...Front cover Your Workforce A guide for employers www.nt.gov.au/business Page 2 Introduction How to use this guide Information in this guide has been organised into six sections identified in the Workforce Planning wheel. The human resource management process is illustrated in the essential human resource management process flowchart (page 4), which corresponds to relevant sections of the Workforce Planning wheel. Useful resources such as checklists, templates and fact sheets have been developed for particular topics and are located at the back of each section. These resources are also available at www.nt.gov.au/business in Microsoft Word and Acrobat PDF formats. Workforce Planning wheel The Workforce Planning wheel identifies the six groups of activities that contribute to a better workplace. 1. Workforce Planning Prepare your business for change by forecasting future workforce needs, setting goals and planning. 2. Attract, Recruit and Select Know how to attract new employees and recruit, advertise and select the right employees. 3. Induct, Train and Develop Understand the importance and benefits of inductions, identifying training needs and planning to develop your employees. 4. Motivate, Manage and Reward Performance Know what motivates your employees and develop better ways of managing and rewarding their performance. 5. Retain and Support Understand the factors (including flexible work arrangements) that will help you to support your employees so...
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...Assignment – Manage workforce planning Assessment due date: Click here to enter a date. Instructions You can use Fynntown scenario, or develop a workforce plan of approximately 4 x A4 pages based on your own organisation. Alternatively, you can use the template provided or develop your own Workforce Plan. Fynntown Scenario: You are an ambitious Customer Service Team Leader at Fynntown City Council Customer Service Centre (FCC CSC). FCC CSC does not currently have a good reputation for customer service with either the business or general community. You have a lot of ideas on how to improve this situation, but as a Team Leader, you do not have the authority to implement any of these ideas. Also, you have recently undertaken a risk assessment that identified workforce planning, in particular a skills gap within the CSC, as a significant risk to the organisation. There is a genuine risk that FCC will lose its State and Federal Government funding, which accounts for 40% of all Council funds, if customer service isn’t dramatically improved within 18 months. Consequently, the Council members are desperate to see improvements, without cutting into current spending or increasing rates. Fynntown documents available for research. • Fynntown Council’s Draft Community Strategic Plan 2012 – 2013 (to be found in Additional Resources) • Fynntown Council’s 2012-2013 Operational Plan (to be found in Additional Resources) • Fynntown Customer Service Centre...
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...City of McMinnville Succession Plan & A Model for Small Tennessee Municipalities 1 Table of Contents Building a case for Succession Planning ....................................................................................... 6 National Statistics ........................................................................................................................ 6 Tennessee Public Management Statistics (TCMA) .................................................................. 8 Succession planning a component of Workforce Planning ......................................................... 8 Benefits of Succession Planning ................................................................................................. 10 Competencies ............................................................................................................................ 10 Timing ........................................................................................................................................ 11 Foundation ................................................................................................................................. 11 Additional Information and Preliminary Work .......................................................................... 12 Mission, Vision, Values, and Goals ...........................................................................
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...department has changed dramatically in the last 13-15 years. What was once perceived as and administrative job has become a partner in strategic planning. When companies are facing strategic operational change, knowing their workforce becomes all-important. Knowing the extent of their talent pool internally and externally can mean the difference between success or failure. In business today HR is focused on the company workforce, they spend much time recruiting, training, and evaluating them, this places them in constant communication with them. They are aware of the weaknesses and strengths of the workforce, and have access to knowledge that management needs to succeed in a strategic operational change. An effective HR included in managements objectives can analyze the company’s future needs also determine if the company will have access to the type and number they will need to sustain their change. HR is focused on training the workforce, and can develop the programs for training and development the company will need for their strategic change. An effective can be of great assistance to management in a strategic operational change. Introduction The role of Human Resource (HR) has changed greatly during the last 10-15 years; previously viewed as an administrative function, a place to go when trouble arises between management and the workforce, rather than an integral part of the management core. A change in strategic operations generally means changes in the work places and while...
