1 Assessing Supply and Demand
1.1 Future Business Plans
At bounce fitness, we dont believe in Reactive HR Framework,
where our HR managers come into play only when an existing employee
quits; rather, we believe that workforce planning is a systematic
approach to anticipating staffing needs and determining what
actions should be taken starting now to meet those needs. This
multistep process involves the following: Gaining a thorough
understanding of our current workforce. Envisioning the operating
environment that will most likely exist in the future. Identifying
the competencies that will move the firm forward to overcome
challenges, seize opportunities and thrive in what will undoubtedly
be a new world of work. Developing strategies and implementing
tactics for building this workforce.Workforce planning puts a
company one step ahead, resulting in informed staffing decisions
that benefit our company in both the short and long-term. Its many
advantages, however, are not limited to recruitment and selection.
It also provides a framework for other HR policies and programs,
such as training, compensation and diversity management. More
importantly, it will help our Clubs to recognize the most effective
and efficient use of their human capital in creating a workforce
that is and will continue to be flexible and responsive. Effective
workforce planning consists of four major steps:1. Supply
Analysis2. Demand Analysis3. Gap Analysis4. Solution AnalysisIn
order to conduct these analysis, based on which we will design our
workforce management model, we need to analyze our business demands
first current and future. Bounce fitness is currently operating
throughout Australia with optimum staffing levels however, in the
near future; we intend to expand our business operations. As our
Business proposals exhibit, we plan to open a new center in Perth
within next two years. Also, we wish to initiate a brand new
Corporate Marketing Plan in various Australian Metropolitan cities
and we are also considering Bowling Alleys in conjunction with our
existing health clubs, at least in Sydney, Melbourne and Brisbane.
These ventures will definitely demand additional staffing levels
and human capital. However, one must remember that workforce
planning is not just about arranging sufficient staff for new
business projects, it is about creating that excellent workforce
that we can be proud of and that everyone wants to be a part of.
That will be achieved by linking our business vision and strategies
to our workforce, by creating a culture that nourishes, educates
and develops are employees at all levels.1.2 Analyzing Existing
Workforce / Supply Analysis
Evaluating current employee and demographic data will help
Bounce fitness Managers identify future needs as well as a
projected workforce strategy. Below is a list of the kind of data
we will need and some potential sources of it:Existing Employee
DataMost of the employee data is available to authorized users
through the State Labor Trend Records, available through State
Government Employment Agency: What are the demographics of our
current workforce? (Gender, ethnic, disabled, full/part time,
classified/LTE, etc.) How many people are performing each job?
Where are the jobs located? What is the employee/supervisor ratio?
Does it need to change? What are the pay rates of current
employees? What is the likelihood of attrition through retirements?
We can estimate potential retirements by identifying those
employees who are eligible for retirement benefits currently and in
succeeding years. The value of this type of estimate is limited by
the scope of the data in payroll systems. Additional information
such as total years of creditable service, amount of accumulated
sick leave, and retirement eligibility of spouses would be very
helpful, but is difficult to obtain. Termination Reports (From the
payroll system), Exit Interviews and Employee Surveys: How many
people have left the department? Why did the employees leave the
department? Where did they go? What were their impressions of the
work environment before they left? How do the continuing employees
feel about our company? Recruitment Data (From Australia Government
and payroll records): What recruitments have been completed in the
last two to three years? We should check both, our own agency and
recruitments done by other agencies for related jobs. What
recruitment activities and resources were used? How many qualified
applicants were found? Where did the most qualified applicants come
from? What do new employees think of your recruitment practices?
Additional Materials Strategic planning documents. Current budget
and position reduction information. External influences on
operations. External labor market and economic data. We do realize
that our existing workforce is primarily composed of part-time and
casual employees with a few full-time staff members. This is mainly
because of the fact that most of our clubs do not operate full
time. Most of them open for approximately 4 hours in the morning
and six hours during evening. As and when we launch our corporate
marketing plan, it will provide us with sufficient leverage to open
our clubs for at least 14 hours each day as against 9 currently.
That will require us to recruit more full-time employees and reduce
our labor cost further by reducing the number of casual and
part-time employees. 1.3 Diversity in Workforce
Age can be viewed as one aspect of workforce diversity, along
with sex, religion, ethnicity, and other forms of diversity. Each
form of diversity may influence an individuals attitudes, values
and behaviors at work. Indeed, a largely neglected aspect of
diversity management is the challenge of managing a widening age
range of employees with vast experiential and attitudinal
differences. Such diversity creates an imperative for flexible and
inclusive management strategies. At Bounce Fitness, the goal of
managing diversity in an organization is to enhance the achievement
of our organizations competitive advantage by managing the
similarities and differences between people. Diversity management
practices are specific activities, programs, policies, and any
other formal processes designed to improve management of diversity
via communication, education and training, employee-involvement,
career management, accountability and cultural change. Overall,
diversity management places emphasis on the development of our
organizational strategies and cultures that are not only tolerant
of diversity but actively encourage flexibility and inclusion.
Workforce diversity is increasing, and our managers need to develop
ways to effectively manage the different views and characteristics
of the new, diverse workforce. We, at Bounce Fitness, aspire to be
a consistent diverse company. We intend to develop a team that has
depth and belongs to a global platform in terms of diversified
employees. As part of our workforce planning we intend to establish
the following, to manage diversity: Re-institutionalize our
selection panel to make it more multicultural Develop training
programs for employees to abolish stereotyping behavior Hire more
staff members from prominent Australian communities of migrants
Indians, Chinese, Indigenous Australians etc. Establish short
insight-sessions for employees to educate them about different
cultures, their norms and differences. Arrange out-of-office
gatherings to reduce cultural gap amongst employees.1.4 Current
Workforce VS Business DemandsOur current workforce is based on our
most current business model under which our existing clubs operate
from anywhere between 6-9 hours per day depending on the type of
clientele and local business demands. Thus, most of our employees
currently are casual and part-time students, fitness enthusiasts.
In order to prepare ourselves to launch the suggested Corporate
Health Plan, to major corporations, Government departments and
other big organizations, we would need to employ more full-time
staff members, as we would need to operate our clubs for a minimum
of 14-16 hours each day. Unquestionably, our current labor supply
wouldnt be sufficient enough to meet our then business demands.
