Report on Planning and Managing Flexible Workforce at Oakman Inn
VerifiedAdded on 2024/06/28
|21
|4855
|326
Report
AI Summary
This assignment provides a detailed overview of Oakman Inn's approach to planning and managing a flexible workforce, particularly in the context of its corporate social responsibility (CSR) program focused on tree plantation. It covers the scope of workforce requirements, including the need to reconfigure existing staff and hire additional personnel to meet program goals without disrupting daily operations. The report addresses key aspects such as strategic planning, flexible working arrangements, and labor engagement options (buy, build, or borrow). It identifies potential issues related to flexibility, such as fragmentation of teams and reduced customer service coverage, and outlines strategies to mitigate these challenges. Furthermore, the assignment emphasizes the importance of employee engagement through a participative approach, support, and coaching to ensure the successful integration of flexible working staff. It also highlights the use of technology, such as cloud-based applications, to track performance and compliance with flexible work arrangements.
Plan and manage the flexible
workforce
workforce
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
TABLE OF CONTENTS
Task 1...............................................................................................................................................1
Section 1: Scope of workforce requirements...............................................................................1
Section 2:..................................................................................................................................... 5
Section 3: Manage the flexible workforce...................................................................................9
Task 2 Questionnaire..................................................................................................................... 12
1- Discuss how you would plan for the workforce, in particular, mention what planning
methods you would use............................................................................................................. 12
2- Address how legislation, regulation and policy relate to the flexible work arrangements.. .13
3- What typical challenges would you face when implementing flexible work arrangements. 13
4- What strategies would you employ to address the challenges that you have identified.......13
5- Discuss how you would support the flexible workforce to:..................................................13
References......................................................................................................................................15
Task 1...............................................................................................................................................1
Section 1: Scope of workforce requirements...............................................................................1
Section 2:..................................................................................................................................... 5
Section 3: Manage the flexible workforce...................................................................................9
Task 2 Questionnaire..................................................................................................................... 12
1- Discuss how you would plan for the workforce, in particular, mention what planning
methods you would use............................................................................................................. 12
2- Address how legislation, regulation and policy relate to the flexible work arrangements.. .13
3- What typical challenges would you face when implementing flexible work arrangements. 13
4- What strategies would you employ to address the challenges that you have identified.......13
5- Discuss how you would support the flexible workforce to:..................................................13
References......................................................................................................................................15
LIST OF TABLE
Table 1: Coaching session...............................................................................................................9
Table 1: Coaching session...............................................................................................................9
LIST OF FIGURES
Figure 1: Performance matrix analysis.......................................................................................... 12
Figure 1: Performance matrix analysis.......................................................................................... 12
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Task 1
Section 1: Scope of workforce requirements
Scoping workforce requirements
Oakman inn is an organisation in the UK that intends to provide good food, and drinks along
with positive ambience to its customers. The organisation is going to organize a new program of
5 days under its corporate social responsibility practices that focus on tree plantation in different
areas near the organisation. Following are the key goals of the program:
To contribute to the environmental conservation
To inculcate a sense of responsibility among the stakeholders towards the environment
To improve brand recognition
To create awareness among the people towards environment protection
To inspire other business organisation to contribute their efforts in similar programs
Scoping
The program of tree plantation requires Oakman inn to reconfigure its existing workforce and
hire some additional workforce as the goals of the program is to be attained with the set working
hours of employees without disturbing the daily targets (Camps et al., 2016). Hence, it is
essential to reallocate the work and manage the working schedule so that the organizational goals
can be attained along with the accomplishment of program goals. In addition, the organisation is
intending to provide appropriate flexibility to their employees so that they a spirit of willingness
and dedication towards the work can be improved. However, the major challenge faced by the
HR manager of Oakman inn in implanting the program is to manage the workforce and relevant
time schedule Therefore workforce planning is required to be developed that focuses on how
employees will manage their daily routine and program-related work.
Scope of the workforce requirements and planning:
1
Section 1: Scope of workforce requirements
Scoping workforce requirements
Oakman inn is an organisation in the UK that intends to provide good food, and drinks along
with positive ambience to its customers. The organisation is going to organize a new program of
5 days under its corporate social responsibility practices that focus on tree plantation in different
areas near the organisation. Following are the key goals of the program:
To contribute to the environmental conservation
To inculcate a sense of responsibility among the stakeholders towards the environment
To improve brand recognition
To create awareness among the people towards environment protection
To inspire other business organisation to contribute their efforts in similar programs
Scoping
The program of tree plantation requires Oakman inn to reconfigure its existing workforce and
hire some additional workforce as the goals of the program is to be attained with the set working
hours of employees without disturbing the daily targets (Camps et al., 2016). Hence, it is
essential to reallocate the work and manage the working schedule so that the organizational goals
can be attained along with the accomplishment of program goals. In addition, the organisation is
intending to provide appropriate flexibility to their employees so that they a spirit of willingness
and dedication towards the work can be improved. However, the major challenge faced by the
HR manager of Oakman inn in implanting the program is to manage the workforce and relevant
time schedule Therefore workforce planning is required to be developed that focuses on how
employees will manage their daily routine and program-related work.
Scope of the workforce requirements and planning:
1
The HR manager of Oakman inn needs to develop a strategic plan that must encompass how
different department will manage various activities on different days of the program. According
to strategic planning, an action plan is developed for the workforce requirements that must focus
on flexible working arrangements for the employees in terms of working hours and time shifts
(Qin et al., 2015). For example, the flexibility to the workforce can be provided in choosing the
time shifts for their work and the availability of options in which they can change their start and
finish time. This helps the Oakman inn to improve employees’ productivity, performance, and
reduce employee’s turnover. In addition, to this, ten external workforce is hired to manage the
day to day operations of the restaurant along with the effective execution of program activities.
