Manage Workforce Planning for BizOps Enterprises

This report highlights the key issues faced by BizOps Enterprises with statistical evidence collected from feedback sessions and surveys. It also suggests workforce strategies to increase work efficiency and productivity by reducing employee attrition, improving recruitment policy, imposing training, analyzing the requirement and making required changes while ensuring work satisfaction of the employees.

Running head: HUMAN RESOURCE MANAGEMENT
Manage Workforce Planning
Name of the Student
Name of the University
Author note

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Report for senior manager of Bizops Enterprises pointing the key issues
To
Mr. X
Senior Manager, BizOps Enterprises
Dear Sir,
This is to inform you that the Bizops organization is currently facing several issues associated
with its staffing. The purpose of this report is to summaries the key issues faced by the
organization with statistical evidence collected from feedback sessions and surveys. In the
following section the key issues faced by BizOps has been pointed out:
1. The company is currently suffering from high staff attrition. The staff retention period
has decreased from 5.2 year to 3.8 years.
2. There prevails lack of training facilities as a result of which 31 percent staff feels that
they lacks skills to handle technological changes. The major discrepancies have been
detected in the retail outlet including the computerized sale systems.
3. Wage cost has got enhanced by 23 percent across all departments. As a result the full
time staffing has been reduced to achieve lower operational cost in payroll.
4. The skill index of labours has got decreased by 20 percent due to lack of recruitment
of skilled candidate in past three years. The lack of professional training
underachieved recruitment criteria have been found as the major reasons behind this
situation.
5. About 9 percent of the staffs are married or single parents as a result of which the
number of unpaid leaves are high

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6. Since 48 percent of the workers of the company rely on public transport that makes 15
percent of them to start late at work for to unscheduled delay of public transports.
7. About 27 percent of workers are more than 60 years old causing significant
declination in productivity and efficiency where the workforce is lacking job
performance by 14% from past three years due to the casual to full time staff ratio
8. The company suffers from staff shortage during annual holidays which are the major
period in a year for making huge amount profit from high selling unites, causing
significant amount of loss
9. About 41 percent of the staff performance appraisal were not completed in the last
years and 23 percent of staffs are searching for jobs outside Bizops which indicate
high staff attrition in the future.
It will be highly expected that as per the above discussed factors and key declining issues
faced by the company, the authority and the management will take necessary steps to protect
the organisation from further deficiencies.
1. Workforce strategy proposal
 A review of the existing organizational policies, goals and objectives
One of the major misalignment that has been noticed between the recruitment policy and
the action taken by the management includes in spite of the fact recruitment is supposed
to take place on the basis of skills of the candidate, several inefficient candidates has been
recruited by the organization. Secondly, while all the employees are liable of availing
training programs in order to enhance their skills, employees are not provided with
adequate training which in turn reduces their job satisfaction, confidence and work
efficiency.

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 Considered approaches to address workforce demographic issues, staff succession
and Employee morale
In order to resolve the issue associated with staff dissatisfaction and attrition, meeting should
be conducted with employees of every department so that face to face discussion abut the
issues faced by the employees can be noted down. Secondly, in order to understand the issues
faced by the managers in order to manage the staffs, a meeting with operational managers,
assistant operational manager, team leaders and the HR manager. In this meeting, the issues
faced by the workers which is resulting massive employee attrition and dissatisfaction will be
discussed.
 . Objectives for workforce diversity consistent with BizOps’s policies, community
expectations and legislative requirements
1. Since the financial incentives of the employers are increased for providing training to
the new employers, the management of Bizops organization needs to invest a good
amount of money in order to educate people about the importance of workplace
diversity and provide the workers with training in order to develop respect for the
culture of their co-workers.
2. Considering the fact the unemployment rate in the community is 6.1 percent, the
organization must recruit employees from the community and enhance their efficiency
by providing them with effective training sessions.
 . Considered approaches to sourcing skilled labour
1. In order to recruit skilled labor , firstly, all the HR personnel should be provided with
effective training so that they can select the best candidate from a group of
employees. The induction session for the new employees can be comprised with on
job training session that will enable the newcomers to get habituated with the working
process and principles

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2. In order to enhance the pool of the employees, both offline as well as online
advertisement should be conducted. At the same time, third party HR company can be
appointed for reducing the forecasting, recruiting and training burdens.
3. The advertisement posted for recruitment purpose needs to be posses high clarity and
should be informative so that skilled candidates can effectively apply for the job
position. Apart from that, the specific motion about required qualification and
experiences can narrow the volume of the candidate while increasing their potentiality
to be selected.
4. Finally, the management should conduct a macro environment analysis to understand
the amount of remuneration provided to the employees by the competitor
organizations. Keeping their alary a little higher than its competitor will eventually
attract more employees to the mentioned organization.
 . Targets and objectives to allow the organization to fulfil its workforce
requirements
1. To minimize conflict associated with diversity among the work force through
imposing various policies and code of conducts.
2. To enhance work satisfaction of the employees by implementing several
empowerment process including Cooperative workforce culture management, work
time balance, appraisals, recognition and rewording
3. To enhance the number of employees through recruiting more casual employees
specifically for the time of festivals in order to ensure stagnant increment of sells units
4. To increase the performance of the employees through appropriate training and
development and effective recruitment
Workforce plan