Thus, we intend to take following measures: Train existing
employees to adapt to new business demands Offer existing employees
opportunities to choose this field as a career rather than as just
a money making job Encourage current employees to become full-time
staff members to access more perks, facilities and growth
opportunities within the company Spread word-of-mouth through our
employees about the culture and opportunities we offer to our
employees Hire required full-time employees as required by new
business plans for corporations and bowling alley Train new
employees making existing ones their mentors in order to give our
existing employees a boost
1.5 Existing Organizational StructureThe following table
represents suggestions at all levels as to what we can do in order
to manage our business strategy linkage to our workforce
planning:FocusStrategy/Practice
Strategic HRM FoundationEstablish the basis for strategic HRM
via: CEO/Top management endorsement Line manager buy-in HR
competencies and configuration of HR practices
Framework for Managing theAgeing WorkforceHR practices to manage
workforce should be built into a framework. Bounce Fitness may
utilize one or more of the following: Age management Talent
management Diversity management Leadership development Attraction
and retention
Design, Implementation and Maintenance of HRM/ Diversity
PracticesThe configuration of practices should be customized for
the best organizational fit. Each of the practices should be (a)
linked to the overall strategy and (b) consistent with other
practices.
Workforce Planning and Analysis Analysis of external and
internal labor market conditions Analysis of public policy and
legislation Age audit Succession planning HR metrics and evaluation
of diversity management practices Engagement with internal and
external stakeholders
Employer Brand Employee value proposition Labor market
segmentation Communication about practices to employees and the
general community(Internal and external stakeholders) Communication
suitable for people with a wide variety of backgrounds
Recruitment and Selection Recruitment to attract diverse pool of
candidates Prevention of discrimination Awareness of needs of older
job candidates Technology and print based advertising
Job Analysis and Design Awareness of and adaptation to suit
needs of diverse workforce Links to flexible work arrangements
Inclusive work environment
Occupational Health and Safety Awareness of and adaptation to
suit needs of diverse workforce Prevention of and compensation for
occupational illness and injury Health promotion
Training and Development Awareness of and adaptation to suit
needs of diverse workforce Training and education of all managers
and supervisors with regard to the needs of our workforce Training
and education of all employees with regard to the needs of our
workforce Coaching and mentoring
Performance Management Awareness of and adaptation to suit needs
of diverse workforce Performance Feedback based on objective
outcomes, not values and stereotypes
Rewards, Remuneration andRecognition Awareness of and adaptation
to suit needs of diverse workforce Non-financial rewards Meaning of
work
Bounce Fitness Change Management Structure to deal with
Workforce Planning and Development
CategoryKey Result AreasKey Performance IndicatorsExamples of
Measures
WORKFORCE PLANNING Analysis and understanding of policy and
industry context Compliance with legislative context Labor market
segmentation Analysis and understanding of current workforce
characteristics Analysis and understanding of future workforce
needs Analysis of external environment Public policy context
Factors specific to your industry context Analysis of internal
environment Public policy context Factors specific to your industry
context Identification of drivers for diversity management
Identification of barriers for diversity management SWOT analysis
(External and internal environment analysis) Conduct of an age
audit Analysis of current workforce knowledge, skills and abilities
Analysis of current HR and diversity management policies Gap
analysis (where are we now, where do we want to be in 5 years?)
Scenario planning Succession planning Employee surveys, focus
groups
STRATEGIC INTEGRATION/ ALIGNMENT Strategic alignment of
diversity practices Leadership support for diversity management
Organizational culture for diversity and inclusion Involvement of
senior HR in strategic decision-making CEO and top management team
endorsement of diversity strategy Evidence work-life initiatives
are aligned to the business strategy Establishment of objectives
for diversity management Line manager support for diversity
management Employee involvement in identifying diversity practices
Employee uptake of diversity practices Budget and resources
allocation for diversity management Review of current policies and
practices for diversity management Stakeholder analysis (internal
and external stakeholders) Examples of active leadership
support
CategoryKey Result AreasKey Performance IndicatorsExamples of
Measures
HRM/DIVERSITY PRACTICES Compliance with relevant legislation
Design and implementation of a diversity management strategy
Achievement of targets for diversity management Global policy
development, local implementation Diversity practices have been
developed & tailored to meet the needs of our organization and
employees A diversity action policy, plan and practices are in
place. Examples of diversity practices Workforce planning Age audit
Succession planning Role modeling by executives and managers
Diversity and inclusion training programs for all levels Diversity
in recruitment Removal of discrimination and stereotypes Training
to meet diverse workforce needs Flexible performance management
Flexible rewards (monetary and non-monetary) Flexible work
arrangements Lifetime transition programs
CEO/EXECUTIVE ACCOUNTABILITY Endorsement of diversity management
strategy Employer brandingFocus on long term targets, not only
short termExecutives are active role models for diversity
managementBudget and resourcing for diversity practicesExecutives
utilize flexible work arrangementsExecutives participate in
education and training for diversity managementExecutives
communicate to all employees to endorse diversity
managementExecutives communicate effectively with employees from a
wide variety of backgrounds.Executives coach and develop employees
of different ages, educational backgrounds, ethnicity, physical
ability and race.Executives provide performance feedback based on
objective outcomes rather than on values and stereotypes that
prejudge an individuals abilities and talentsExecutives create a
work environment that is inclusive of employees of all
backgrounds
CategoryKey Result AreasKey Performance IndicatorsExamples of
Measures
HRM/DIVERSITY (HR/D) SPECIALISTACCOUNTABILITY Employer branding
Effective communication of diversity practices Identification of
