BSBHRM513A - Workforce Planning and Analysis of JKL Organization

This report provides an in-depth analysis of workforce planning within the JKL organization, examining both internal and external workforce trends and aligning them with the company's objectives. It delves into the results of a survey designed to gauge employee job satisfaction and the impact of promotion or exit policies. The report evaluates the effectiveness of the existing workforce plan and the changes implemented by the organization, offering recommendations for refining strategies, objectives, and targets. Key areas explored include internal labor trends, external labor supply, government policies, industrial relations, and climate survey results. The evaluation highlights areas for improvement in employee compensation, appraisal processes, and communication networks, with suggestions for enhancing digital marketing and unbiased performance reviews to foster a more effective and engaged workforce.

Workforce Planning in JKL Organization
Student Details
1/10/2020

Workforce Planning
Executive Summary
It is important for every firm to plan from before only the employees they going to need in the
future. This process is known as workforce planning. In the JKL organization, the need for the
future workforce on the basis of an in-depth analysis of internal and external workforce trends
and objectives of the company is provided in this report. The results of the survey conducted to
understand the job satisfaction and impact of promotions or exit policies of the employees of the
JKL organization are also analyzed. The evaluation of the effectiveness of the workforce plan
and the changes brought in by the organization are also done in this report. On the basis of
evaluation, the necessary recommendations to bring appropriate changes in the strategies,
objectives, and targets of the JKL organization have been provided in this report.
1

Workforce Planning
Contents
Executive Summary.........................................................................................................................1
Introduction......................................................................................................................................3
Analysis of Internal and external Workforce Trends......................................................................3
Internal Labour Trend..................................................................................................................3
External Supply...........................................................................................................................4
Government policy......................................................................................................................4
IR and Modern Awards...............................................................................................................4
Climate Survey Results................................................................................................................5
Evaluation of effectiveness of workforce planning and change processes......................................5
Recommendations............................................................................................................................6
Bibliography....................................................................................................................................8
2

Workforce Planning
Introduction
Workforce planning is the process of analyzing the external and internal environment of the
organization and on the basis of that identifying the job positions on which the employees are
required, then recruiting employees within and outside the organization to fill those positions and
at last training and development of those employees1. In the JKL organization, the need for the
future workforce on the basis of an in-depth analysis of internal and external workforce trends
and objectives of the company is provided in this report. This report is also based on the results
of a survey conducted for understanding the job satisfaction and impact of promotions or existing
policies on the employees of the JKL organization.
The evaluation of the effectiveness of the workforce plan and the changes brought in by the
organization are also done in this report. On the basis of evaluation, the necessary
recommendations to bring appropriate mild changes in the strategies, objectives, and targets of
the JKL organization have been provided in this report.
Analysis of Internal and external Workforce Trends
In order to do workforce planning it is important to formulate a plan and then on the basis of that
analyze internal and external workforce trends of JKL organization. In this analysis, every
element present around the workforce trend is analyzed. The analysis of government policies,
internal-external employee supply, industrial relations, and organizational objectives helps JKL
organization in understanding the external and internal workforce trends of the organization.
These factors affecting the workforce trend of the JKL organization have been analyzed in this
study with the motive of placing the right person at the right job and accomplishing
organizational objectives in the most productive and proficient manner.
Internal Labour Trend
The trend is specifically something that is going on in a particular time period. When the trend of
labor is looked upon then it talked about the availability, quality, needs, skills, etc of laborers at a
particular period2. The internal labor trend of the JKL organization is analyzed in this section, by
1 P, Banfield, and Kay R. Introduction to Human Resource Management. 2nd Edition. Oxford University Press,
2012.
2 C, Carberry, and C Cross. Human Resource Development: A Concise Introduction. Palgrave, 2015.
3

