BSBHRM513: Workforce Planning, Diversity, and Succession Report

This report provides a detailed analysis of a workforce plan for Woolworths, an Australian-based organization with over 30 employees. The report covers various aspects of human resource management, including diversity management, training, recruitment, and succession planning. It includes a plan for diversity management, outlining strategies for internal labor needs like recruitment, training, redeployment, awards, enterprise agreements, and fair work legislations. The report also calculates employee turnover figures and determines future staffing needs. An organization chart illustrates key positions for succession planning, ensuring the company becomes an employer of choice. Furthermore, the report reviews the workforce plan, including the need for additional roles like general managers, assistant managers, cashiers, and sales representatives. It presents the results of a climate survey of employees and line managers, identifying satisfaction levels with job roles, leadership styles, motivational factors, and organizational policies. The report concludes with objectives and strategies for internal and external changes, along with an analysis of how global trends, such as climate change and financial crises, can influence workforce planning. The report uses various sources to support its findings.

BSBHRM513 assignment 2

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK...............................................................................................................................................1
Part A: Implementation....................................................................................................................1
1) Plan for diversity management, training and recruitment.......................................................1
2 Turnover figures terms of percentage for determining future employee needs in company . .2
3) Organization chart and determination of 3 key positions to be utilized in implementation of
succession plans .........................................................................................................................2
4 Succession plans to ensure the company to become employer of choice ...............................3
TASK ..............................................................................................................................................4
Part B Review of workforce plan and evaluation ...........................................................................4
1 ) Review of work force plan ....................................................................................................4
2 ) Climate survey of 10 employees and line managers for identifying their satisfaction..........5
3 ) Objectives and strategies for internal and external changes..................................................6
4 ) Global trends and incidents for influencing the work force planning .................................7
CONCLUSION................................................................................................................................8
REFERENCES ...............................................................................................................................9

INTRODUCTION
Present report is based on implementation plan to address the needs of workers working
in Woolworth. The organisation is in Australia. The company is having more than 30
employees. Plan for managing senior staff and planning rules have been explained in the report.
Diverse requirements of organisation workers have been illustrated. Further implementation plan
for and turnover figures has been explained.
TASK
Part A: Implementation
1) Plan for diversity management, training and recruitment
Implementation of plan: All the needs of the labour described above should be fulfilled by the
organisation. Action plan is the responsibility of the company and is is not only the duty of
director of diversity (Hennekam, Tahssain‐Gay and Syed, 2017). All the top management of the
firm will be included in the plan implementation. In the assessment of diversity needs
employees’ satisfaction research will be done. In this assessment, all the below mentioned needs
will be addressed. In assessing all the diverse need of the workers of company development of
diversity plan will be done.
Diversity management in the Woolworth is as follows:
Internal labour needs
identified
Strategies to address need Resources
and/or
Budget
required
Proposed time frame
Recruitment Human resource of the
organisation need to make some
strategies for recruiting
employees and staff members
40$ 2 weeks
Training Training program will be
organized by HR of the
company
50$ 3 weeks
Redeployment Plans will be made for replacing
employee to new task of job in
20$ 1 week
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the organisation
Awards Awards will be given on the
basis of performance of each
employee
90$ 3 weeks
Enterprise agreement Agreement of the company will
be communicated to employees
by emails.
60$ 1 week
Fair work legislations Rule and legislations will be
made by organisation to provide
equal opportunities to all the
employees.
30$ 2 weeks
2 Turnover figures terms of percentage for determining future employee needs in company
To determine the future need for worker in Woolworth, suppose 1000 employees are
currently working in the organisation. 300 workers from these are leaving then staff worker
retention rate would be:
Total employees Employee turnover Employees required
1000 300 30 percent
The organisation would require 300 more employees more in the future.
3) Organisation chart and determination of 3 key positions to be utilised in implementation of
succession plans
Succession plan is defined as determination of new people when one person in the
organisation retire or dies (Kim and Park, 2017). It is the process of replacing old leaders with
new ones in order to maintain the success of the company.
For ensuring the success of the organisation employee retention will be managed in the
following way. In the figure below if an employee at the top position will retire or die then the
employee below him/her will be promoted to the former one's position. For example, if the
Research and development engineer of the organisation retires or dies then he will be replaced
with engineer working under him. Similarly, in case of director, if the director of the company
retires then he will be replaced with general manager of the organisation. To retain the
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employees the desired candidate will be replaced with the older ones (George and Yusuff,
2017). The three-key position to be used in implementing succession plan is as follows:
 Board of directors
 Director of the organisation
 General manager of the company
For managing the succession plan these three people will be replaced by person working at lower
position to them.
Organisation chart for the Woolworth is as follows:
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Illustration 1: Organization chart