accountabilities for executives, managers, HR, and employees for
diversity practices All managers and employee have knowledge of,
uptake of, and satisfaction with diversity practices Adequate
budget and resource allocation to diversity practices HR/D
credibility and influence with senior executives HR/D credibility
and influence with other managers HR/D credibility and influence
with employees Communication of diversity practices Executive &
managers interviews/survey/focus groups to assess their knowledge
of, uptake of, and satisfaction with diversity practices Employee
survey/focus groups to assess their knowledge of, uptake of, and
satisfaction with diversity practices Accountability tools or
system HR/D utilize flexible work arrangements HR/D provide
education and training for diversity management to all levels of
our organization HR/D support and facilitate uptake of diversity
practices across our organization HR/D communicate effectively with
employees from a wide variety of backgrounds. HR/D coach and
develop employees of different ages, educational backgrounds,
ethnicity, physical ability and race. HR/D create a work
environment that is inclusive of employees of all backgrounds
CategoryKey Result AreasKey Performance IndicatorsExamples of
Measures
MANAGER ACCOUNTABILITY Endorsement of diversity management
strategy Managers are active role models for diversity management
Managers buy-in to diversity management policy and practices
Managers utilise flexible work arrangements Managers participate in
education and training for diversity management Managers support
and facilitate employee uptake of diversity practices Managers
communicate effectively with employees from a wide variety of
backgrounds. Managers coach and develop employees of different
ages, educational backgrounds, ethnicity, physical ability and
race. Managers provide performance feedback based on objective
outcomes rather than on values and stereotypes that prejudge an
individuals abilities and talents Managers create a work
environment that is inclusive of employees of all backgrounds
VALUE AND IMPACT Demonstrated value for our organization, for
employees and stakeholders Impact on reputation, employer brand,
attraction and retention Diversity practices are individually
measured Impact of diversity practices is measured Diversity
practices are reviewed and revised as appropriate
Barriers/obstacles to diversity and inclusion are removed
Demonstrated organizational culture for diversity and inclusion
Employee surveys (e.g., satisfaction, organizational commitment,
engagement, intent to leave) Attraction and retention statistics
(recruitment, employee turnover) Exit interviews, surveys
Measurement/audit of diversity management practices(cost/benefit,
efficiency, effectiveness, satisfaction) Analysis of management
reporting Organizational culture analysis/audit
1.6 Human Resource SupplyBetween June 1987 and June 2007, the
proportion of Australia's population aged 1564 years remained
relatively stable, increasing from 66.6% to 67.5% of the total
population. However, the proportion of people aged 65 years and
over increased from 10.7% to 13.1%. During the same period, the
proportion of population aged 85 years and over doubled from 0.8%
of the population at June 1987 to 1.6% of the total population at
June 2007. The percentage of the population under 15 years of age
decreased from 22.7 to 19.4 for the same period. Australia's labor
force participation rate for persons aged 1564 years has increased
slightly over the last 15 years. In 2005, Australia's labor force
participation rate for those aged 1564 years was 76%. While this
was above the average (70%) amongst OECD countries for that year,
it was below several other OECD countries including Sweden, Canada,
New Zealand and the United Kingdom.The ageing of the Australian
population has substantial implications for the Australian
workforce. The Australian Bureau of Statistics defines older
workers as those who are 55 years and older. As many older workers
move into a pre-retirement or retirement phase the average age at
retirement is changing. The average age at retirement from the
labor force for people aged 45 years and over in 2006-07 was 52
years (58 years for men and 48 years for women). In 1998, 21 per
cent of the Australian civilian population was older; this has been
projected to increase to 29 percent by 2016.The Australian Bureau
of Statistics predicts that the relative size of the older
population will increase steadily from 18 for every 100 of working
age in 1993 to 21 in 2011, then more rapidly to 36 in 2041. More
specifically, the proportion of working 45-64 year olds is
projected to increase from 30% in 1993 to 39% in 2041. If these
predictions are correct, the age structure of the working age
population will be considerably different in 50 years time (Fig.
1). In 2006, the Productivity Commission identified three
population groups where Australian participation rates are below
other developed countries prime working aged men (2554 years of
age), childbearing aged women (2544 years), and older men and women
(5564 years). As shown in Figure 2, the age structure of the
Australian workforce across industries is diverse. The three oldest
workforces by industry are: agriculture, forestry and fishing;
education; and transport and storage. In contrast, the retail and
accommodation, cafes and restaurants industry has the youngest
average age of workers. Of particular relevance here, international
comparisons show that Australia has one of the lowest retention
rates of older workers amongst developed countries. (Source:
Australian Bureau of Statistics, see last page)We believe that it
is viable approach to managing our workforce and the broader issue
of workforce diversity would be to view these as a central aspect
of HRM strategy. We suggest that the roles and responsibilities
adopted by all managers (executives, line managers and HR managers)
will be important influences on the way in which HRM and diversity
management policy and practices are developed and implemented. A
major implication is that our HR managers will have to proactively
assist our organizations leaders to understand and adjust their
mindset, so that diversity management becomes a source of
competitive advantage. With regard to outcomes of diversity
management, first, diversity practices will provide an incentive to
increase motivation, job satisfaction and commitment and thus
achieve higher levels of engagement and productivity from the
current labor pool. Second, these practices can be part of strategy
that supports attracting, managing and retaining talent for our
company. Third, an effective diversity strategy can enable the best
quality people to advance in our organization. Finally, Bounce
Fitness can obtain community recognition and reputation by being
seen as a good corporate citizen or caring organization.
