Managing People and Organizational Behaviour

This report explores the relationship between strategic organisational planning (SOP) and human resource planning (HRP) in Westpac. It analyzes the effectiveness of HRP practices, potential challenges faced by HR professionals, and provides suggestions for developing high performing and global mindset employees and managers.

RUNNING HEAD: Managing people and organizational behaviour
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Westpac
Managing people and organizational behavior

Managing people and organizational behaviour 1
Executive summary
The aim of this report is to describe the relationship between strategic organisational planning
(SOP) and human resource planning (HRP). This report includes the point 2 findings and
analysis. The findings and analysis comprises 2.1 point which is relationship between SOP
and HRP of Westpac which has been analyzed for the sake of developing people-centered
workplace. The 2.1 covers the (a) assesssment of the association of SOP and HRP practices
used by Westpac. (b) Point is also described which is potential challenges faced by HR
professional on the regular basis. The 2.2 point is HRP process which has been described in
the report along with the methods. The 2.2 point covers (a) the effectiveness of HRP practices
used by Westpac along with the (b) which are the potential challenges identified confronted
by the HR professionals in the manpower needs planning. The 2.3 point is developing high
performing and global mind-set of employees and managers. As part of 2.3 (a) a relevant
model has been applied in developing high performing team. The (b) is suggestions on
applying a global mind-set model in developing global mind-set workforce.
Finally, in the end, it can be concluded that there is an effective relationship between the SOP
and HRP of Westpac. It can be further improved with the help of HR practices.

Managing people and organizational behaviour 2
Contents
Executive summary...............................................................................................................................1
1. Introduction...................................................................................................................................3
2. Findings and analysis.....................................................................................................................3
2.1 The relationship between SOP and HRP.........................................................................................3
(a)Analysis of the relationship of SOP and HRP practices used by Westpac in developing people-
centered workplace................................................................................................................................3
(b)Potential challenges to be faced by the HR professional in Westpac in aligning SOP and HRP.......5
2.2 HRP process and methods...............................................................................................................5
(a) Analyze the effectiveness of HRP practices used by Westpac in developing people-centered
workplace..............................................................................................................................................5
(b) Potential challenges to be faced by the HR professional in planning for manpower needs at
Westpac.................................................................................................................................................6
2.3 Developing High Performing and Global Mindset Employees and Managers.................................7
(a) A significant model in emerging a high performing work team for multi-cultural workstation.......7
(b) Suggestions on applying a global mindset model in developing a global mindset workforce..........7
3. Conclusion.....................................................................................................................................8
References.............................................................................................................................................9

Managing people and organizational behaviour 3
1. Introduction
Organisational behavior is the sub-section of management activities concerned with human
behavior. It predicts, comprehends and influences individual behavior in the organisational
framework. It is the learning and solicitation of knowledge that how people act within the
organisation. This report comprises the managing people and organisational behavior of
Westpac. Westpac is the first bank of Australia was established in 1817. The bank offers
consumer, occupational and recognized banking services besides with wealth, management,
supervision and insurance services (Guest, 2017). The bank conducts its operations across
Australia, New Zealand, and the region. This report comprises the SOP and HRP of Westpac.
The relationship of SOP and HRP practices are analyzed by Westpac in developing people-
centered workplace (Binder, 2016). The relationship between SOP and HRP used by Westpac
is described to develop the workforce. This report also includes the potential challenges faced
by HR professionals in SOP and HRP. The report also comprises the HRP process and
methods. The potential challenges are also described to be confronted by HR professionals in
scheduling manpower needs. Finally, HR practices are suggested for high performing and
global mindset employees and directors.
2. Findings and analysis
2.1 The relationship between SOP and HRP
SOP is a step-to-step approach of making decisions along with the long term goals of the
organisation. The HRP is the procedure of amending the flow of people in, into and out of the
organisation. The SOP and HRP are linked to each other as HRP is an essential part of the
overall corporate plan (Tweedie, et al. 2018).
(a)Analysis of the relationship of SOP and HRP practices used by Westpac in
developing people-centered workplace
The organisational behavior at Westpac aims to construct a deep and enduring relationship
with the customers. The organisational behavior is promoted by being a forerunner in the
community, being a great place where people like to work and by offering superior returns
for the shareholders (Stone & Deadrick, 2015). Organisational behavior manages both human
and social capital.