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...because I could navigate their website in an easy-to-follow manner. Please save your file as 'LastName_M9_Research' (example 'Smith_M9_Research.docx') Better execute your business strategies – with our enterprise resource planning (ERP) solution Run the foundation ERP software that large enterprises and midsize companies trust to manage their business. Achieve real-time insight and enable operational excellence and innovation for the business processes you need – today and tomorrow. * Consolidate business data to avoid duplication of effort * Streamline business processes with consistent, reliable information and real-time transparency * Quickly respond to customer demand with efficient, fast, and flexible processes * Outperform the competition with improved financial insights and results * Innovate without disruption by updating and activating specific business functions on demand * Rely on a foundation that supports best practices for more than 25 different Industries Procure to Pay (ERP) Maximize cost savings with support for your end-to-end procurement and logistics processes – from self-service requisitioning to invoicing and payments. * Streamline and optimize the flow of materials * Actively manage your end-to-end procure-to-pay processes * Reduce unnecessary stock and improve spend performance * Rely on a single, complete, and integrated solution What's Included * Sourcing and Contract Management Streamline...
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...Southern Company also provides fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability and retail electric prices that are below the national average. Historically, Southern Company hired at the entry level and promoted individuals internally to fill leadership positions. The company typically had a very low turnover rate which resulted in an older and more tenured workforce. Over the years, Southern Company developed a group of leaders that possessed a profound level of business knowledge and aligned with the organization and culture. Southern Company hired a large number of people in the late 1970s and 1980s, so by 2003, most of those individuals that had remained with the company were beginning to retire. At Southern Company employees are eligible to retire at 50 years old, so many executives began to retire in large numbers, and their successors would also leave shortly after. Southern Company decided that it was time to review and revamp their succession planning and leadership development efforts to guarantee that they had a sustainable source of effective leaders to meet future business needs. According to Tucker, Kao and Verma (2005), Talent Management is defined as “an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs”...
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...Business faculty, due to a shift in demand for certain courses over the past ten years, which it did not anticipate or accommodate. It can be assumed that Metropolitan University finds itself in this position because it has not undertaken workforce planning to addresses where the organisation is heading, where the organisation is now, and how are they going to get there. Jones & Martain (page 194) state that a workforce planning process, would assist to: * Determine organisational strategic direction * Conduct workforce analysis * Develop workforce plans, objectives and workforce plans * Implement the workforce plans If Metropolitan University had undertaken a workforce planning process, as part of this process it would have conducted a workforce analysis which would have enabled the University to foresee that it would have a problem of over demand of employees in the arts faculty and a shortage of employees in the business faculty. There are three steps in conducting a workforce analysis, these are: 1. A demand analysis – to identify the future workforce needed to carry out the organisation’s mission, vision and strategic objectives. 2. A supply projection – focuses on an organisation’s existing and future workforce supply. the present staffing and competency profile project out if no (or no special) management action is taken to replace attrition and develop staff 3. Gap analysis – A comparison of the demand forecast with the supply projection...
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...TABLE OF CONTENTS 1. INTRODUCTION……………………………………..2 2.VARIOUS PHASES IN THE EMPLOYMENT PROCESS WITHIN PERSONNEL PSYCHOLOGY USING THE OPEN SYSTEMS DIAGRAM AND LINKING IT TO IMPALA-PETROLEUM……………………………………………………2 2.1 Job analysis and evaluation……………………………………………….3 2.1.1 Workforce Planning……………………………………………………3 2.1.2 Recruitment Phase………………………………………………………4 2.1.3 Selection and Training……………………………………………………4 2.1.4 Performance Management……………………………………………….5 2.1.5 Organisational Exit………………………………………………………..5 3. THE ELEMENTS OF THE STRATEGIC WORKFORCE PLANNING PROCESS AND LINKING THE IMPACT OF THE THREE LEVELS OF BUSINESS PLANNING ON WORKFORCE PLANNING (REFERING TO IMPALA-PETROLEUM)…………6 4. BARRIERS TO IMPEMENTING AN EFECTIVE PERFORMANCE MANAGEMENT SYSTEM IN IMPALA-PETROLEUM………………………………………………………….8 5. RELATE STRATEGIC HUMAN RESOURCE MANAGEMENT TO PERFORMANCE MANAGEMENT AT IMPALA-PETROLEUM BY APPLYING A MODEL LINKING HUMAN RESOURCE MANAGEMENT TO PERFORMANCE……………10 5.1 Strategic human resource management………………………………………….10 5.1.1 Performance Management……………………………………………………..10 5.2 Theoretical and empirical problems in the linkage between human resources management and performance…………………………………………………….11 5.3 A conceptual model in managing performance………………………………12 5.4 Key propositions of the model…………………………………………………13 5.5 Performance management at IMPALA-PETROLEUM…………………….14 6. CONCLUSION…………………………………………………………………..15 7. REFERENCES…………………………………………………………………...