Fig. 1
Fig. 2Source: Australian Bureau of Statistics, 2011 1.7 Budget
Allocation fro Workforce Changes / DevelopmentTo predict our
workforce budgets and costs for future projects we need to look
into current financial performance of bounce fitness Centers across
Australia. Following is a compilation of team building and payroll
performance of the respective:
BudgetActualVariance
Head OfficePayroll$959,000$896,750-6.49%
Team Building$66,500$45,500-31.58%
BrisbanePayroll$187,500$171,750-8.40%
Team Building$16,000$18,00012.50%
CairnsPayroll$180,000$195,0008.33%
Team Building$13,500$15,50014.81%
SydneyPayroll$281,500$230,000-18.29%
Team Building$21,000$6,000-71.43%
MelbournePayroll$310,000$300,000-3.23%
Team Building$16,000$6,000-62.50%
It clearly shows that except Cairns, all other clubs did not
spend the amount budgeted on the staffing levels and team building
process even though their sales were higher than predicted. This
could only indicate that the center managers are more prone to cut
costs rather than develop what is necessary. Our new project to
manage our workforce in a strategic manner should put this to an
end. Investing in employees at large, is a long-term investment and
results of such steps are felt, not measured. Most of the employees
on Bounce Fitness payroll are casual and part-time employees who
have higher penalty and hourly rates and hence, are costlier to the
company. Our target with the new project would be to reduce them or
convert most of them to full-time to meet our then current business
demands. Expecting a whole new development program for diversifying
our workforce, training them for new prospects and ensuring their
loyalty towards the company we expect at least a 9% increase in our
training costs. Adding on the additional staffing requirements for
our upcoming plans, we would be targeting at around 17% extra
payroll charges. Lastly, we also aspire to start a whole new
employee career development program (ECDP) wherein we will sponsor
aspiring scholars and enthusiasts to finish a degree in fitness
studies at our costs with a contract to work with us for at least
25 months. Thus, adding all these new costs we have an estimated
plan below:
Budget
Head OfficePayroll$1,122,030.00$1,271,235.00
Team Building$72,485.00
ECDP$76,720.00
BrisbanePayroll$219,375.00$251,815.00
Team Building$17,440.00
ECDP$15,000.00
CairnsPayroll$210,600.00$239,715.00
Team Building$14,715.00
ECDP$14,400.00
SydneyPayroll$329,355.00$374,765.00
Team Building$22,890.00
ECDP$22,520.00
MelbournePayroll$362,700.00$404,940.00
Team Building$17,440.00
ECDP$24,800.00
2 Developing Objectives and Strategies
2.1 Objectives to Retain Workforce
Use results of audit and focus groups to develop or review work
life balance provisions and consult employees on the designand
implementation of specific policies and practices, which enable
employees to combine paid employment with their caring
responsibilities Review existing policies to identify barriers to
meeting employee needs Create an employee friendly organizational
culture Evaluate existing recruitment criteria and implement
alternative strategies Amend our current process so employees have
alternative ways to demonstrate their competence or suitability
Ensure application processes are as applicant friendly as possible
and culturally appropriate. Review role descriptions as vacancies
arise to ensure jobs reflect actual requirements Include Indigenous
people (either internal or external) in recruitment processes
including devising selection criteria and on selection panels
Utilize apprenticeships and scholarships to target, employ, develop
and grow both local and non-local diverse applicant pools2.2
Objectives to Address High Staff TurnoverThe key step to address
this issue would be to identify primary causes of employee
turnover. These issues could be many and of a variety of natures.
It is our responsibility to select the most suitable employees and
then communicate regularly to find out about their personal
preferences and that of the whole group. Once we have a system to
ensure this, we can work towards providing our employees with what
they are looking for in terms of remuneration, learning,
development, training and career progression. Following are a few
generic steps that can be taken to ensure employee satisfaction and
retention: Develop and implement flexible work practices Time off
for emergencies to all employees Flexible working arrangements the
opportunity to reduce hours or to take a career break without
financial penalties, phased retirement Flexible working hours and
leave arrangements (e.g. special responsibility, cultural,
parental, study, and emergent leave) Establishing trusting
relationships between managers and employees enabling working
employees to feel comfortable in asking for time off or help
Recognize and acknowledge the transferable skills and experience
gained by employees in their workgroup involvement in recruitment
procedures Setting up a keeping in touch program for employees on
parental leave Advertise/promote availability of flexible work
options, structures and facilities Adverts should include a
reference to ours being an equal opportunity employer and should
give some examples of the flexible opportunities our organization
offers Review role descriptions as vacancies arise to ensure jobs
reflect actual requirements2.3 Objectives to Retain Skilled
LaborKey to achieving an effective retention strategy is to
understand the forces that may cause a worker to move. While some
workers may choose to leave for unavoidable reasons there is
typically a complex web of factors that prompt the decision and
these must be understood within workplaces to achieve the best
outcomes. The factors that prompt an individual to leave work
include:Retention Factor Description Retention Strategy
Psychological Needs Personal growthTraining &
Development
Job redesign
Job Satisfaction Use of mentoring and coaching
Work Environment Nature and strength of working relationships
Improved supervisory and managerial approaches and style
Level of work satisfaction Improved induction processes
Sense of well-being Improved communications and involvement
Working conditions Work design to promote a work-life
balance
Company ethics and fit with personal perspective
Conditions and Recognition Salary & rewards Competitive pay
and conditions
Work conditions Opportunities for promotion/advancement
Loyalty Flexible working
Career advancement opportunitiesCareer management support
Confidence in the organisation Family-friendly provisions (above
mandatory)
Integral to retention strategies (both within enterprises and
within the industry at large) is the ability to provide career
pathways for individual workers.2.4 Strategies to Source Skilled
LaborSkilled Labor is predominantly short in Australia but
Government works hand in hand with the industries to modify its
laws each year in accordance with the most recent industry demands
and shapes up its migration policy accordingly. At bounce fitness
we need to realize the power of diversity alongside learning why
people come to work here, what are their primary expectations and
how can we create an environment in order to be able to retain them
for longevity. Thus, following will be our key strategies to source
skilled labor from within and outside Australia: Team up with
government agencies to monitor migration from low cost high skill
nations like India and China. Hire 3rd party agencies to conduct
independent research on migrants and their work patterns Ensure
effective communication within organization to learn from already
existing employees from various backgrounds Ensure a diverse
recruitment panel in order to be able to attract more skilled
migrants Redesign our recruitment and selection process in order to
ensure that we hire the most suitable and the one whose skills are
congruent to the requirements of the exact job Hiring nationally
accredited agencies to monitor and perform background check on
companies, in the developing world, that are frequently providing
quality skilled labor 2.5 Communicating Objectives to
StakeholdersIn order to be able to operate our business at desired
levels, it is required that we communicate all changes to relevant
stakeholders as and when required. Thus, every time there is a
major project undertaken all our concerned stakeholders shall be
notified through an effective communication plan. Communications
include all written, spoken, and electronic interaction with our
organizational stakeholders. These could include periodic print
publications, on line communications, meeting and conference
materials, media relations and public relations materials,
marketing and sales tools, incoming communications, including
reception procedures and voicemail content, committee and board
communiqus, surveys, certificates and awards, annual reports,
signage, speeches, and invoices.
To develop an effective communication plan to deliver the
message to our stakeholders we need to figure out the following:1.
The most current communication plan in existence2. The objectives
within our new project3. The intended receivers of the message4.
