Recruiting Staff at King Edward VII College

Running Head: HUMAN RESOURCE MANAGEMENT 1
Human Resource Management
Institution
Student
Date

HUMAN RESOURCE MANAGEMENT 2
Assessment Task 2
Research workforce requirements, notes
o In its quest to develop by establishing two additional campuses, King Edward VII College
is obliged to design a process that proactively anticipates current and future hiring needs.
This will ensure it has the resources needed to meet its business goals.
o Through the use of business analytics, finance, and input from HR and procurement team
data, King Edward VII College will be able to create a strategic workforce plan that meets
its desired long-term goals and maintains its long-term success.
o Strategic workforce planning will help this institution to build an organization with stable
staffing levels across every campus, with the right skills in the right positions for more
successful results and a higher return on investment.
o There are various sources of information that King Edward VII College can use to research
workforce supply in the education sector; these include
 LMIP- labour market information portal
 ABS-Australian Bureau of Statistics
 RBA-Reserve Bank of America
o King Edward VII College should put diversity strategies into place. Diversity at this
institution can be of various types; gender diversity, cultural diversity as well as inclusivity
of differently-abled employees who will enable it to achieve its strategic objectives
o King Edward VII College is required to identify various Workforce issues that must be
reflected in workforce objectives. These are issues driven by the strategic plan and include
recruitment strategies, selection techniques, training programs, work processes, training,
job classes, employee performance standards or recognition / reward strategies, and
additional change management or employee / labor relations support
o The institution is supposed to develop some workforce objectives that are required to meet
the overall strategic objectives. Examples of workforce objectives include:
 Reduce turnover in ‘core’ positions
 Enhance recruitment to support growth of the new campuses
 Prepare for retirement of managers, senior leadership, and key technical experts
 Enhance employee performance management to support new program goals.

HUMAN RESOURCE MANAGEMENT 3
o It is also prudent for King Edward VII College identify its Workforce characteristics such
as employment status, age, gender and culture.
o Assessing the staff turnover rate is also paramount since it will enable the institution to
measure both the effectiveness of the human resources management system and the overall
management of the two campuses.
o King Edward VII College is responsible for identifying factors affecting workforce supply
such as economic conditions, industry trends, skills and labour shortages, unemployment
rate and competition for workers
o The institution is also supposed to develop an industrial relations framework that suits its
workforce.
Workforce action plan
Purpose of the workforce plan:
The purpose of workforce planning is to ensure that King Edward VII College has an adequate
supply of people with the skills, knowledge and experience required to achieve its strategic
objectives efficiently and effectively, both in the short and long term.
Strategic objectives key workforce requirements
1. To support and inspire students to achieve
the highest levels of academic attainment
and personal development
2. To provide the highest possible quality of
learning environment
3. To embed a culture of ongoing quality
improvement
4. To pursue an ethos of continuing
professional development in order to
maintain the highest standards
5. To promote creative solutions to efficient
and effective management of resources in a
1. Develop meaningful and respectful
relationships with your students
2. Interact with students right away and respond
to their challenges accordingly
3. Remove barriers to improvement and provide
support for improvement
4. Planning and carrying out development
activities
5. Take a systematic approach by:
 Setting a baseline
 Benchmarking performance
 Forming an action strategy

HUMAN RESOURCE MANAGEMENT 4
challenging financial environment  Fixing targets and responsibilities
External environment analysis/ external factors that impact on King Edward VII College
 Changing technology considerations require strategic consideration and investment
 Digital technologies are changing the way students learn and the way the workforce works
 Growing students and workers populations that are increasingly culturally diverse
 Market forces that are education service delivery methods and practice models
 Uneven geographic distribution of staff, resulting in shortages in some campus departments
and surpluses in others
 Stakeholders (students and staff members) that do not reflect Australia’s populations’ ethnic,
racial, and economic diversity
 Workforce offering education programmes that are not typically aligned with emerging needs
 The reality of ongoing reductions in government support for public education that will
negatively impact service in public institutions like King Edward VII College
 The constantly changing technology landscape will greatly affect workforce planning and
service delivery.
 legal framework that might subject to King Edward VII College unfair competition
Industrial relations relating to the education and training industry
Employment and working conditions: Owing to a continuously growing number of unemployed
people in Austria and thus an increasing need for training measures, job-oriented education and
training sector is a growing segment of the country’s labour market. However, according to
researchers, it is characterised by precarious and inconsistent employment conditions, due to an
increasing number of different institutions and establishments that provide quantitatively and
qualitatively different training courses.
Employers’ representation: Education and training sector is one of the rare business areas in
Austria that do not fall within the representational domain of the Chamber of the Economy. This
means that there is no statutory interest representation for the employers in this sector, which
explains the lack of any collective agreement in this area up to April 2005.
Trade union representation: Employees in the education sector are represented by various unions
such as Australian Education Union. However, the sector’s heterogeneous structure in terms of

HUMAN RESOURCE MANAGEMENT 5
actors/establishments and thus the great variety of working conditions have proved a strong
impediment to the unions being able to reach and recruit many employees.
First collective agreement: The main feature of the agreement is the industry-wide standardisation
of the existing pay and working time regulations. However, it is important to note that it covers only
a relatively small segment of the training sector, which employs between 5,000 and 6,000 workers.
Nevertheless, the agreement, the parties involved stated, may act as a signal for other employers in
the sector that 'social dumping' and unfair competition among training providers is detrimental for
both sides of industry.
Analysis of current workforce characteristics
Characteristic Analysis
1) Employee Classification
2) Flexible Schedule
3) Team-based Collaboration
1) King Edward VII College workforce comprises of
CEO, a Marketing Manager and a Marketing
Assistant, Human Resources Manager, Finance
Manager, Administration Manager, Office Assistant,
Receptionist, Academic Manager, Student Services
Officer and approximately 14 trainers. After
establishing the two campuses, the institution can
capitalize on this trend if it is willing to hire talent
under non-traditional terms.
2) Flexible work hours will increase productivity of the
workers. Flexibility will give team members at the
college the agility to accomplish multiple tasks at once
without getting bogged down in the corporate
infrastructure that often impedes efficiency.
3) King Edward VII College can initiate a network of
teams in order to keep pace with the challenges of a
fluid, unpredictable world. The idea behind a network
of teams is that individuals with specific expertise will

HUMAN RESOURCE MANAGEMENT 6
4) Leadership Structure
come together to collaborate on a project-by-project
basis.
4) In the same vein as project-based collaboration,
another aspect of modernizing workforce entails
leadership structure. The college’s workforce has the
skills and tools to get work done without needing
micromanaging.
Future workforce needs:
 Cognitive flexibility
 Critical thinking and problem-solving skills
 Coordinating with others or collaboration and teamwork
 Emotional intelligence
 Judgment and decision making
 Ability to analyze and synthesize information
Gap analysis to identify the gaps between future workforce need and existing workers
Institution’s future goals Future of work
trends
key skills needed
for the future
Measuring the
current skills
 To support and inspire
students to achieve the
highest levels of
academic attainment and
personal development
 To provide the highest
possible quality of
 New employees
behaviors
 Technology will
change the way
staff will work
and live.
 Increase in the
 Data literacy
 Creativity
 Flexibility and
adaptability
 Emotional
intelligence
 Digital literacy
 Basic
communication
Skills
 Ability to Organize
and Prioritize
 Commitment to