Workforce Planning
considering the workforce planning scorecard of FY 2014-15 and also the turnover as well as
demographic details of the HR personal of JKL during FY 2013-14 and the first quarter of
FY2014-15. It was identified that the number of requirements of employees in different
branches of JKL can be fulfilled from inside as well as outside sources. The positions will be
including redeployment of employees form branches of company form diverse cities. On the
basis of the analysis of the internal labor trend of JKL, the present and future requirements of the
workforce in the organization are identified.
External Supply
In order to fill up the identified positions and future requirements in the JKL organization, the
recruitment and selection process is conducted. In the recruitment and selection process, the job
positions are filled by selecting employees from inside and outside the organization3. In order to
select employees from outside the organization, it is important for the management of the JKL
organization to check the supply of labor in the market. When there is more supply then the
requirement of the organization then the JKL organization can appoint employees in a more
effective and efficient manner. This is the second component in analyzing the workforce trend of
the JKL organization during FY 2014-15.
Government policy
There is the involvement of government in recruitment and selection as well as training of
employees in the organization. The policies of government also affect staffing planning and
procedure. The government policies impact the supply of labour in the organization, as according
to the policy the employment rate and minimum wage rate of the country is decided, which has
to be followed by JKL as well. It is important for the JKL organization to identify and
understand each policy of the government regarding the external and internal recruitment of
employees in the organization. The labor trend analysis of JKL helps the organization in
understanding government policies as well with other major components and on the basis of that
the appropriate decisions are taken.
3 Nicky, Dries. "The psychology of talent management: A review and research agenda." Human Resource
Management Review 23, no. 4 (2013): 272-285.
4

Workforce Planning
IR and Modern Awards
Industrial relations are considered one of the major component identifying labor trends in an
organization. In JKL the relationship of the organization with all of its stakeholders is analyzed
in order to get the help of those stakeholders in the internal and external appointments of
personal in a productive and proficient manner. The system of modern awards for the
recruitment and selection of employees is also analyzed with the prevailing trends in the market4.
On the basis of IR and modern awards, the workforce trend of the JKL organization is identified
and analyzed.
Climate Survey Results
The most crucial part of understanding the workforce trend of the JKL organization is to identify
the needs and wants of the employees and their current state in the organization. For this
purpose, a survey has been conducted which consists of questions based on employee
satisfaction and the reasons for employee commitment or resigning from the job. The survey was
filled up by the employees of the organization and the results are identified. According to the
results, it was identified that most of the employees are satisfied with the job role they have
given. Most of them are strongly agreeing with the phenomenon that involved their suggestion
and recommendations in the decision making process in the organization. The results of the
survey can help the management of the JKL organization in identifying and analyzing the
workforce trend in an effective and efficient manner.
Evaluation of the effectiveness of workforce planning and change processes
The analysis of the workforce trend of the JKL organization has been done in a productive and
proficient manner. The workforce planning of JKL included various steps like establishment of
challenges and objectives, formulation staffing strategic plans, identifying and understanding the
workforce trend of the JKL organization by analyzing external and internal labor market. Apart
from the various components of labor trend analysis like government policies, external labor
supply, Industrial relations, etc are also analyzed. A survey of ten questions also has been
conducted in order to identify the internal labor climate of the JKL organization. The results
4 T.N, Krishnan, and Hugh Scullion. "Talent management and dynamic view of talent in small and medium
enterprises." Human Resource Management Review 27, no. 3 (2017): 431-441.
5

