Assignment | Assessment Management Report

Running head: MANAGEMENT REPORT – ASSESSMENT 2
Management Report – Assessment 2
Name of the Student
Name of the University
Author Note

1MANAGEMENT REPORT – ASSESSMENT 2
Table of Contents
1. Part A. – Implementation.........................................................................................................2
1.1. Diversity Plan....................................................................................................................2
1.2. Employee Turnover Rate in Terms of Percentage............................................................4
1.3. Key Positions to be used in the Succession Planning Process..........................................4
1.4. Succession Plan.................................................................................................................5
1.4.1. Identifying Staff for Succession....................................................................................5
1.4.2. Developing Staff for Succession...................................................................................5
2. Part B – Review of Workforce Plan and Implementation........................................................6
2.1. Review of Workforce Plan to Address the Problem of Exiting Employees.....................6
2.2. Objectives and Strategies to Respond to External and Internal Changes.........................7
2.3. Global Trends and Influences that can have an Impact on Workforce Planning at Star
Industries......................................................................................................................................8
References......................................................................................................................................10

2MANAGEMENT REPORT – ASSESSMENT 2
1. Part A. – Implementation
1.1. Diversity Plan
Internal Labor Needs
Identified
Strategies to Address
Need
Resources and/ or
Budget Required
Proposed Time Frame
Need for employees
with diverse skills
Recruitment of
employees with
diverse skill sets
Skilled HR executives 3 to 4 weeks
Need for diversity in
workforce
Recruitment of
employees from
diverse ethnic and
religious
backgrounds
Skilled HR executives
and managers
4 to 6 weeks
Need for good time
management in
workers
Selection and
recruitment of
employees who are
have a demonstrated
history of work
Skilled HR executives
and managers
4 to 6 weeks

3MANAGEMENT REPORT – ASSESSMENT 2
efficiency
Need for workers of
different age groups Selection and
recruitment of
youthful and senior
workers
Skilled HR executives
and managers
2 weeks
Need for both fresh as
well as experienced
workers
Selection of fresh
university graduates
and experienced
professionals alike
Skilled HR executives
and managers
2 weeks
Need for workers who
are innovative
Selection and
recruitment of
candidates who can
demonstrate the
ability to think outside
the box
Skilled HR executives
and managers
5 weeks
Need for skilled
trainers
Recruitment of skilled
trainers who will
guide employees
Experienced HR
managers
2 to 3 weeks

4MANAGEMENT REPORT – ASSESSMENT 2
through the process of
doing the job

5MANAGEMENT REPORT – ASSESSMENT 2
1.2. Employee Turnover Rate in Terms of Percentage
Star Industries is an organization that is serviced by 183 employees to be precise. In order
to calculate the employee turnover rate at the organization, what will have to be done is that the
number of employees who left the company will have to be divided by average number of
employees at a time, which is fifty and then this figure shall be multiplied by hundred to get a
percentage.
The number of employees who left the organization recently is not known. Hence an
approximate figure of 10 will be taken. This will be divided by 50 which is the average number
of employees working at a time in the organization and then this figure will be multiplied by
hundred.
10/50 x 100 = 20
So the company is hypothetically experiencing an employee turnover of twenty percent, which is
quite high and which needs to be controlled.
1.3. Key Positions to be used in the Succession Planning Process
Three key positions that are going to be used in the succession planning process will be
position of operations manager, position of head of manufacturing activities and the position of
head of sales and marketing. All three positions are vital for ensuring that the goals and
objectives of the organization are suitably met. 1
1 De Bruecker, Philippe, et al. "Workforce planning incorporating skills: State of the art." European Journal of
Operational Research 243.1 (2015): 1-16.

6MANAGEMENT REPORT – ASSESSMENT 2
1.4. Succession Plan
1.4.1. Identifying Staff for Succession
In order to identify staff for Succession Planning, Star Industries is first going to have
to identify employees who are interested in working with the organization over the long
term rather than in the short term. Efforts will have to be made with the assistance of the HR
managers and executives as well as HR advisers to situate employees who have already
demonstrated a potential for excellence and discipline and who are also tenured employees, who
appear to be enjoying working with the organization and who intend on growing and developing
with the organization, than leaving it to take up a new job elsewhere. Once the interested and
capable of employees have been located, it will also have to be identified whether they have the
capability of handling stress, which is a crucial feature of handling or running an organization
as successful as Star Industries. 2
1.4.2. Developing Staff for Succession
In order to develop staff for the purpose of succession, Star Industries will have to
provide intensive training as well as exposure to the best management techniques to all the
peak performers of the organization. The best performers of the organization will have to be
rigorously trained in the art of business management, so that they are not only aware and adept at
how business operations are run, but that they also understand how client and stakeholders are to
be negotiated with and the things that have to be done to keep liabilities at bay. A second
important step that will have to be taken by Star Industries in order to develop employees for
2 Addicott, Rachael, et al. Workforce planning in the NHS. King's Fund, 2015.