The goals we wish to achieve through this new project5. The tools
we are going to institutionalize in order to achieve these6.
Timeframes and the expected date of completion (achieve desired
results)7. Our plans to evaluate and monitor the performance of
this projectThus, to all our relevant stakeholders we will tend to
communicate our objectives as follows: To revamp our attraction and
selection process To be an employer of choice within our industry
To be able to assess the candidate with most appropriate skill set
To hire the most congruent candidate for the task To provide an
excellent work environment and related employee perks and packages
To develop a workplace everyone wishes to be a part of in the
market To develop strategies to retain our employees for longer
periods of time2.6 Objectives Agreement & Setting TargetsTo
obtain the endorsement from our Board of Directors, we would need
to present them with the complete plan alongside financial
implications of the plan and its long-term impact. All these will
be in the comprehensive project report or our organizational Change
report that will be submitted to the Board. Apart from that we
would also be presetting the following details to the Board
Members:
Vision: To be the foremost choice of our owners, customers and
employees alike, within the health and fitness industry.
Mission:To provide our organisation with a full-fledged plan of
attracting, selecting, rewarding and retaining the best and most
skilled employees in the industry.
Guiding Principle:The principle that guides our action is the
fact that each individual out there who considers himself or
herself as best skilled in health and fitness industry should dream
of working with the best, most passionate and most ethical company;
and that is the company we aspire to be.
Goals:To be the most ethical business operation in the
industry
To be the most dedicated employer in the industry
To be the most skilled organisation in the industry
To be the employer of choice in the industry
To be the most flexible employer in the industry
Objectives:To win Best Health Club award within next three years
(National)
To win Best Service Industry Employer in two years
(National)
To reduce our staff turnover rate to less than 14 % in two years
time
To provide our employees with 1% extra leave loading as against
Govt. standards
2.7 Contingency Plans
A solid procedure can make contingency planning a manageable and
positive experience that produces a workable plan. To develop a
contingency plan, a decision must be made regarding who will lead
the planning. As many quality systems require a contingency plan,
the Quality people may be best placed for this role. Then the
leader must provide the training, tools, skills, and knowledge to
all units or departments across our organization. Those actually
doing the job are in the best position to brainstorm and write the
plans relating to their functions. As leaders, all our managers
must promote, sustain and nourish enthusiasm, establish timelines
and monitor those during the entire process.
We will start new training and development programs for our
employees who wish to learn and develop their career and related
skills. We will motivate our employees to take responsibility and
we will fortify their pay packages as per the latest standards plus
bonuses for their individual performance. If we are unable to
fulfill our objective of winning the prizes mentioned in the
objectives, we will work hard to accomplish them in the following
year. As a contingency measure, extra leave loading will only be
provided to those who have been with the company for more than 9
months and who continue to work at least part-time.
3 Implement Workforce Planning Initiatives
3.1 Implementation
Implementation of strategies flows from top to bottom. It would
be required on the part of our senior management to educate all
departmental managers about the changes we intend to make and the
benefits we expect to receive. In order to manage our workforce
more effectively and for long-term workforce sustainability, we
will take the following steps:
Recruitment
Develop a multicultural selection panel Develop a new selection
plan Revamp our interviewing and assessment process Ensure more
comprehensive assessment techniques More elaborate employee skills
versus job requirement matching program
Training
Extensive induction of new employees OJT program redesign
Buddy-up program to make new entrants more comfortable with work
and workplace 6-Month personal development program 6-Month employee
performance review to determine most current training needs
Cross-departmental training
Redeployment
PDPs to discover more about employees personal needs Effective
communication to discover employee interests Training employees in
more than required departments Sharing responsibilities with front
line employees At least 2 week interdepartmental training every 6
months
Redundancy
Make our company a flexible workplace Offer employees more
opportunities to develop their career Regular training and
development programs High remuneration as against industry
standards Extensive communication within organization to make it a
healthy workplace
3.2 Managing Organizational Change
Things are not going to settle down at Bounce Fitness. Many
things we used to take for granted are probably gone forever. We
cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today. In the past,
many of us believed that by using the means that were under our
control we could pretty much accomplish anything we set out to do.
Sure, from time to time there would be temporary disruptions. But
the disruptions were only temporary, and things always settled back
down. The mental image generated by these thoughts is that of a
canoe trip on a calm, still lake. In todays environment, we never
get out of the rapids. As soon as we digest one change, another one
comes along. Usually there are many changes occurring
simultaneously. We have limited control over the environment, but
to navigate the rapids we must exercise skill. The permanent white
water image has a strong visual appeal, conveying as it does a
sense of energy and providing a visual sense of navigating on an
unpredictable wild river. Thus, the key to manage change is to keep
all employees on the same page every time. Our Managers must ensure
high education and awareness to manage change effectively,
including all three main stages of change: We must create a vision
of the future that is capable of focusing the groups energy. The
vision should contrast what is with what can be and it must be
comprehensive enough to direct attention at how to bridge the gap
to the future. Change must become a core organizational value using
customer feedback, internally developed organizational improvements
and other external feedback. Change initiatives should also be
linked to efforts to improve overall performance and profitability.
Commitment from senior management at the earliest stages of the
change process is required. Managing change effectively requires an
understanding of the variables at play, and adequate time must be
allowed for implementation. Unfreezing is the first stage of the
change process and consist of unlearning past behavior. Employees
should be made aware of the fact that the change process begins
when our organization experiences disconfirmation. Incorporating
new behaviors into organizational processes. Behavior and ideas
that are embedded in the corporate culture must be replaced.
Redirecting employees attention is an essential part of change. The
development of skills to enable people to do things differently is
required. Training must be provided to insure that employees
understand their roles in making change happen. Processes and
people must be aligned to support change. Skills and competencies
to enable people to do things differently must be developed.
