is represented by Remuneration Orders, which
suggests the lowest pay permitted by law, representatives of Omnicane are paid more
significant compensations as per Package Deal signed between Mauritius Sugar
Producers' Association (MSPA) and Trade Unions. It is to be noticed that the National
Remuneration Board (NRB) is the body which endorses the lowest pay permitted by law
and states of administration of various areas. Likewise, there are the Sugar Industry
Agricultural and Non Agricultural Compensation Orders for the sugar business. Besides,
Omnicane Logistics Operations Limited is administered by the Road Haulage
Remuneration Order, while the Thermal Energy Operations Limited is represented by the
Factory Employees Remuneration Order. As indicated by the organisation's remuneration
theory, all employees are remunerated for their contribution to the organisation's
operating and financial performance, independent of sexual orientation.

Notwithstanding to welfare benefits, Omnicane makes an enabling environment for

workers' self- development. Besides, various activities have been composed to create a
feel of belonging and solidarity. For example, trips, internal tournaments and team
building session were composed routinely and tournaments inside the organisations are
held.

3.6 Health and safety of employees

HR manager needs to take into consideration the wellbeing of the employees. If there is
any occurrence of employees whose work is unsafe, and dangerous, HR manager needs to
give the safety measures to the workers. Regular medical test of the workers must be
done. Free medicines and treatment should be given to those employees who fall sick.

Omnicane is focused on giving a safe and secure workplace for every one of its
employees, temporary workers, sub-contractual workers and visitors. Omnicane has a
group policy to guarantee the security and wellbeing of its employees at work.
The fundamental highlights of the group policy are as follows:

● Strive to be compliant with the Occupational Safety and Health Act (OSHA)2005;
● Measures to ensure the safety, health and welfare of workers are decided using a
bottom-up approach with full participation of all employees;
● full commitment to give all resources required to implement the policy and carry
out regular risk assessments;
● It additionally clearly indicates the roles of employees in implementing the policy;
● It makes space for the persistent improvement of the policy.

Omnicane has a qualified Safety and Health Officer for the Milling and Agricultural
Operations as required under the OSHA 2005.The role of the safety and health officer is to
look after the safety and health of employees and to ensure that the various operations
operate within the legal framework. Moreover, a Safety and Health Committee chaired by
the Head of each unit is held at regular intervals as prescribed in the OSHA 2005 where
questions of safety and health at work are taken up. Requests made by workers’
representatives are analysed and given due consideration. Regular inspections are carried
out by the Factory Inspectorate of the Ministry of Labour, Industrial Relations and
Employment and recommendations, if any, are implemented.

The sugar industry caters for the following health & safety topics:

● Use of Personal Protective Equipment (PPE)

● Estate hospital facilities
● Group Personal Accident Scheme
● Medical insurance cover for employees and dependents
● Welfare and occupational health issues

Moreover, in order to get the workers actively involved in the promotion of a safety
culture, an internal competition amongst factory workers has been organised for the
development of a slogan emphasising the importance of wearing helmets at the work
place. The wording retained was ‘Mett to elmet, pa casse to latet (Wear your helmet, save
your head)’.
Goal setting and Strategic planning

Aside from these standard assignments, the genuine test before Human Resource
Management experts is to develop suitable strategies and define significant objectives
focused on future development of the organisation. In general, Human Resource
Management requires a select Project Management framework, which spreads out rules
and policies for dealing with the workforce viably.

1. Formulating Strategies

When developing strategies, HR experts neutralize chances as business associations are

more determined on achieving profits than the employee well being. However, today's HR
professionals are developing schemes to actively involve all employees in strategic
planning with the aim of making every employee productively contribute to the growth of
the company.

Omnicane’s strategic objectives have been defined as follows:

1. Achieving financial objectives

2. Rebalancing the gearing
3. Ensuring sustainable growth
4. Building strategic partnerships
5. Diversifying the geographical base
6. Enhancing the value of the land bank
7. Vertically integrating the sugar segment
8. Strengthening of business in Mauritius

2. Setting HR Goals

The following stage is framing action plans and involving all employees so that they can
fulfil their part towards achieving the set objectives. Organisations are completely aware
that all business objectives – be the short term or long term – must be accomplished by the
employees or rather the HR at their order.

It is a definitive responsibility of the HR managers to impart in all employees a feeling of

unity and a sentiment of having a place in the organization. As all employees might not
have a similar degree of training, the activity plan and the business objectives must be
clarified and communicated in quantifiable terms and straightforwardly for every
employee to perform to the best.

In order to promote sound labour and industrial relations, Omnicane encourages dialogue
between workers and their supervisors, through work forums such as the Works Council in
some entities of the Group. We also promote an open door policy, whereby employees are
encouraged to consult the Human Resources department for any HR issues or if they seek
clarification. Regular meetings with shop stewards are also held.

Program Implementation and Evaluation

As a dynamic and proactive association, Omnicane perceives that strategic human

resources management is fundamental for the accomplishment of the Company and the
improvement of its human capital. Without solid pioneers, an organisation cannot convey
on its promises to clients, investors, stakeholders, or workers. Omnicane has thus set out
on a Results-Based Leadership (RBL) program, which lays due emphasis on leadership
differentiators, recognized as: Accountability, Innovation and Sustainability. Their
priorities stay constant improvement programs for their employees, setting up of the
Human Resources information System and conclusion of collective agreements with the
unions of the sugar industry at enterprise level -through effective bargaining processes in
good faith, with participation from all relevant parties.

Omnicane's corporate culture puts a high premium on regard for human rights. Freedom of
association and the right to collective bargaining are fundamental human rights recognised
by the company. Workers are allowed to join unions fearless of retaliation, terrorizing or
provocation, inside the system shaped by the prevailing labour legislation.

Conclusion

As the Omnicane is expanding they need to guarantee that their abilities are given the correct
apparatuses to empower them to be more results-oriented. In this respect, they have embarked in
an ambitious leadership programme with RBL (Result Based Leadership), a known US firm in this
field. They have acknowledged that the values of an Omnicane leader are based on three pillars:
Accountability, Innovation and Sustainability. They are already feeling the payback of this
programme, which has created a new momentum and synergy within the different entities of the
organisation.
 References:

http://www.economicsdiscussion.net/human-resource-management/functions-of-hrm/31829

Author unknown, Human Resources Management Strategies (PPT), leeds-faculty.

colorado.edu

Price, Alan, "HR and that elusive strategic role," HRM Guide, May 1, 2008,
https://www.hrmguide.co.uk/strategic_hrm/elusive-strategy.htm

https://www.bizvibe.com/blog/agriculture/sugarcane-industry-in-mauritius/

http://www.omnicane.com/operations

https://www.iso.org/standard/46486.html

http://omnicane.com/ir2015/reports/Human-Resource-Management.pdf