Strategic Operational Planning and Workforce Planning

Running head: STRATEGIC OPERATIONAL PLANNING AND WORKFORCE PLANNING
Strategic Operational Planning and Workforce Planning
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1STRATEGIC OPERATIONAL PLANNING AND WORKFORCE PLANNING
Executive summary
Westpac is known to be first bank in Australia. It was founded in 1817. The Westpac
delivers the institutional, consumer and business banking services. This also includes insurance
services, wealth administration, wealth management for various customers around the regions
of New Zealand and Australia. Westpac has been implementing multiple strategic priorities for
guiding the activities. They are the leadership for service, digital changes, discipline for
performance, the overall growth of highways and workforce revolution. The values of Westpac
are well fitted to their culture for supporting the strategy that is customer focused. This includes
integrity or trust by analyzing the most exceptional standards of ethical and honest behavior.
Then there is the service or the help and delight to customers. Further, they have believed in
one team to deliver the best results for the company and customers. They dare to put question
to the status quo and look for methods to make the activities better. Moreover, regarding
achievement, they have been striving for accuracy and provide the outcomes. In the following
report, the relationship between human resource planning and strategic organizational planning
of Westpac to develop an effective people-centered workplace is demonstrated.

2STRATEGIC OPERATIONAL PLANNING AND WORKFORCE PLANNING
Table of Contents
1. Introduction:...................................................................................................................3
2. Findings and analysis:...................................................................................................3
2.1 The relationship between Strategic Organisational Planning and Human Resource
Planning:....................................................................................................................................5
a. Analyzing the relationship between human resource planning and strategic
organizational planning:.........................................................................................................5
HRP or HR planning:.................................................................................................6
Relationship between SOP and HRP:.......................................................................6
Alignment of HRP with SOP:.....................................................................................6
b. Potential challenges faced by HR professionals to align with the above planning:
...............................................................................................................................................8
2.2 Human Resource Planning Process and Methods..................................................8
a) Human Resource Planning Practices by Westpac................................................8
b) Potential challenges faced by HR professional in planning of Manpower.............9
2.3 Developing High Performance and Global Mindset for Manager and Employees.10
a) Model for developing high performance work team for multicultural Workplace. 10
b) Global mindset model in Westpac.......................................................................12
3. Conclusion...................................................................................................................13
4. References...................................................................................................................15

3STRATEGIC OPERATIONAL PLANNING AND WORKFORCE PLANNING
1. Introduction:
The subsequent study intends to understand the relationship between human resource
and strategic organizational planning. For this, the relation of the practices utilized by Westpac
to develop a people-centred workplace is analyzed. From the analysis and research, the
practical issues faced by Westpac's HR professionals to get aligned with the two planning are
discussed. Next, the methods and processes of human resource planning are analyzed. The
research is justified with particular instances (Nankervis et al., 2016). On the basis of the
investigation, the potential issues witnessed by HR professionals to plan the necessities of
manpower are assessed here. The development of worldwide mindset of managers and
employees with high performance is measured. The ways in which Westpac can deploy the
related model to develop high-performance working team is suggested for a multi-multicultural
workplace. Next, the ways in which Westpac can implement worldwide mindset model to
establish the full work mentality of the workforce is recommended. The reaction is justified with
particular examples from analysis and research (O’Brien et al., 2018).
2. Findings and analysis:
It is realized that to reach the milestone a strong learning culture is needed for Westpac.
Moreover, a nationally identified training has been in huge demand at the organization.
1. Finding 1: Factors to be considered.
1.1. Analysis 1:
The way towards the success of the workforce planning strategy is to engage and
partner with Westpac’s business.
1.2. Analysis 2:
Environmental scans can be used to predict the needs of long-term employment through
providing insights to the probable risks and scopes.
1.3. Analysis 3:
Determining the proper metrics in keeping leadership that is informed regarding the
issues of the primary workforces.
2. Finding 2: Planning lessons of Westpac’s workforce:
2.1. Analysis 1:
Assure that the business owns the method and include in development, learning and
recruitment. This also provides HR information systems and the teams of organizational
development.
2.2. Analysis 2:
Further, they have been engaging the leaders of business up front in articulating the
present and forthcoming strategies.
2.3. Analysis 3:
Moreover, they can engage the business in mapping the [resent abilities of the workforce
and recognize further abilities.