Managing People and Organizational Behaviour

This report explores the interrelationship between Strategic organizational planning (SOP) and Human resource planning (HRP) utilized by the Westpac. It discusses the challenges faced by HR experts in aligning both practices and the effectiveness of Human resource planning in maintaining organizational culture. The report also emphasizes the need for a global mindset approach to enhance teamwork and productivity.

Running Head: People 0
Managing people and organizational behaviour

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Executive Summary
The main objective of this report is to explore the interrelationship between Strategic
organizational planning (SOP) and Human resource planning (HRP) utilized by the Westpac.
It also describes in the manner planning can be used by the Westpac and possible challenges
faced by HR experts in order to align both the practices. In addition, it also discusses the
effectiveness of Human resource planning in maintaining the organizational culture and
possible issues faced by the HR experts in developing workforce planning for Westpac. This
report also discusses in the manner Westpac adopts a global mindset approach to maintain a
high-performance team and global workforce.
This report will explain the interrelationship between SOP and HRP, which needs to
be effectively aligned with Westpac to maintain a better working environment for personnel.
It also discusses the possible challenges to discover the key employees and need to
understand the roadmap for motivating the organization towards the right course.
Additionally, it also stresses the fact that Westpac needs to come up with a global mindset
approach that will assist in enhancing the performance of an organization and direct towards
development and prosperity. In the end, the report also discusses to manage the high-
performance team with respect to multi-cultural and social phenomenon. In order to maintain
effective and economic performance, it is of significant importance to manage the teamwork
and contribution of personnel in the Westpac.

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Contents
Executive Summary...............................................................................................................................1
Introduction...........................................................................................................................................3
Findings.................................................................................................................................................3
2.1 The relationship between SOP and HRP.........................................................................................3
a) HRP and SOP interrelationship..................................................................................................3
b) Possible challenges in aligning HRP and SOP..........................................................................5
2.2 Human Resource Planning method..................................................................................................5
a) Human resource planning effectiveness........................................................................................5
c) Potential challenges in manpower planning...............................................................................6
2.3 Developing High Performing and Global Mindset Employees........................................................7
a) Establish a high performing work team.....................................................................................7
Conclusion...........................................................................................................................................10
References...........................................................................................................................................12

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Introduction
Organizational behaviour is the understanding of the behaviour of all individuals
engaged in the Westpac who are committed towards organization culture and structure. This
report elaborates a discussion on Westpac on developing a market opportunity and
approaches to generate a competitive edge over the opponents. It analyses the key topics in
diverse section in order to develop leadership competencies and cross-cultural competency.
The first section describes the interrelationship between both the HRP and SOP practice for
maintaining a workforce in Westpac. Additionally, it also discusses the challenges in order to
align both the practice and develop high standards of performance (Vincent, 2016).
In the next section, it also discusses the value of human resource practice utilized by
the Westpac in order to maintain the organizational culture and knowledge capabilities. In
overcoming the potential challenges, HR experts need to maintain workforce planning and
competitiveness (McIlroy, 2017). In the last section, Westpac needs to maintain a global
mindset approach to enhance teamwork and productivity.
Findings
It is to be stated that in this part, the information is analyzed and gathered from Westpac case
study, which is already provided for the assignment.
2.1 The relationship between SOP and HRP
Human resource planning is the constant process of systematic planning to achieve
optimum utilization of the company and most valued resource i.e. competent and qualified
employees. It is quite evident that HRP develops the best fit among personnel and company
in order to avoid workforce shortages (Wolf & Floyd, 2017).
Strategic organization planning is an organizational process that is utilized to
strengthen operations and attain the trust of employees as well as stakeholders to achieve the
future objective (Brewster, 2017).
a) HRP and SOP interrelationship
Westpac is among the prominent financial institution in Australia with a strategic
advantage. It emerges a leading financial service provider, which assist employee,

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stakeholder, societies, and customer to prosper and develop. They need to develop the core
values in the cultural framework to support the customers and enhance teamwork, which
makes sure that work cooperatively to offer the best to the clients and understand the
expectations. Westpac needs to strongly associate its SOP and HRP and create an important
contribution towards the growth of the organization (Elbanna, 2016).
Follower relationship of HR plan
Westpac HR plan is a significant aspect of the overall plan of the organization, which
depends upon the strategies and objectives. It is prepared by the following plans in order to
maintain the competitive advantage of the company. Hence, it is tailored to satisfy the
expectations of the mission and objective of the organization. In addition, Westpac develops
the strategic plan to ensure that assets are maintained in relation to each other. They have met
with considerable growth in its workforce planning initiatives, which is associated with
business strategy and make sure that it continues to make the appropriate sourcing and
development decisions that determine the group’ s strategic budget (Chang, Kuo, Wu &
Tzeng, 2015).
It is stated that Westpac has adequate workforce competences, accountability, and
productivity to satisfy the preferences of the business strategy. It develops the key to the
strategic planning of the organization in order to ensure collaborating and commitment
towards the business. There are several other elements, which have committed towards
success and achievement of the workforce planning in Westpac involving environmental
scanning, potential opportunities and success, right metrics of maintaining leadership, and
specific programs to target employees to produce a return on investment of the databases
(Collings, Wood & Szamosi, 2018).
Partner relationship of HR plan
Westpac formulates the strategic as well as HR plan to ensure that the personnel is
fully committed towards strategy implementation. Their main objective is to develop the
relationship to align the HR capabilities to attain organizational objectives. Westpac conducts
the workforce-planning program in order to enhance cost-efficiency in the extent of learning
and development, performance, recruitment, and productivity to meet understanding and
capability deviation in the system (Tarhini, Ammar, Tarhini & Masa’deh, 2015).

