Strategic Changes for Talent Gap in Organizations

This assignment explores the challenges faced by Australian organizations due to a shortage of senior and experienced employees. It discusses the potential for new generation employees to fill these gaps but highlights the need for strategic changes to overcome the talent gap. The author recommends implementing a learning culture, encouraging employees, exploring target people, choosing innovative tools, and promoting fair talent acquisition to attract top talent.

Running head: TALENT SHORTAGE PROBLEM IN AUSTRALIA
TALENT SHORTAGE PROBLEM IN AUSTRALIA
Name of the Student
Name of the University
Author Note

1TALENT SHORTAGE PROBLEM IN AUSTRALIA
Executive Summary
The research shed light on the ageing problem in the workplace and provides highlighted
solution in case of recruitment of new employee. New employees’ will deliver innovative work
process that enhances the business opportunities in the organization. On the contradictory, the
experience old people have this knowledge and skill that are needed in the critical situations.
Manpower group in Australia provide the data of talent shortage where Australia is increasing
their percentage and people used to find difficult to get a job. The skilled matter and
technological driver is one of the issues in that paper. The human research issues and the
problem mitigation recommendations are also highlighted in this paper to get rid of this situation
of generation and talent gap processes.

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Table of Contents
Introduction......................................................................................................................................3
Description of the news...................................................................................................................3
Identification of human resource issues..........................................................................................4
Related theories and models............................................................................................................5
Conclusion.......................................................................................................................................8
Recommendation.............................................................................................................................8
References........................................................................................................................................9

3TALENT SHORTAGE PROBLEM IN AUSTRALIA
Introduction
Age is one of the significant barriers in Australian organization. 37% of the Australian
people admitted this fact that in case of career development ageing has obstructed them. Since
2007 the talent shortage percentage has increased to its highest level of 38% as per the survey
conducted by the Manpower Group. The research shows that 38% people in Australia are having
difficulties in ajob in 2015 (Eddington& Toner, 2012). In case of other nations Netherland, Spain
and UK are experiencing least difficulty level, and their statistics of 14% shows the same. The
hardest thing in the organization is the retention policy and skilled trade workers involvement in
the workplace is needed. Management has to take control of the situation so that employees will
stay in the organization and deliver their potential experience in the organization so that
production and operation process can be reflected as a positive outcome. 35% of deficient is
situated due to lack of people or employees for that work. 34% deficit is the reason behind lack
of technical competencies, and by experience 22% people are not joining the work. So the entire
situation will be a challenging one for the nation.
Description of the news
The news is addressing skill shortage for the Australian origination. In case of
productivity, experience people can deliver the production good form. On the other hand,
innovation and operation structure will not improve enough if the company will not recruit new
talents. The main aspect of highlighting factor is pointing to that problem. Workforce experience
is needed to seize the opportunity that may not be delivered properly by the new people (Thai et
al., 2013). Change in theworkplace is not useful in all the aspects and age group difference has

4TALENT SHORTAGE PROBLEM IN AUSTRALIA
played a major part in this. Creating a diverse workplace culture is important to gear up the
production and through the provocative succession of every individual company can move on the
positive flow as well. In case of vital career developing situation, companies are looking forward
to the old and experienced people, but in most of the case, the new skilled employees’ can
provide a better outcome in productivity if organizational culture and morale boost is provided to
them. Motivation and level of work effort are always directing the positive flow-on business, and
setback strategies are coming in case of retaining an old employee who doesn’t have the
maximum production given efficiency in an effective form.
Identification of human resource issues
Through the news case, some of the human resource issues have evolved through, and
these factors are highlighting the worker's position and their diversified workplace culture in an
organization. Manpower Group has identified these, and a legitimate work culture over these
situations can help to mitigate those situations as well. Adjustment in the workplace is not
productive in all the occasion and positive flow is broken down into all the departments
(McDonnell & Burgess, 2013). Another issue like employees retention is another factor that is
promptly dependent on the employees’ motivation and level of satisfaction that they get from the
organization.
Managing talented people in the organization and providing desirable salary to those
employees is the correct manner to develop the organization. Talent war is the most important
terminology that demonstrates the scenario of the organization in this situation. Competitive
competence has been gained through the productive nature through the age difference, and that
will purposely intervene in the situation of the workplace. Global demographic and the economic

