Recruitment and Workforce Planning at JKL Industries

This article discusses the basics of recruitment and workforce planning at JKL Industries. It covers factors affecting workforce supply and planning, selection process, legislation, and more. The article also includes a report for management, goals and objectives, and future strategic goals of JKL Industries.

Recruitment and Workforce planning at JKL Industries
Name:
Course:

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Contents
Task 1: Understanding the basics................................................................................................................3
Task 2: Determine workforce requirements.................................................................................................7
Task 3: Supporting workforce planning objectives....................................................................................13
Task 4: Review and analyse current workforce planning, recruitment, selection and Induction policies and
procedures.................................................................................................................................................16
Task 5: Planning for a stable workforce is an ongoing process.................................................................17
References.................................................................................................................................................18

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Task 1: Understanding the basics
1. Workforce planning: Is a core HR process that offers an important opportunity to the HR to
be involved in the strategic planning of the organization. Workforce planning is a collection
of practices as succession planning rather than a systemic effort to develop and review the
entire workforce (Baron et al. 2010).
2. Factors affecting workforce supply and planning
a. Changes in technology: It has a positive effect on workforce supply and planning through the
models and software that enables the HR professionals to develop their tailor-made workforce
planning models with the assistance of the IT packages (Baron et al. 2010).
b. Economic conditions: Workforce planning is a major aspect of economic planning along
with the financial planning. The challenging economic conditions increase the demand for
labor and reduces the unemployment rate. The demand increases mainly for the skilled people
(Baron et al. 2010)
c. Market trends: The human capital management capabilities have to be aligned with the
market trends through planning workforce strategies that ensure strong organizational
performance (ADP & Corporate Leaders 2015).
d. Globalization: Is considered a driver of the global job change. Organizations benefit from the
increasing mobility of their workforce to enhance their productivity and efficiency. It highly
impacts the HR transformation efforts (ADP & Corporate Leaders 2015).
3. The skills shortage is likely to negatively affect the organizational performance, development
and growth. It also leads to ineffective management strategies and the projected outcomes are
likely to fail (Oke, Aigbavboa & Khangale 2018).
4. It the workforce is 100% employed, a problem faces organizations as they should offer a high
incentive to attract skilled employees. If the unemployment rate is high, the labor supply
increases and the recruitment is much easier (Chasteen 2014).
5. Recruitment: is the process of attracting talents and skills to apply for a job in an
organization. It aims to hire the right skills for the right job (Kumar & Gupta 2014).
6. Selection: Is the process of picking people with relevant qualifications to fill a job. It aims at
balancing between what the applicant can do and what is needed by the organization (Kumar
& Gupta 2014)
7. The difference between recruitment and selection according to Kumar & Gupta (2014),
are as follows:

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Recruitment Selection
1. Identifying and encouraging
candidates to apply for the
vacancy.
1. It results in a contract of service between the
candidate and the organization
2. Creating a talent pool of the
applicants.
2. Selection of the right talents from the
applicants
8. Steps in the selection process:
1. Preliminary Interview
2. Selection Tests
3. Reference & Background Checks
4. Employment Interview
5. Selection Decision
6. Physical Examination
7. Job Offer
8. Final Selection
9. The assessment center represents the final part of the selection process. Job candidates
are asked to attend the assessment center after the first interview. For example, the candidate
could be asked to go through a series of tests, interviews and exercises that could take place in
the organization premises or in a hotel (Imperial College 2014).
10. Psychometric tests could be aptitude or personality tests, taken under examination conditions
within a specific time. They provide insight into the employee skills without linking them to
right or wrong answers (Imperial College 2014).
11. Organizations tend to contract employees from outside the workplace to fill the skills gap and
respond to the market changes (Cicek & Ozer 2011).
12.The advantages of outsourcing are represented in providing technical expertise and
knowledge transfer to the employees in the organization (Somjai 2017)
13. The disadvantages of outsourcing are represented in the exposure of the confidential data to
the employees from outside the organization and the lack of knowledge about the
organization and its culture (Somjai 2017).
14. Employee contracts and legislation:
i. An employment contract is an agreement between an organization and employee that
settles the terms and conditions of employment. It can be in writing or verbal. There are
legal minimums in the employees' contract that should be considered (Australia
Government 2018).
ii. legislation, regulations, standards and codes of practice that may affect workforce
planning, recruitment, selection and induction processes:
 Competition and Consumer Act 2010

