This study analyzes the future roles of HRM practitioners in Woolworths in response to changing demography in the workplace. It identifies challenges in HR planning and job design and suggests solutions for a multi-generational workforce.
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Running head: HUMAN RESOURCE MANAGEMENT Human Resource Management [Woolworths Supermarkets] Name of the student: Name of the university: Author note:
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1HUMAN RESOURCE MANAGEMENT Executive summary The main purpose of this study is to analyse the future roles of the HRM practitioners in Woolworths in response to changing demography in the workplace. This study identifies a few future challenges to the HRM practitioners in context to their core tasks like HR planning and job design. The changing demography requires multiple solution to be in place to provide a workplace environment, which is in fit with the employees of all generations. The HRM personnel need to be adaptable with the use of a few technologies like targeted recruitment through social media platforms. This can help getting skilled and best-fit people. Moreover, job design needs to be effectively handled, so that, motivation level in employees are not lost.
2HUMAN RESOURCE MANAGEMENT Table of Contents 1. Introduction..................................................................................................................................3 2. Analysis of the potential impact of changing demography on the HRM, in regards to HR planning and job design of Woolworths Supermarkets...................................................................4 2.1 Major demographics changes................................................................................................4 2.2 Impact on HR planning..........................................................................................................5 2.3 Impact on job design..............................................................................................................7 3. Conclusion and recommendations...............................................................................................8 References......................................................................................................................................10
3HUMAN RESOURCE MANAGEMENT 1. Introduction The future of working life will be lot more different than what currently exists. This will largely be due to five forces such as technological developments, social trends, globalisation, demography and longevity, and low-carbon developments. Demography and longevity is the most important of all in consideration to the future working life. The three key factors of demography and longevity impacting the future working life are birth rates, generational cohorts and longevity. Generational cohorts can be categorised into few distinguished generations such as traditionalists, Generation X, Y and Z, and Baby Boomers (Chung, Chen & Lin, 2016). The demography differences such as these will potentially impact the human resources practices. These generations have distinguished choices for their work style, needs, skills, values and attitudestowardswork.Theyarealsodifferentintheirperformance,workhabitsand achievement motivation. Dealing with generation cohorts is challenging considering that their demands will be different. Woolworths Supermarkets is being chosen for this study to identify and analyse the impact of generation cohorts on the human resources practices of the company. The HR practices in consideration are HR planning and job design. Woolworths Supermarkets is the leading supermarket brands in Australia. The number of stores of this supermarket chain is close to 1000 and the number of employees is approximately around 115,000 (Woolworths.com.au, 2019). A business that operates such a large platform is a matter of concern concerning the subject topic. WoolworthsSupermarketscanneveraffordhavingemployeeshortageinthecompany. Additionally, the Company can never afford being incompetent to attract talented skills and attain maximum employee retention rate.
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4HUMAN RESOURCE MANAGEMENT The main purpose of this study is to analyse the impact of demography changes on the human resources practices of Woolworths in regards to HR planning and job design. 2. Analysis of the potential impact of changing demography on the HRM, in regards to HR planning and job design of Woolworths Supermarkets 2.1 Major demographics changes Evolving customer needs and fluctuating behaviours of stock prices are not only the challenges or issues companies must counter these days. The workforce is also changing and the future of the organisations rest on their shoulders. To be able to attract skilled people and retain them as well it is important that the organisations have understanding of their diverse needs and demands of their employees. One of the major changes is an increasing participation of millennials in the workplace. It is being believed that millennials are poised to change the face of the work in decades to come. It is to be noted that an agile and a goal-oriented generation is ready to change the workplace environment with their tendency to chase after big opportunities (Watts et al., 2016). They will do it as if they have nothing to lose or else. Millennials have a never-ending desire in them to not just get a job done, and go home but also to see how their efforts have paid off and are contributing to a greater cause (Watts et al., 2016). Anageingworkforceisanothergeneration,whichpossessdissimilarworking characteristic than of millennials. Notably, older workers possessing deep industry experience have proved to be the assets to the organisations (Kraus, 2017). They can be and are great problem solvers. They draw such skills in them from their long-standing relationships with the employers. They can be the mentors to the next generation of employees, which are the
