BSBHRM513: Manage Workforce Planning for King Edward VII College

This report provides a comprehensive analysis of workforce planning for King Edward VII College, focusing on the development of two additional campuses. It includes a strategic workforce plan addressing current and future hiring needs, utilizing business analytics, finance, and input from HR and procurement teams. The report covers research on workforce supply, diversity strategies, workforce objectives, characteristics, and factors affecting supply. It also outlines an industrial relations framework, a workforce action plan with strategic objectives, and an external environment analysis. The report further details workforce characteristics, future workforce needs, gap analysis, and contingency plans, alongside an email to the CEO summarizing the workforce action plan. Additionally, it examines diversity objectives, implementation projects, and best practices for increasing diversity through recruitment and selection.

Running Head: HUMAN RESOURCE MANAGEMENT 1
Human Resource Management
Institution
Student
Date

HUMAN RESOURCE MANAGEMENT 2
Assessment Task 2
Research workforce requirements, notes
o In its quest to develop by establishing two additional campuses, King Edward VII College
is obliged to design a process that proactively anticipates current and future hiring needs.
This will ensure it has the resources needed to meet its business goals.
o Through the use of business analytics, finance, and input from HR and procurement team
data, King Edward VII College will be able to create a strategic workforce plan that meets
its desired long-term goals and maintains its long-term success.
o Strategic workforce planning will help this institution to build an organization with stable
staffing levels across every campus, with the right skills in the right positions for more
successful results and a higher return on investment.
o There are various sources of information that King Edward VII College can use to research
workforce supply in the education sector; these include
 LMIP- labour market information portal
 ABS-Australian Bureau of Statistics
 RBA-Reserve Bank of America
o King Edward VII College should put diversity strategies into place. Diversity at this
institution can be of various types; gender diversity, cultural diversity as well as inclusivity
of differently-abled employees who will enable it to achieve its strategic objectives
o King Edward VII College is required to identify various Workforce issues that must be
reflected in workforce objectives. These are issues driven by the strategic plan and include
recruitment strategies, selection techniques, training programs, work processes, training,
job classes, employee performance standards or recognition / reward strategies, and
additional change management or employee / labor relations support
o The institution is supposed to develop some workforce objectives that are required to meet
the overall strategic objectives. Examples of workforce objectives include:
 Reduce turnover in ‘core’ positions
 Enhance recruitment to support growth of the new campuses
 Prepare for retirement of managers, senior leadership, and key technical experts
 Enhance employee performance management to support new program goals.

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o It is also prudent for King Edward VII College identify its Workforce characteristics such
as employment status, age, gender and culture.
o Assessing the staff turnover rate is also paramount since it will enable the institution to
measure both the effectiveness of the human resources management system and the overall
management of the two campuses.
o King Edward VII College is responsible for identifying factors affecting workforce supply
such as economic conditions, industry trends, skills and labour shortages, unemployment
rate and competition for workers
o The institution is also supposed to develop an industrial relations framework that suits its
workforce.
Workforce action plan
Purpose of the workforce plan:
The purpose of workforce planning is to ensure that King Edward VII College has an adequate
supply of people with the skills, knowledge and experience required to achieve its strategic
objectives efficiently and effectively, both in the short and long term.
Strategic objectives key workforce requirements
1. To support and inspire students to achieve
the highest levels of academic attainment
and personal development
2. To provide the highest possible quality of
learning environment
3. To embed a culture of ongoing quality
improvement
4. To pursue an ethos of continuing
professional development in order to
maintain the highest standards
5. To promote creative solutions to efficient
and effective management of resources in a
1. Develop meaningful and respectful
relationships with your students
2. Interact with students right away and respond
to their challenges accordingly
3. Remove barriers to improvement and provide
support for improvement
4. Planning and carrying out development
activities
5. Take a systematic approach by:
 Setting a baseline
 Benchmarking performance
 Forming an action strategy

