Workforce Planning in the Automotive Industry

This assignment delves into workforce planning within the automotive industry. It requires analyzing global trends impacting talent management, such as government policies, market competition, and immigration regulations. Students must identify how these trends influence organizational goals and develop effective implementation techniques for workforce planning. The evaluation of these techniques should be integrated throughout the process, with a focus on continuous improvement and sustainability.

Running head: PART B
Table of Contents
1. The current stage of staff diversity meets the organisational requirements................................1
2. Climate survey to gauge the present satisfaction of work force..................................................2
Assessment of alignment of the current workforce strategies.....................................................2
Staff turnover and strategy alignment..........................................................................................3
Strategies to find skilled labour from external sources...............................................................3
Contingency options to deal with extreme situations..................................................................3
Future analysis.................................................................................................................................5
Review organizational strategy and determine changes required for the modification or
retention of the workforce...........................................................................................................5
Determine organization’s workforce needs for one to two years in future:................................5
Analyze the organization’s current workforce capacity to meet predicted demands for goods and
services............................................................................................................................................5
Identify strategies to address gaps or oversupply of future required staff...............................6
Develop options for communicating strategies to staff members affected by the change..........6
Recommendations............................................................................................................................6
3. Refine objectives and strategies in response to internal and external changes and evaluate the
effectiveness of this change process................................................................................................8
To evaluate the change process...................................................................................................9

1PART B
4. Identify global trends and incidents, which can influence workforce planning in your
organisation......................................................................................................................................9
Reference.......................................................................................................................................11

2PART B
1. The current stage of staff diversity meets the organisational requirements
An organisational diversity means that managing people with different educational and
cultural background. Difference by definition includes racial, religion, cultural, language, gender
and sexual orientation and socio economic backgrounds (Ülengin et al., 2014). Employing
people from different background is an important factor to be considered (Wiengartenet al.,
2013).
Our discussion about the company Audi Parramatta is Dealer Company, which is
operating in Australia. The company has four different divisions namely Audi sales, services,
parts and finance.
Furthermore, the legal obligations of any company must include the Equal Employment
Opportunity legislation. Under this regulations of non-discrimination employee diversity
characteristics needs to be identified and changed accordingly. With greater competition and
organisation with limited employee, the broader aspect of the diversity challenge needs to be
considered. There are also benefits of embracing the diversity (Wiengartenet al., 2013).
 Becoming an employer of choice in the industry
 The recruitment department is also gets the beneficial aspect
 Reduced stress in a work culture and high morale
 Productivity efficiency is also increased
 Improved supplier and customer relationship[
 And of course the innovation factor.

3PART B
Two of the diversity variable that is of greater importance in this company as well as the industry
are
1. Cultural and socio-economic difference of the employees, company values and services
should be aligned with incorporating cultural non-discrimination issues. Social economic
non-diversity issues should also be treated as favourable with the corporate employment
program. The equal opportunity should be provided to the workplace. The
2. Gender diversity policies of the services company directly applies to the workforce
management with ethical constitutions. The job sharing opportunity must be right.
2. Climate survey to gauge the present satisfaction of work force
There are many utility of doing a survey in a workforce. The survey that has been done on the
organisation Audi Parramatta utilises in the satisfaction area of workforce. The employee climate
survey of the report includes the following utility.
 Focusing on employee development programs of the organisation
 Assessments in the area of need of training
 This also includes the employee satisfaction survey of the company
 Enhancing the management and employees relations among the current employees was
also an objective of this survey.
 This also provided the opinions of the employee benefits reported.
Assessment of alignment of the current workforce strategies
The company workforce strategy is smoothly executed and aligned with the
organisational strategies. The market demand of the company is fulfilled in all level and
customer satisfaction is to an extent gave a satisfactory result. The employees are self- motivated

4PART B
and willing to work in the organisation. The negative influence of the work environment is
firmly handled and provides a various kind of boosting up activities be also done in the prospect.
The various kinds of rework and monetary help were also given to increase the employment
relations. Employees are motivated by the management to work with dedication (Ülengin etal.,
2014). The brand equity of company they deals the cars are strongly positive. Therefore, that also
helps in increasing the satisfaction level.
Staff turnover and strategy alignment
Audi Parramatta’s staff turnover is acceptable and the attrition rate of the company is less
than regarded. The evidence to the statement are the employees satisfactory review result of the
organisation. The high turnover of the organisation is a known to be the evidence in itself to
drive the employee to remain on the company.
Strategies to find skilled labour from external sources
Audi centre Parramatta works on a large force to work with. They adopted much external
recruitment strategy to employ in the company. The strategies that they have adapted are in the
following
 The organisations main employee force comes from the representative employee’s
recruitment strategy.
 Different collaboration with the candidate sourcing consultancies are also a pool where
they pick their candidates
 To increase the innovation they also pick candidates with different social backgrounds
and also cultural backgrounds.