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They also ensure to involve HR information system, organizational development
teams, learning & development, and recruitment to involve the business leaders, align current
as well as future strategy, and develop current capabilities of the organization (Direnzo,
Greenhaus & Weer, 2015).
b) Possible challenges in aligning HRP and SOP
Westpac HR professional faces challenges in aligning HRP and SOP, which are
described below-
Attracting talent
It is stated that attracting and retaining the top talent takes a lot of costs, time, and
effort. This is the main challenge faced by the professionals in Westpac. They need to attract
the right individuals depending upon the requirement and needs of the job. It is quite evident
that expectation and job responsibilities are varying so Westpac needs to adapt to the
organizational culture. They need to use the platforms that are most likely to influence the
candidate skills, job level, and industry. They need to more focus upon qualities and
competencies of the employees and encourage their team so that they can attain the training
and development objectives. Every employee in Westpac needs to enhance the qualification
of a new hire, attract a pool of candidates so that they can generally achieve an understanding
of objective (Luftman, Lyytinen & Zvi, 2017).
Fostering a culture of constant growth
It is stated that nowadays several employees leave their jobs due to lack of growth
opportunities. This is the reason that the organizations conduct training programs in order to
maintain the workforce and diversity among employees. They also have to conduct training
programs in their organization on a constant basis to remain competitive and make employees
feel that valued and appreciated. For instance, Westpac Managing director, Brian Hartzer
believes that e-learning system enables to maintain workforce management and generate
competitiveness (Ayers, 2015).
2.2 Human Resource Planning method
a) Human resource planning effectiveness
The anticipation of the future workforce

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The anticipation of future workforce needs to be implemented by the organization in
order to satisfy and fulfill the needs of the employees. As per Harbison, Westpac utilizes
anticipation of human resource by projecting resources into the future and compared with the
anticipated resources so that they can determine the planning of necessary programs, training
& development, transfer promotion, compensation, and motivation to make sure that human
resource requirements are to be adequately fulfilled. It is stated that anticipation of the future
workforce is very effective and productive in human resource planning of Westpac. They
have maintained the five-step process, which is utilized for generating a linkage among
department planning and workforce planning to control the future as well as prospective
demands. It involves environmental scanning, deciding human resource priorities,
performance analysis, and report the progress. Westpac also needs to make sure that they
have the right number of the workforce who access appropriate talents to conduct the jobs
needed by the organization. They also need to capture all actions involving reviewing of
organizational objectives, strategies, and policies to make sure the quantity and quality of
human resource effectively and efficiently (Aviso, Chiu, Demeterio III, Lucas, Tseng & Tan,
2019).
Examining factors for HR requirements
Westpac utilizes supply forecasting in concerned with HR requirements, to obtain
information about the human resource inventory. Their supply forecasting involves
employee wastage, variation due to working conditions, human resource audits, and variation
due to internal promotions. Westpac has been effectively utilizing the HR plan in order to
ensure the understanding of the capabilities and skills accessible in the organization. They
also assist in recognizing workforce supply problems and inventories should be analyzed
periodically (Baron, 2016).
For instance, Craig Bright, Westpac chief Information officer stated that personnel
might leave the organization due to several reasons such as layoffs, disablement, death,
retirement, dismissal, and ill health. This is done to recognize the employees and predict
future losses, which occur due to several reasons (Berk, Bertsimas, Weinstein & Yan, 2019).
c) Potential challenges in manpower planning
Lack of effective resources

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It is the main potential challenge, which is faced by the HR professional as it is seen
that it majorly rises because of the serious threats and increasing globalization. Westpac is
also facing communication gap, discrimination among employees, lack of mutual
understanding, and racism. It is quite evident that the lack of effective resources among
employees majorly influences the attainment of organizational objectives and goals. If
Westpac effectively organizes then it can lead to sustainability and growth of an organization.
These challenges need to be effectively addressed and aligned HRP with organizational
strategic planning so that it reduces employee’s turnover and retention of employees. They
need to frame strategies for health & safety, incentive pay, and wages. It is stated that the
roles and responsibilities of Human resource planning increase due to an increase in
globalization in Westpac (Domagała & Klich, 2018).
Lack of understanding among the HR professional and recruiters
It is stated that there is lack of understanding and communication among HR
professional and recruiters in Westpac, which can cause a lot of problems in the organization
involving incapability to identify the appropriate skill sets in the prospective candidates for
sourcing the right talent. They are facing the challenge in balancing the quality with the
speed. It is quite evident that there is always a motivation to attain the best talent possible,
which commonly takes time. They need to manage effectively so that it can be properly done
and implemented carefully (Rasdorf, Hummer & Vereen, 2016).
2.3 Developing High Performing and Global Mindset Employees
The global mindset approach is an important aspect of organizational behaviour and
international business strategy. It contributes openness to diversity across capability and
propensity to achieve common patterns in the organization. It is important to attain
organizational objectives by conducting training and development to encourage a global
mindset (Ratten & Ferreira, 2016).
a) Establish a high performing work team