Employees must understand the dynamics of the change process and
also the functional requirements of the job. New rules and policies
that reinforce the desired ways of operating must be created and
documented. Old customs and norms that reinforce the old ways of
doing things must be replaced with norms that reinforce the new
ways. Refreezing is the final stage of the change process. It is
comprised of reinforcing and measuring behavior change. After the
training requirements are defined, the reward system, reporting
relationships and other systems can be designed to reinforce the
new behavior. If the change process requires certain behaviors from
employees, then performance appraisals, promotions and bonuses
should be based on the desired performance outcomes. Creating
objective measures for performance will demonstrate our commitment
to the change initiative. Change must be continually managed to
yield sustained results. Measurement provides a way to track
progress.3.3 Retaining Desired Employees
Key employee retention is critical to the long-term health and
success of our business. At Bounce Fitness, Managers readily agree
that retaining our best employees ensures customer satisfaction,
product sales, satisfied coworkers and reporting staff, effective
succession planning and deeply imbedded organizational knowledge
and learning. In order to retain our most valuable employees we
need to work hard for it and when we are able to create an
environment where our desired employees stick with us, others will
too. Thus, in order to achieve this we will have to ensure that the
following steps are being taken by all our managers and senior
staff members: The quality of the supervision within Bounce fitness
should be no less than excellent. We have, and will continue to,
believe in and practice Laissez-Faire style of management. We
should create a workplace where employees are able to speak of
their mind freely. Talent and skill utilization is another
environmental factor our key employees seek in our workplace. The
perception of employees regarding our fairness and equitable
treatment is important in their retention. Our managers must ensure
that each employee is provided with sufficient time, tools and
training to perform at his best. We must learn that our employees
seek opportunities to learn, grow and develop their knowledge,
skills and careers and we need to take care of that. Regardless of
whatever the situation is we must never threaten any employee
against his job.
We must recognize, reward and appraise each employee as and when
required.
3.4 Being an Employer of Choice
At Bounce Fitness, we believe that being an employer of choice
means to be a company providing leadership, communication, respect
and responsibility for our employees. The qualities needed by our
organization to be an excellent employer are the following:
Good relationships with our co-workers because the best
employers retain their talent better. Commitment to our
organizations business success because people who work for best
employers let others know about it.
To ensure identification, attraction and retention of key
people, we should have in place recruitment and retention strategy.
This strategy needs to identify measurable recruitment objectives
and establish how our company can differentiate ourselves from
other employers. Being aware of our staff turnover is a key
measure.
Another measure of whether our organization is successful as an
employer of choice is the time and cost associated with filling
staff vacancies. Tracking this information over time, performing
exit interviews to ascertain why people leave our organization and
asking long-serving employees why they remain, reveals a collection
of data that can then be used in staff retention planning.
An Opportunity to Advance
Professional development opportunities through on-the-job or
subsidized accredited training as well as a defined career path for
our employees show commitment to our staff and encourage loyalty.
Allowing the opportunity to demonstrate new skills and learning,
either through promotion or with more responsibility, shows
dedication to continued excellence while empowering and providing
job satisfaction for our employee.
To determine whether our company offers appropriate career
opportunities for staff, we should look at the number of promotions
made internally over a certain period (eg 5 years) and review
annual performance reviews for individual staff to ensure our end
of the bargain has been kept from prior reviews.Staff
IncentivesBonuses, profit share schemes and other monetary
incentives are ways to demonstrate that staff is valued by the
company. Setting ourselves apart from competitors by offering
competitive salaries and financial reward is a major
differentiation in being an employer of choice.Work/life
balanceCreating work/life balance for our employees includes
providing flexible work policies to cater to employees family
commitments, their health and introducing wellness initiatives such
as gym facilities and employee assistance programs right through to
being able to leave work at a reasonable hour each day.Being an
Employer of Choice is an intangible term but for the benefits of
retaining skilled staff, having a productive team and maintaining a
competitive edge, it is something all businesses would do well to
strive for.
4 Review Workforce Plan
4.1 Review Workforce Plan
Reviewing any plan is the key to measure success and failure
points of that plan. Reviewing our workforce plan, at Bounce
fitness, will help us become an employer of choice and will
eventually assist us in reducing our staff turnover ration.
Reviewing also helps in the following ways:
Reviewing and monitoring helps ensure the workforce planning
process is on track. Best-laid plans can come unstuck for a many
reasons beyond our control. Reviewing determines if a particular
approach is still appropriate or if it should be changed to meet
changing circumstances. Regular reporting identifies what actions
have been completed, if timeframes are being met and if the plan is
meeting organizational direction. Reporting should be completed
every three months to ensure things are kept on track. Workforce
planning links with Recruitment, Training and Retention strategies
so the monitoring of these sections will assist with planning and
ongoing workforce maintenance.
Once the plan has been implemented, it would be necessary for us
to monitor its performance but it will take time for the plan to be
implemented and start showing off results. We expect at least 18
months before all employees realize the importance of workforce
planning and their perspective of our efforts to retain and train
them to develop an exceptional organization. In the long run, we
would need to review the following on a regular basis to ensure
efficacy of our model and planning:
Detailed employee exit interviews Regular employee performance
appraisals Timed Personal Development Plans Employee satisfaction
surveys
These will assist us in determining what is making employees
exit and what they feel about working with us. At this stage there
is no quantified data that can be measured.
4.2 Labor Supply Trends
According to data provided by Department of Education and
Training, a total of 1,686,6730 student contact hours were
delivered in Fitness industry in 2010/11, an increase of 33 per
cent or 415,613 hours in 2009/10. The latest employment data
indicates that there are 22,800 full-time persons employed in
Fitness activities, up by 2,200 from 20,600 in the last year. This
growth in VET delivery in Fitness, Sport and Recreation, has
exceeded the rate of employment growth of 10 per cent in the
industry overall. However, the Skills Alliance believes forcing
alignment between VET supply and employment growth on this basis
alone would penalize and disadvantage the industry in terms of not
allowing for: Higher attrition rates and the need for continuous
delivery in some areas of the industry Continuous improvement
against the industrys qualifications profile relative to other
industries Further industry acceptance of formal vocational
education as a valid pathway 4.3 Effect of Trends on Demand
Supply priorities identified for 2011-12 include a committed
focus on:Responsive and flexible training provisionWhilst many of
Bounce Fitnesss stakeholders have welcomed the revised training
package, there are growing demands within industry for a more
flexible approach to training delivery; a more customized model
that is needs- based and delivers skilling solutions just in time.
