Managing People and Organization Behaviour

This document explores the relationship between strategic organizational planning and human resource planning in developing a people-centered workplace. It discusses the challenges and effectiveness of HR planning practices used by Westpac, a global organization. The challenges faced by HR professionals in planning for manpower needs are also examined.

Running head: MANAGING PEOPLE AND ORGANIZATION BEHAVIOUR
MANAGING PEOPLE AND ORGANIZATION BEHAVIOUR
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2.1) a)
Strategic Organisational Planning
Studies of Santulli (2017) have revealed that one of the significance of relationship of
Strategic Organisational Planning and Human Resource Planning practices in developing people-
centric approach primarily accomplishes the needs of workforce diversity in Westpac. With an
effective alignment of both the practices tends to condense labour expenses to a large extent by
upholding a balance between demand for and supply of the HR demands and organizational
planning (Cikaliuk, Erakovic, Jackson, Noonan et al., 2017). For examples, Westpac has been
connecting varied ideas and opinions with abilities and experiences which drives innovation and
facilitates its clientele to carry their whole selves to work by being valued and respected
(Westpac.co.nz, 2019). Westpac is aware that effectual leaders have been recognized as key
players to the company’s ongoing achievements.
Human resource planning practices
Human resource planning practices have been identified as a vital process of anticipating
and supporting people centric approach within the organization. Human resources planning has
been executed in order to effectively achieve the most advantageous use of HR and to constitute
most skilful and appropriate workers to acquire organizational goals (Nankervis, Baird, Coffey &
Shields, 2016).
Relationship between SOP and HRP
Strategic planning aims to attain an orderly evolution from the present position to the
arrangement of a future target incomparable value as well as unparalleled ability to deliverFrom

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the given case study it can be noted that the strategic planning of the organization has the ability
to direct the decisions with resources and creates structural foundation for the planning of human
resources in order to efficiently provide HR practices the potential direction to organize efforts
for accomplishing the strategic objectives of the organization.
Alignment
The relationship of SOP and HRP has been support leaders in addition to all Westpac
employees with training and knowledge development through induction programmes in its
business along with off-site learning opportunities.
Reason 1- Westpac’s strong alignment of SOP and HRP can be seen from the instance taken
from the given case study where by evaluating its people centric approach, a constructive impact
can be identified on organizational performance with affirmative relationship between manpower
planning and Westpac’s planning and performance (Nankervis, Baird, Coffey & Shields, 2016).
Reason 2- The company has proficiently evolved from a work environment where command and
control has been highly dominant whereby teams and groups work collaboratively to align
Westpac’s Strategic Organisational Planning and Human Resource Planning practices in
developing people-centred workplace (Westpac.co.nz, 2019). Another example taken from the
given case study shows the outcome of Westpac’s strong alignment where, the company’s
leaders have been serving a decisive role along with the shifting organizational change.
b) Challenge 1 relevant to alignment of SOP and HRP-
Challenges encountered by HR experts while planning to implement strategic initiatives often
result from incompetence to comprehend the strategic needs of the business with the outcome

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that human resource strategic initiatives have been inappropriate. These issues primarily emerge
due to lack of environmental assessment along with cultural factors which impact the content of
the strategies (Nankervis, Baird, Coffey & Shields, 2016).
Challenge 2 relevant to alignment of SOP and HRP –
Implementation of aligning Strategic Organisational Planning and Human Resource Planning can
further be obstructed where an initiative has been conducted in isolation without any prior
consideration of the alignment on other areas of HR practice, where practical problems of
acquiring the alignment has been accepted by all organizational levels which involves lack of
competence to acquire ownership among line managers or further to develop skills required to
serve during alignment of SOP with HRP in Westpac. According to Tung (2016), as such an
alignment requires unvarying examination of the external environment along with appropriate
changes in the HRP in order to acquire emerging requirements of clientele. For example,
majority of Westpac’s HR experts have been fixed in nature thus face severe rigidity in the
certain cases of the alignment process. Consequently, Westpac’s HR personnel would face
challenges in exploiting market situation to acquire competitive benefits.
2.2) a) According to Santulli (2017) HRP used by Westpac primarily involves implementing the
essential planning process to the company’s human resource needs. Thus in order to increase its
efficiency, Westpac’s HRP has been derived from the continuing and operation tactics of the
organization. However, success of Westpac’s HRP depends fundamentally on the way its HRP
practices can incorporate efficient people planning with its SOP.
Reason 1 effectiveness of the Human Resource Planning practices used by Westpac in
developing people-centered workplace

