Qualification Code & TitleBSB50215 Diploma of BusinessUnit Code and NameBSBHRM513 Manage workforce planningDate of submission Type of AssessmentAssessment 1 _Task 1-3 Case studies analysis; Task 4 Labour supply trend analysisStudent Name, ID and Sign Assessor Name and Sign STUDENT DECLARATIONPlease tick to indicate that you understand the following statements: I declare that:¨ This assignment is my own original work, except where I have appropriately cited the original source (Appropriate citation of original work will vary from discipline to discipline).¨ This assignment has not previously been submitted for assessment in this or any other subject. For the purposes of assessment, I give the assessor of this assignment the permission to:¨ Reproduce this assignment and provide a copy to another member of staff; and¨ Take steps to authenticate the assignment, including communicating a copy of this assignment to a checking service (which may retain a copy of the assignment on its database for future plagiarism checking).Vocational Unit Outcome: Assessment Grade ___________/50 ___ ð Satisfactory (S)ð Not Yet Satisfactory (NS)ð Resubmission (RS)Student Feedback On Outcomeð The results of my performance has been discussed and explained to með I would like to appeal the result of this assessment. Student Signature and Date WF STEPSIn developing the documents, did the student Demonstrated CompetencySNSSTEP 1Assess factors that may affect workforce supply Review organisational strategy and establish aligned objectives for the modification or retention of the workforce STEP 2Review current data on staff turnover and demographics Establish the organisation’s requirements for a skilled and diverse workforce STEP 3Define whether staff turnover is unacceptable and if so consider strategies to address the turnover Define objectives to retain required skilled labour STEP 4Define objectives for workforce diversity and cross-cultural management Define strategies to source skilled labour STEP 5Develop contingency plans to cope with extreme situations STEP 6Communicate objectives and rationale to relevant stakeholders Obtain agreement and endorsement for objectives and establish targets STEP 7, 8Implement action to support agreed objectives for recruitment, training, redeployment and redundancy Develop and implement strategies to assist workforce to deal with organisational change Develop and implement strategies to assist in meeting the organisation’s workforce diversity goals Implement succession planning system to ensure desirable workers are developed and retained Implement programs to ensure workplace is an employer of choice STEP 9Review workforce plan against patterns in exiting employee and workforce changes Monitor labour supply trends for areas of over or under supply in the external environment Monitor effects of labour trends on demand for labour Evaluate effectiveness of change processes against agreed objectives Refine objectives and strategies in response to internal and external changes and make recommendations in response to global trends and incidents STEP 10Survey organisational climate to gauge worker satisfaction Regularly review government policy on labour demand and supply Result: Satisfactory / Not Yet Satisfactory/ Re Assessment Assessor: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback. SIGN WITH Date Student: I declare that I have been assessed in this unit, in a fair and flexible manner. I have been provided with feedback on my performance. SIGN WITH Date Workforce planning is a systematic, fully integrated organizational process that involves proactively planning ahead to avoid talent surpluses or shortages. It is based on the premise that a company can be staffed more efficiently if it forecasts its talent needs as well as the actual supply of talent that is or will be available. If a company is more efficient, it can avoid the need for layoffs or panic hiring. By planning ahead, HR can provide managers with the right number of people, with the right skills, in the right place, and at the right time. Workforce planning might be more accurately called talent planning because it integrates the forecasting elements of each of the HR functions that relate to talent–recruiting, retention, redeployment, and leadership and employee development.These websites provide a good overview of the workforce planning process and the issues you may need investigate and address in your workplace when planning for future employment needs:http://www.cqu.edu.au/__data/assets/pdf_file/0017/6407/Guide-for-Managers-Workforce-Planning-V3-120911-kp.pdfhttp://www.cqu.edu.au/__data/assets/pdf_file/0019/6409/Workforce-Planning-Framework-v3-Sept-2011-kp.pdfhttp://www.dpc.nsw.gov.au/__data/assets/pdf_file/0017/12680/WorkforcePlanningAGuide.pdf Business managers who just wait and then attempt to react to current events will not thrive for very long. The new standard is to provide managers with warnings and action plans to combat full-blown problems before they become more than a blip on their radar. The HR world is no different. The rate of change in the talent market is dramatic. We now know how important talent is to the success of a business. It’s time to make the talent pipeline (a defined recruiting channel where a company can find qualified talent to meet its specific needs) more efficient. It’s also time to manage your talent inventory (a company’s current employee base) so that there isn’t a shortage or a surplus. Effective alignment of human resources / workforce planning and departmental goals is critical in achieving both government priorities, departmental goals and objectives, as well as sustaining business continuity.The document NISC workforce planning good-practice-guides, in your eLearning folder for this unit of study, contains many case studies about organisations that had understood the challenges they faced with recruiting and retaining good staff and the steps they took to address them. To complete this assignment you will need to refer extensively to this document (NISC workforce planning good-practice-guides.)Task 1: In around 150 – 250 words, analyse the key strategies that Industrial Conveying Australia (Pages 5-6) and Boral (Pages 8-9), have used to manage their skills acquisition and development needs, and the ways these organisations try to ensure key staff retention and to improve workplace culture and diversity. Task 2Property and development company Stockland (pages 9-10), mining company Alcoa WA Mining (pages 14-15) and accountancy practice William Buck ( pages 21-22) have all implemented programs to encourage staff retention . In around 150-250 words, describe the issues they faced and the strategies they have used to manage the talent within their organisations. Task 3: The aging workforce in Australia is posing challenges to many organisations, yet also provides opportunities for others. On the one hand, companies risk losing the vast knowledge and experience of their older workers as these employees look to transition from full time work to part time work or to roles that are less physically demanding. On the other hand, there are mature age workers with enormous “life experience” looking to return to the workforce or retrain to start new careers to suit the changing demand for labour skills in our economy. In around 200-400 words, using the case studies for Stepping Stones Children’s Services (page 11), Alcoa WA Mining (pages 14-15), Australian Railroad Group (pages 15-16) and Logan Employment Innovation Fund (pages 20-21), provide examples of how these organisations have:managed the challenges faced by the impending loss of experienced personnelmade use of the opportunities provided by having a new pool of experienced labour looking to retrain and re-enter the workforce. Task 4: Monitor labour force trendsFor this task you will need to read documents a) 2015 Industry Employee Projections Report and b) Skill Shortages – Statistical Summary _2014-15 located in your eLearning folder and answer the following questions:Identify the industry sectors with the highest predicted increase in employee growth for the five years to 2019 and provide reasons for this expected growth. Identify the industry sectors with the highest predicted decrease in employment for the five years to 2019 and provide reasons for this expected fall? In recent years, has there been an overall increase or decline in the proportion of occupations with job shortages in Australia in recent years? Which Australian State’s employers have had the greatest difficulty overall in recruiting staff in recent years? Which two occupations are the most difficult to fill based on responses to advertised vacancies?
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