4 Succession plans to ensure the company to become employer of choice
Succession plan is termed as identification of new people when one employee in the
organisation retires or dies (Dobusch, 2017). It is the process of replacing old leaders with new
ones in order to keep the success of the organization (Jnitova, V., Elsawah, S. and Ryan, M.,
2017) . It will also help in ensuring that desirable workers are retained (Kippenbrock and et.al.,
2017). To implement succession plan Woolworth can do the following: Performance based strategy: To implement succession plan the company can evaluate
the performance of the employees. This will help organisation in promoting the desired
worker to the retired worker's position (Foley, And et.al., 2017). Analysing performance
of employee can be done on the basis of work and efficiency. Best employee to move to
upper level position cab be selected using this strategy (Brewster and Hegewisch, 2017). Reviews from peer employees: In succession plan implementation, the organisation can
take reviews from peer employees of the worker about his/her work and behaviour. This
strategy will help in analysing the performance of employee who is to be promoted
(Rudolph, Toomey and Baltes, 2017).
 Talent pool strategy: The organisation can use talent pool to identify the best employee
who can be move to the retired ones’ place (Almeida and Fernando, 2017). In this pool of
employees, the high performing employees will be judged on the basis of their
competencies and skills. This talent pool will help in identifying the best candidate for
ensuring the success of the organisation.
Using this strategy Wool worth can implement its succession plan. It will also help in ensuring
that desirable workers are retained.
TASK
Part B Review of workforce plan and evaluation
1 ) Review of work force plan
According to the work force plan implemented the Woolworth requires extra number of
employees in future . The organisation requires 2 general managers who will help in managing
whole operational activities in the organisation. Two assistant manager would be required in the
company to assist the general managers. 3 cashiers are required in work force of the
organisation. Cashiers will support in managing cash and funds in the company. 4 sales
representative would be needed in changed work force of the enterprise. These sales
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representative will support in product marketing and selling. In the changed work force 2
customer care executives would be needed by the company. These customer care executive will
support in solving problems of consumers. These consumer care enforcement will support in
solving grievances of consumers. 2 stock mangers are required in the work force of the
company. These stock manager will help in managing the stock of the organisation. Other
employees required are 4. They will support in managing the extra work of the organisation. In
this pattern the work force change plan will be executed.
2 ) Climate survey of 10 employees and line managers for identifying their satisfaction
Questionnaire for conducting climate survey
From how long you are working in the organization?
 0-3 Years
 4-9 Years
 Over 10 years
Do you feel satisfaction in your job or are you satisfied with organisation working procedure?
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree
Are you satisfied with current leadership styles used in the organisation?
 Yes
 No
 Can't say
Are you satisfied with motivational factors of the company?
 Promotion
 Pay
 Incentives
 Any other
 Can' say
Providing quality of working environment results in influencing individual's motivation level?
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 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree
Do you think there is requirement of modifications in the current policies and practices in the
company?
 Yes
 No Can't say
Analysis of data
Theme 1: Employees are working in the organisation from 7 years.
Theme 2: Employees are satisfied in their job but not with the working processes of the
company.
Theme 3 : Employees are not satisfied with the leadership style.
Theme 4 : Workers are satisfied with promotional factors in motivation.
Theme 5 : Employees are satisfied with working environment of the organisation.
Theme 6 : Staff members wants modification in organisation's policies.
Result of the survey
From the above conducted survey it has been found that majority of the workers are
working in organisation form more than 7 years. 100 workers are satisfied in their job but rest of
them are not satisfied with the working procedures of the company. 70 employees are not
satisfied with the leadership style. Most of the employees are satisfied with promotion factor of
motivation in the firm. 40 Employees are satisfied with working environment of the organisation.
Al the staff members wants modification in organisation's policies.
3 ) Objectives and strategies for internal and external changes
From the findings of 1 and 2 employees of Woolworth are moderately satisfied with
working environment of the organisation. Employees are not satisfied with the leadership style.
So the fir needs to change its leadership strategy to and style of leadership. It will help in getting
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effective work form employees. Staff members of the firm are not satisfied with the working
procedures of the company. So the firm requires to change its working style in order to improve
work effectiveness. Staff members of the organisation wants modification in organisation's