Workforce Planning
implied that the employees have given due care by the management of the JKL organization,
however, in some points, they are still lacking5.
It is important for the management of JKL to evaluate the effectiveness of its workforce planning
program and the changes this process brought into the organization. In order to maintain the
effectiveness of the workforce of the JKL organization, it is important for the organization to
think about the involvement of the management in the effective workforce planning and the
revenue it may bring in the organization in long run. The evaluation of the effectiveness of the
workforce planning program can help the organization in understanding the current need of its
employees as well as management. It can help in identifying the drawbacks before any major
blunder can happen and in this way can lead an organization to the way where it can provide a
competitive advantage to others by making a good amount of profits6.
However, changes prevailing in JKL organizations are mostly resisted by a lot of employees
even the managers or top-level employees of that organization. Hence it becomes important to
analyze and evaluate the results of workforce planning to see the successful implementation and
carried out of workforce plan and on the other hand, the changes it bought are accepted without
must resistance from the side of employees, and resistance is dealt in a most productive manner.
The scorecard of planning helps in evaluation of effective identification of requirement of actual
workforce and the presence of work performance within the organization. The training of new
employees must be completed, implementation of staffing program must be done, the skill audits
as per the scorecard already have been done in effective manner, 40% planning of personal
development plan is remaining, 75% of performance review process is done and rest is
remaining.
It is identified form the evaluation that the workforce planning of JKL organization has been
done in an effective manner; however, there were still some points or areas where the JKL
organization and its personals are lacking like the appraisal and promoting chances of the
employees are not that beneficial in nature. They are not apprised enough on the basis of their
caliber and performance7. The communication network also has some loose connections in it due
5 J A, Mello. Strategic Human Resource Management. 4th Edition. Cengage, 2015.
6 Mohammed, Othman, , Nadia Bhuiyan, and Gerard J. Gouw. "Integrating workers’ differences into workforce
planning." Computers & Industrial Engineering 63, no. 4 (2012): 1096-1106.
7 R, Jones, and Martain S. Managing Human Resource Systems. 3rd Edition. Nollamara WA : HRVET, 2013.
6

Workforce Planning
to which the message not gets transferred effectively to the place where it meant to reach. These
factors have also affected the change management process of the organization. In order to bring
effectiveness in the workforce planning process and change management process of the JKL
organization, the management and employees need to take some severe steps.
Recommendations
It is identified that the workforce planning process implemented in the JKL organization in
FY2014-15 is quite effective, however, it is still lacking in some areas. In order to achieve a
fully-fledged plan for workforce management in JKL some of the recommendations are given in
this study, it is recommended to the management of the organization that they can adopt
following recommendations to bring effectiveness in their workforce planning process.
 The compensation of employees needed to be increased on the basis of government policies, the
caliber of personals and the description of a particular job.
 The appraisal process of the personals must be done in a more productive manner by including
more points to review and get specialized and unbiased managers to review it8.
 The workforce planning can include more involvement in digital marketing and advertising of
the job so that the organization can reach wide areas for recruitment.
8 Valeva, Silviya, Mike Hewitt, and Barrett W. Thomas. "Balancing flexibility and inventory in workforce planning
with learning." International Journal of Production Economics 183 (2017): 194-207.
7

Workforce Planning
Bibliography
Banfield, P, and R Kay. Introduction to Human Resource Management. 2nd Edition. Oxford
University Press, 2012.
Carberry, C, and C Cross. Human Resource Development: A Concise Introduction. Palgrave,
2015.
Dries, Nicky. "The psychology of talent management: A review and research agenda." Human
Resource Management Review 23, no. 4 (2013): 272-285.
Krishnan, T.N, and Hugh Scullion. "Talent management and dynamic view of talent in small and
medium enterprises." Human Resource Management Review 27, no. 3 (2017): 431-441.
Mello, J A. Strategic Human Resource Management. 4th Edition. Cengage, 2015.
Othman, Mohammed, Nadia Bhuiyan, and Gerard J. Gouw. "Integrating workers’ differences in
workforce planning." Computers & Industrial Engineering 63, no. 4 (2012): 1096-1106.
R, Jones, and Martain S. Managing Human Resource Systems. 3rd Edition. Nollamara WA:
HRVET, 2013.
Valera, Silviya, Mike Hewitt, and Barrett W. Thomas. "Balancing flexibility and inventory in
workforce planning with learning." International Journal of Production Economics 183 (2017):
194-207.
8