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Manage Workforce Planning BSBHRM513

   

Added on  2020-04-15

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BSB1BSBName:Institution:Course Code:
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BSB2Task 1. Research workforce requirements and develop workforce planning.This paper is based on procedural assessment of different tasks that collectively answer the three parts under consideration. That is, workforce planning report, communication strategy, risk management and contingency plan. Therefore, by responding to the various aspects of this paper on case study and appendix information, the three aspects will be achieved.1.Case study scenario.From the case study scenario of JKL industries in Australia, HR consultant will be very useful in reviewing workforce requirement and develop workforce objective and strategies. In that connection, we will consider factors that are likely to affect supply of workforce. These factors will include internal labour resources and the external labour markets. JKL industries had achieved competitive advantage over other companies dealing with sale of products such as forklift, spare parts and small trucks. The sale of these products has assisted the company to generate a lot of wealth and in the span of 12 years of business operation achieve competitive advantage. The requirement of workforce for JKL industries along with development of workforce objectives and strategies can be achieved by employing several mechanisms. First, the industry can lay out marketing strategies (Thomas, 2009). If JKL industries market the products to a wider market, then there is higher probability of generating more wealth. This is because, the quantity of sales that will be done in a given period of time will increase significantly. Thus, there is a perfect positive correlation between the level of marketing and sales made by JKL industry in a given period of time.Again, considering that JKL industries had made more sales that contributed to 10% increase in sales per year, the industry had faced challenges in the last three years. The relative cost on these products such as forklifts and small tracks had increased significantly. Taxation process has as well affected the industry. Therefore, as a HR consultant, I aim at examining factors affecting workforce supply. To start with, we consider internal labour resources. The department of humanresource management is highly involved in the process of hiring and recruiting the internal labor resources (Thomas, 2009). These resources affect JKL industries directly from the inside. This aspect affect workforce supply in a number of ways. First, the industry mode of agreement with
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BSB3internal labour resources. If the industry offer a proper and appropriate working environment with internal labour resources, then the supply of workforce is likely to increase because many ofthese workers have great attraction on the conditions of their workplace (Thomas, 2009). If theseconditions are risky to the workers, then many of internal labour resources will be discouraged from working for JKL industries. In return, the number of workforce supply will reduce tremendously. Another aspect that will favor the supply of workforce will be wages, salaries and remunerations.If these cash aspects are favorable to the internal labour resources then the supply of workforce will increase significantly. Again, workforce supply can be affected by external labour market. These markets highly affect the supply of workforce. If JKL industries expand on the market regarding the external labour market (Thomas, 2009). More markets implies more workforce needed to fill the gaps in the market. Lastly, the other aspect of factors affecting workforce supply is the demand of forklifts and small tracks. If the demand for these products increases, then the supply of workforce will increase significantly. Reduction in demand will result to less workforce supply.2.Using the information provided in Appendix 1, review:a)Current data on staff turnover and demographicsThe data contained in the appendix relate to JKL accounting system, payroll system and HR management system. The demographic data and workforce turnover on staffs has a wider implication. Starting with staff turnover, we are in a position to review the number of staffs in a given position at a given point in time. The number of workers who exit a particular position andreasons for exit are also indicated. It is important to appreciate the role played by different staffs in a particular position. It is through these workers that JKL industries managed to increase sales rate to 10% per annum. Were it not for the efforts of these staffs, the industries would not have been able to achieve competitive advantage over other competitors (Ryan & Deci, 2017). If we review the position of senior manager on staff turnover platform, we realize that only a single senior manager exit the industry out of four senior managers. However, the reasons for exit are retirement and venture into better opportunities. This is a perfect record for JKL industries. A
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