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The inclusive HR strategies have lead the diversity team of Westpac to successfully
establish an employee communication agenda primarily purposed for educating all group
workers on accessibility goal and subjects. Moreover the highly inclusive HR Strategies and
practices of Westpac have facilitated the HR suppliers to learn advanced ways of supporting
candidates aiming to join the company (Nankervis, Baird, Coffey & Shields, 2016). An example
taken from the case shows the way Westpac has been changing to widen the job opportunities
scope for the most efficient and suitable candidate along with provide support throughout the
process.
Reason 2 effectiveness of the Human Resource Planning practices used by Westpac in
developing people-centered workplace
Westpac has believed that the most effectual way to direct its dealings and relationships
with regulators is to take direct, pro-active, cooperative and constructive approach. However in
order to ensure that Westpac comprises of a constant focus on the completion as well as
examining of its convenience action plan for both workforce and client. Such an effectiveness
can be noted from an example drawn from the case study which states that the program of
initiatives related to workplace diversity have been reviewed on a quarterly basis by the Westpac
Group Diversity Council (GDC) which has been headed by the company CEO with membership
including the complete executive team with liability for all the organisations business and brands
(Santulli, 2017).
b) Potential challenges faced by Westpac HR professional in planning for manpower needs
Potential challenge 1 relevant to Westpac’s HRP-

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Westpac as a global organization has been encountering challenges with increasing costs,
thus require strategizing effectively in order to efficiently recruit and employ the best manpower.
However, in recent times the company’s HR professional have been facing challenges in
providing newly recruited employees with the personalized attention required in order to gain
proper induction (Sec.gov, 2019). An example from the given case study states that even though
with workplace diversity, Westpac’s self-paced training courses which offer details of ways to
implement company tools such as accounting systems, have been substituting instructor-led
classroom sessions (Brewster, Chung & Sparrow, 2016).
Furthermore, modern organizations typically establish strategic goals on yearly basis. HR
professionals have been facing challenges in strategically aligning Westpac’s Training programs
with strategic plans. A specific case example notes that if Westpac’s executives expect an
increase in customer satisfaction, the HR training professionals should focus on categorizing
problems in providing customer support competently. Furthermore, increasing expenses have
posed challenges in proper development of Westpac’s employee design training courses along
with career development opportunities to facilitate employees receive knowledge of the most
effective techniques for troubleshooting problems in addition to dealing with customer
complaints (Westpac.co.nz, 2019).
Potential challenge 2 relevant to Westpac’s HRP
Meanwhile, reports of Cikaliuk, Erakovic, Jackson, Noonan et al. (2017) have revealed
that the recession along with its associated issues of downsizing and budget cutbacks have been
posing challenges to HR professionals of Westpac. The company’s HR personnel at all levels
have been working with lesser number of resources by efficiently upholding employee morale

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under difficult circumstances. Such challenges have the propensity to intensify additional HR
challenges.
The challenge has been reflected in one of the important case examples which state that
inadequate investments into the HR function of Westpac during the recession have the
propensity to result to a more restricted role HR could play in transforming the business.
Similarly, struggling with a multifaceted legal environment, creating an effectual HR
infrastructure and aligning Westpac’s HR technology practices to management strategy can all
be anticipated to incorporate at least some level of investment (Tung, 2016). However, according
to Nankervis, Baird, Coffey and Shields (2016), if such investments primarily legal proficiency,
augmented HR employees or new technologies has been restricted during the recession due to
strict budgets, HR experts of Westpac could encounter highly intensified challenges in the
process capitalizing employee performance.

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References
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management.
Routledge. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?
doi=10.1.1.462.2060&rep=rep1&type=pdf
Cikaliuk, M., Erakovic, L., Jackson, B., Noonan, C., & Watson, S. (2017). Board Leadership for
Strategic Transformation: Aligning Diversity Initiatives at the Bank of New Zealand.
Retrieved from http://womanforward.org/wp-content/uploads/2017/09/Board-leadership-
for-strategic-transformation.pdf
Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management:
strategy and practice. Cengage AU. Retrieved from
http://testbankwizard.eu/sample/Solution-Manual-for-Human-Resource-Management-
Strategy-and-Practice-7th-Edition-by-Nankervis.pdf
Santulli, F. (2017). Disability in the workplace: corporate strategies in a discourse analytical
perspective. Lingue Culture Mediazioni-Languages Cultures Mediation (LCM
Journal), 4(1), 57-77. doi: http://dx.doi.org/10.7358/lcm-2017-001-sant
Sec.gov. (2019). Retrieved from
https://www.sec.gov/Archives/edgar/data/719245/000110465914079213/a14-
23773_120f.htm
Tung, R. L. (2016). New perspectives on human resource management in a global
context. Journal of World Business, 51(1), 142-152.
https://doi.org/10.1016/j.jwb.2015.10.004
Westpac.co.nz. (2019). Retrieved from https://www.westpac.co.nz/assets/WOI/Westpac-
Diversity-Dividend-Report.pdf

8MANAGING PEOPLE AND ORGANIZATION BEHAVIOUR
Westpac.co.nz. (2019). Westpac NZ - Working for Westpac. Retrieved from
https://www.westpac.co.nz/who-we-are/careers-at-westpac/working-for-us/