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...the individuals who work in an organization so that they become more useful to and valuable to an organization. Human resource management includes job conducting, HR planning, selecting appropriate job for the right people and etc. According to Delbridge, R, (1992) human resource management can play important roles to the organizations so that all the employees can learn how to work together and achieve the same objective. Human resource management is the key to enhance the skill of the employees to work more effectively and to ensure the employees are work along well. There are many human resource management activities such as job analysis, job design, HRM, recruitment, selection, placement, human resource development, performance appraisal, compensation and many more. The important roles of human resource management are the analysis to design the work position, workforce planning, recruiting, selecting, employees orienting, performance appraisal, training & development. Each of these can contribute to the performance of the organizations, Nadler L Ed., (1984). Workforce planning is the process of considering the manpower needed to provide a sufficient quantity and quality, to help the organization achieves its objectives as planned. Workforce planning process consists of three steps: estimate the workforce needed in the future, analyze the existing manpower and carry out the plan. This is very effective to help the organization to enhance its performance....
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...Workforce Planning Workforce planning is a core process of human resource management that is shaped by organisational strategy and ensures the right numbers of people with the right skills are in the right place at the right time to deliver short- and long-term organisational objectives. Workforce planning tends to embrace a varied and extensive series of activities, which may vary between organisations and situations. The activities undertaken under the workforce planning include the following: * succession planning * flexible working * labour demand and supply forecasting * recruitment and retention planning * skills audit gap analysis * talent management * multi-skilling * job design * risk management * outsourcing * career planning * scenario planning Human resource planning involves looking at the current workforce skills and motivation techniques and comparing them with what is going to be needed in the future. To do this the business has to take into account considerations both inside and outside the business and the skills that are needed. Internal Factors Planning These are the factors that relate to what is already happening inside the business. This includes how the organisation is changing to cope with new methods of working or new demands made on it, such as the introduction of technology or new products or services. It is also a way of considering the new skills that will be needed in the future and those...
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...Recruitment and selection at Tesco Introduction Tesco is the biggest private sector employer in the UK. The company has more than 360,000 employees worldwide. In the UK, Tesco stores range from small local Tesco Express sites to large Tesco Extras and superstores. Around 86% of all sales are from the UK. CURRICULUM TOPICS • Workforce planning • Recruitment • Skills • Selection GLOSSARY Strategy: long-term business plan of an organisation. Market leader: the business that has the largest share of the market, measured by sales (value or volume). Logistics: the orderly movement and storage of goods throughout the supply chain i.e. from raw materials to finished goods. Infrastructure: the structure of an organisation – its people, systems, organisation and processes. Human resources: the function within business responsible for an organisation's people. This function deals with workforce planning, recruitment, training and pay issues. Business objectives: the ends which an organisation seeks to achieve by means such as budgeting tools and strategies. Workforce planning: estimating future human resource requirements and ensuring the firm has right number of people, in the right place, with the right skills at the right time. Tesco also operates in 12 countries outside the UK, including China, Japan and Turkey. The company has recently opened stores in the United States. This international expansion is part of Tesco’s strategy to diversify and grow the business. In its non-UK...