The HR manager of Oakman inn is responsible for considering various factors in reconfiguring
the existing workforce and appointment of additional employees to ensure smooth working of
organizational activities and better scope of attaining the organizational goals (Spaulding and
Martin-Caughey, 2015). Scoping the workforce requirements must consider the role of
leadership, employees’ capabilities and specialization so that work of the specified program and
other organizational activities can be attained efficiently. The workforce requirements can be
managed within the Oakman inn by identifying the availability of the internal and external
resources.
The scoping of the workforce requirements of Oakman inn includes the involvement of different
stakeholders that are required to participate in the planning and development of the new program
under CSR policy. CEO and senior management of Oakman inn are responsible for developing a
strategic plan for the program while the HR managers know what best practices, knowledge, and
talent which are required to implement the tasks of new programs and hence, they are
responsible to develop a specified schedule and work allocation for the workforce planning
(Allvin et al., 2013). The employees are the major participant in the program that shares their
creative, practice, and collaborative experience in the program to attain the specified goals. The
managers of Oakman inn are responsible for managing the entire work of employees so that their
daily work requirements can be managed along with the program execution.
2
different department will manage various activities on different days of the program. According
to strategic planning, an action plan is developed for the workforce requirements that must focus
on flexible working arrangements for the employees in terms of working hours and time shifts
(Qin et al., 2015). For example, the flexibility to the workforce can be provided in choosing the
time shifts for their work and the availability of options in which they can change their start and
finish time. This helps the Oakman inn to improve employees’ productivity, performance, and
reduce employee’s turnover. In addition, to this, ten external workforce is hired to manage the
day to day operations of the restaurant along with the effective execution of program activities.
The HR manager of Oakman inn is responsible for considering various factors in reconfiguring
the existing workforce and appointment of additional employees to ensure smooth working of
organizational activities and better scope of attaining the organizational goals (Spaulding and
Martin-Caughey, 2015). Scoping the workforce requirements must consider the role of
leadership, employees’ capabilities and specialization so that work of the specified program and
other organizational activities can be attained efficiently. The workforce requirements can be
managed within the Oakman inn by identifying the availability of the internal and external
resources.
The scoping of the workforce requirements of Oakman inn includes the involvement of different
stakeholders that are required to participate in the planning and development of the new program
under CSR policy. CEO and senior management of Oakman inn are responsible for developing a
strategic plan for the program while the HR managers know what best practices, knowledge, and
talent which are required to implement the tasks of new programs and hence, they are
responsible to develop a specified schedule and work allocation for the workforce planning
(Allvin et al., 2013). The employees are the major participant in the program that shares their
creative, practice, and collaborative experience in the program to attain the specified goals. The
managers of Oakman inn are responsible for managing the entire work of employees so that their
daily work requirements can be managed along with the program execution.
2
An estimated budget for scoping the flexible workforce requirements of Oakman inn and other
resources is taken as $ 25000 so that the program goals can be effectively attained. The timeline
is required to be developed to identify the requirements of workforce, employment, and
reconfiguration of the existing workforce.
Analysis and assessment of labour engagement options
The governance structure of the program is scheduled by the HR manager of Oakman inn in
which different activities are allocated to different departments on different days so that the
overall goals of the program can be successfully attained within five working days. The first day
of the program will be administered by ten employees from housekeeping and staff department,
five employees from the administration department, and three new recruited workforces. The
work of programme on the second day will be managed by five employees from housekeeping
and staff department, ten from the human resource department, and five from the marketing and
sales department (Liu et al., 2017). The third day will be administered by five employees from
the food and beverages department, three new hired employees, and five from the accounting
department. The duty of the fourth day will be assigned to the 20 employees from the
administration department, housekeeping department and food and beverages department. The
last day of the programme was the closure and therefore, requires 30 employees from all the
departments of Oakman inn.
The goal of the program is to plant trees in all the nearby areas of the Oakman inn, and hence to
manage different activities of the program, a range of 20 to 25 employees were required on each
day. Hence, the HR manager has appropriately managed to fulfil the supply and demand of
workforce requirements with appropriate allocation of work to different employees of different
departments along with the time flexibility (Ludwig and Frazier, 2013). The workforce was
readily available for the programs as appropriate flexibilities are provided to the workforce to
retain the talent within the organisation. For example, the working time of housekeeping
employees are 8 hours, in which 1 hour will be allotted to the program, and hence the remaining
work needs to be managed within a limited time period. However, the linear gap between the
supply and demand of the internal workforce was managed with the external workforce supply.
3
resources is taken as $ 25000 so that the program goals can be effectively attained. The timeline
is required to be developed to identify the requirements of workforce, employment, and
reconfiguration of the existing workforce.
Analysis and assessment of labour engagement options
The governance structure of the program is scheduled by the HR manager of Oakman inn in
which different activities are allocated to different departments on different days so that the
overall goals of the program can be successfully attained within five working days. The first day
of the program will be administered by ten employees from housekeeping and staff department,
five employees from the administration department, and three new recruited workforces. The
work of programme on the second day will be managed by five employees from housekeeping
and staff department, ten from the human resource department, and five from the marketing and
sales department (Liu et al., 2017). The third day will be administered by five employees from
the food and beverages department, three new hired employees, and five from the accounting
department. The duty of the fourth day will be assigned to the 20 employees from the
administration department, housekeeping department and food and beverages department. The
last day of the programme was the closure and therefore, requires 30 employees from all the
departments of Oakman inn.