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challenging financial environment  Fixing targets and responsibilities
External environment analysis/ external factors that impact on King Edward VII College
 Changing technology considerations require strategic consideration and investment
 Digital technologies are changing the way students learn and the way the workforce works
 Growing students and workers populations that are increasingly culturally diverse
 Market forces that are education service delivery methods and practice models
 Uneven geographic distribution of staff, resulting in shortages in some campus departments
and surpluses in others
 Stakeholders (students and staff members) that do not reflect Australia’s populations’ ethnic,
racial, and economic diversity
 Workforce offering education programmes that are not typically aligned with emerging needs
 The reality of ongoing reductions in government support for public education that will
negatively impact service in public institutions like King Edward VII College
 The constantly changing technology landscape will greatly affect workforce planning and
service delivery.
 legal framework that might subject to King Edward VII College unfair competition
Industrial relations relating to the education and training industry
Employment and working conditions: Owing to a continuously growing number of unemployed
people in Austria and thus an increasing need for training measures, job-oriented education and
training sector is a growing segment of the country’s labour market. However, according to
researchers, it is characterised by precarious and inconsistent employment conditions, due to an
increasing number of different institutions and establishments that provide quantitatively and
qualitatively different training courses.
Employers’ representation: Education and training sector is one of the rare business areas in
Austria that do not fall within the representational domain of the Chamber of the Economy. This
means that there is no statutory interest representation for the employers in this sector, which
explains the lack of any collective agreement in this area up to April 2005.
Trade union representation: Employees in the education sector are represented by various unions
such as Australian Education Union. However, the sector’s heterogeneous structure in terms of

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actors/establishments and thus the great variety of working conditions have proved a strong
impediment to the unions being able to reach and recruit many employees.
First collective agreement: The main feature of the agreement is the industry-wide standardisation
of the existing pay and working time regulations. However, it is important to note that it covers only
a relatively small segment of the training sector, which employs between 5,000 and 6,000 workers.
Nevertheless, the agreement, the parties involved stated, may act as a signal for other employers in
the sector that 'social dumping' and unfair competition among training providers is detrimental for
both sides of industry.
Analysis of current workforce characteristics
Characteristic Analysis
1) Employee Classification
2) Flexible Schedule
3) Team-based Collaboration
1) King Edward VII College workforce comprises of
CEO, a Marketing Manager and a Marketing
Assistant, Human Resources Manager, Finance
Manager, Administration Manager, Office Assistant,
Receptionist, Academic Manager, Student Services
Officer and approximately 14 trainers. After
establishing the two campuses, the institution can
capitalize on this trend if it is willing to hire talent
under non-traditional terms.
2) Flexible work hours will increase productivity of the
workers. Flexibility will give team members at the
college the agility to accomplish multiple tasks at once
without getting bogged down in the corporate
infrastructure that often impedes efficiency.
3) King Edward VII College can initiate a network of
teams in order to keep pace with the challenges of a
fluid, unpredictable world. The idea behind a network
of teams is that individuals with specific expertise will

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4) Leadership Structure
come together to collaborate on a project-by-project
basis.
4) In the same vein as project-based collaboration,
another aspect of modernizing workforce entails
leadership structure. The college’s workforce has the
skills and tools to get work done without needing
micromanaging.
Future workforce needs:
 Cognitive flexibility
 Critical thinking and problem-solving skills
 Coordinating with others or collaboration and teamwork
 Emotional intelligence
 Judgment and decision making
 Ability to analyze and synthesize information
Gap analysis to identify the gaps between future workforce need and existing workers
Institution’s future goals Future of work
trends
key skills needed
for the future
Measuring the
current skills
 To support and inspire
students to achieve the
highest levels of
academic attainment and
personal development
 To provide the highest
possible quality of
 New employees
behaviors
 Technology will
change the way
staff will work
and live.
 Increase in the
 Data literacy
 Creativity
 Flexibility and
adaptability
 Emotional
intelligence
 Digital literacy
 Basic
communication
Skills
 Ability to Organize
and Prioritize
 Commitment to

