Report and Career Development of King Edward Vll College

This report discusses the career development and succession planning program at King Edward Vll College. It also covers the policies and procedures for redundancy and redeployment.

Running head: REPORT AND CAREER DEVELOPMENT OF KING EDWARD Vll
COLLEGE
REPORT AND CAREER DEVELOPMENT OF KING EDWARD Vll COLLEGE
Name of the Student
Name of the University
Author note

1
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
Table of Contents
Assessment Task 4...........................................................................................................................2
Succession Planning Program......................................................................................................2
Role competencies statement.......................................................................................................2
Effective communication.........................................................................................................2
Interpersonal relationships.......................................................................................................2
Cognitive theories....................................................................................................................3
Management qualities..............................................................................................................3
Policies and procedures to develop King Edward Vll redundancy and redeployment................5
Introduction..............................................................................................................................6
Aim of policy...........................................................................................................................6
Key principles..........................................................................................................................6
Definitions of redeployment and redundancy..........................................................................6
Redeployment procedure.........................................................................................................6
Redundancy procedure............................................................................................................6
Assessment Task 5...........................................................................................................................8
Introduction..................................................................................................................................8
Analysis of workforce information data......................................................................................8
Review of external trends............................................................................................................9
Review of government policies...................................................................................................9

2
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
Analysis of focus group results..................................................................................................10
Analysis of exit interviews........................................................................................................10
Effectiveness of the workforce plan..........................................................................................10
References......................................................................................................................................11

3
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
Assessment Task 4
Succession Planning Program
Jackie Smith who has examined well for the position of human resources is supposed to
be placed for the deserving role. As the fact she has to rear children therefore she forced herself
to the administration role despite having potential to work as a HR officer. Due to this, the
college is facing a challenge of losing a candidate like her over time and wants to fill that empty
place with another candidate as deserving as Jackie smith (Burton, 1987). To implement a
succession planning for that job the organization has to put up a person from that same field who
is aware of the prevalent roles and responsibilities and also know about the key challenges that
may include the people’s sentiments within the organization and also maintaining harmonious
relations with external stakeholders.
Role competencies statement
Effective communication
Communicating with the employees is the most vital part of a good human resource
practice. Conflicts and confusions can be eradicated well through a clear and concise
communication between employer and employee. Proper communication channels are to be
applied in order to avoid any disputes. The skill of reading, writing, speaking and listening
should be highly impactful in an organization.
Interpersonal relationships
The relations between the workmen and workmen; employee and employer have an
impact on the organisation’s productivity. Effective business communication and language

4
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
builds up relations in corporate and also brings differentiation between employees creating
grievances.
Cognitive theories
The cognitive statement is the role most important for the human resource managers
working democratically for people must have critical thinking, analytical observation, strong
perceiving power, reading in between the lines, problem solving behaviour and strong thought
process (MORIN & Vicens, 2001). The HR officer should have the basic problem solving
behaviour as this would help the company to establish its position in the market. Solving
mathematical and critical problems should be the concern and one of the easiest thing in daily
routine task. Understanding critical behaviour of the employees is an art and science applied and
after viewing this, a proper motivational theory to be applied for the sake of employees.
Management qualities
It begins with managing with less input and maximum output by keeping pace with other
organisations in terms of production and policies. Reinforcement and rewards to the employees
and to motivate them towards work. Encourage employees to achieve their planned goals and
helps them to relate with company mission and vision statement and constant guidance to attain
it within a timeframe (Leung et al., 2007). As it is always connected to the set goals and
objectives it sets the short term targets which eventually leads to long term targets.

5
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
Start date Completion date Skill, experience,
knowledge to be
gained
How will this be
gained?
e.g. on the job
experience,
formal/informal
seminars/courses,
coaching/mentoring
etc.
Provider
e.g. workplace
educator,
university,
coach/mentor etc.
1st July,
2019
1st July, 2020 Acquainted with
the
organisational
culture, beliefs,
principles and
values.
On the job experience Workplace
educator
To be familiar
with the
corporate
evolution system
from strategy
formulation till
the core
competitive
advantage.
Coaching Coaching tutor
To understand
the core
dynamics of
employee
mentoring mentor

6
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
behavioural
aspects and
redressals.
Maintaining
interpersonal
relations
between the
employee and
employer.
On the job experience Workplace
educator
To reduce the
conflicts and
tensions with
distinct form of
communicational
channel within
the organisation
with a balance of
both internal and
external
stakeholders.
On the job experience Workplace
educator
Policies and procedures to develop King Edward Vll redundancy and redeployment

7
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
Introduction
Human resources manager role is a critical position in the King Edward VII college. At
present it is facing a crunch because of the vacancy that is there and need to assign someone as
deserving as could handle all the roles and responsibilities of the job.
Aim of policy
To ensure that all staffs are aware of the new designation and the dignified position has
been introduced to the organization.
Key principles
The important points that are clearly elaborated are, Accountability: The Action Board
has been identified that they are fully accountable regarding the thought process, the feelings,
behaviour, stated words, their actions, and responses (Shavit & Muller, 1998).
Definitions of redeployment and redundancy
Redeployment is a term to define the shift of the employee to the other job in the similar
organization and redundancy is not being taken or denying someone.
Redeployment procedure
The redeployment procedure has been framed to analyse employees at stake of
redundancy to protect favourable optional employment in the University. This process is also
applicable but not restricted to people who would no more be continuing because of disabilities,
or due to any other restorative causes.
Redundancy procedure
Redundancy takes place when the manager needs the worker’s job to get done by others,
or get insolvent or bankrupted. Redundancy happens with the business when it introduces
innovative technologies.