The goal of the program is to plant trees in all the nearby areas of the Oakman inn, and hence to
manage different activities of the program, a range of 20 to 25 employees were required on each
day. Hence, the HR manager has appropriately managed to fulfil the supply and demand of
workforce requirements with appropriate allocation of work to different employees of different
departments along with the time flexibility (Ludwig and Frazier, 2013). The workforce was
readily available for the programs as appropriate flexibilities are provided to the workforce to
retain the talent within the organisation. For example, the working time of housekeeping
employees are 8 hours, in which 1 hour will be allotted to the program, and hence the remaining
work needs to be managed within a limited time period. However, the linear gap between the
supply and demand of the internal workforce was managed with the external workforce supply.
3
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Labour engagement options
To improve the labour engagement and to hire new candidates within the Oakman inn, there are
three options available to buy, build, or borrow. To buy the talent refers to the hiring of
employees, building involves provisions of appropriate training to the employees to improve
their capabilities, and borrow the use of external outsourcing services on a contract basis.
Oakman inn is needed to maintain a level of buying in its recruitment strategy as it helps to bring
creativity, knowledge and a good external experience within the organisation. The other option
of building talent requires more time and money; however, appropriate training to the employees
helps to build their internal strength and capability (Sharlyn Lauby, 2018). The external
assistance from borrow strategy is required for temporary basis and therefore does not require for
daily activities. The appropriate strategy for Oakman inn is to adopt the mixture of buying and
building to support the organizational goals and objectives.
Potential issues
Although the flexibility in working offers wide benefits to the Oakman inn, however, there are
some potential issues that may be faced in relation to it. For example, the organisation requires
team oriented people to deliver good food and drinks to the customers; however, more flexibility
in working leads to fragmentation of employees due to different time schedule and working
hours. Hence, the spirit of working in a team decreases among the employees of Oakman inn that
may impact their overall performance adversely (Michielsens et al.,2013). In addition, Oakman
inn is intending to deliver exemplary services to its customers; however, the flexible workforce
can reduce the coverage of customer services in the restaurant at different times. In addition, the
HR manager will face difficulty in implementing the discipline within the restaurant that also
affects the training and other program arranged by the organisation.
4
To improve the labour engagement and to hire new candidates within the Oakman inn, there are
three options available to buy, build, or borrow. To buy the talent refers to the hiring of
employees, building involves provisions of appropriate training to the employees to improve
their capabilities, and borrow the use of external outsourcing services on a contract basis.
Oakman inn is needed to maintain a level of buying in its recruitment strategy as it helps to bring
creativity, knowledge and a good external experience within the organisation. The other option
of building talent requires more time and money; however, appropriate training to the employees
helps to build their internal strength and capability (Sharlyn Lauby, 2018). The external
assistance from borrow strategy is required for temporary basis and therefore does not require for
daily activities. The appropriate strategy for Oakman inn is to adopt the mixture of buying and
building to support the organizational goals and objectives.
Potential issues
Although the flexibility in working offers wide benefits to the Oakman inn, however, there are
some potential issues that may be faced in relation to it. For example, the organisation requires
team oriented people to deliver good food and drinks to the customers; however, more flexibility
in working leads to fragmentation of employees due to different time schedule and working
hours. Hence, the spirit of working in a team decreases among the employees of Oakman inn that
may impact their overall performance adversely (Michielsens et al.,2013). In addition, Oakman
inn is intending to deliver exemplary services to its customers; however, the flexible workforce
can reduce the coverage of customer services in the restaurant at different times. In addition, the
HR manager will face difficulty in implementing the discipline within the restaurant that also
affects the training and other program arranged by the organisation.
4
Section 2: Engage the flexible workforce
Task 1 ENGAGE THE FLEXIBLE WORKFORCE
The CSR program of Oakman inn includes the activities pertaining to the plantation of trees. In
which an event and campaigns are arranged to promote the sense of responsibility among
employees towards the environment and their job. The HR manager of Oakman inn has
developed a flexible workforce schedule, so the requirements of the program can be fulfilled
along with the daily working hours of employees. There are two shifts available to the workforce
from which theory can choose a specific shift for their job performance. In addition, they are also
provided to choose their beginning and ending hours so that they can manage their personal and
professional lives effectively (Myerson and Bichard, 2016). To manage the flexibility of the
workforce, a computer device is required along with a specific team that keeps all the records of
chose time hours and shifts of the employees. In addition, the organisation requires an
application system through which the presence of employees and compliance of regulations
pertaining to working flexibility can be monitored and controlled.
Different departments perform different roles in the program; for example, the development
implementation of policies pertaining to flexible working arrangements is formed by CEO and
senior management of Oakman inn. The managers of each department are responsible for
identifying the potential employees that will be responsible for executing the programme
activities in a defined manner (Michielsens et al., 2013). The HR team is manager to allocate
different activities of program and associated events according to the chosen working hours by
employees. in addition, the integration of different departments is also essential for the HR
manager along with appropriate records of flexibility provisions so that the collaboration of
employees efforts for the specified program can bring fruitful outcome.
To review the work and ensure no employees takes advantage of flexibility, and it can be
integrated in the normal day to day activities, HR manager and its team has developed a
mandatory process and procedures that are circulated to employees for their compulsory follow
up. In addition, a cloud-based application solution helps the HR manager in tracking the
performance and flexibility of employees in Oakman inn efficiently.