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trends are the concern factor that impacted over ageing mentality in the workplace, and Australia
is rapidly advancing in this process.
Recruitment in the workplace is another talent shortage issue that is faced by majority of
the organisations in the country. In case of gaining the advantage,experienced people need to be
retained in the company and along with that new people are needed to be brought in to balance
thesituation (Kharabsheh, 2012). Workforce culture is the essential part of the human resource
management, and that will effectively encourage workplace diversity. The strategies and policies
are taken due to the proper dimension of organization change and that will reflected over their
outcomes as well.
Related theories and models
Organization culture is defined by Charles Handy, and it also defines the four kinds of
culture. Power, Task, Role, and Person are the four sections of this model and aligned theories
are also underpinning the relation between them.

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Figure 1: Handy’s Organization Culture Model
(Source:Janićijević, 2013)
Power culture is the process where a powerful person is the only person who can take any
decision for the company. The decision-making ability and valuable long-term application for
the organization can be decided by the power. On the other hand, role culture is based on the
rules. Organization structure is depending on such case, and a long-term command applies to the
role culture. Task culture forms in case of addressing a specific problem and in case of
leadership and creativity in the organization (Janićijević, 2013). Ageing is one of these kinds of
setback that creating aproblem for the leaders and managers to find out the right option for the
organization. Through the matrix organization power, the process can be formulated in the right
way. The person culture is the last and unique matter that possessed on believes of the person to
the organization. In case of thecommon profession, where the diverse culture is persisted in the
organization, support from all the employees will boost the power of the organization.

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Figure 2: Model of Retention
(Source: James & Mathew, 2012)
Employees’ retention is dependent on the personal characteristic as well as the job
characteristic of the employee. In that case, satisfaction, motivation, involvement and work life
compatibility are same irrespective of gender, education, and sex. These are the most common
requirement that employees want from an organization (James & Mathew, 2012). The process
also concerns with some job characteristic as well. In case of self-esteem, participation issues
and working conditions employees' feedback is important, and that highlights the job security of
employees.

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Conclusion
Therefore it can be concludedthat new generation employees of Australia have the
potential to fill the position of the senior and experienced people. There are some barriers in case
of getting accustomed with the office, their training and development methods, motivational
factors, organizational culture and retention policy for the old employees are there for making a
better sense and seize the opportunity for the organization. There are some strategic changes that
organization has to make for gaining better opportunities and overcome the talent gap that
persisted in the organization.
Recommendation
In case of recommendation, the learning culture for the new generation people will be
essential for other the organization so that they can take the place of the former employee.
Encouraging employees is another recommended form to provide organizational solution.
Exploring the target people and making them aware of getting involved with the company is
another recommendation that develops the promotional aspect of the company and complieswith
it. Choosing some innovative tools and employee so that workforce and technical aspect are
simultaneously similar and coherent in the organization for developing the process is
recommended. Promotional fair of talent acquisition or choose the rift person for the
organization by taking some examination is the right way to provide the best man for the
organization.

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References
Eddington, N., & Toner, P. (2012). Skills formation strategies in Queensland: a skills
shortage?. OECD Local Economic and Employment Development (LEED) Working
Papers, (7), 0_1.
James, L., & Mathew, L. (2012). Employee retention strategies: IT industry. SCMS Journal of
Indian Management, 9(3), 79.
Janićijević, N. (2013). The mutual impact of organizational culture and structure. Economic
annals, 58(198), 35-60.
Kharabsheh, R. (2012). Critical success factors of technology parks in Australia. International
Journal of Economics and Finance, 4(7), 57.
McDonnell, A., & Burgess, J. (2013). The impact of the global financial crisis on managing
employees. International Journal of Manpower, 34(3), 184-197.
Thai, V. V., Balasubramanyam, L., Yeoh, K. K. L., &Norsofiana, S. (2013). Revisiting the
seafarer shortage problem: the case of Singapore. Maritime Policy & Management, 40(1),
80-94.