Growing preferences around the supply of training put forward by
some stakeholders in our sectors include: Greater flexibility in
the provision of formalized skill development through skills sets
Balancing increased choice around the timing, location and duration
of courses, with the need to maintain quality standards Increase
access to training delivery through blended learning and online
delivery whilst retaining face-to-face or personal guidance and
mentorship On-site, customized and timely intervention providing
pragmatic training and skilling solutions to human resource issues
as they arise Greater flexibility to access units of competency
from different sector training packages reflecting the strong
alignment of our industry to others, such as health and health
promotion, com- munity services, tourism and education More
flexibility in funding models Increased recognition of informal and
formal skills developmentThere are significant demands across our
sectors for stronger recognition processes to be put in place. Paid
and unpaid workers in our sectors want and need: The ability to
construct and manage a lifelong portfolio of individual skills that
can be utilized across different sectors matching industry demands
for multi skilled workers Increased validity of RPL with more up
front assessment of existing skills and an increasing use of skills
auditing, training needs and gap analysis Increased recognition of
volunteer skills sets and where possible, mapping to formalized VET
training Increased opportunities for articulation pathways at a
systemic level Increasing demand for Skill Sets To increase the
current traction of VET in Sport and Outdoor Recreation in
particular, and to respond to needs arising from emerging
government policy, there may be more value in some areas in
offering skills sets, rather than qualifications. Research also
indicates that there are distinct occupational outcomes for
graduates with skills sets, like aqua instructors for example.
There is a strong case for skills set training currently across all
sectors.
Areas in which there are particular skills shortages that could
be undertaken as skills sets are highlighted below.Fitness
Sport
Small Business ManagementSmall Business Management Regulatory
and Legislative Compliance Volunteer Management
Frontline Management and Customer Service Sales and
MarketingGovernance and Leadership
Aqua FitnessCoaching and Officiating
Children and Adult Older TrainerMarketing and Communication
Delivering Outdoor Group Instruction
Community Recreation Outdoor Recreation
Community Develop and Engagement Marketing and Communication
Customer ServiceActivity Specific Skills Sets First Aid and Remote
First Aid Low and High Ropes Canoeing
Property Management Bushwalking
Paddling
Running Activities/ Program Planning Group Leadership Skills
Cross sector Skills Shortages
Cross sector Skills Shortages Cultural competency training
Working with special population groups Partnership and
Collaboration Programming for Inclusion
When making recommendations surrounding the supply of VET
training, the Bounce fitness remains mindful that industrys need
for specific training courses does not always match industry
demand. In the sports sector for example, the sector often recruits
from its own networks, either through converting volunteers to
fulltime members of staff, or by recruiting graduates from
university. Whilst the Certificate IV in Sports Development may
aptly cater to advertise roles for example, there is no guarantee
that the sector will recruit a graduate with this qualification.It
is essential that the supply of qualifications reflect not only
what courses people wish to enroll in, but also what courses
industry will actually utilize. Supply priorities for full
qualification VET courses in the Sport and Recreation Training
Package are most likely to be Fitness, Outdoor and Community
Recreation, whilst Sport may benefit from a more flexible approach
to delivery.
4.4 Organizational Climate
For any employee, at bounce fitness, we believe that workplace
is as important a factor, as is the work itself. The environment
our managers and we create here should be welcoming, desirable and
developing for our employees. We want them to learn and develop
with time and make it a workplace everyone in the industry would
want to be able to create one day. There are several methods to
measure the quality of our workplace environment but it is
important to do so in order to guage employee satisfaction. A
successful climate assessment starts long before the climate survey
is done. It starts with getting the climate ready for a climate
assessment - and getting help. Otherwise, it will be about as
effective as typical - and theyre not effective according to most
research on the topic. However, when done properly - thats a
different story.
Bounce Fitnesss Corporate Climate Survey examines employee
opinions about the quality of their organization's work climate and
can be used to identify opportunities for workplace improvements.
The following is a brief description of the work climate dimensions
measured by the survey.
Role-Clarity: Employees clearly understand their job duties and
their role within our organization.
Employee/Management Relations: Employee relationships with
management are based on trust, cooperation, open communication, and
employees believe management is effective.
Respect: Employees value and feel values by their co-workers and
our organization.
Communication: Important information is communicated
effectively, and employees believe they have a voice in our
organization.
Performance/Reward Systems: Employees performance is fairly
evaluated, and they are adequately rewarded for their
contributions.
Career Development: Employees are provided with adequate
training/development opportunities to improve their professional
skills.
Decision-Making/Coordination: Decision-making, delegation, and
coordination are effective.
Innovation: Work methods are innovative and employees are
encouraged to be creative and express new ideas.
Relationships: Employee and customer needs are valued by our
organization. Teamwork/Support: Employees are encouraged to be team
players and are provided the support needed to perform
effectively.
Quality of Service: Employees are proud of the quality of
service provided by their work team and our organization.
Conflict Management: Conflicts are handled openly and fairly and
innovative ways of preventing conflicts are used throughout our
organization.
Morale: Employees are motivated to perform well and morale is
high.
Direction/Strategy: Employees understand the direction our
organization is headed and our organization's vision and goals.
4.5 Alterations to Objectives/Strategies
Once the plan has been laid out and has been implemented, we
would expect to see changes relevant to the steps taken. As the
plan starts to operate we will also be gathering the required data
from agencies, employees, customers and third parties. This data
alongside the results from our workforce plan will reveal the
actual outcome and then, we will be able to compare those against
the desired results. Our managers at Bounce Fitness will then be
able to look clearly as to where we wanted to head and where we are
actually heading.
This will allow us space, time and opportunities to make desired
changes to then existing plans and formulae to drive our
achievements even further. All the gathered information should be
collated and compared to the original objectives and strategies
that you set. On examination, we may discover that refinements
could or should be made to align with our organizational goals, or
to facilitate actions as a result of our staff survey, or even in
response to global trends or incidents. These changes need to be
accepted by the senior management, but first you must make them
aware. The best way to do this is to recommend the changes to them.
Recommendations are usually included in a report. We should:
Be specific in terms of what was desired and what the real
outcomes are Data should be analyzed in an appropriate manner on
prescribed scales and should portray effective measures Plausible
recommendations should be made to address directly related issues
Recommendations should be made conceptually with their financial
implications All possible financial and technical barriers should
be discussed as well
4.6 Review Government Policy
Continuously reviewing governments labor policy can give leads
into where competition for future staff may lay, where
opportunities in employment and training grants may be accessed,
and many other reasons. Environmental scanning, including the
government and labor relationship, is imperative.