5
Task 1 ENGAGE THE FLEXIBLE WORKFORCE
The CSR program of Oakman inn includes the activities pertaining to the plantation of trees. In
which an event and campaigns are arranged to promote the sense of responsibility among
employees towards the environment and their job. The HR manager of Oakman inn has
developed a flexible workforce schedule, so the requirements of the program can be fulfilled
along with the daily working hours of employees. There are two shifts available to the workforce
from which theory can choose a specific shift for their job performance. In addition, they are also
provided to choose their beginning and ending hours so that they can manage their personal and
professional lives effectively (Myerson and Bichard, 2016). To manage the flexibility of the
workforce, a computer device is required along with a specific team that keeps all the records of
chose time hours and shifts of the employees. In addition, the organisation requires an
application system through which the presence of employees and compliance of regulations
pertaining to working flexibility can be monitored and controlled.
Different departments perform different roles in the program; for example, the development
implementation of policies pertaining to flexible working arrangements is formed by CEO and
senior management of Oakman inn. The managers of each department are responsible for
identifying the potential employees that will be responsible for executing the programme
activities in a defined manner (Michielsens et al., 2013). The HR team is manager to allocate
different activities of program and associated events according to the chosen working hours by
employees. in addition, the integration of different departments is also essential for the HR
manager along with appropriate records of flexibility provisions so that the collaboration of
employees efforts for the specified program can bring fruitful outcome.
To review the work and ensure no employees takes advantage of flexibility, and it can be
integrated in the normal day to day activities, HR manager and its team has developed a
mandatory process and procedures that are circulated to employees for their compulsory follow
up. In addition, a cloud-based application solution helps the HR manager in tracking the
performance and flexibility of employees in Oakman inn efficiently.
5
Task 2 SUPPORT THE FLEXIBLE WORKFORCE
The HR manager is required to adopt a participative approach to get the engagement of
employees in Oakman inn. The participatory approach emphasis on taking the input from
employees so that a better flexible working plan can be developed (Maxwell et al., 2007). In
addition, appropriate support and coaching are needed for the employees so that they can
understand the entire procedure required to be followed to avail the benefits of flexibility in their
working hours.
Following is the plan to integrate flexible working staff at Oakman inn:
Onboard well: The HR manager of the organisation is required to provide adequate resources to
the flexible workforce, and a positive environment is required to be developed so that they can
better develop an understanding with the permanent employees of the Oakman inn.
Behaviour with the flexible staff: The HR manager of Oakman inn is required to make feel their
flexible workers as an important part of the restaurant so that they can deliver a better outcome.
In addition, the permanent employees are also required to develop a positive relationship with
the flexible staff as treating them with exclusions or as a on demand staff can affect their
performance (Lewis, 2003).
Communications: The flexible work staff works in different shifts, and therefore, they can miss
getting vital information within Oakman inn; hence, it is essential to develop strong
communication channels for the existing as well as the flexible workforce.
Feedback: The HR management of Oakman inn is required to get feedback from their existing
as well as contingent staff on the ongoing management practices in relation to the blended staff
so that appropriate strategic policies can be developed and improved based on their suggestions.
The contingent workforce is added to the organisation to get the advantage of low labour costs,
and good talent. However, such benefits come with the risk of poor management, leaked
information and discrimination within Oakman inn. Hence, the management of the restaurant is
6
The HR manager is required to adopt a participative approach to get the engagement of
employees in Oakman inn. The participatory approach emphasis on taking the input from
employees so that a better flexible working plan can be developed (Maxwell et al., 2007). In
addition, appropriate support and coaching are needed for the employees so that they can
understand the entire procedure required to be followed to avail the benefits of flexibility in their
working hours.
Following is the plan to integrate flexible working staff at Oakman inn:
Onboard well: The HR manager of the organisation is required to provide adequate resources to
the flexible workforce, and a positive environment is required to be developed so that they can
better develop an understanding with the permanent employees of the Oakman inn.
Behaviour with the flexible staff: The HR manager of Oakman inn is required to make feel their
flexible workers as an important part of the restaurant so that they can deliver a better outcome.
In addition, the permanent employees are also required to develop a positive relationship with
the flexible staff as treating them with exclusions or as a on demand staff can affect their
performance (Lewis, 2003).
Communications: The flexible work staff works in different shifts, and therefore, they can miss
getting vital information within Oakman inn; hence, it is essential to develop strong
communication channels for the existing as well as the flexible workforce.
Feedback: The HR management of Oakman inn is required to get feedback from their existing
as well as contingent staff on the ongoing management practices in relation to the blended staff
so that appropriate strategic policies can be developed and improved based on their suggestions.
The contingent workforce is added to the organisation to get the advantage of low labour costs,
and good talent. However, such benefits come with the risk of poor management, leaked
information and discrimination within Oakman inn. Hence, the management of the restaurant is
6
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
required to standardize the contracts and policies pertaining to the hiring of a flexible workforce
(Dex and Scheibl, 2001). In addition, the HR manager is required to develop a background
screening policies for the contingent workers to limit the risk of poor management, employees
turnover, discrimination, etc. at the workplace.
TASK 3- ALIGN FLEXIBLE WORKFORCE ARRANGEMENTS WITH
ORGANISATIONAL REQUIREMENTS
Within Oakman inn, productivity and employees performance is a major factor to satisfy the
needs of customers and enhance the customer base. Hence, the flexible workforce is responsible
for aligning their activities according to the organisational processes and innovation policies
(Sprague, 2016). The Oakman inn has started a new service of online ordering, and therefore, it
is essential to deliver the food and drinks to the customers on right time along with the
management of all the work associated with the five days program. The HR manager of an
organisation is required to follow an appropriate plan that helps the flexible staff to well acquaint
with the organisational requirements:
The plan encompasses identification of corporate and program knowledge, which is required to
be communicated to all the staff at Oakman inn (Qin et al., 2018). The second step focuses on
the classification and allocation of work along with the time schedule to the employees. The next
phase is the development of a dedicated and qualified team that consists of a blend of the flexible
and permanent staff of Oakman inn. The team support the organisation in attaining the set goals
of the organisation as well as the program. In the next step, the HR manager is needed to
evaluate the requirements of technology and other resources for the employees, and accordingly,
prioritise them among different employees based on their flexibility hours and specialisation.