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learning environment
 To ensure that college
plays an integral role in
the life of the local
community
 To build and maintain
collaborative
partnerships with other
organisations, securing
the continuing future of
the college.
number of
millennials in the
workplace
 Mobility: Staff
will be able to
work from
anywhere
anytime
 Globalization:
The college will
be working in a
world where
boundaries do
not exist
and competency
 Automation
 Mental Elasticity
and Complex
Problem Solving.
 Interdisciplinary
Knowledge
Work
 Leadership
Potential
 Willingness to
Learn and Grow
 Flexibility and
Open-mindedness
Workforce plan objectives  Identify Staffing Levels
 Increase Efficiency in Human Resources
 Improve Resource Allocation
 Problem Solving and Prevention.
 Leadership Planning
 Attracting and retaining skilled staff
 Ensure Workforce diversity
 Attain cross-cultural management.
workforce plan issues Actions
 Issues driven by a changing
environment: changes in the market,
 Implement new staffing strategies and
conduct external environmental scanning

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labor pool, or legislative action.
 Issues driven by demand for workforce
maintenance and enhancement
 Issues driven by the strategic plan
 Conduct internal capacity scanning to
enables staff members assess their internal
workforce strengths and weaknesses
 Develop new recruitment strategies,
selection techniques, or training programs.
Communication and consultation strategy to assist with organisational changes
1. Share a Vision: when communicating change, the communicator should share a vision of
how the organization can benefit from the transition. Individuals need to know the change is
both good for them and the college overall.
2. Tell a Story: Telling a story enables everyone to envision where the college needs to be, but
also where it currently is and how to transition.
3. Make Those in the institution the heroes: This will make the staff members active
participants in the change efforts
4. Chart the path: Equip those in the college to become leaders in the change communication.
Contingency plans
 Improving benefits
 Increasing compensation
 Investing in training and development of internal candidates
 Bringing in temporary workers
 Hiring talent from another city and allowing a remote work arrangement
 Paying relocation expenses for top candidates

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An email to the CEO (the assessor)
From: Teddy Seitz
Date: February 19, 2020
Subject: workforce action plan
To: [e-mail]
Hi Tary,
Attached in this mail is the college’s newly crafted workforce action plan. The plan covers key
pertinent sections such as the institution’s strategic objectives, industrial relations, workforce
characteristics, future workforce needs, gap analysis, contingency plans among other subjects.
Please review it and provide me with your feedback for necessary amendments. You can
summon me in your office any weekday during working hours.
Thank you
Regards
Teddy Seitz

HUMAN RESOURCE MANAGEMENT 10
Assessment Task 3: Diversity objectives implementation project
Best practice for increasing diversity through improved recruitment and selection
practices.
Diversity in the workplace is the idea that your team should reflect the general makeup of the
society around you. Your staff should consist of a variety of different types of people, from
different backgrounds and experiences. This can include diversity in regard to gender,
experience, socio-economic levels, race, religion, sexual orientation, and so on. Diversity can fall
into two categories: inherent diversity, such as demographic factors or acquired diversity, which
are developed or earned over time. Think of inherent diversity as being tied to race, gender, age,
and any other characteristic that is natural to who someone is as a person. Acquired diversity
refers to things like education, experience, values, skills, and knowledge, which are more fluid
and can develop and evolve over time. Workforce diversity is a fast-growing trend in the
business world and with good reason. In addition to being a good moral choice, diversity
recruiting also provides many tangible benefits for performance, innovation, and productivity.
Some of the practices that King Edward VII College can use to increase diversity include:
Target sources where diverse candidates congregate: A great way the institution can use to
ensure that its talent pool is full of diverse candidates is to source its candidates from a variety of
different places. It is not supposed to rely on the same sources over and over again when seeking
out new candidates. Focusing on only the sources that it knows best can result in a talent pool of
similar candidates and a lack of diversity.
Encourage diverse employees to refer their connections: Members of the college’s diverse
workforce have networks of people with similar backgrounds to them. If the institution is
looking to hire more of a specific group of people, it can reach out to some of the employees
already on its team who are part of that demographic. Encourage them to share the college’s job
ads with their networks, and give them the tools they need to promote the institution.
Offer internships to targeted groups: Many companies have started internal diversity
programs that offer internship and co-op positions to candidates from specific backgrounds. This
is a great way to encourage up and coming candidates in your industry to join your team and get
experience. To accomplish this, King Edward VII College can reach out to schools and
community groups in the area to determine opportunities to make connections with students.