Monitoring the policies and migration structures of government
will assist in planning what and how we need to move forward into
the future to drive our business successfully. Since employees are
always leaving and need to be replaced, there is always a demand
for skilled labor. Government plays an important role in framing
policies that drive business and its employment power. Without
employees bounce Fitness wont exist and it is the government and
its policies that determine each year how and from where we would
be sourcing our employees.
4.7 Measuring Effectiveness
Effectiveness is a result. It can only be measured when it has
been reached at. We cannot measure it while we are in the process.
Thus, once our Bounce Fitness Corporate Workforce Management Plan
is out rolling, we will have to spare it some time in order to let
it unfold at a nominal pace. Once it has taken sufficient amount of
time, it will be possible for us to measure its effectiveness
against our predicted results. Change itself cannot be measured. We
can only measure the indicators of change. We would need to
consider the following when we are out there measuring the efficacy
of our plan:
1. Our initial objectives in quantity form2. Variations over
time in the objectives and the process itself3. Unexpected results
caused by the change, if any4. Employee satisfaction5. Managers
perception6. Data from human resources
We would also need to gather feedback from all our stakeholders
in order to verify their satisfaction. Data collected from
customers will also reveal if their has been any change in our
operations, their satisfaction and the attitude of our employees
within the clubs environment.
References
Australian Bureau of Statistics, 1995. Population projections:
Projections of the working age population, Catalogue no. 4102.0,
Canberra, Australia: Australian Government Publishing
Service.Australian Bureau of Statistics, 2006. Yearbook Australia
2006, Catalog no. 1301.0, Canberra, Australia: Australian
Government Publishing Service.Australian Bureau of Statistics,
2007a. Population by age and sex, Australian states and
territories, Catalogue no. 3201.0, Canberra, Australia: Australian
Government Publishing Service.Australian Bureau of Statistics,
2007b. Australian social trends, Catalogue no. 4102.0, Canberra,
Australia: Australian Government Publishing Service.Australian
Bureau of Statistics, 2008a. Year book Australia 2008, Catalogue
no. 1301.1, Canberra, Australia: Australian Government Publishing
Service.Australian Bureau of Statistics, 2008b. Retirement and
retirement intentions, Australia 2006-2007, Catalog no. 6238.0,
Canberra, Australia: Australian Government Publishing Service.
Task 2 True False QuizTop of FormBottom of Form
StatementTrueFalse
Assessments of organizational needs and functioning are then
used for identifying and prioritizing issues that will require
attention and action.
The sales forecast indicates how much of a product is likely to
be sold during a specified future period in a specified market, at
specified prices.
When measuring the current market demand, the cash demand and
the area demand must be measured.
The SWOT analysis headings provide a good framework for
reviewing strategy, position and direction of a company or business
proposition, or any other idea.
Within the Business Plan you will find the objectives,
strategies, goals, and measures of performance that relate to the
organization and will focus on the key OH&S priorities.
Once you have determined the number of staff that must be
recruited, skills that must be in place and the timelines for this,
you then need to have the money to recruit, resource, and
employ.
Geographical issues could cause random issues and examination of
external and management issues including separation, retention,
promotion patterns, etc.
The technological changes that have been experienced since World
War II continually have an impact on workforces.
Demographic changes may be required to staff the
organization.
Element 1: Assess Supply and Demand
Element 2: Develop Workforce Objectives and
StrategiesStatementTrueFalse
Objectives are the goals that must be achieved to be successful
or effective.
A solid procedure can make contingency planning a manageable and
positive experience that produces a workable plan
Setting the objectives for the workforce plan will require you
and your management team to develop loosely structured team
goals.
Skilled staff is measured by their ability to negotiate a
greater wage.
Sourcing unskilled labor can be a bigger challenge for all
organizations than even retaining their staff.
A company must also measure the cost of turnover, develop
retention strategies, and plan for some expected turnover and a
changing workforce culture.
Your workforce plan will have to be agreed and endorsed by your
peers.
There is expected to be large staffing overlaps as the baby
boomers' refuse to retire.
Establishing an objective to address any unacceptably high
turnover in your organization requires investigation to determine a
cause.
The communication plan should be developed as the workforce
planning is being developed.
Element 3: Implement Initiatives to Support Workforce Planning
ObjectivesStatementTrueFalse
When an organization becomes a preferred employer, the best
talent comes to you.
Translating objectives into actions is a challenging task.
The best method for achievement is to allow everyone just to get
on with it.
Very large changes such as mergers or reconstructions do cause
stress, but the smaller initiatives don't.
The business strategy does not impact on succession planning,
but the long-term vision and mission do.
Succession planning should be implanted as a bedrock activity in
your organization.
To help staff support the change, begin with understanding the
three (3) phases of a change initiative and the emotions each phase
typically provokes.
Throughout the change process, accept that people will happily
accept every stage.
Succession planning is defined as processes that are established
to ensure that preferred staff will stay with the organization.
Becoming a preferred employer requires employers to look beyond
the obvious reasons why people seek work and develop a culture,
which is compelling to outstanding staff.
StatementTrueFalse
The method you select for analyzing the information will be
initially determined by the individual survey, the questions asked,
and the number of responses.
Monitoring employment, economic, social, political, legal, and
technological trends allows the organization to effectively focus
their sights on a productive, meaningful, and strategic future for
their organization.
There are only a few reasons why information provided by a staff
survey is required by an organization.
Contingent staff is temporary or part-time workers usually
working under a contract for a fixed period or a specific
project.
The success measurement can be challenging because change' per
se cannot be measured in the change management context.
There are two (2) key steps to evaluation:Measure resultsAnalyze
the outcomes.
This process of looking at external trends and conditions to
forecast their impact on the organization is part of an
environmental scanning process.
In some businesses, the monitoring and review cycle may be a
continuous process with all processes and plans being regularly
updated and monitored.
A good survey will take some time and effort to design.
Most organizations have some problems and the use of an
effective and regular survey can highlight that management have
provided a channel for communication, are listening, and will
act.