BSBHRM513A

Manage workforce planning

Diploma of Business
Nora Gyenes 12826
Section A- Workforce plan

1. Overview
Workforce planning is basically about `getting the right number of people with the right skills in
the right jobs at the right time`. Workforce planning process aims to ensure that the required
workforce is identified, secured and developed to support the organizations current and its
future mission needs.

2. Background: The need for workforce planning

Workforce planning provides managers with a framework that will assist them in making
informed decisions in alignment with the organization`s mission, strategic plan and resources.
Workforce planning is a way in which meaning and integration of that meaning can be given to
the organizations strategies. Planning is essential to good workplace practice. The benefits of
workforce planning will be reflected in the bottom line at the end of a budgetary period.
Managers and organizations need to plan and address instead of react to environmental and
business changes. This integrated process aims to ensure that the required workforce is
identified, secured and developed to support both the organizations current and its future
mission needs.
.
3. Workforce planning: its importance to best practice and the organization
1. Reviewing business objectives and strategies
2. Analysing and forecasting the labour market
3. Identifying the gap between current and future trends
4. Developing strategies
5. Creating a workforce plan - Monitoring and developing

4. Purpose: The reason why the organization needs the workforce plan:
The organizations will able to :
- Improve its efficiency, effectiveness and productivity by putting the right employee into
the right job
- Have an open system that is responsive to the change needs of the environment
- Identify staff needs
- Strengthen their business outputs now and in the future
- Assist in identification and management of staff with knowledge of the organizations
culture and corporate memory
- Have the mechanism to monitor costs and directly linking personnel expenditure against
business outputs and outcomes

5. Goals and Objectives: ensuring that the workforce and goals and objectives are put in
place for the development of strategies and actions.
Understand the present in order to project the future
Obtain an overview of the organization
Focus solely on the long term, before moving onto the short term.
Link HR plans to the organizations plans
Communicate plans to the relevant personnel to gain support
Identify potential problems
Reduce risk by minimising the chances of making bad decisions; and
Provide managers with a strategic basis for making human resource decisions.

6. The strategic workforce planning process

- consultation with key stakeholders ie. internally and externally
- Internal stakeholders
- External stakeholders
Data collection and analysis: How will data be collected?
As we have complied both the external and internal data:
1) Use the internal audits to assist you in identifying whether there is a shortage or an excess in
the organizations workforce.
2) Analyse the data from the environmental scan to determine what impact it will have on the
organization and the impact that it will have on the shortages and excesses in regards to future
requirements.
3) Revisit strategic and operational plans that may also need to be adjusted where external
pressures that may impact on the path the organization is taking.
Usually includes a scan of the internal and external factors that influence supply and demand
Scan of internal factors should supply information on the:
- Number and charasteristics of employees
- Skills and abilities of each of the employees
- Type of employment (permanent, temporary, part time, casual)
- Employee qualifications
- Hours worked including overtime
- Wages and or salaries
- Whether the staff is under an award or an agreement
Scan of external factors: The environmental scans external audit should include the:
- Demand for and supply of workers in key occupational fields
- Emerging competencies and occupations
- Net migration rate and patterns
- Retirement age of the workforce
- Enrolments at educational facilities
- Shifts in technology
- Customer survey information
- Unemployment rates, including where people live.
The identification of shortages and excesses may require you to take the following steps
including:
Increasing work or overtime hours to overcome shortages. If there is not enough response to
shortages, you may need to hire part-time or casual staff or offer part-time or casual staff the
opportunity of a full time position.
Promoting staff and taking steps to retain staff
Recruiting new staff
Reviewing skills and qualifications of staff and training or retraining them where there are
deficiencies
Transferring staff between departments, branches and locations; and
In the case of an excess, dismissing staff.

7. Strategic Development:
Use key findings to develop strategies and activities to address key findings and gaps, and
suggest best methods to source skilled labour.