5HUMAN RESOURCE MANAGEMENT millennials. However, many companies have no clue on how to provide these employees the adequate amount of support, so that, they are flexible enough to act like mentors to the millennials (Stewart et al., 2017). Another demography change in the workplace is that more women are becoming a regular part of the companies and men are increasingly becoming caregivers to their children. This will require the employers to have full understanding of their employees and their personal life demands. It is to maintain a fit between organisational policies, and individual’s needs and demands of their personal and professional lives (Thriveni & Rama, 2018). Organisational policies will need a revisit, so that, it drives the individual performance and fulfills their personal-professional life. 2.2 Impact on HR planning Woolworths is being chosen to understand the impact of demographic changes in particular generation cohorts in the workplace. The operations in supermarket stores such as in Woolworths can be divided broadly into two categories, front-end operations and back-end operations. Front-end operations generally comprises of job positions like bag boys, bakers, baggers, butchers, courtesy clerks, cashiers and deli workers. On the other hand, back-end operationsissupportedlargelybystockclerks,departmentmanagerandstoremanager (Woolworths.com.au,2019).Notably,front-operationsisincreasinglybeingsharedby millennials staff. On the other hand, the back-end operations is largely being dominated by baby boomers (Stewart et al., 2017). The classification of workforce in this way is susceptible to two major issues. These are attracting and retaining the millennials, and enabling flexibility into baby boomers in consideration to technology and the working nature of millennials (Stewart et al., 2017). The challenge is evidenced in a fact that human resources planning implies to finding and
6HUMAN RESOURCE MANAGEMENT striking a fit between employees and jobs while avoiding manpower surpluses or shortages (Windapo 2016). The demography change will impact HR planning in Woolworths in number of ways. Woolworths will soon be having an infrastructural change along its stores. There will be a corner especially dedicated to a new “Ready-to-Go” section. This will be placed at the front of the store. Customerscanavailreadymeals,sandwiches,saladsandallfromthissection (Woolworthsgroup.com.au, 2019). It just presents an example of how Woolworths is undergoing developments across its various business units. Now, a section like “Ready-to-Go” would require some HRM policies governing the proceeding. Moreover, in-store managers will have added responsibilitieslikeensuringthateverynewlyintroducedservicegoeswellintermsof productivity and service quality level. Moreover, in doing so the HRM practitioners must also ensure that the employee feedback are addressed (Rasheed et al., 2015). The purpose of HR planning is to help the company achieve its current and future goals. Hence, the HRM practitioners in Woolworths should establish a healthy communication, so that, the newly introduced service or product is feasible to the employees’ work capability and is also not affecting their motivation level. Woolworths is investing a good amount of time researching the likes and dislikes of customers.Theywanttomaketheirserviceevenbetterthanwhatitisatpresent (Woolworths.com.au, 2019). Nevertheless, the additional efforts such as the one mentioned in the preceded line will require the employees serving various job roles. Now, this can be challenging for the company for various reasons. These are gender diversity in the workplace and talent management (Rao & Tilt, 2016). Gender diversity means generations having diverse preferences for the organisational culture, work nature, technology, work life balance and much
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7HUMAN RESOURCE MANAGEMENT more. The HRM practitioners in Woolworths will be tested for designing a workplace culture that is suitable and feasible as well to all generations. Millennials prefer a social environment whereasageing population is very diligentand is not too much passionate for a social environment (Buzza, 2017). Again, millennials love doing things quicker with the use of technology; however, ageing population is not tech-oriented people. Baby boomers are tech- oriented but they maintain a balance between technology and traditional way of working (Bejtkovský, 2016). The undergoing development works in Woolworths may also require recruiting fresh people to have adequate number of people sitting in the bench. Generally, a recruitment process attracts a healthy spending on the process. If it does not work will cause not just the loss of money but also the waste of time. To avoid such things from happening the human resources personnel in Woolworths will need to follow a modern and unconventional way to recruit people. Indeed, targeted recruitment driven by the use of social media platforms is perhaps the best answer to this situation (Topolovec-Vranic & Natarajan, 2016). The HRM practitioners in the company will need to identify the social medial platforms where they can connect with people and involve in a healthy inter-conversation. This would not just help in connecting to the people but also conduct a cognitive assessment of their self-abilities and skills (Topolovec- Vranic & Natarajan, 2016). 2.3 Impact on job design Woolworths is committed to reduce their impact on the environment and be able to perform more sustainably. Few of the changes are already in place. LED lights are becoming a larger part of its stores. In addition, they are also switching to carbon-efficient air-conditioning andrefrigerationsystemstobeabletoreducethepowerconsumption