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 Disability Discrimination Act 1992
 Workplace Gender Equality Act 2012 (Cwth)
 Fair Work Act 2009
 Freedom of Information Act 1982
 Privacy Act 1988
 Racial Discrimination Act 1975
 Safety, Rehabilitation and Compensation Act 1988
 Sex Discrimination Act 1984
 State and territory WHS health and safety legislation.
15. The importance of terms and conditions are represented in ensuring a transparent and
unbiased recruitment and selection process and to assure that the job description matches the
business requirements (Slezak 2016).
16. An organization could become an “inclusive workplace and ensure it has a diverse workforce
by attracting and engaging the workforce, it represents a critical factor that determines
whether the employees prefer to stay or leave the workplace. To be considered an employer
of choice, the organization have to re-examine their approaches to inclusion as a foundational
to culture and vital to all sorts of organizations (Deloitte Development LLC. 2017).
17. Organisational climate surveys may include certain factors according to Studzinski &
Eccleston (2014):
a. The employee engagement surveys that encourages the employees to provide open and honest
feedback.
b. The data gathered from the employee engagement survey could be used in the workforce
planning process by assisting the organization in identifying and building the talents of its
workforce. It gives an idea about the staff and their satisfaction level.
18.Summary of the trends in the Australian labor market:
The labor market conditions have been strengthened between June 2015 and June 2016. The
level of employment increased 1.9 % to record at 11.9 Million on June 2016. This increase was
due to the strong growth in part-time employment (Australian Government 2016).
19.The external factors that may affect the workforce supply could be represented in the market
trends, changes in technology, globalization and the economic conditions.
20.These factors have a significant impact on the process of workforce supply as it encourages
competitiveness in the labor market.
21. Reasons for developing and retaining a skilled workforce could be represented according to
Holland, Sheehan & Pyman (2015), as follows:
 To create and maintain the organizational core competencies.
 To enhance the organizational performance.
 Enhance the process of organizational learning.
 Quick response to the market needs.
 Create future leadership.

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22. The importance of developing a diverse workforce and cross-cultural management according
to Dalluay & Jalagat (2015):
 Bringing diverse knowledge and expertise to the organization.
 Create a cultural environment that suits the diverse workforce.
 Enabling the organization to have a global impact.
 Enables innovation
 Increasing the talent pool

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Task 2: Determine workforce requirements
This task is answered according to Bridge Business College (2018), as follows:
1. The reasons for senior managers leaving JKL Industries are retirement and other opportunities
2. Reasons for sales force and customer service representatives leaving JKL Industries are lack
of opportunity, lack of recognition and unhealthy work culture.
3. Reasons for line managers leaving JKL Industries are lack of opportunity, unhealthy work
culture and retirement.
4. Reasons for mechanics leaving JKL Industries are better opportunities elsewhere, lack of
recognition and unhealthy work culture.
5. Only one of the Aboriginal was employed by JKL Industries in 2017-2018 mechanic’s
apprentice.
6. There are no women employed by JKL Industries in a senior manager or branch manager
roles in 2017-2018.
7. The number of women employed by JKL Industries in sales force is 70 and none were
employed in the customer service roles in 2017-2018.
8. The six internal factors that affect JKL Industries’ workforce supply are as follows:
 Reliability
 Punctuality
 Attendance
 Professionalism
 Performance
 Well organized
9. The external factors that may affect the workforce supply are as follows:
 Legislations
 Average Wages in the industry
 Better opportunities than in JKL
 Better work culture
10. Unhealthy work culture is a threat that JKL Industries currently faces, an opportunity is the
attitude of JKL Industries towards the diversity of its team, clients and communities and
respects the rights of individuals and groups to operate in an environment free of
discrimination.
11. The ways JKL Industries might comply with the legislation:
Legislative
Requirements
Name of Legislation How might JKL comply?
Equal
employment
opportunity
EEO
Human Rights and Equal
Opportunity Commission Act
1986
JKL must ensure commitment to the fair
treatment of all personnel and
customers.
Access and equity so that all staff are
judged fairly.