Own business specific strategies and Own business key findings and gap analysis
activities
Target Strategic and Operational Plans Identification of own business plans and
objectives
List relevant skills and check employees file Determining own business current levels
against skills, knowledge and competencies (supply and demands)
Identify and list all skills, competences and Determining the future levels required for own
knowledge that staff should have to meet business
current needs
Write a description of the required level by
rating scale from 1(low) to 10 (expert)
Record levels on these skills and levels,
including the required level under the
appropriate category.
Compare section 2 with section 3 for each Determining own business gap
required skill
Write an explanation of findings
Identify possible strategies and tactics for
closing the gap, including a timeline and a
budget
Make recommendations
This could include providing training and Filling own business gap
learning strategies and approaches where
appropriate and if necessary.

Suggested best method to source skilled labour may include:

- method to source skillerd labour internally:
Transfers
Promotions
Re-employment of ex-employmees
Intranet
Advertisements
Meetings
Personal recommendations
- method to source skilled labour externally
Advertisements
Employment agencies/ Job agencies
Employee referral
n
a
m
s
r
e
g Head hunting
Employment at Factory level
Employment Exchanges
Labour Contractors

8. Implementation: Who is responsible for implementing specific strategies in the workforce

plan and who they are required to report progress to and when.
Leading from Q7 own business specific strategies and activities refer to below implementation
matrix.

Own business specific strategies

and activities
Expand Present Business

To understand supply and demand

of the business and plan for the
future
Scanning for keep stable the
business and achieve high level of
supply and demand as well as for
high standard
Performing Training need analysis

Training/ Coaching
Who is
responsible
Manager/
supervisor
Manager/
supervisor

Manager

Manager/ head
chef
Manager/ head
chef
Who report
progress to
Owner

Owner

Owner

Owner

Owner
When to report

At a certain date

Continuously

Continuously

As it needed

As it needed

9. Project Governance: Usually provided as an organizational chart, all senior management

and project managers are displayed so key personnel can identify who they need to report to.
10. Monitor and evaluation: The success of the workforce plan is demonstrated by meeting
the organizations goals and objectives.
Monitoring and evaluation will be accomplished through the following the use of the subsequent
chart

11. Implementation Policy: How will this workforce plan be implemented?

1) To obtain the support of the key stakeholders for the WFP.
2) Involve parties in the WFP
3) Facilitate conversations in communicating objectives to the WFP
4) Ask for feedback about the process; and
5) Promote the desired behaviours

The workforce plan will be implemented a demonstrated in the flowchart below.

Section B- Report

1. Based on your research of your profession, predict growth and downsizing of

labour requirements within your field of work.
Based on our research for Budapest Restaurant and Palinka Bar which is under hospitality
industry predicted growth and downsizing of labour requirements within this field are as follows:

At Budapest Restaurant
4%
4%
3%
3%
2%
2% At Budapest Restaurant
1%
1%
0%
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e

rs
rs
rc

at

at
ke
ke
Fo

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tr
or
or

en

en
ur

ew
ew

m
bo

oy

oy
tim
tim
La

pl

pl
rt-
ll-

em

Em
Fu

Pa

h
ut
Yo

2. What diversity legislation should you be aware of? Complete a sample diversity
plan with your answer in consideration
Equal Employment Opportunity (EEO) is the laws that protect from discrimination in the
workplace. EEO means that all people must have equal access to jobs and benefits and
services for every employee and prospective employee in the workplace. (Dept of Justice, 2011)

3. What is the predicted forecast for business growth in your industry? Let that
prediction be a true forecast of business growth for the rest of this project.
Predicted forecast growth for Budapest Restaurant and Palinka Bar within the hospitality
industry is:
 Predicted Growth

100
90
80
70
60
50
40
30
20
10
0
Winter Spring Summer Autumn

4. What effects will labour trends have on demand for labour in your industry? How
would you refine your procedures to take into account these changes? Why?
In general forecasted effects of labour in our industry:
Unempoyment level
High rate of profession leaving employment
Great salary package for skilled employees

Refining our business procedures to take into account these changes can be accomplished
through
Identifying the current internal environment

Why? It is important to meet not only our current demands, but our future predicted demands.
This is about making sure that we not only have the right staff, but also about having the right
staff with the right skills.