5PART B
Contingency options to deal with extreme situations
This contingency plan will include the maintenance of the project chart with timeline.
The project managers need to keep the update information of the employees in the company
(Pinkse, Bohnsack and Kolk, 2014). The changes of staff like requirement and other training and
redefining part of the organisation. The staff maintenance and schedule and budget changes also
must be kept in mind when implementing the plan. Any plan in the company function during
strike and other must be also being kept in mind of the staff. Therefore, the company must use
the staff location and staff experience and other personal data of employees to make a successful
plan must be given.

6PART B
Future analysis
Review organizational strategy and determine changes required for the modification or
retention of the workforce
The Audi Centre Parramatta authority provides various kinds of career opportunities to
their employees to retain them for a long time. With the frequent training sessions, employees
can easily learn about various new aspects of the industry and it will enhance the commitment
level of the employees towards the organization (Wu and Pearce, 2014).
The organization provides various kinds of monetary and moral support to the employees
to retain them. The organization always stands by the side of their employees during thick and
thin. It helps them to retain their employee.
Determine organization’s workforce needs for one to two years in future:
In one to two years, there must be some upgradation of workforce needs and the company
must look for the growth support of their employees. They must contribute in the employee
development plan (Pinkse, Bohnsack and Kolk, 2014). This will include more automation in
meeting the need of the demand of the future population. In terms of reputation, there must be
some development of the company.
Analyze the organization’s current workforce capacity to meet predicted demands for
goods and services
Audi Centre Parramatta has sufficient staff to maintain the development of the
organization and meet the expectation level of the target market.

7PART B
Identify strategies to address gaps or oversupply of future required staff
Training sessions, staff diversity, work assessment- these are some key strategies
employed by the organizational management of Audi Centre Parramatta within the
organizational structure(Oh and Hildreth, 2014). The organizational management always
focuses on the requirement of the organization while implementing and strategy. The
organizational management has employed these strategies in order to provide quality service to
the consumers and puts a strong footprint in the industry.
Develop options for communicating strategies to staff members affected by the change
The communication strategy of Audi Centre Parramatta is known as the key success
factor of the organization. Audi Centre Parramatta always maintains strategic communication
within the organization. They maintain an interactive relation with the employees and other
members of the organization to maintain organizational transparency level (Dowling and Kent
2015).
Recommendations
 The training and recruitment process of the company must be developed for future
 The modern communication and others tools for automation must be incorporated. The
more developed process must be useful for the company to stimulate the growth (Pinkse,
Bohnsack and Kolk, 2014). Advancement in the communication technology has offered a
wide opportunity to the business organizations to stimulate their growth by using modern
communication tool, such as- internet, social networking sites, group chat and so on.
 The services providing personnel must be well groomed and checked through the quality
management division. The supply and demand of the future customers must be kept in
mind and given a consideration for they are key to drive the company revenue.

8PART B
 They must consider the market structure and situation while designing the organizational
strategies and policies. Audi Centre Parramatta leaders need to conduct market survey to
gather relevant information about the market trend and the requirement of the target
consumer (Wiengartenet al., 2013).
 More usage of marketing professional in fields and developing a good customer
relationship management may be useful to getting the influence of word of mouth spread
through the region.
To evaluate and monitor the work force trends in the plans should be reviewed
constantly. The evaluation process held for the company was a structural survey method of 10
employees and the result got from that was overall positive in nature (Wu and Pearce, 2014). The
internal and external workforce conditions are favourable for the company to thrive. The
satisfaction level is more than average. Hence, the attrition rate is also favourable at time.
Further, the external and internal conditions are discussed in the fourth point (Oh and Hildreth,
2014). This monitoring facility of the company is based on the situational interviews that have
been conducted by for this project. The survey result are discussed in the second paragraph.
3. Refine objectives and strategies in response to internal and external changes and
evaluate the effectiveness of this change process.
Change in an organisational process and workforce management must be done in
organisational categories and based on the nuances faced. There are different kinds of change,
which involves transformational change like public listing and mass redundancies of the
company. The incremental change in organisation small changes in portfolio of the products and