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JKL need to create a fair and productive
workplace.
A welcoming, supportive environment
will be provided leading to positive
learning and employment, and
individuals having the opportunity to
reach their optimum potential.
Anti-
Discrimination
Racial Discrimination Act 1975
Sex Discrimination Act 1975
Disability Discrimination Act
1992
Workplace Gender Equality Act
2012 (Cwth)
JKL values the diversity of its
employees, customers and communities
and respects the individuals' to operate
in a free of discriminatory environment.
It handles any grievances, including
complaints of discrimination, unfair
treatment or harassment.
Industrial
relations
Workplace
relations
regulations
W
Workplace Relations Act 1996
Workplace Relations
Amendment (Work Choices)
Act 2005
Employees and managers of JKL are
expected to support the organization's
core values including performance
excellence, diversity and sustainability.
Fair Work Australia legislation
2009 JKL’s policy of compliance with
legislation requires each employee and
manager to understand and act according
to the legislation relevant to their
position.
Insurances Insurance Act 1973 (Cth). JKL incurs costs for business liability
insurance with an estimated value of
$356,000 per year.
Taxation Australian Taxation Office voluntary agreements with businesses
that don't quote their Australian business
number (ABN)
WHS Work Health and Safety Act
2011
Safety, Rehabilitation and
Compensation Act 1988
JKL is committed to reducing and
managing health and safety risks and
delivering workers’ compensation and
rehabilitation and first aid training.
Privacy & Privacy Act 1988 and Freedom JKL takes care to employees in

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confidentiality of Information Act 1982 accordance with privacy and fully
complies with obligations under the
relevant legislation. The company
provides access to own records where
available.
12. Three strategies that could be used to source JKL Industries skilled labor requirements are as
follows:
● Training employees to create and store records.
● Setting standards for recordkeeping.
● Ensuring all legislative requirements for retention periods are met
13. A report for the management will include the following:
a. JKL is an Australian. The company sales have increased by 10% on average over the last five
years.
b. JKL sells forklifts, small trucks and spare parts with a rental division.
c. JKL mission is to deliver value to its customers and investors through its highly trained
workforce.
d. JKL vision is to develop the potential of its people to enable the company to become the
leading supplier of forklifts, small, medium and large trucks in Australia.
e. JKL values are as follows:
 Performance excellence
 Value for investors, customers and employees
 Personal and professional development
 Diversity
 Sustainability
f. JKL Industries risk management strategies and guiding principles are as follows:
 Risk management strategies
● To identify, evaluate, control and manage risks.
● Ensure potential threats and opportunities are well identified and managed
● To inform the employees about their roles, responsibilities and reporting procedures
● To ensure that risk management is part of planning at all of the organizational levels.
 Guiding principles
● JKL is committed to achieving its vision and objectives.
● Embracing innovative ideas and practices to manage risks.