5. Complete a snap shot of the current market. Design a matrix of the skills the staff
should demonstrate to assist the organization and help it to grow.
 Current market
82
80
78
76
74 Current market
72
70
68
66
ar
y
ar
y
rc
h ril ay ne Ju
ly st be
r
be
r
be
r
nu r u a Ap M Ju ugu m m m
Ja b M A e ve ce
Fe pt De
Se No

Sample matrix of the skills staff should demonstrate to assist the Budapest Restaurant and
Palinka Bar to grow

Comments Proficiency level/ Skills required

Qualification
And attitude Communication techniques Excellent customer service
Every chef has to be trained Constant quality on food and
the same way drink
- - Language proficiency

6. There has been a recent level of high turnover. Develop a tool that can be used to
assist in identifying the cause of the turnover. Make a recommendation on how to
minimise the possible reason for the turnover.
 Sample of exit interview question
1. Employee Questions
Name:
Department:
Position:
2. Manager/ Supervisor
Name:

Recommendations on how to minimise the possible reason for the turn over
Increasing the quality of supervision by:
- Providing employees feedback on their performance
- Providing feedback in clarifying expectations and their potential
Asking for feedback by the employee by
- Give them procedures in which to suggest improvements
- Build strong relationship between the employer and employee
Developing employee skills and knowledge
- Giving staff access to development opportunities
Treating employees fairly and equitably
- Treating all staff equally and honestly

7. What contingency plans should we make? Why?

Sample of Proposed Contingency Plan

Events Likelihoo Impact on Priorit Solution to deal How Who By
d of business y with event when
event(s) 1-5
occurring 1- low
5-
high
High Rare Loss of 5- Communicatio One on Manager, ASA
Absenteeis productivit high n, consultation one Teamleade P
m y meetin r
g
Low moral Not very Can be 4- Communicate One on Manager, ASA
ofter spread on quite staff member, one Teamleade P
new staff high training meetin r
member, g
low
productivit
y
Key people Very rare Huge 5- Choose the Meetin Manager ASA
leave impact, high new g or P
because teamleaders one on
new involving the one
situation co-workers, meetin
can cause Communicate g
unsecure with staff,
work prepare for the
conditions new situation,
ask their
support

8. Draw up a basic succession planning procedure using pervious research as a way

to planning the succession.

Sample of a Basic succession planning procedure

 Job title Skills required Additional Succession Start date
training required action (what are
the succession
action items that
you need to
complete)
Chef Culinary skills Commercial Practical Course length
Well organised cookery course assessment
Good
communication
skills
Time
management
Face to physical
demand

Waitress/ Waiter Good - Successful job -

communication trial
skill
Multi-tasking
Well- organised
Bartender Multi-tasking RSA Successful job -
Culinary skills trial
Well organised

9. Review exit interview and refine for future workforce demand changes
In present days internet era organizations should turn towards a centralised online exit interview
process, where as soon as an employee leaves the organization or in their last week or day the
following should occur:
- HR is notified of the departing employee`s name/ last day of work
- HR e-mail the departing employee a link to a structured online exit interview survey and
ask that they complete it at a time that suits them over the next 1-2 week max
- The survey form is pre-coded with the employee`s name, their division, their manager`s
name and their location so that HR can easily report and fitter results by this information
- As soon as the survey has been completed, HR is notified by e-mail and survey results
are automatically entered into an online database where reports can be run and charts
produced
- HR then log online and run date- defined reports fo review cumulate exit interview
results, spot trends and measure the change in rating over time for the whole company
or broken down by department or location. Than key areas of weaknesses are spotted
and an action plan to address related areas developed.
10. How can you gauge employer satisfaction? Design an example of the tool you
recommend to gauge employer satisfaction.
Gauging employee`s satisfaction can be attained through:
 Recommended tool to gauge employee satisfaction
Proposed Strongly Somewhat Neither agree To some Strongly
questionnaires disagree disagree or disagree extent agree agree
I feel encouraged to X
come up with new
and better ways of
doing things
The company does X
an excellent job of
helping employees
informed about
matters affecting
them
How satisfied are X
you with the
information you
receive from
management on
what is going on in
your department/
division
How satisfied are X
you with your
involvement in
decisions that affect
your work?
Are you satisfied X
with your
opportunity to get a
better job/
promotion in this
company?
I am rewarded of X
the quality of my
efforts, work and
performance