7MANAGEMENT REPORT – ASSESSMENT 2
succession planning is to give them the responsibility of managing small groups of people at a
time. This will give them an understanding of how employees are to be deal with when they
prove to be difficult and the various steps that need to be taken in negotiating with employees,
getting their grievances resolved and getting them to stay at the organization over the long term
rather than have short sighted goals with regard to their work.3
3 Lopes, Mário Amorim, Álvaro Santos Almeida, and Bernardo Almada-Lobo. "Handling healthcare workforce
planning with care: where do we stand?." Human resources for health 13.1 (2015): 1-19.
Director Senior manager
Branch Manager
Quality Control
supervisor
Chief of Accounts Chief of
Operations
Department
head-
Contingency
Department
head - marketing

8MANAGEMENT REPORT – ASSESSMENT 2
2. Part B – Review of Workforce Plan and Implementation
2.1. Climate Survey
In order to understand the climate of the work environment at Star Industries, a number
of structured interviews and focus group discussions were undertaken with ten employees of the
organization, with five of them serving their notice period and five of them being long standing
employees. An attempt was made as made as part of the qualitative climate survey to compare
the views of the employees who had given in their resignation, with the views of the existing
employees at the organization.
The first five members of the respondent population were subjected to in-depth personal
interviews. The sampling for the research was done using a probabilistic or convenient
technique, due to shortage of time.
The answers provided during the interviews with the first five members of the respondent
population reveal that training requirements are not sufficiently met at the organization.
Employees once they join the organization are unsure about their exact job roles and the trainer
is not able to convey the exact requirements of the job, as a consequence of which they fumble
with their job roles once they make their way to the floor. The answers that were provided during
the interviews with the first five members of the respondent population also reveal that they did
not feel welcome when they joined the organization and that senior members of the workforce
refused to help them out with their doubts and queries. Finally, it was divulged by the first five
interview participants during their interviews that diversity sensitivity is an area where the
company is lagging behind, and that people of color at times feel that they are being
discriminated against, in the form of rude behavior.

9MANAGEMENT REPORT – ASSESSMENT 2
The second five members of the respondent population were subjected to focus group
discussions. The existing members of the workforce are of the opinion that new employees are
stubborn and resistant to training. They believe that the training standards are up to the mark but
it is the new joinees who have difficulty in comprehending what it is that they are required to do
and don’t question the trainer often enough to find out more about their job roles. It was also
added during the focus group discussions that the new joinees are for the most part on the
lookout for a better job position, and are seldom interested in learning the ropes necessary for
serving the organization well over the long term.
It appears from the findings that have been discussed above that there is a discrepancy in
the way the new employees view the organization and the way that existing employees view the
new employees. More elaborate workforce plans and procedures need to be in place in order to
ensure that this discrepancy is overcome regardless of what the intentions of new employees are,
that is, whether or not they are interested in serving the organization only in the present, for a
short time before they embark on better opportunities.
2.2. Review of Workforce Plan to Address the Problem of Exiting
Employees
Star Industries is a company that can be faced with the problem of employee turnover at
some point or the other. As the hypothetical calculations undertaken above have shown, the
company is capable of experiencing a turnover of twenty percent if there are glitches or
loopholes in its organizational management strategies. The succession plan that has also been
discussed above in order to with the issue of retiring employees and exiting employees can be
said to be quite a sound plan. The plan is well-organized and involves first the identification of
interested employees with potential, who have the capability and the desire to lead the