Appropriate training and coaching are required to provide to help flexible staff in understanding
the organisational needs and goals (Halpin, 2015). The last step is to develop a monitoring
process that ensures actual outcome matches the specified standard work.
Some of the intellectual property rights that HR manager must consider while hiring flexible
workforce includes a database of Oakman inn, writing marketing content, the content of training
brochures, and dealing with sensitive information of the organisation. The rights associated with
7
(Dex and Scheibl, 2001). In addition, the HR manager is required to develop a background
screening policies for the contingent workers to limit the risk of poor management, employees
turnover, discrimination, etc. at the workplace.
TASK 3- ALIGN FLEXIBLE WORKFORCE ARRANGEMENTS WITH
ORGANISATIONAL REQUIREMENTS
Within Oakman inn, productivity and employees performance is a major factor to satisfy the
needs of customers and enhance the customer base. Hence, the flexible workforce is responsible
for aligning their activities according to the organisational processes and innovation policies
(Sprague, 2016). The Oakman inn has started a new service of online ordering, and therefore, it
is essential to deliver the food and drinks to the customers on right time along with the
management of all the work associated with the five days program. The HR manager of an
organisation is required to follow an appropriate plan that helps the flexible staff to well acquaint
with the organisational requirements:
The plan encompasses identification of corporate and program knowledge, which is required to
be communicated to all the staff at Oakman inn (Qin et al., 2018). The second step focuses on
the classification and allocation of work along with the time schedule to the employees. The next
phase is the development of a dedicated and qualified team that consists of a blend of the flexible
and permanent staff of Oakman inn. The team support the organisation in attaining the set goals
of the organisation as well as the program. In the next step, the HR manager is needed to
evaluate the requirements of technology and other resources for the employees, and accordingly,
prioritise them among different employees based on their flexibility hours and specialisation.
Appropriate training and coaching are required to provide to help flexible staff in understanding
the organisational needs and goals (Halpin, 2015). The last step is to develop a monitoring
process that ensures actual outcome matches the specified standard work.
Some of the intellectual property rights that HR manager must consider while hiring flexible
workforce includes a database of Oakman inn, writing marketing content, the content of training
brochures, and dealing with sensitive information of the organisation. The rights associated with
7
the intellectual properties must be communicated to the employees by stating a clause in the
employment contract.
The HR manager of Oakman inn is required to ensure appropriate onboarding of flexible
workforce to the permanent employees, through a positive organisation culture (Hoque, 2013).
To ensure effective engagement of flexible workforce within the organisation culture, following
points are required to be considered:
The HR manager is required to understand the needs of existing employees and adopt a
participative strategy to engage them in developing flexibility policies to get their views
and ideas on it.
The HR manager of Oakman inn is required to prioritize their product quality over
quantity and develop strong communication among all the employees
8
employment contract.
The HR manager of Oakman inn is required to ensure appropriate onboarding of flexible
workforce to the permanent employees, through a positive organisation culture (Hoque, 2013).
To ensure effective engagement of flexible workforce within the organisation culture, following
points are required to be considered:
The HR manager is required to understand the needs of existing employees and adopt a
participative strategy to engage them in developing flexibility policies to get their views
and ideas on it.
The HR manager of Oakman inn is required to prioritize their product quality over
quantity and develop strong communication among all the employees
8
Section 3: Manage the flexible workforce
1. One of your employee, who is undertaking flexible work arrangements, is not performing.
One of the employees from the service department has chosen to adopt flexible working
arrangements is taking advantage of the flexibility and not performing well. The customers are
complaining about the services, and this impacts the brand image and overall performance of the
Oakman inn. In addition, it disturbs the discipline within the organisation that may impact the
performance of other workers. He is provided with the flexibility to choose its working hours by
defining the beginning and ending working hours. However, he does not follow fixed working
hours and does not follow the defined procedures of providing details of arrival and going time
as he always comes late (Allen et al., 2013). Hence, the HR manager is required to take strict
disciplinary actions that may include salary deduction due to non-compliance of organizational
policies. Further, the HR manager can provide guidance to the employee to identify the issues of
late arrival and to improve its performance.
Table 1: Coaching session
Session component Unit details Coaching points Goal
Introduction
(10 minutes)
Introduction about
flexibility in working
hours and the work
shifts available to
choose
Better understanding
of available flexibility
in the organisation
To enhance
enthusiasm towards
work with flexibility
and support
employees in meeting
their personal needs.
Main session
(30 minutes)
Discussion about the
entire procedure of
choosing and
reporting about the
flexibility options
Understanding of
reporting procedure
and familiarity with
the organisational
Improve
organisational
productivity and
customer satisfaction
9
1. One of your employee, who is undertaking flexible work arrangements, is not performing.
One of the employees from the service department has chosen to adopt flexible working
arrangements is taking advantage of the flexibility and not performing well. The customers are
complaining about the services, and this impacts the brand image and overall performance of the
Oakman inn. In addition, it disturbs the discipline within the organisation that may impact the
performance of other workers. He is provided with the flexibility to choose its working hours by
defining the beginning and ending working hours. However, he does not follow fixed working
hours and does not follow the defined procedures of providing details of arrival and going time
as he always comes late (Allen et al., 2013). Hence, the HR manager is required to take strict
disciplinary actions that may include salary deduction due to non-compliance of organizational
policies. Further, the HR manager can provide guidance to the employee to identify the issues of
late arrival and to improve its performance.
