Kiwi Knowhow: HR Plan, Environmental Analysis, Forecasting

This report provides a comprehensive human resource plan for Kiwi Knowhow, focusing on environmental trends affecting the organization's HR situation. It assesses HR availability, forecasts HR requirements, and conducts a gap analysis to identify discrepancies between supply and demand. The report examines political, economic, socio-demographic, and technological trends impacting the tourism training industry in New Zealand, particularly in the Queenstown and Christchurch areas. Key issues such as worker turnover, reasons for leaving, and the need for skilled trainers are addressed. Recommendations include improving employee compensation, offering career advancement opportunities, and leveraging technology for recruitment and training. The study concludes by emphasizing the importance of a well-defined HR strategy to attract and retain qualified personnel, ultimately enhancing organizational efficiency and competitiveness. Desklib provides access to similar solved assignments.

University
Topic: Human Resource Management
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Table of Contents
Introduction 3
Environmental trends that can affect the human resource situation for the organization 3
Assessing likely HR availability 5
Forecasting HR requirements 6
Gap analysis 7
Recommendations 8
Conclusion 8
References 9
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Introduction
The whole of the study mainly based on the theme of creating a Human resource plan for the
Kiwi Knowhow organization. Different of the environmental trends that can affect the human
resource situation in the organization shall be scrutinized deeply and on behalf of such, different
kind of things can be deduced upon based on certain evidences gathered from the research. The
gap between the demand and the supply of the human resources shall also be considered in this
study.
Environmental trends that can affect the human resource situation for the
organization
● Political Trends: The Political trend can be said to be suitable for the availability of the
human resources for the organization. The current ruling party in New Zealand offers
different kind of facilities to the people who are employed, mainly different kind of tax
benefits (especially people working in the tourism and the tourism training industry)
(Mostafanezhad and Hannam, 2016).
● Economic Trends: There are high chances of the growth of the economy of New Zealand
in the modern time for up to 2% (Mihalic, 2016). This space and opportunity shall be en-
cashed by the people interested in jobs they seek.
Figure 1: Economic trends influencing travel and tourism training industry
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(Source: Smith, 2014)
● Socio/ Demographic Trends: The social conditions can also be said to be suitable for the
organization to find more people in tourism training sector. As there has been increase in
the tourist visiting New Zealand, especially in the Christchurch and Queenstown area and
the nearby places, the need for tourism and management trainers have increased (so that
they may be able to train up the clients or the people who are related to the travel and
tourism industry).
Figure 2: Growth in the number of tourists in New Zealand
(Source: Horner and Swarbrooke, 2016)
● Technological Trends: The technology has been much upgraded and the tourism training
industry has shifted towardsan operation through online mode and cloud services in order
to meet the quick need of employing trainers for training up the clients of the growing
tourism industry (Mason, 2015).
Assessing likely HR availability
The population of Auckland and many parts of New Zealand is becoming more cosmopolitan
and crowded with Asian populations (25% of the population comprising of Asian origins) (Baum
et al. 2018). In Asia, many of the countries supply labor at low costs. Thus the increase of Asian
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population shall enable the organization to get more number of workforces and qualified
personnel and professionals at much cheaper rate. One of 16 people are employed in the Tourism
training sector and thus many of the individuals are interested towards the tourism and its
management training industry. With the greater availability of many workforces in this industry,
the people engaged with it get very low rate of salaries and thus it becomes hard for their
sustenance. This trend has somewhat affected the labor supply (HR) at places such as
Queenstown.
Figure 3: Workers Turnover in Tourism Training Industry in New Zealand
(Source: Gillovic and McIntosh, 2015)
The worker’s turnover had fallen in the previous years, however there has been a slight
increasing trend after 2010. This fact has also raised a risk in the availability of proper HR for
recruitment as trainers for the Customer Service Training and Management service training.
Forecasting HR requirements
Different kind of posts and people shall be required for functioning as the trainers for the
vacancies that shall be created in the offices of Kiwi Know How that shall be located in the
Queenstown and the Christchurch areas (Albrecht, 2017). Organization has to take a proposition
for making better payments in order to gain balance of bring a decrease in the overall employee
turnover rate.
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Figure 4: Reasons for workers Turnover in Tourism and hospitality Training Industry in
New Zealand
(Source: Dhar, 2015)
It can be seen that the maximum of the workers has left due to abrupt and long working hours in
the tourism training sector, the largest being the less career opportunities and no scope of
promotions. The organization has to offer good career options, promotions, good pays and
healthy work hours.