Managing people and organizational behaviour 4
The SOP and HRP practices guide the following activities:
Service leadership: The service leadership at Westpac is capable of delivering superior
personalized service for the customers focusing on their needs and expectations like talking
ATMs. The digital technologies are utilized in order to help customers in controlling their
finances (Albrecht, et al. 2015).
Digital transformation: The digital transformation is SOP of Westpac. The cost of operations
is reduced by making use of digital technologies to streamline the processes. It consolidates
the system along with transmuting the customer experience.
Performance discipline: It is HRP practice and Westpac manages the business in a balanced
way through strength, advancement, return and productivity. The strong level of capital is
maintained in order to meet the needs of the stakeholders. Westpac has made performance
discipline by making website easier. It is made possible by complying with W3C Web
Accessibility guidelines.
Growth highways: More focus is given on the small to medium enterprises for stronger
growth along with the mortgagees and wealth (Horng, et al. 2016).
Workplace revolution: Westpac is continued to maintain a workplace where efficient people
prefer to work. The bank is continued to enhance diversity and inclusiveness of the Westpac
workforce.
Westpac is having around 40,000 employees to entertain 13 million customers for the
banking, wealth, insurance and advice needs. The bank attempts to create an environment by
conducting HRP through its policies and programmes to inspire employees. Westpac also
empowers its members to offer a superior customer experience. In order to meet individual
requirements, SOP is conducted by the bank through flexible working options comprising
flexible working hours; work from home, mobile working and through various leave options
(Kodama, 2018).
The high performance of the team is managed by Westpac in the multicultural context by
creating an environment in which employees are inspired to bring best out of themselves. The
inclusion and diversity survey is conducted by the bank to assist employees. The changes are
suggested by the employees which are helpful in improving their performance. Add on,

Managing people and organizational behaviour 5
flexible working hours have a great role in managing the performance of teams in Westpac
(Guest, 2017).
(b)Potential challenges to be faced by the HR professional in Westpac in aligning SOP
and HRP
Workplace policies
The challenges are faced by the HR professional in aligning SOP and HRP. Once the policies
are developed by the HR professional, the problem is faced in communication between
operational staff of the organisation. The employees may be habitual with the traditional
working methods that they do not easily like to adopt changes (Bailey, et al. 2018). A session
is also required by HR professionals in order to comprehend policies.
Retaining talented employees
The problem is also faced in retaining talented employees in the Westpac. The bank has to
maintain a big budget for the talented employees on the regular basis. Various budgets are
maintained for the retirement plans, insurance plans and several costly items than the
competitors do (Sparrow, Brewster & Chung, 2016). As a result, it negatively impacts
business growth. It is the major battle faced by HR professional in retaining talented and
well-performing members. It has even become competitive to identify and reward the real
performers due to growing market competitiveness (Friday, 2019). It is believed that the best
candidates are required in the organisation to maintain a corporate culture. As soon as the job
role changes and the organisational culture adopts, it becomes increasingly difficult for the
HR professionals.
2.2 HRP process and methods
HRP is a significant contribution to the success of Westpac. HRP is an important initiative of
HRP and has a significant role in future success. The main element in the success of HRP is
engaging and partnering with the business (Reiche, et al. 2016).
(a) Analyze the effectiveness of HRP practices used by Westpac in developing people-
centered workplace
Westpac makes use of the environmental scan to forecast the long term needs of the
employees. It provides insight into the possible opportunities along with the risks. The PEST

Managing people and organizational behaviour 6
analysis model and the right metrics are identified to serve as leadership performance
indicators. It also keeps leadership cognizant about the key work issues. These elements also
target specific employees in order to maximize the return on investment. For example,
recognition, retention awards training, mentoring, employee engagement and redeployment
programmes are the drivers for developing people. The professional qualification programme
is also conducted by the Westpac to develop people-centered workplace (Binder, 2016). It
demonstrates the knowledge and skills of the employees in providing the service as per the
customer needs. The bank has assisted 1470 qualification completions from 2012 by the
professional qualifications programmes. It focuses on the existing skills of the staff and then
develops the capabilities accordingly. The bank has even partnered with the leading RTOS to
enable running the programme. The qualification is specially designed around the role of the
employees. The professional education teams are put together the learning and qualification
required to monitor the employees. These programmes are invaluable in developing
workplace (Brewster, et al. 2016).
The planning programme measures are also used by Westpac in the areas of recruitment,
learning and development and training. For instance, Westpac has fostered employee
engagement and career development opportunities through a strategic and reliable approach
to HR development. The best banker strategy of the bank has a role in capacity building of
people and to be the best retail bank in Australia (Ferraris, Erhardt & Bresciani, 2017). This
strategy is formed under three pillars such as leadership, professional bankers and high-
performance culture.
(b) Potential challenges to be faced by the HR professional in planning for manpower
needs at Westpac
The challenges are faced by Westpac in implementing programmes. The organisation needs
to create spare funds for the qualification of the employees. For instance, $50 million have
been allocated to the HR department for the best banker strategy. The challenges are faced
when the set targets are not attained by the bank (Brewster, Smale & Mayrhofer, 2017).
These targets are monitored closely by the HR professional.
The banks face a lack of support in planning manpower needs. Some frequent onslaughts
complaint of increased workload. There is also the unwillingness of committing funds for
building appropriate workplace. The changes implemented by the organisation for the
development of the workplace. But this change brings a feeling of uncertainty and anxiety.