Table 1: Coaching session
Session component Unit details Coaching points Goal
Introduction
(10 minutes)
Introduction about
flexibility in working
hours and the work
shifts available to
choose
Better understanding
of available flexibility
in the organisation
To enhance
enthusiasm towards
work with flexibility
and support
employees in meeting
their personal needs.
Main session
(30 minutes)
Discussion about the
entire procedure of
choosing and
reporting about the
flexibility options
Understanding of
reporting procedure
and familiarity with
the organisational
Improve
organisational
productivity and
customer satisfaction
9
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
chosen by employees. requirements. with timely services.
Closing session Discussion on non-
compliance of
prescribed reporting
procedure and
disciplinary actions
that can be taken
against employees.
Understanding of
preventive actions if
employees misuse the
advantages of
flexibility.
To improve awareness
among employees in
relation to their
responsibilities and
duties towards
organisation.
2. You have been requested to increase the workload of your team. Describe the consultative
approach that you would apply to address the needs of the flexible workforce when
implementing the additional workload.
The management of Oakman inn is required to increase the workload and hence, they require to
adopt a consultative approach in relation to it. The consultative approach focuses on the needs of
a flexible workforce, and accordingly, workload will be increased to ensure increased employees
performance, timeliness and productivity. The management is required to develop questioning
skills to identify what the flexible working team requires so that the issues they are facing can be
resolved efficiently with active listening. Hence, it supports the management in making decisions
pertaining to the distribution of increased workload (Dex and Scheibl, 2002).
3. Review your strategies to promote flexible work arrangements as part of the organizational
culture; and how to ensure the flexible workforce engages with the organizational culture.
Provide a sample of one of the activities and/or processes that have been implemented.
The significance of strategic decisions of integrating flexible work arrangements with the
organizational culture of Oakman inn can be identified in the form of improved organisational
productivity, performance, and customer satisfaction. The participative approach and
communication improvement strategy helps the management of Oakman inn in developing
mutual trust and respect among all the staff members. Organisation environment is changed to
10
Closing session Discussion on non-
compliance of
prescribed reporting
procedure and
disciplinary actions
that can be taken
against employees.
Understanding of
preventive actions if
employees misuse the
advantages of
flexibility.
To improve awareness
among employees in
relation to their
responsibilities and
duties towards
organisation.
2. You have been requested to increase the workload of your team. Describe the consultative
approach that you would apply to address the needs of the flexible workforce when
implementing the additional workload.
The management of Oakman inn is required to increase the workload and hence, they require to
adopt a consultative approach in relation to it. The consultative approach focuses on the needs of
a flexible workforce, and accordingly, workload will be increased to ensure increased employees
performance, timeliness and productivity. The management is required to develop questioning
skills to identify what the flexible working team requires so that the issues they are facing can be
resolved efficiently with active listening. Hence, it supports the management in making decisions
pertaining to the distribution of increased workload (Dex and Scheibl, 2002).
3. Review your strategies to promote flexible work arrangements as part of the organizational
culture; and how to ensure the flexible workforce engages with the organizational culture.
Provide a sample of one of the activities and/or processes that have been implemented.
The significance of strategic decisions of integrating flexible work arrangements with the
organizational culture of Oakman inn can be identified in the form of improved organisational
productivity, performance, and customer satisfaction. The participative approach and
communication improvement strategy helps the management of Oakman inn in developing
mutual trust and respect among all the staff members. Organisation environment is changed to
10
develop mutual trusts among employees that help to manage the conflicts and relationship
among the contingent and permanent employees (Christensen and Schneider, 2015). For
example, the manager of Oakman inn conducted a meeting in which contingent and the
permanent staffs were invited to discuss the improvement of organisational productivity. Such
meetings support the organisation in developing a better and flexible organisation culture.
11
among the contingent and permanent employees (Christensen and Schneider, 2015). For
example, the manager of Oakman inn conducted a meeting in which contingent and the
permanent staffs were invited to discuss the improvement of organisational productivity. Such
meetings support the organisation in developing a better and flexible organisation culture.
11
Task 2 Questionnaire
1- Discuss how you would plan for the workforce, in particular, mention what planning methods
you would use.
Workforce management can deliver quality and outcome if effective strategic planning is made.
Oakman inn is a growing organisation and wants to open a new restaurant in another city in the
UK. Hence, the HR manager needs to focus on different planning methods to identify
performance shortage, build an agile workforce, and make smart and effective strategic decisions
to attain the organisational goals (Qin et al., 2015). One of the planning methods is the creation
of performance assessment matrix in which different categories are included to determine the
performance of existing and new employees in the newly opened restaurant. Another method is
the development of effective leadership so that appropriate guidance and supervision can be
provided to execute all the activities of employees within the new restaurant.
Figure 1: Performance matrix analysis
12
1- Discuss how you would plan for the workforce, in particular, mention what planning methods
you would use.
Workforce management can deliver quality and outcome if effective strategic planning is made.
Oakman inn is a growing organisation and wants to open a new restaurant in another city in the
UK. Hence, the HR manager needs to focus on different planning methods to identify
performance shortage, build an agile workforce, and make smart and effective strategic decisions
to attain the organisational goals (Qin et al., 2015). One of the planning methods is the creation
of performance assessment matrix in which different categories are included to determine the
performance of existing and new employees in the newly opened restaurant. Another method is
the development of effective leadership so that appropriate guidance and supervision can be
provided to execute all the activities of employees within the new restaurant.
