Guideline For Workforce Planning Assessment Management ✓ Solved

Guideline for the Assessment Manage Workforce Planning BSBHRM513

Assessment Task 1: Written questions. Submit answers to all 14 questions.

Assessment Task 2 Task summary: Conduct research and develop a workforce plan for King Edward VII College. You will also be required to communicate the rationale for, as well as objectives of, the plan to the CEO.

Assessment Task 3 Task summary: Review initiatives in the Workforce Plan for King Edward VII College relating to recruitment and diversity. You will also assist the College in being recognized as an employer of choice and implement the required actions.

Implement a succession planning program. Review the Role Competencies Statement. Develop a career development plan for Jackie. The career development plan developed should include at least six opportunities to be completed over the upcoming 12 months.

Develop redundancy and redeployment policy and procedures.

Paper For Above Instructions

Workforce planning is an essential part of human resource management, necessary for aligning the needs of an organization with the capabilities of its workforce. In the context of King Edward VII College, a structured and comprehensive approach to workforce planning will serve to enhance organizational effectiveness and facilitate the achievement of strategic goals.

Assessment Task 1: Written Questions

The first assessment requires answering 14 questions related to workforce planning. Each question serves a specific purpose:

  • Explain: Provide a clear understanding of how or why a certain situation occurred, typically in two to three sentences.
  • List: Offer a brief enumeration of relevant information in a straightforward format.
  • Outline: Summarize the main points briefly, generally in two to three sentences.
  • Describe: Highlight the noticeable features or qualities of a subject concisely.

This segment is vital for establishing a foundational understanding of workforce planning theories and practices.

Assessment Task 2: Workforce Action Plan

This part of the assessment requires developing a workforce action plan for King Edward VII College, a task that entails various stages:

  1. Developing the workforce action plan, detailing key objectives and strategies aligned with the college's mission.
  2. Communicating the plan to the CEO through a well-crafted email that introduces the plan, summarizes its contents, and invites feedback. The language of the email must be professional and courteous.
  3. Engaging in a dialogue with the CEO to refine and finalize the workforce action plan based on constructive feedback.
  4. Revising the workforce action plan to incorporate the CEO's insights and ensuring the document is appropriately titled as Revised Workforce Action Plan.
  5. Subsequently, an email should be sent to all staff, summarizing changes while emphasizing the benefits of the workforce action plan.

Assessment Task 3: Review and Diversity Initiatives

The third assessment focuses on enhancing recruitment processes, increasing diversity, and supporting King Edward VII College in becoming an employer of choice. The following steps are imperative:

  1. Updating the Recruitment, Selection, and Induction Policy to incorporate best practices that promote diversity. This may include adding steps aimed at ensuring a broad range of candidates, such as integrating diverse job boards or partnerships with community organizations.
  2. Creating a diversity calendar that commemorates significant dates relevant to diversity in Sydney, with clear strategies on how the college will celebrate these occasions, reaffirming its commitment to inclusivity.
  3. Drafting a detailed communication plan to inform all stakeholders about the importance of diversity and the updated policies, ensuring all staff are aware of the college's commitment to fostering an inclusive work environment.

Succession Planning Program

Succession planning is critical in ensuring that King Edward VII College can effectively manage workforce transitions and maintain continuity. This involves:

  1. Reviewing the Role Competencies Statement to identify skills gaps and opportunities for staff development.
  2. Developing a comprehensive career development plan for Jackie, outlining six distinct developmental opportunities over the next year, ranging from mentoring to formal training programs.
  3. Establishing a mentoring program guided by clear parameters that articulate the roles and responsibilities of mentors and mentees, ensuring they understand the mentoring process thoroughly.

Redundancy and Redeployment Policy

Given the necessity of addressing redundancy and redeployment within the college, a formal policy is crucial. This includes:

  • Defining the aim of the policy and its underlying principles, such as the institution's commitment to supporting staff through transitions.
  • Clearly outlining procedures for both redundancy and redeployment, ensuring compliance with legal stipulations and promoting fairness.

All elements of these assessments underscore a commitment to strategic workforce management, demonstrating King Edward VII College's dedication to fostering a supportive and effective working environment.

References

  • Armstrong, M. (2014). Armstrong's Handbook of Human Resource Management Practice. Kogan Page Publishers.
  • Becker, B. E., & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, 16, 53-101.
  • Cascio, W. F. (2016). Managing Human Resources: Productivity, Quality of Work Life, Profits. McGraw Hill Education.
  • Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313.
  • Greenwood, R., & Hinings, C. R. (1996). Understanding radical organizational change: Bringing together the old and the new institutionalism. Academy of Management Review, 21(4), 1022-1054.
  • Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating Training Programs: The Four Levels. Berrett-Koehler Publishers.
  • Schuler, R. S. (1992). Strategic Human Resource Management: Linking the People with the Needs of the Business. Organizational Dynamics, 21(1), 18-32.
  • Sparrow, P., & Cooper, C. L. (2014). The RUHR: Relevance of Human Resource Management to the Economy. Routledge.
  • Storey, J. (1995). Human Resource Management: A Critical Text. Routledge.
  • Ulrich, D. (1997). Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Harvard Business Review Press.

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