8
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
Student’s name:
Did the student:
Completed
successfully Comments
Yes No
Demonstrate the ability to implement a
succession planning program?
Demonstrate the ability to identify gaps in a
candidate’s skills, knowledge and
experience against the job role?
Demonstrate the ability to identify relevant
learning and development opportunities and
documenting in a career development plan?
Demonstrate the ability to implement
actions to meet the objectives for
redundancy and redeployment?
Task Outcome: Satisfactory  Not Satisfactory 
Assessor signature
Assessor name
Date

9
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
Assessment Task 5
Introduction
This assessment task requires to prepare a briefing report to inform workforce tanning for
King Edward VII College, as well as develop a workforce plan. It requires to discuss the
documents at a meeting with the CEO of the College or the assessor.
Analysis of workforce information data
The workforce plan should address workforce needs for the current Melbourne campus,
as well as in relation to the two new campuses (Mackay & Reid, 1972). You will also be
provided with King Edward VII College Strategic Plan that sets out its strategic objectives, as
well as operational priorities (Ferres, Connell & Travaglione, 2005). Ensure you review the Plan
in detail so you understand the organisation’s objectives and goals and use that in your
development of the workforce plan In developing the plan, the CEO also requires you to assess
the following: • How diverse is the current workforce of King Edward VII College with regards
to age. genOer. culture? • What are the organisation’s requirements for a diverse workforce as
reflected in its strategic objectives What factors affect current workforce supply — specifically
for the education sector for King Edward VII College? You should research and identify factors
that apply including current economic conditions, education industry trends, skills and labour
shortages, as well as overall unemployment rates.
Review of external trends
The role of Local Authorities has changed. Warwickshire LA is no longer universal
providers of services to schools, but instead now operates as strategic commissioning agencies
overseeing an adequate range and amount of provision on behalf of their communities. The
emergence of the Academies programme, the withdrawal of most LA statutory education

10
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
functions and the move to create a national funding agency for schools and Colleges has created
a local free market with no planning or regulatory checks and balances and, most significantly,
no independent external advocate for the individual child and family (Mone & London, 1998).
At the same time, schools are required to deliver a core academic curriculum and are subject to
even greater attainment requirements. The impact of this will be that a significant number of
primary and secondary schools may fall below the targets set and so will be subject to
‘structural’ intervention by the Department for Education (DfE) and a requirement to become an
academy.
Review of government policies
There is an opportunity for successful academic institutions to sponsor these academies.
This option may be available to the College in the future should we attain a good or better Ofsted
grade. The removal of funding for Warwickshire Connexions service that were able to offer
Independent Advice and Guidance IAG to year 10 and 11 has means that IAG in some schools is
inadequate. The College has invested in an IAG professional to benefit current students and is
subject to the same scrutiny on IAG as local schools. The College complies with regulations. The
LA funds a strategic alliance between groups of institutions in 5 areas of the County. These
alliances will monitor institutional and group performance, will share good practice and commit
to developing those institutions that underperform against national averages. The College will
continue to work with our partners SFC institutions to further develop our practice.
Analysis of focus group results
King Edward VI College will review our curriculum offer to optimise staff and student
success so that we remain the institution of first choice for our community and those in
neighbouring areas.

11
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
Analysis of exit interviews
A number of subjects attract relatively small numbers of students. These include Modern
Foreign Languages and Music.
Effectiveness of the workforce plan
Strategic workforce planning is a long-term procedure which has a view to forecast
analytically what roles the company would require late in future for working. This requires
organizations to take proactive decisions for its surroundings to run the cycle of business and
consider other important parameters that would affect the business (Glencross, 2016). Along
with this, the company also requires to elucidate its employees’ future regarding career and
discuss to enroll and train about deployment, improvement, and retaining them.

12
REPORT AND CAREER DEVEELOPMENT OF KING EDWARD Vll COLLEGE
References
Shavit, Y., & Muller, W. (1998). From School to Work. A Comparative Study of Educational
Qualifications and Occupational Destinations. Oxford University Press, 2001 Evans Road, Cary,
NC 27513.
Mackay, D. I., & Reid, G. L. (1972). Redundancy, unemployment and manpower policy. The
Economic Journal, 82(328), 1256-1272.
Ferres, N., Connell, J., & Travaglione, A. (2005). The effect of future redeployment on
organizational trust. Strategic Change, 14(2), 77.
MORIN, M. L., & Vicens, C. (2001). Redundancy, business flexibility and workers' security:
Findings of a comparative European survey. International Labour Review, 140(1), 45-67.
Leung, S. C., Tsang, S. O., Ng, W. L., & Wu, Y. (2007). A robust optimization model for multi-
site production planning problem in an uncertain environment. European journal of operational
research, 181(1), 224-238.
Burton, M. (1987). Design at King Edward VII Community College, Leicestershire. Studies in
Design Education Craft & Technology, 19(2).
Mone, E. M., & London, M. (1998). HR to the rescue: Case studies of HR solutions to business
challenges. Routledge.
Glencross, M. (2016). The State Visits of Edward VII: Reinventing Royal Diplomacy for the
Twentieth Century. Springer.