policies. So the human resource of the organisation needs to change its policies for welfare of the
employees and should make amendments in these policies. Promotion procedure is also not
good in the firm due to which workers are unsatisfied in the organisation.
4 ) Global trends and incidents for influencing the work force planning
Globalization and global trends can highly impact the work force planning of the
organisation. Global trends like GFC, climate change, work force casualisation, epidemic and
fire incidents. Following are the global trends which can impact work force planning is as
follows:
Climate change: Climate change highly impact work force planning or he organisation because
there are some industries which are based on labour. Seasonal labour impact work force
planning as company do not get workers all over the year (Earl, Taylor and McLoughlin, 2017).
Lack of labour highly impacts the organisation's work force planning. Change in climate also
make the labour unavailability.
Global financial crisis: GFC highly impact work force planning or he organisation because
financial crisis decreases the consumer speedings on buying products. Due to this reason
organisation do not get enough funds to pay to the employees (Almeida and Fernando, 2017). So
organisation remains unable in planning work force. Crisis impacts the income of organisation
due to which payments of the workers get affected. Remuneration in the organisation increases
due to which work force planning gets affected.
work force casualisation: It is the procedure in which the employment from the workers move
form full time to part time or as casual contractors. This hugely affects the organisation's work
force planning. This shifting of employees from full time employment to part time employment
makes problem in planning work force. Casualisation such as percariat, permatemp and
contingent work.
Major fire: Fire incidents at workplace destroys all the resources of the organisation due to
which work force plan of the company gets affected. Destruction of company's resources
influences al the plans that the company has made before. This affects all the planning processes
of the company.
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Epidemic : If any epidemic is spread in the organisation then there will be problem in
maintaining the work force planning. Epidemic in the organisation can affects other people also
in the company. It can impact the whole planing or organisation about work force.
CONCLUSION
Summing up the above report it can be conclude that there are diverse needs of workers
which should be fulfilled by the organisation. Woolworth should work towards the diverse
requirements such as awards, rewards, fair work legislation. Turnover figures of the company
concludes that staffing needs should be given preference to retain the employees in the firm.
Succession plan ensures the success of the organisation by promoting employees to the upper
level position. Workforce planning gets highly affected by global trends like GFC, climate
change, fire incidents etc. It is recommended that proper surveys should be conducted by the
organisation to determine the satisfaction of employee in the company.
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REFERENCES
Books and journals
Almeida, S. and Fernando, M., 2017. Making the cut: occupation-specific factors influencing
employers in their recruitment and selection of immigrant professionals in the information
technology and accounting occupations in regional Australia. The International Journal of
Human Resource Management. 28(6). pp.880-912.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and Practice in European Human Resource
Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
Dobusch, L., 2017. Diversity discourses and the articulation of discrimination: the case of public
organisations.Journal of Ethnic and Migration Studies. 43(10). pp.1644-1661.
Earl, C., Taylor, P. and McLoughlin, C., 2017. Recruitment and selection of older
workers. Encyclopedia of Geropsychology, pp.2009-2015.
Foley, J.R. And et.al., 2017. 104 A service review and comparison of resource? utilisation with
the change in recommendations from nice 2010 cg95 to the nice 2016update (chest pain of
recent onset: assessment and diagnosis). Heart, 103(Suppl 5), pp.A77-A77.
George, O. and Yusuff, K., 2017. Introducing complexities into diversity management in the
Nigerian workforce system: announcing the arrival of crude oil in the nation’s
economy.Journal of Research in National Development. 15(1).
Hennekam, S., Tahssain‐Gay, L. and Syed, J., 2017. Contextualising diversity management in the
Middle East and North Africa: a relational perspective.Human Resource Management
Journal.
Jackson, A., 2017. Pet numbers for public health and workforce planning.
Jnitova, V., Elsawah, S. and Ryan, M., 2017. Review of simulation models in military workforce
planning and management context. The Journal of Defense Modeling and Simulation,
p.1548512917704525.
Kim, S. and Park, S., 2017. Diversity Management and fairness in public organizations. Public
Organization Review. 17(2). pp.179-193.
Kippenbrock, T. and et.al., 2017. Nurse Practitioner Leadership In Promoting Access to Rural
Primary Care. Nursing Economics. 35(3). p.119.
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Rudolph, C.W., Toomey, E.C. and Baltes, B.B., 2017. Considering Age Diversity in Recruitment
and Selection: An Expanded Work Lifespan View of Age Management. In The Palgrave
Handbook of Age Diversity and Work (pp. 607-638). Palgrave Macmillan UK.
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