BSB50215 Diploma of Business

Qualification  Code & Title	BSB50215 Diploma of Business
Unit Code and Name	BSBHRM513 Manage workforce planning
Date of  submission
Type of Assessment	Assessment 1 _Task 1-3 Case studies analysis; Task 4 Labour supply trend analysis
Student Name, ID and Sign
Assessor Name and Sign
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WF STEPS	In developing the documents, did the student	Demonstrated Competency
		S	NS
STEP 1	Assess factors that may affect workforce supply
	Review organisational strategy and establish aligned objectives for the modification or retention of the workforce
STEP 2	Review current data on staff turnover and demographics
	Establish the organisation’s requirements for a skilled and diverse workforce
STEP 3	Define whether staff turnover is unacceptable and if so consider strategies to address the turnover
	Define objectives to retain required skilled labour
STEP 4	Define objectives for workforce diversity and cross-cultural management
	Define strategies to source skilled labour
STEP 5	Develop contingency plans to cope with extreme situations
STEP 6	Communicate objectives and rationale to relevant stakeholders
	Obtain agreement and endorsement for objectives and establish targets
STEP 7, 8	Implement action to support agreed objectives for recruitment, training, redeployment and redundancy
	Develop and implement strategies to assist workforce to deal with organisational change
	Develop and implement strategies to assist in meeting the organisation’s workforce diversity goals
	Implement succession planning system to ensure desirable workers are developed and retained
	Implement programs to ensure workplace is an employer of choice
STEP 9	Review workforce plan against patterns in exiting employee and workforce changes
	Monitor labour supply trends for areas of over  or under supply in the external environment
	Monitor effects of labour trends on demand for labour
	Evaluate effectiveness of change processes against agreed objectives
	Refine objectives and strategies in response to internal and external changes and make recommendations in response to global trends and incidents
STEP 10	Survey organisational climate to gauge worker satisfaction
	Regularly review government policy on labour demand and supply

 

Result: Satisfactory / Not Yet Satisfactory/ Re Assessment

 

Assessor:  I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback.   SIGN WITH Date

Student:  I declare that I have been assessed in this unit, in a fair and flexible manner.  I have been provided with feedback on my performance.   SIGN WITH Date

 

 

Workforce planning is a systematic, fully integrated organizational process that involves proactively planning ahead to avoid talent surpluses or shortages. It is based on the premise that a company can be staffed more efficiently if it forecasts its talent needs as well as the actual supply of talent that is or will be available. If a company is more efficient, it can avoid the need for layoffs or panic hiring. By planning ahead, HR can provide managers with the right number of people, with the right skills, in the right place, and at the right time. Workforce planning might be more accurately called talent planning because it integrates the forecasting elements of each of the HR functions that relate to talent–recruiting, retention, redeployment, and leadership and employee development.

These websites provide a good overview of the workforce planning process and the issues you may need investigate and address in your workplace when planning for future employment needs:

• http://www.cqu.edu.au/__data/assets/pdf_file/0017/6407/Guide-for-Managers-Workforce-Planning-V3-120911-kp.pdf
• http://www.cqu.edu.au/__data/assets/pdf_file/0019/6409/Workforce-Planning-Framework-v3-Sept-2011-kp.pdf
• http://www.dpc.nsw.gov.au/__data/assets/pdf_file/0017/12680/WorkforcePlanningAGuide.pdf

 

Business managers who just wait and then attempt to react to current events will not thrive for very long. The new standard is to provide managers with warnings and action plans to combat full-blown problems before they become more than a blip on their radar. The HR world is no different. The rate of change in the talent market is dramatic. We now know how important talent is to the success of a business. It’s time to make the talent pipeline (a defined recruiting channel where a company can find qualified talent to meet its specific needs) more efficient. It’s also time to manage your talent inventory (a company’s current employee base) so that there isn’t a shortage or a surplus. Effective alignment of human resources / workforce planning and departmental goals is critical in achieving both government priorities, departmental goals and objectives, as well as sustaining business continuity.

The document NISC workforce planning good-practice-guides, in your eLearning folder for this unit of study, contains many case studies about organisations that had understood the challenges they faced with recruiting and retaining good staff and the steps they took to address them.  To complete this assignment you will need to refer extensively to this document (NISC workforce planning good-practice-guides.)

Task 1:

In around 150 – 250 words, analyse the key strategies that Industrial Conveying Australia (Pages 5-6) and Boral  (Pages 8-9), have used to manage their skills acquisition and development needs, and the ways these organisations try to ensure key staff retention and to improve workplace culture and diversity.

 

 

 

 

 

 

 

 

 

Task 2

Property and development company Stockland (pages  9-10), mining company Alcoa WA Mining (pages 14-15)  and accountancy practice William Buck ( pages 21-22) have all implemented programs to encourage staff retention .  In around 150-250 words, describe the issues they faced and the strategies they have used to manage the talent within their organisations.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Task 3:

The aging workforce in Australia is posing challenges to many organisations, yet also provides opportunities for others.  On the one hand, companies risk losing the vast knowledge and experience of their older workers as these employees look to transition from full time work to part time work or to roles that are less physically demanding.  On the other hand, there are mature age workers with enormous “life experience” looking to return to the workforce or retrain to start new careers to suit the changing demand for labour skills in our economy.   In around 200-400 words, using the case studies for Stepping Stones Children’s Services (page 11), Alcoa WA Mining (pages 14-15), Australian Railroad Group (pages 15-16) and Logan Employment Innovation Fund (pages 20-21), provide examples of how these organisations have:

1. managed the challenges faced by the impending loss of experienced personnel
2. made use of the opportunities provided by having a new pool of experienced labour looking to retrain and re-enter the workforce.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Task 4: Monitor labour force trends

For this task you will need to read documents a) 2015 Industry Employee Projections Report and b) Skill Shortages – Statistical Summary _2014-15 located in your eLearning folder and answer the following questions:

1. Identify the industry sectors with the highest predicted increase in employee growth for the five years to 2019 and provide reasons for this expected growth.

 

 

1. Identify the industry sectors with the highest predicted decrease in employment for the five years to 2019 and provide reasons for this expected fall?

 

 

• In recent years, has there been an overall increase or decline in the proportion of occupations with job shortages in Australia in recent years?

 

 

1. Which Australian State’s employers have had the greatest difficulty overall in recruiting staff in recent years?

 

 

1. Which two occupations are the most difficult to fill based on responses to advertised vacancies?