9PART B
services they are aligning them to. The strategic change will include the exploration of
competitive and economic factors of Australia. The operational change in the company will
include the structural or change in system (Ülengin etal., 2014). In order to overcome the
resistance to change their must be able to trust the management; overcome the fear of familiar
routines; increase the job security; communicate and understand the benefits of change; positive
affect of moving ahead with the change. Lewin’s change model suggests the change in the
organisation and three steps to change must be implemented in the company ( Timmer et al.,
2015). The steps are Unfreeze, change and refreeze. The strategy to implement the diversity goal
suggested previously are discussed in the following
 Recruitment –fair and equitable, with EEO policies
 Induction – incorporate diversity awareness
 Coaching and support – cross cultural training and developing working relationships
 Working condition – flexible work hours and attract minority group
 Facilities - providing quality and accessible and affordable child care service
 Communication - inclusive language and formal and informal organisational
communication
 Training – manage cultural diversity and provide training in the matter (Shaheen and
Cohen, 2013).
To evaluate the change process
There are many measurements that can be used to change management process like
output verses outcomes of a management change process. The baseline measurements of
resources are essential to be intervened successfully. One important component in measuring the
baseline is to do so before beginning the implementation. This way, evaluation is a program

10PART B
activity that is part of your overall program plan, not an after-the-fact analysis. The fact analysis
process also must be given. The control groups are the metrics of the change related baseline.
The best way to evaluate the implementation techniques are the control groups. The
programmatic development affects the organisational goals and must be adjusted in after the
change process. Repeating the cycle for continuous improvement must also be a goal to
sustainability of organisation.
4. Identify global trends and incidents, which can influence workforce planning in your
organisation
Identifying the trends of management in the company and in the industry is in need of a
strategic plan. The global trends of talent management is changing and a full proof plan may
used as a backup for that department. The government policy on labour management and impact
of that in the work force can affect the work environment (Shaheen and Cohen, 2013). The
national competition policy and adequacy of market liberalisation and enterprise competitiveness
must be realized. The exchange rate of the country is vulnerable and prone to affect the whole
economy. The immigration policy of the company may affect the diversity culture of the
company. The Tax policy to shift the income tax and visa policies does affect the external factor
of the organisational development (Timmer, 2015).

11PART B
Reference
1. Oh, S.C. and Hildreth, A.J., 2014. Estimating the technical improvement of energy
efficiency in the automotive industry—stochastic and deterministic frontier
benchmarking approaches. Energies, 7(9), pp.6196-6222.
2. Pinkse, J., Bohnsack, R. and Kolk, A., 2014. The Role of Public and Private Protection in
Disruptive Innovation: The Automotive Industry and the Emergence of Low‐Emission
Vehicles. Journal of Product Innovation Management, 31(1), pp.43-60.
3. Shaheen, S.A. and Cohen, A.P., 2013. Carsharing and personal vehicle services:
worldwide market developments and emerging trends. International Journal of
Sustainable Transportation, 7(1), pp.5-34.
4. Timmer, M.P., Dietzenbacher, E., Los, B., Stehrer, R. and Vries, G.J., 2015. An
illustrated user guide to the world input–output database: the case of global automotive
production. Review of International Economics, 23(3), pp.575-605.
5. Ülengin, F., Önsel, Ş., Aktas, E., Kabak, Ö. and Özaydın, Ö., 2014. A decision support
methodology to enhance the competitiveness of the Turkish automotive
industry. European Journal of Operational Research, 234(3), pp.789-801.
6. Ustun, T.S., Zayegh, A. and Ozansoy, C., 2013. Electric vehicle potential in Australia: Its
impact on smartgrids. IEEE Industrial Electronics Magazine, 7(4), pp.15-25.
7. Wiengarten, F., Humphreys, P., McKittrick, A. and Fynes, B., 2013. Investigating the
impact of e-business applications on supply chain collaboration in the German
automotive industry. International Journal of Operations & Production
Management, 33(1), pp.25-48.

12PART B
8. Wu, M.Y. and Pearce, P.L., 2014. Chinese recreational vehicle users in Australia: A
netnographic study of tourist motivation. Tourism Management, 43, pp.22-35.