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Develop an employer brand that showcases the college’s diversity: Perhaps the best way to
boost diversity in the college candidate sourcing is to organically create an employer brand that
values people and opinions from all walks of life. Management can talk about the benefits and
importance of diversity with the workforce team, get their buy in and engrain those values into
the institution’s culture. This will begin to develop an employer brand that is known for valuing
diversity.
Create organizational policies that appeal to diverse candidates: It is so important for the
college to proactively implement its policies that appeal to diverse candidates. It can achieve this
by for example, changing its time off and scheduling policies to include more religious holidays,
community events, and so on. Encourage flexible work hours that will allow candidates to
continue being involved with their communities, and not require them to conform to a cookie-
cutter schedule at all times.
Increasing diversity in candidate screening: If the college finds that its diversity recruiting
strategy is bringing in a nice variety of candidates, but it is struggling to eliminate bias in how it
screens them, then it should consider some of these tactics.
Update the recruitment, selection and induction policy and procedure to reflect best
practice procedures for increasing diversity in recruitment and selection.
King Edward VII College can increase diversity in recruitment and selection by adopting the
following policies and procedures:
Recruiting Employees: The College should examine its employees and assess where it lacks
diversity. Then it should figure out how to broadcast job opportunities to the desired population.
For example, if it wants to add more non-Australian employees, then it might start advertising
job postings in predominately non-Australian schools, community centers, churches, social
networks or widely-read publications. It may also consider using a word-of-mouth campaign or
attend job fairs to promote the institution. However, while it is great to promote diversity, all
candidates for a position must be treated fairly. It is illegal to purposely focus a recruiting
process to eliminate certain segments of the workforce.
Hiring Qualifications: Just like any other employer, King Edward VII College should look only
at a potential new hire based on his or her qualifications. That said, since the college is looking to
increase workforce diversity, it should consider changing its hiring requirements if homogenous
groups are consistently applying for the same jobs. For instance, it may consider substituting

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additional work experience in place of a four-year college degree, as this might help recruit
population segments with lesser opportunities to attend college.
Creating a Culture: The College should create a culture that values diversity. In a Charlotte
Business Journal article titled "Promote Diversity in the Workplace," experts first recommend
examining company policies, such as training programs and performance evaluations, for
unintended biases. Then appoint someone to create and oversee programs that emphasize
equality and open communication. Implement networking and mentoring programs that allow
workers to be comfortable and vocal about their needs. Also, avoid preferential treatment, as it
creates resentment.
Affirmative Action: Affirmative action is another tool that can increase the diversity of the
workplace, although it is subjective to the law. Affirmative Action is defined by law as “actions
appropriate to overcome the effects of past or present practices, policies, or other barriers to
equal employment opportunity.” King Edward VII College can decide to create a voluntary
affirmative action program if it deems there is a longstanding imbalance in a specific job
category. To ensure the legality of the program, a court will examine the company’s quotas and
goals, and determine whether it interferes with equal employment practices. It is important to pay
close attention to legal requirements when implementing and running affirmative action
programs.
An email to the CEO
From: Teddy Seitz
Date: February 21, 2020
Subject: diversity in recruitment and selection
To: [e-mail]
Hi Tary,
Just like most of the organisations around the world, King Edward VII College is determined
to ensure optimal diversity in its workforce. In this mail, I have attached updated recruitment,
selection and induction policies and procedures reflect best practice procedures for increasing
diversity in the College’s recruitment and selection. Some of the policies and procedures
recommended in this document include: hiring qualifications, affirmative actions, and creation
of a new culture that values diversity. I’ve suggested a few changes that need to be made in the