10MANAGEMENT REPORT – ASSESSMENT 2
organization someday and who also have the capability of withstanding the stress and the strain
that can come, with holding a management position in the organization. The plan also contains a
detailed process of training and developing the selected employees so that they gain all the
experience and the exposure that is needed in order to become future managers of the
organization, thus assuring the organization of good successors to take over the reign of the
company in the event that the experienced managers retire. All potential candidates will be
provided with exposure in terms of handling small groups of employees and will be subjected to
training workshops to enhance their skills and abilities as future managers of the organization.4
2.3. Objectives and Strategies to Respond to External and Internal
Changes
Some of the objectives and strategies that can be taken by Star Industries in order to respond to
the problem of external and internal changes are as follows –
 The internal and external changes that are taking place in the organizational set up will
have to be closely observed as well as monitored over an extensive period of time. A
separate committee of managers or supervisors will have to be set up for this purpose,
whose task it will be to observe and evaluate change initiatives. 5
 The external and internal changes will have to be well explained to the employees of the
organization. They have to be made to understand why at all the change initiatives are
4 Goodman, Doug, P. Edward French, and R. Paul Battaglio Jr. "Determinants of local government workforce
planning." The American Review of Public Administration 45.2 (2015): 135-152.
5. Fraher, Erin, and Barbara Brandt. "Toward a system where workforce planning and interprofessional practice and
education are designed around patients and populations not professions." Journal of interprofessional care (2019):
1-9

11MANAGEMENT REPORT – ASSESSMENT 2
being introduced and what good it is going to serve Star Industries in the immediate
future. In other words, the need for change will have to be justified. 6
 Once the justification for the need for change has been made clear to the employees of
the organization, the pros or benefits or advantages of the change initiatives will have to
be laid out clearly before the employees. This is one of the best ways to respond to
internal and external changes. Employees have to be taught how to brace themselves
through the changes and adapt to the changing business environment as it is going to be
extremely beneficial for them to do so. Once the benefits of change management have
been established with clarity, getting employees to accept the internal and external
changes will be easier to do. 7
2.4. Global Trends and Influences that can have an Impact on Workforce
Planning at Star Industries
Since Star Industries is a company that operates in the domain of building and construction
work, one of the global trends that is definitely going to impact the workforce planning at this
organization is climate change. Australia is a country that is increasingly facing the problem of
climate change including global warming and rising sea levels with every passing day. The
summer months appear to be becoming warmer and warmer and soon to locate laborers to
perform construction and building work is going to be quite hard for the company to do, unless
the compensation is of a really high value and there are not one but many benefits that
accompany such work. Another one of the global trends and influences that can have an impact
6. Hu, Weihong, et al. "Strategic health workforce planning." IIE Transactions 48.12 (2016): 1127-1138.
7 Ertogral, Kadir, and Fatma Sedanur Öztürk. "An integrated production scheduling and workforce capacity planning
model for the maintenance and repair operations in airline industry." Computers & Industrial Engineering 127
(2019): 832-840

12MANAGEMENT REPORT – ASSESSMENT 2
on workforce planning at Star Industries is the issue of major fire. Australia again, is a country
that is known to be quite prone to fire outbreaks with fire outbreaks taking place quite frequently
in both urban and rural areas of the country. The bush fires are particularly notorious, and at
times these spread to urban destinations as well. People who work in the building and
construction industry in Australia have to be suitably prepared to deal with fire outbreaks as they
are going to handle toxic and hazardous materials as part of their work. The risky nature of the
job can keep employees in the future from engaging in it or taking it up altogether. 8
References
Addicott, Rachael, et al. Workforce planning in the NHS. King's Fund, 2015.
De Bruecker, Philippe, et al. "Workforce planning incorporating skills: State of the
art." European Journal of Operational Research 243.1 (2015): 1-16.
Ertogral, Kadir, and Fatma Sedanur Öztürk. "An integrated production scheduling and workforce
capacity planning model for the maintenance and repair operations in airline
industry." Computers & Industrial Engineering 127 (2019): 832-840
Fraher, Erin, and Barbara Brandt. "Toward a system where workforce planning and
interprofessional practice and education are designed around patients and populations not
professions." Journal of interprofessional care (2019): 1-9
8 Laurence, Caroline O., and Jonathan Karnon. "Improving the planning of the GP workforce in Australia: a
simulation model incorporating work transitions, health need and service usage." Human resources for health 14.1
(2016): 13.

13MANAGEMENT REPORT – ASSESSMENT 2
Goodman, Doug, P. Edward French, and R. Paul Battaglio Jr. "Determinants of local government
workforce planning." The American Review of Public Administration 45.2 (2015): 135-
152.
Hu, Weihong, et al. "Strategic health workforce planning." IIE Transactions 48.12 (2016): 1127-
1138.
Laurence, Caroline O., and Jonathan Karnon. "Improving the planning of the GP workforce in
Australia: a simulation model incorporating work transitions, health need and service
usage." Human resources for health 14.1 (2016): 13.
Lopes, Mário Amorim, Álvaro Santos Almeida, and Bernardo Almada-Lobo. "Handling
healthcare workforce planning with care: where do we stand?." Human resources for
health 13.1 (2015): 1-19.