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g. Goals and objectives:
Goals Strategic objectives
Provide value to owners and
investors
Overall profitability Increase by 10% over the
next three years.
Partnering with HR and business to achieve the
financial goals
Value delivery to customers JKL will expand its market share by 7% within
the next year and a half
Development of the workforce
potential
Recruit and training to meet workforce needs
Become an Employer of Choice
Improve operations and
management efficiency
Performance monitoring in all areas of strategy
h. JKL future strategic goals:
● Managers take the responsibility for the recruitment and selection of staff.
● The HR department will assist managers in this role
i. JKL plans to expand existing branches to include the sale of medium and large trucks within
one year and a half.
j. JKL Organisational structure:

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k. JKL has 30 full-time and casual sales and customer service people, an account manager and 2
accountants and senior management team and one branch manager CEO and managing
directors. The company has 6 branches.
l. JKL has to increase the number of its sales force.
m. Most of the workforce is concentrated in sales.
n. The sales force is the most critical job.
o. Three strategies that JKL could use to address the unacceptable staff turnover, according to
Muthukumaran & Lavanya (2013) are:
To offer an attractive compensation package
Establish a competitive environment.

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To provide better chances for promotion.
14. Review the JKL strategic and operational objectives.
Strategic objectives Operational objectives
Increase overall
profitability by 10%
over next three years
Cost reduction policies and revenue
increase through increased customer
value
HR partners with
business to achieve
financial goals
A scan of market forces impacting
competitiveness
JKL will continue to
sell and service forklifts
and expand their market
share by 7% within the
next 12–18 months
Branch expansion to include sales of
medium and large trucks
15. Future workforce planning objectives, targets and results:
Objective Targets Result
Provide required
training
Deliver training to rental
employees
Skills development
Recruit Conduct workforce
planning thru FY 2018–19
Increased number of
workforce
Become an Employer
of Choice
Inclusion strategy Employee retention

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Task 3: Supporting workforce planning objectives
This task is answered according to Bridge Business College (2018), as follows:
1. Customer value
2. Good sales achieved which represents an advantage, but the culture management has failed
which represent a disadvantage.
3. JKL climate is not encouraging employees to stay
4. JKL can manage the change process through a strong managerial role that changes the
organizational culture (Northwestern University Information Technology 2011).
5. The current vacant positions could be filled through internal recruitment or by advertising
the current positions.
6. JLK can ensure to become an employer of choice through creating an organizational
culture, inspiring employees and providing an open and honest feedback.
7. JKL current Recruitment and selection policy involves the employment of the best possible
professionals through an equal opportunity.
8. Answers to questions from 8 to 11:
Stakeholders Employees, managers, suppliers, clients, customers and the
government
Involvement Managers are involved in developing the employees' skills
Employees have to respond to the organizational goals
JKL provides value to the employees, clients and customers
JKL complies with the governmental regulations
Risk Employees' turnover
Customer switch
Engagement JKL ensures high level of client engagement
JKL seeks effective management of talent through engagement-
friendly culture (Chandani et al. 2016).
Responsibility The HR and line managers are responsible for engagement
Timing They should be usually engaged.
Approach KL has to manage culture, influence employees through promotions,
and create ways of communication and information sharing. This
policy should be continuously implemented (Maj 2015).

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12. JKL ways to ensure that desirable workers are developed and retained:
Strategy To whom will it apply?
JKL Industries will create a grading
system that allows staff to move
upwards whilst remaining in the role.
Higher grades will be eligible for a
higher salary / longer annual leave.
Mechanics
Create grade levels- according to skills
and knowledge acquired
Create responsibilities according to
grade and pay level
Physical effort required
Working conditions according to grades
Creating performance management
policy
Performance reviews should be done
twice a year by managers.
Monitoring performance against agreed
KPIs.
Providing vocational education and
training policy
Providing training to young and new
graduates
12. To address the future needs of the organization, JKL aims to recruit additional staff to meet
organizational demands. Four senior managers are required, 6 branch managers, 6 line managers,
84 salesforce and 35 Mechanics.
13. Risk management and contingency plan:
Workforce objectives Risk likelihood Risk consequence
JKL fails to recruit and retain staff in areas
of critical need (management, salesforce,
mechanics)
Medium Low performance
JKL fails to manage culture Medium High turnover
JKL fails to become an employer choice Medium Employees
dissatisfaction
Workforce
objective:
Recruit and retain new skills
Risk mitigation strategy or contingency plan could be addressed according to (Shahzad & Safvi
2010) as follows:
● Stating the requirements properly
● Realistic estimation of cost
● Enhance the customer value