8HUMAN RESOURCE MANAGEMENT (Woolworthsgroup.com.au, 2019). However, all this will not alone help and there are other areas need to be addressed. These are the company’s contribution to the waste such as plastic waste. It is to be noted the employees are now not just looking at the financial advantage they receive fromtheiremployersbutalsotheotherfactors.Thesearehighergoals,impacton the environment, the vision to change the world, and policies for labour and competition (Bretos, Errasti & Marcuello, 2018). These trends suggest that the HRM practitioners in Woolworths shouldfocusontheemployeeexperience.Woolworthsshouldusesometoolslikethe employees’ “Journey Maps” to be able to know things that are not working for them at each stage of this journey (Bretos, Errasti & Marcuello, 2018). This will help them accomplish the “Job Design” appropriately. Using journey maps the HRM practitioners in the company can accordingly utilise their core tasks. These are job rotation, job enlargement, job simplification and job enrichment. Work loadontheemployeeswillexpectedlyincreaseconsideringaconcernedapproachof Woolworths towards business sustainability. Therefore, it is important for the HRM personnel to effectively use their job rotation policy and indulge the employees in multiple tasks. However, this may face some barriers such as the employee motivation. Notably, a low level of motivation in employees implies to less encouragement towards the added job responsibilities. In such situation, the HRM practitioners can use the factors of intrinsic motivation to motivate the employees towards the added responsibilities. The best they can do is promoting “Work Engagement” in the workplace. According to Shimazu et al., (2015), work engagement is perhaps the most effective of all motivating factors for the employees. The HRM personnel in Woolworths should use their job simplification strategy to make the enhanced set of works easier to the employees. This would not just ensure an effective accomplishment of tasks but also a
9HUMAN RESOURCE MANAGEMENT high employee motivation (Alam, 2015). Job enrichment should also be used to encourage the employees. This will give them enhanced control and managerial access to perform their jobs more efficiently (De Jong et al., 2015). Nevertheless, the shifting paradigm in Woolworths in terms of increased addressing to its environmental impact, business sustainability and infrastructural and technological changes requires an excellent and controlled support from its HRM personnel. 3. Conclusion and recommendations To conclude, it can be said that the changing demography will impact the core human resourcestasksorpracticeslikeHRplanningandjobdesigninthechosencompany Woolworths. The generation diversity that exists in the workplace create a lot of distinguished challenges to the HRM personnel of the company. They need to find ways to strike a balance between different generations in regards to work nature and the other factors. There is an urgency for such initiatives to be taken considering a fact that Woolworths is undergoing through the development phase in regards to various aspects like infrastructural developments. HR planning should be introduced with a few changes like targeted recruiting from social sites. In addition, job design should be appropriately handled, so that, manpower is effectively rotated between works. While doing all these it is important that their motivation level does not get hampered. To recommend, it can be said that the HRM practitioners in Woolworths should effectively be able to use technology and strategy to ensure a robust workforce. This will require an appropriate use of technology such as the use of social media sites. This is required to be used to interact with people, and do a brief assessment of their skills and the experience level.
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10HUMAN RESOURCE MANAGEMENT Secondly, job rotation and job enrichment should effectively be used to rotate employees between the kinds of jobs and also to enhance their level of responsibility.
11HUMAN RESOURCE MANAGEMENT References Alam, S. M. T. (2015). Factors affecting job satisfaction, motivation and turnover rate of medical promotion officer (MPO) in pharmaceutical industry: a study based in Khulna city.Asian Business Review,1(2), 126-131. Bejtkovský, J. (2016). The employees of baby boomers generation, generation X, generation Y and generation Z in selected Czech corporations as conceivers of development and competitiveness in their corporation.Journal of Competitiveness. Bretos, I., Errasti, A., & Marcuello, C. (2018). Ownership, governance, and the diffusion of HRM practices in multinational worker cooperatives: C ase‐study evidence from the M ondragon group.Human Resource Management Journal,28(1), 76-91. Buzza, J. S. (2017). Are You Living to Work or Working to Live? What Millennials Want in the Workplace.Journal of Human Resources,5(2), 15-20. Chung, J. Y., Chen, C. C., & Lin, Y. H. (2016). Cross-strait tourism and generational cohorts. Journal of Travel Research,55(6), 813-826. De Jong, J. P., Parker, S. K., Wennekers, S., & Wu, C. H. (2015). Entrepreneurial behavior in organizations: does job design matter?.Entrepreneurship Theory and Practice,39(4), 981-995. Kraus, M. (2017). Comparing Generation X and Generation Y on their preferred emotional leadership style.Journal of Applied Leadership and Management,5, 62-75.
12HUMAN RESOURCE MANAGEMENT Rao, K., & Tilt, C. (2016). Board composition and corporate social responsibility: The role of diversity, gender, strategy and decision making.Journal of Business Ethics,138(2), 327- 347. Rasheed, A., Khan, S. U. R., Rasheed, M. F., & Munir, Y. (2015). The impact of feedback orientation and the effect of satisfaction with feedback on in‐role job performance. Human Resource Development Quarterly,26(1), 31-51. Shimazu, A., Schaufeli, W. B., Kamiyama, K., & Kawakami, N. (2015). Workaholism vs. work engagement:Thetwodifferentpredictorsoffuturewell-beingandperformance. International journal of behavioral medicine,22(1), 18-23. Stewart, J. S., Oliver, E. G., Cravens, K. S., & Oishi, S. (2017). Managing millennials: Embracing generational differences.Business Horizons,60(1), 45-54. Thriveni, K. K., & Rama, D. V. (2018). Impact of demographic variables on work-life balance of women employees (with special reference to Bangalore City).IJAME. Topolovec-Vranic, J., & Natarajan, K. (2016). The use of social media in recruitment for medical research studies: a scoping review.Journal of medical Internet research,18(11), e286. Watts, A. W., Laska, M. N., Larson, N. I., & Neumark-Sztainer, D. R. (2016). Millennials at work: workplace environments of young adults and associations with weight-related health.J Epidemiol Community Health,70(1), 65-71. Windapo, A.O., 2016. Skilled labour supply in the South African construction industry: The nexus between certification, quality of work output and shortages.SA Journal of Human Resource Management,14(1), pp.1-8.
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