Figure 1: Performance matrix analysis
12
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
2- Address how legislation, regulation and policy relate to the flexible work arrangements.
The employment of flexible workforce requires Oakman inn to comply with various regulatory
and legislative provisions to ensure long term retention of employees within the organisation.
The Fair work act of 2009 provides the rights to the employees in requesting flexibility and part-
time work in the new restaurant of Oakman inn. Equal Opportunity Act 2010 and Anti-
Discrimination Act 1991 ensures that equal opportunities must be provided to all the contingent
employees to ensure no discrimination is made at the workplace.
3- What typical challenges would you face when implementing flexible work arrangements
The implementation of flexible work arrangements is beneficial for the Oakman inn; however, it
also leads to different barriers that HR manager of the new restaurant may face in terms of high
training, coaching and administration costs to manage the flexible staff (Michielsens et al.,
2013). In addition, employees may misuse the benefits of flexibility and may lead to low
organisational productivity and performance. The organisational success is generally based on
dedication and team efforts; however, flexibility in working hours and other aspects may lead to
lack of team spirit among the employees as there is lack of interaction among them. the wide
communication gap may also be a big challenge for the Oakman inn to manage its workforce.
4- What strategies would you employ to address the challenges that you have identified
To address the above-stated challenges, result oriented work environment can be developed
along with the flexibility in which the contribution of the employees is measured on the basis of
their performance outcome. The misuse of flexibility advantages can be minimized with the
development of strict disciplinary policies, which can include salary deduction on non-
compliance (Maxwell et al., 2007). Development of strong communication among the employees
can be developed through periodical meetings, seminars, and group discussions within the
restaurant.
5- Discuss how you would support the flexible workforce to:
The flexible workforce may lead to dissatisfaction among existing employees and high conflicts
within an organisation. Hence, to resolve such issues, management of Oakman inn is required to
understand the needs and requirements of employees and accordingly develop flexible plans for
13
The employment of flexible workforce requires Oakman inn to comply with various regulatory
and legislative provisions to ensure long term retention of employees within the organisation.
The Fair work act of 2009 provides the rights to the employees in requesting flexibility and part-
time work in the new restaurant of Oakman inn. Equal Opportunity Act 2010 and Anti-
Discrimination Act 1991 ensures that equal opportunities must be provided to all the contingent
employees to ensure no discrimination is made at the workplace.
3- What typical challenges would you face when implementing flexible work arrangements
The implementation of flexible work arrangements is beneficial for the Oakman inn; however, it
also leads to different barriers that HR manager of the new restaurant may face in terms of high
training, coaching and administration costs to manage the flexible staff (Michielsens et al.,
2013). In addition, employees may misuse the benefits of flexibility and may lead to low
organisational productivity and performance. The organisational success is generally based on
dedication and team efforts; however, flexibility in working hours and other aspects may lead to
lack of team spirit among the employees as there is lack of interaction among them. the wide
communication gap may also be a big challenge for the Oakman inn to manage its workforce.
4- What strategies would you employ to address the challenges that you have identified
To address the above-stated challenges, result oriented work environment can be developed
along with the flexibility in which the contribution of the employees is measured on the basis of
their performance outcome. The misuse of flexibility advantages can be minimized with the
development of strict disciplinary policies, which can include salary deduction on non-
compliance (Maxwell et al., 2007). Development of strong communication among the employees
can be developed through periodical meetings, seminars, and group discussions within the
restaurant.
5- Discuss how you would support the flexible workforce to:
The flexible workforce may lead to dissatisfaction among existing employees and high conflicts
within an organisation. Hence, to resolve such issues, management of Oakman inn is required to
understand the needs and requirements of employees and accordingly develop flexible plans for
13
them. The flexible employees need appropriate guidance and supervision from their leaders so
that they can well familiar with the new organisational requirements. In addition, the HR
manager is required to develop a positive organisation culture with the engaged team so that
overall organisational performance can be improved (Lewis, 2003). In addition, the organisation
is needed to provide appropriate training and induction program for the flexible work staff to
integrate them with organisational culture.
14
that they can well familiar with the new organisational requirements. In addition, the HR
manager is required to develop a positive organisation culture with the engaged team so that
overall organisational performance can be improved (Lewis, 2003). In addition, the organisation
is needed to provide appropriate training and induction program for the flexible work staff to
integrate them with organisational culture.
14
References
Books & Journals
Allen, T.D., Johnson, R.C., Kiburz, K.M. and Shockley, K.M., 2013. Work–family
conflict and flexible work arrangements: Deconstructing flexibility. Personnel
psychology, 66(2), pp.345-376.
Allvin, M., Mellner, C., Movitz, F. and Aronsson, G., 2013. The diffusion of flexibility:
Estimating the incidence of low-regulated working conditions. Nordic journal of working
life studies, 3(3), p.99.
Camps, J., Oltra, V., Aldás‐Manzano, J., Buenaventura‐Vera, G. and Torres‐Carballo, F.,
2016. Individual performance in turbulent environments: The role of organizational
learning capability and employee flexibility. Human resource management, 55(3),
pp.363-383.
Christensen, K. and Schneider, B. eds., 2015. Workplace flexibility: Realigning 20th-
century jobs for a 21st-century workforce. Cornell University Press.
Dex, S. and Scheibl, F., 2001. Flexible and family‐friendly working arrangements in UK‐
based SMEs: business cases. British Journal of Industrial Relations, 39(3), pp.411-431.