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Executive
summary
The purpose of this workforce plan is to develop appropriate employment and
workforce management structure for BizOps that will enable the management to
increase the work efficiency and productivity by reducing the employee attrition,
improving recruitment policy, imposing training, analysing the requirement and
making required changes while ensuring work satisfaction of the employees by
implementing several empowerment process including Cooperative workforce
culture management, work time balance, appraisals, recognition and rewording
Workforce planning framework stage 1 – analysing workforce needs
1. Introduction Workforce planning allows the organisation to manage the workforce management
process under control while ensuring the stable growth of performance level to
increase the profitability.
2. Strategic background and context
BizOps profile BizOps currently has 150 retail stores across Australia, 7 warehouse facilities and a
head office. The organisation currently employs 800 full-time, 100 part-time and
400 casual staff.
BizOps purpose In the next five years the aimed growth of sales is 15% per annum and the
equivalent growth in full time employees is 15% per annum
BizOps values Increase the workforce performance through satisfying their needs and expectations
while providing them a healthy and cooperative work culture
3. Environmental
context
41% of all the employees are not getting proper performance appraisals that causing
internal financial issues while making them repulsive about their responsibility and
performance improvement.
The increasing amount of labour diversity in labour pool is requiring more strategic
implementation of diversity management. At the same time the labour union is also
causing enough pressure on the organisation regarding their operational policies and
procedures.
The workforce and wages related legislations are getting more strict where the
equal rights of immigrants is acting as a major component
Workforce planning framework stage 2 – gather data
4. Workforce
profile:
Overview
The organisation currently employs 800 full-time, 100 part-time and 400 casual
staff. In the busiest period of the year or in the festival times for the retail sector and
the level of casual staff in a store can be as high as 60%. About 27% of the full-time
workforce is over 60 years of age, which should be minimized by at least 10%. At
least 5% decrement of single parent staff are required to reduce the leave count
Workforce planning framework stage 3 – analyse supply gaps

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5. Workforce
profile:
Mission critical
roles
Projected demand and supply
At least 5% decrement of single parent staff are required to reduce the leave count.
At least 20% increment in casual staff count is required. Staff attrition has to be
reduced by at least 50% in next 2 years.
Role: Full time staff
Link to strategic
intent and target:
Enhancing work satisfaction of the employees by implementing several
empowerment process including Cooperative workforce culture management, work
time balance, appraisals, recognition and rewording, while enhancing the pool of the
employees through both offline as well as online advertisement
Year
1
Year
2
Year
3
Year
4
Year
5
Projected demand
15% increment annually
95 109 125 144 166
Projected supply
15% increment annually
45 51 59 68 79
Projected supply gap 50 58 66 76 87
Comments:
The projected supply gaps are indicating that adequate changes in the present target will be needed to
cope up with the situational deficiency
Role: Part -time staff
Link to strategic
intent and target:
Enhancing the number of casual employees through recruiting more casual
employees specifically for the time of festivals in order to ensure stagnant increment
of sells units while keeping their needs, expectation and satisfaction factors under
consideration
Year
1
Year
2
Year
3
Year
4
Year
5
Projected demand 15 17 20 23 26
Projected supply 9 10 12 13 15
Projected supply gap 6 7 8 10 11
Comments:
The projected supply gaps are indicating that adequate changes in the present target will be needed to
cope up with the situational deficiency

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Workforce planning framework stage 4 – identify workforce strategies
6. Workforce and development strategies
Area Workforce strategy Target
Attraction Satisfying the financial needs of the employees by special
bonuses, incentives, additional allowance and
compensations while maintaining the cooperative
workforce culture management, work time balance,
appraisals, recognition and rewording.
Incorporating
additional allowance,
and festival bonuses in
the remuneration
policy
Recruitment and
selection
enhance the number of casual employees through
recruiting more casual employees specifically for the time
of festivals in order to ensure stagnant increment of sells
units
Increasing 25 %
recruitment of casual
staff annually with
appropriate selection
and training
Retention Enhance work satisfaction of the employees by
implementing several empowerment process including
Cooperative workforce culture management, work time
balance, appraisals, recognition and rewording.
Increasing the
satisfied employee
count by 25 %
annually
Job design/re-
design
Changing the roles and responsibilities for workers over
60 could improve succession and improve jobs for older
people.
Adjust the role of all
employee who are older
than 60 years
Development To enhance the pool of the employees, both offline as well
as online advertisement can be conducted. third party HR
company can be appointed for reducing the forecasting,
recruiting and training burdens.
Increasing 30 %
recruitment annually
with appropriate
selection and training
Planned attrition
(retirements, exits) The non-voluntarily or procedural retirement will be
applicable for each employees at the age of 65. In specific
cases the extension can be possible considering the
management decision.
About 0.5 to 1 %
retirement on total
employee count
annually

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Workforce planning framework stage 5 – monitor and evaluate
7. Reporting, monitoring and reviewing of the workforce plan
For incorporating the determined policies and changes successfully effective communication should be
done along with the appropriate convincing method to accept the changes. After implementing the
required changes both direct and indirect monitoring system will be executed through collecting reviews
from the supervisors as well as taking interviews and survey to all employees.
A scorecard system will be incorporated with appropriate Key Performance Indicators, where each
attributes will act as a measuring parameters for each of the employee. From this the required training
programs and performance deficiencies can be also identified.

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