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...Speaker at various national & international seminars; Served as Jury Member of CII Award for Human Excellence, Jury Member, QIMPRO Platinum Award for Quality. And Author 2: Prof. Arun Mishra Assistant Professor, VNS Business School, Neelbud, Bhopal Mobile: 9893686820 Email: arunjimishra@gmail.com ABOUT AUTHOR 2: Author is an MBA from FMS, Dr. Hari Singh Gour University, Sagar (M.P.). He is having total 9 years of work experience. Since 2 years he is in academics. Earlier to this he has served in various corporate in various capacities for 7 Years which include ICFAI, HDFC Bank, Wander Ltd. Wockhardt Ltd. etc. ABSTRACT Old-fashioned command-and-control companies were merely trying to manage the "white space" in their organizational charts. Today's companies must manage the white space in entire value chains. Value chain is a high-level model of how businesses receive raw materials as input, add value to the raw materials through various processes, and sell finished products to customers. A critical pre-requisite for success in digital economy is the implementation of an integrated value chain that extends across - and beyond - the enterprise. The old principles no longer work in the new economy. Businesses have reached the old model's limits with respect to complexity and speed. The real problem...
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...Human resource planning involves looking at the current workforce skills and motivation techniques and comparing them with what is going to be needed in the future. To do this the business has to take into account considerations both inside and outside the business and the skills that are needed. These areas can be divided into three main factors: * Internal planning factors * External planning factors * Employee skills Internal planning Internal planning factors are those that relate to what is already happening inside the business. This includes how the organisation is changing to cope with new methods of working or new demands made on it, such as the introduction of technology or new products or services. It is also a way of considering the new skill that will be needed in the future and those that the existing staff already have. The gap between the skills already present and those that are needed can be measured. Organisational needs Organisations are constantly changing and their human resources need to adapt too. The demand for products and services will affect the number of employees needed in certain roles. Organisations need to plan for new products and services and make adjustments either by contracting the workforce or expanding it. Skills requirements Assessing the skills of the current workforce is an essential part of human resource planning as it enables the business to build up a profile of the training, experience and qualifications that employees already...
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...Workforce Planning a good practice guide for TAFE Institutes 10 September 2004 1 Introduction 1 2 Purpose of this guide 2 3 Key elements of workforce planning programs 2 4 Implementation guidelines 3 4.1 Consider the broader context 3 4.2 Identify your future business direction and workforce needs 4 4.3 Know your current workforce 6 4.4 Bridge the gap – identify and address your workforce issues 8 4.5 Provide a sound basis for effective implementation 9 5 WORKFORCE PLANNING CHECKLIST 10 5.1 Key considerations for effective workforce planning 10 6 UNDERPINNING KNOWLEDGE FOR WORKFORCE PLANNING 12 Introduction Workforce planning is the continuous process of ensuring that the right people are in the right place at the right time, in order to accomplish the organisation’s mission now and into the future. Its fundamental purpose is to align and integrate the organisation’s workforce with its strategic goals and objectives. The degree to which the organisation has the appropriate skills, the correct numbers and the right talent mix to achieve its mission in a dynamic external environment will be crucial to its continued success. It is also about the sound management of human capital processes, including recruitment, retention, development, redeployment, and retirement planning for minimal loss of knowledge. Workforce planning can assist TAFE Institutes anticipate the staffing and skill...
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...An Interview with Management Professionals Management refers essentially to the method of getting things done in an effective and efficient way, through and in conjunction with other people. Management activities comprise of planning, staffing, organizing, and leading an organization. All of these tasks support each other and doing all effectively will ultimately help to achieve an organization’s goals and operational effectiveness. The main purpose of this interview report is to gain more insight into the management process. The experiences of these management professionals will better equip me to improve my own management skills and overall effectiveness. Effective management is one of the most important factors in driving and maintaining an efficient workplace, regardless of the specified industry. My interviewees are Patricia Brown, an employment manager with New York Presbyterian Hospital and Therica Reid, a human resources manager with T-Mobile. Both interviews appear below in their entirety: 1. How long have you been in management? Patricia: “I have been in management a little over three years”. Therica: “I have been in management for approximately five years”. 2. What was your first job in management? Patricia: “My first job in management is my current job as an employment manager at New York Presbyterian Hospital”. Therica: “My first management job was as a staff support supervisor in a financial institution. 3. How did you get into management? Patricia:...
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