Dex, S. and Scheibl, F., 2002. SMEs and flexible working arrangements. Bristol: Policy
Press.
Halpin, B.W., 2015. Subject to change without notice: Mock schedules and flexible
employment in the United States. Social Problems, 62(3), pp.419-438.
Hoque, K., 2013. Human resource management in the hotel industry: Strategy,
innovation and performance. Routledge.
Lewis, S., 2003. Flexible working arrangements: Implementation, outcomes, and
management. International review of industrial and organizational psychology, 18, pp.1-
28.
Liu, J., Cho, S. and Putra, E.D., 2017. The moderating effect of self-efficacy and gender
on work engagement for restaurant employees in the United States. International Journal
of Contemporary Hospitality Management, 29(1), pp.624-642.
15
Books & Journals
Allen, T.D., Johnson, R.C., Kiburz, K.M. and Shockley, K.M., 2013. Work–family
conflict and flexible work arrangements: Deconstructing flexibility. Personnel
psychology, 66(2), pp.345-376.
Allvin, M., Mellner, C., Movitz, F. and Aronsson, G., 2013. The diffusion of flexibility:
Estimating the incidence of low-regulated working conditions. Nordic journal of working
life studies, 3(3), p.99.
Camps, J., Oltra, V., Aldás‐Manzano, J., Buenaventura‐Vera, G. and Torres‐Carballo, F.,
2016. Individual performance in turbulent environments: The role of organizational
learning capability and employee flexibility. Human resource management, 55(3),
pp.363-383.
Christensen, K. and Schneider, B. eds., 2015. Workplace flexibility: Realigning 20th-
century jobs for a 21st-century workforce. Cornell University Press.
Dex, S. and Scheibl, F., 2001. Flexible and family‐friendly working arrangements in UK‐
based SMEs: business cases. British Journal of Industrial Relations, 39(3), pp.411-431.
Dex, S. and Scheibl, F., 2002. SMEs and flexible working arrangements. Bristol: Policy
Press.
Halpin, B.W., 2015. Subject to change without notice: Mock schedules and flexible
employment in the United States. Social Problems, 62(3), pp.419-438.
Hoque, K., 2013. Human resource management in the hotel industry: Strategy,
innovation and performance. Routledge.
Lewis, S., 2003. Flexible working arrangements: Implementation, outcomes, and
management. International review of industrial and organizational psychology, 18, pp.1-
28.
Liu, J., Cho, S. and Putra, E.D., 2017. The moderating effect of self-efficacy and gender
on work engagement for restaurant employees in the United States. International Journal
of Contemporary Hospitality Management, 29(1), pp.624-642.
15
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Ludwig, T.D. and Frazier, C.B., 2013. Employee engagement and organizational
behavior management. In Integrating Organizational Behavior Management with
Industrial and Organizational Psychology (pp. 143-150). Routledge.
Maxwell, G., Rankine, L., Bell, S. and MacVicar, A., 2007. The incidence and impact of
flexible working arrangements in smaller businesses. Employee Relations, 29(2), pp.138-
161.
Michielsens, E., Bingham, C. and Clarke, L., 2013. Managing diversity through flexible
work arrangements: Management perspectives. Employee Relations, 36(1), pp.49-69.
Myerson, J. and Bichard, J.A., 2016. New demographics new workspace: Office design
for the changing workforce. Routledge.
Qin, R., Nembhard, D.A. and Barnes II, W.L., 2015. Workforce flexibility in operations
management. Surveys in Operations Research and Management Science, 20(1), pp.19-33.
Spaulding, S. and Martin-Caughey, A., 2015. The goals and dimensions of employer
engagement in workforce development programs. Washington, DC: Urban Institute.
Sprague, R., 2016. Redefining'Employee'to Provide Worker Protections within a Flexible
Workforce. Available at SSRN 2801079.
16
behavior management. In Integrating Organizational Behavior Management with
Industrial and Organizational Psychology (pp. 143-150). Routledge.
Maxwell, G., Rankine, L., Bell, S. and MacVicar, A., 2007. The incidence and impact of
flexible working arrangements in smaller businesses. Employee Relations, 29(2), pp.138-
161.
Michielsens, E., Bingham, C. and Clarke, L., 2013. Managing diversity through flexible
work arrangements: Management perspectives. Employee Relations, 36(1), pp.49-69.
Myerson, J. and Bichard, J.A., 2016. New demographics new workspace: Office design
for the changing workforce. Routledge.
Qin, R., Nembhard, D.A. and Barnes II, W.L., 2015. Workforce flexibility in operations
management. Surveys in Operations Research and Management Science, 20(1), pp.19-33.
Spaulding, S. and Martin-Caughey, A., 2015. The goals and dimensions of employer
engagement in workforce development programs. Washington, DC: Urban Institute.
Sprague, R., 2016. Redefining'Employee'to Provide Worker Protections within a Flexible
Workforce. Available at SSRN 2801079.
16
Online
Sharlyn Lauby, 2018 [Online] [Assessed through]
<https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/how-to-
create-a-recruiting-strategy.aspx>, [Assessed on 5th June, 2019]
17
Sharlyn Lauby, 2018 [Online] [Assessed through]
<https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/how-to-
create-a-recruiting-strategy.aspx>, [Assessed on 5th June, 2019]
17
1 out of 21
Related Documents
Your All-in-One AI-Powered Toolkit for Academic Success.
+13062052269
info@desklib.com
Available 24*7 on WhatsApp / Email
![[object Object]](/_next/static/media/star-bottom.7253800d.svg)
Unlock your academic potential
© 2024 | Zucol Services PVT LTD | All rights reserved.