Managing people and organizational behaviour 7
The HR professionals do not only manage employee morale and cooperation but also faces
obstacles in up keeping employees to meet the changing organisational needs (Bratton &
Gold, 2017). It is also the huge responsibility of the professionals to communicate properly
and keep up-skilling of the employees’ constant in order to meet the changing needs of the
employees.
2.3 Developing High Performing and Global Mindset Employees and Managers
(a) A significant model in emerging a high performing work team for multi-cultural
workstation
The HR value chain model is suggested in emerging high performing work team for the
multi-cultural workstation. It is one of the best models which Westpac can use to develop
higher work performance (Olson, et al. 2018). As per the HR value chain, HRM activities are
routine activities such as recruitment, training, compensation and succession planning. Such
activities are repeatedly measured through the HR metrics. These are efficiency metrics.
Westpac can use HR metrics to measure daily HR activities. It helps to enhance the
performance of the work team. As per this model, employees hired for cheap can be trained
in a faster way for high performance (Brewster, Chung & Sparrow, 2016).
HRM activities are capable of attaining HR outcomes. As per the HR value chain model,
employees are recruited, trained and compensated to attain specific outcomes. Such outcomes
comprise employee motivation, satisfaction, and retention along with the presence (DeCenzo,
Robbins & Verhulst, 2016). When the focus will be given by Westpac on measuring HRM
activities, it will automatically result in reducing costs. It can even lead to maximizing
efficiency.
(b) Suggestions on applying a global mindset model in developing a global mindset
workforce
The eight box model can be used by Westpac for developing a global mindset of the
workforce. This model represents how various internal and external factors can influence the
HR activities. For the global mindset, initially, external context is considered. For instance, if
there is a shortage of the specific skills in the market, then the Westpac can do sourcing,
hiring and recruiting to develop a global mindset workforce (Papa, et al. 2018). It even
focuses on SMART objective for the employees to attain. It reflects that the objective should
be sp3ecific, measurable, achievable, relevant and time bound.

Managing people and organizational behaviour 8
The eight box model comprises practices such as intended HR practices, actual HR practices,
perceived HR practices and HR outcomes. The intended HR practices lead to the intention for
training, recruitment and other practice matters. The actual HR practices are the result of
cooperation between HR and the manager. The perceived HR practices lead to how
employees perceive what is happening in the organisation. The manager can do absolute best
with the help of this model. The perceived HR practices have a role in certain HR practices
(Chowhan, 2016).
3. Conclusion
Westpac is capable of establishing effective relationship between SOP and HRP. The
strategic organisational planning is conducted by Westpac as a step-to-step approach of
making decisions along with the long term goals of the organisation. The HRP is used by
Westpac to adjust the flow of people in, into and out of the organisation. The findings and
analysis comprised 2.1 point which explained relationship between SOP and HRP of Westpac
and analyzed for developing people-centered workplace. The 2.1 covered the (a) assess the
relationship of SOP and HRP practices used by Westpac. (b) Point is also described which
are the potential challenges faced by HR professional on the regular basis. The 2.2 point is
HRP process which has been described in the report along with the methods. The 2.2 point
covered (a) the effectiveness of HRP practices used by Westpac along with the (b) which are
the potential challenges identified confronted by the HR professionals in the manpower needs
planning. The 2.3 point is developing high performing and global mind-set of employees and
managers. As part of 2.3 (a) a relevant model has been applied in developing high performing
team. The (b) is suggestions on applying a global mind-set model in developing global mind-
set workforce.

Managing people and organizational behaviour 9
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