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("High Performing Teams: What Are They and How Do I Build One? · Activecollab Blog",
2019)
It is stated that a high-performance team determined a group of employees
concentrated upon aims and objectives that are specialized in complementary skills and
competencies who produce, collaborate, and innovate constantly superior results. The group
insistently pursues productivity excellence through group operating rules, shared goals, clear
expectation, a strong sense of leadership, and open communication among employees
(Muduli, 2015).
Foster creativity
It is stated that employees need to show their creativity and strength, which is key to
high performance. It can cause a lack of urgency, confusion, and burn out. Westpac should
make sure that leaders should assist in maintaining high performance by involving team
members over a limited period. They need to effectively align HR practices with
organizational objectives in order to attain success and growth. For instance, as per Carolyn
McCann, Group Executive stated that develop the hitting goals and align high-performance
teams so that they can interact with the employees effectively. It is quite evident that shared
vision needs to be developed and greater diversity within the team in order to develop
strategic thinking, detail orientation, creativity, and maintain capabilities (Schippers, West &
Dawson, 2015).
Working towards a common goal

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It is stated that all employees should be aware of the goals of every team member,
which assist in the achievement of the long-term objectives. Westpac needs to encourage
towards a common goal through attain new talent, implement strategy, fulfill goals, and
maintain a deep sense of accountability. It is quite evident that they should be responsible for
maintaining incentive and communication for the attainment of individual goal with
collective team performance. Westpac needs to execute the strategy to develop capabilities,
enhance creativity, and enhances morale so that team can outperform and achieve goals. They
need to develop opportunities so that definite goals can contribute towards organizations
commitment, which can benefit each employee (Butchibabu, Sparano-Huiban, Sonenberg &
Shah, 2016).
Global mindset model
("Global Mindset | Strategic Straits", 2019)
It is stated that global mindset covers three aspects, which is stated as Social capital as
people who possess the discipline and behavioural flexibility effectively. The psychological
capital defines as people who are able of analyzing, decoding, and perceiving the global

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operating environment. The intellectual capital is stated as people who effectively manage
action in an operating environment. Westpac can utilize the global mindset model so that
manage employees and develop the capabilities so that they can contribute towards
organizational goals (Collings, Mellahi & Cascio, 2019).
Cognitive Complexity
It means the capability to handle situations effectively and describe the main issues
effectively and understandably. It is stated that in order to be successful in the international
economy, it is to ensure to integrate a cognitive complexity in the organization for effective
decision making. Westpac needs to embrace cognitive complexity in the organization, which
assist in positive change to maintain a collective as well as individual growth capabilities in
the organization. Westpac develops this aspect of the model so that they can connect with the
environment in order to establish capacity and generate awareness (Sharma, Chadee &
Roxas, 2016).
Self-assurance
Self-assurance states that leaders need to be calm, compose, and energetic so that they
can achieve organizational goals effectively. They need to generate the capability so that they
can handle uncomfortable situations effectively. They need to develop trust and effective
relationship with every individual by showing empathy and recognition, which assist in
achieving long-term goals. Westpac has developed a negative environment, which influences
regulatory agencies, project teams, direct reports, institutional backgrounds, and supply chain
partners. Westpac needs to direct the complexity and cognitive capability so that they can
negotiate the diverse perspectives (Khoreva, 2016).
Conclusion
In conclusion, it has been stated that Westpac has been effectively developed the
interrelationship between SOP and HRP to develop the organizational culture. They are also
dealing with potential challenges in order to effectively communicate with the employees.
They need to effectively align both the practice in order to motivate effectively in the
organization. It is quite evident that Westpac has been effectively anticipating future human
workforce for maintaining trust and productivity. They need to maintain teamwork for the

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attainment of the goal and need to take care of the needs of the employees in order to feel
motivated, dedicated and encouraged.
To maintain the effective business model, it is important to manage the rules, culture,
and standard of the enterprise. Westpac should direct and develop communication channel so
that they can share and resolve information effectively. It is important to effectively motivate
its employees and attain its targets by developing cognitive competencies of employees.
Additionally, they need to maintain the communication channel, which assists in resolving
the conflicts among managers and employees.
Therefore, Westpac has effectively aligned the practices through Anticipation of the
future workforce and HR requirement. So, they need to foster culture and attract talent to
generate team performance in the organization. It is also important to understand that for
developing the global mind-set-model, self-assurance and cultural complexity is needed to
ensure better teamwork.

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