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● Development of the staff skills
● Providing the required training
14. Staffing action plan
Appendix 4 – Action plan template
Staffing
objectives:
Recruitment of the required skills to achieve the organizational goals
Provide necessary training and development
Activity: Timeline Strategy/rationale Resources Person
Staffing One year External recruitment Monetary 135
Training One year Training programs Monetary New and
existing staff
Checklist
Position Staffing target for
FY 2017–18
Actual (as per
staffing action
plan)
Achieved
Senior manager 4 4 
Branch manager 6 6 
Line manager
(service, sales) 12 18 
Salesforce 84 80 
Mechanic 34 32 

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Task 4: Review and analyse current workforce planning, recruitment, selection and
Induction policies and procedures
1. The recruitment, selection and induction policy and procedures for the organization
Objective Targets Result
Provide required
training
Deliver training to rental
employees
Skills development
Recruit Conduct workforce
planning thru FY 2018–19
Increased number of
workforce
Become an Employer
of Choice
Inclusion strategy Employees retention
2. Version- control of the documents to ensure the employees use the most recent
version of the document.
Draft V 0.1 This is the first version of the draft
Draft V 0.2 This is the second version of the draft, it includes
the necessary changes
Final V 0.3 This is the approved version of the document
3. A checklist with step by step instruction that JKL recruitment team can follow

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Step 1 - PlanTask done byDateNotes
Identification of the staff
needed
Step 2 - PrepareTask done byDateNotes
Consideration of changes in
the aims of the job and their
effect
Documents required for the
vacancy:
 Job description
 Job application form
 Equality and diversity
monitoring form
 Job offers template
 Information about the
organization
Step 3 – AdvertiseTask done byDateNotes
Factors that candidates should
apply according to them and
development of the ad content.
Communication channels
Review the job ad carefully
Step 4 – Handle applicationsTask done byDateNotes
Sending application packs to
candidates.
Shortlist of candidates for
interview
Sending invitation to them
Interviews preparation
Conduct the interview
Selection of the best talents for
the job.
Step 5 – Complete final
details
Task done byDateNotes
Successful candidates should
receive a job offer letter
Conduct pre-employment
investigation
Make a final selection decision

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Task 5: Planning for a stable workforce is an ongoing process
This task is answered according to Bridge Business College (2018), as follows:
1.In reviewing JKL work satisfaction survey results, we find that a great progress was achieved
through making 80% of the employees and 90% of the managers satisfied. Also, 80% of the
employees dislike to exit and the rest of them are reconsidering which reflect enhancement in
the working environment. About 95% of the employees feel that they have the option to
advance and they are capable of. On the other side, 80% of the employees ignore information
about privacy, discrimination policy and organizational goals with respect to diversity. 50% of
the employees ignore the training policy. 50% of the mechanics require salary increase and
40% of the salespeople require promotion in the long term. Accordingly, it is essential to
disseminate information about the organizational policies regarding the privacy,
discrimination policy and organizational goals with respect to diversity and the training
policy. It is important to revisit the salary increase of the mechanics and the promotion policy
to the salespersons.
2.Managers have to maintain the culture of knowledge sharing through adopting communication
policies. It is important to encourage the organizational learning.
3.JKL could monitor the labor supply through analysing historical data to be able to project the
future supply. Also monitoring the market trends issued by specialized recruitment centres
and by the government (Mavromaras et al. 2013).
4.The HR team can conduct a means of grievances and complains with a certain procedure that
allows complaints to be investigated by the legislative department.
5.JKL should evaluate the effectiveness of the change process every 6 months.

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Dronacharya College of Engineering, India.

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