The organization shall need and has space to employ many of the staffs or the human resources.
The HR/ HR management team needs to recruit different of the employees. The below table
implies the number of staffs that have to be taken in total for the expansion in Christchurch place
as well as the place/ office in Queenstown.
Full time employment
options in the
organization/vacancy
Number of staffs to be taken
(Human Resource to be
taken)
(Queenstown+Christchurch
)
Purpose
Director 2 To manage all the work in
both of the sites
Business 2 To decide about customer
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development/Marketing
Person/ Sales Person
relationship management,
decide about the promotions
to be made and maintaining
contact with clients and
finding new clients.
Office Manager 2 Booking training courses,
getting training materials
ready for trainers, issuing
invoices and ordering any
supplies or training aids.
Customer Service Trainers At least 15 Develop and deliver training
materials to the clients and
train how to handle customers
to their clients/people related
to tourism industry (related to
the tourism industry).
Management Trainers At least 15 To give training regarding the
management in Tourism
Industry.
TOTAL 36
Gap analysis
In the tourism training sector, 1/3rd of the labor force are available and can find themselves
decent jobs in the hospitality training industry (Mostafanezhad and Hannam, 2016). The
availability of skilled and knowledgeable trainers is less due to poor training imparted by the
other business and tourism houses and this has got elevated due to the less payment made in this
particular sector (Černá and Borkovcová, 2018).
Recommendations
The tourism training industry at present being a highly social network driven industry, the
organization has to be technologically updated. If it cannot operate the websites and platforms
properly, then the online recruitments and other things and process have to be accurately
outsourced by them. They should carry on with external recruitment in order to get fresh talents
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using the social networking sites. They should also give promotions to the present staffs to give
them more enthusiasm and should recognize their contributions towards the organization. They
also have to be properly trained so that they may be able to train others in the customer service
training and management training sector. Further, the outsourcing of different jobs has to be done
and monitored so that all the tasks are properly done even by the outer agencies. The payment
and remunerations for the staffs working (HR) there has to be increased to a considerable level
so that they may be able to properly sustain their living working in the organization.
Conclusion
The whole study has been based upon studying various facts related to the availability, position
and supply of the Human Resource for the organization that has been considered in this study.
On basis of the analysis, different kind of recommendations have also been provided, which if
followed, can help the organization to gain better kind of workers with good level of efficiency.
What measures have to be taken up by the organization in order to get proper HR has been
mentioned in various lines of this study.
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References
Albrecht, J.N., 2017. Challenges in National‐level Tourism Strategy Implementation–A Long‐
term Perspective on the New Zealand Tourism Strategy 2015. International Journal of
Tourism Research, 19(3), pp.329-338.doi: 10.1002/jtr.2115
Baum, T., Cheung, C., Kong, H., Kralj, A., Mooney, S., Nguyễn Thị Thanh, H., Ramachandran,
S., Dropulić Ružić, M. & Siow, M. (2018). Sustainability and the Tourism and
Hospitality Workforce: A Thematic Analysis doi: 10.3390/su8080809.
Černá, M. & Borkovcová, A., 2018, July. Blended Learning Concept in Selected Tourism
Management e-Courses with Focus on Content Development Including Recommender
System. In International Conference on Blended Learning (pp. 175-187). Springer,
Cham. Retrieved from https://link.springer.com
Dhar, R.L., 2015. Service quality and the training of employees: The mediating role of
organizational commitment. Tourism Management, 46, pp.419-430. Doi:
10.1016/j.tourman.2014.08.001
Gillovic, B. & McIntosh, A., 2015. Stakeholder perspectives on the future of accessible tourism
in New Zealand. Journal of Tourism Futures, 1(3), pp.223-239. Doi: 10.1108/JTF-04-
2015-0013
Horner, S. & Swarbrooke, J., (2016). Consumer behaviour in tourism. Routledge. London, UK
Mason, P., 2015. Tourism impacts, planning and management. Routledge. London, UK
Mihalic, T., 2016. Sustainable-responsible tourism discourse–Towards ‘responsustable’tourism.
Journal of Cleaner Production, 111, pp.461-470. Doi: 10.1016/j.jclepro.2014.12.062
Mostafanezhad, M. & Hannam, K., (2016). Moral encounters in tourism. Routledge. London,
UK
Smith, S.L., 2014. Tourism analysis: A handbook. Routledge. London, UK
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