Strategic Workforce Planning and Employment Decisions

Strategic hands Planning and involution DecisionsStrategic Workforce Planning involves analyzing and anticipation the talent that companies pauperization to execute their art strategy, proactively rather than reactively, it is a critical strategic activity, enabling the brass section to diagnose, develop and sustain the custody acquirements it require to successfully accomplish its strategic intent whilst balancing melodic line of achievement and lifestyle goals of its employees.Strategic Workforce Planning is a relatively new man take process that is existence employ increasingly to help control comminute costs, assess talent needs, make informed business decisions, and assess talent marketplace risks as part of over every(prenominal) enterprise risk man epochment. Strategic act asforce formulation is aimed at helping companies make sure they pay the veracious people in the right place at the right time and at the right priceThrough Strategic Workforce Planning organizations gain insight into what people the organization entrust need, and what people pull up stakes be ope symmetrynal to meet those needs. In creating this understanding of the gaps between an organizations demand and the avail up to(p) take shapeforce supply, organizations will be able to create and target programmes, approaches and develop strategies to close the gaps.Steps in Workforce Planning1. surround viewENVIRONMENT SCANNING is a form of business intelligence. In the context of Workforce Planning it is used to identify the set of facts or fate that surround a workforce situation or event.2. new Workforce ProfileCurrent State is a profile of the demand and supply factors both intern entirelyy and externally of the workforce the organization has today.3. Future Workforce ViewView is determining the organizations needs considering the acclivitous trends and let outs place during the Environment S quarterning.Future View is often where the different approaches identified above argon use numeric futuring understanding the rising tense you ar currently tracking to by forecasting Qualitative futuring scenario provision potential alternative upcomings in toll of capabilities and demographics to deliver the business strategy.4. Analysis and Targeted FutureQualitative and vicenary futuring creates the nitty-gritty for an organizational unit to analyse and identify critical elements. As the critical elements be identified the Targeted Future begins to take form. The targeted future is the future that the organization is going to target as being the trump out fit in terms of business strategy and is achievable given the surrounding factors ( native/external, supply/demand).5. finish the Gaps climax the gaps is almost the people management ( pitying imagerys) programs and practices that deliver the workforce needed for today and tomorrow. The process is about determining appropriate implements to close the gaps and therefore delive r the targeted future. in that location are 8 key areas that Closing the Gaps needs to focus on Resourcing,Learning and goment,Remuneration,Industrial Relations,Recruitment, belongings,K todayledge Management,Job design.Strategy DevelopmentDevelop strategies for workforce transition.Basic Information to Include in the Workforce PlanList specific goals to divvy up workforce competency gaps or surpluses (may include the following)Changes in organizational structureSuccession planningRetention programsRecruitment plansCareer growth programsLeadership developmentOrganizational teach and employee development make how the lawful and organisational frameworks for concern of supplyEvaluate the current legal requirements influencing a HR planDescribe a process for recruitment and selection of new module (external candidates) that complies with current legislation and organisational requirementsAns2Human resources are the participants as also the beneficiaries of stinting development process. In that, gay being resources figure on the demand as healthy as the supply side of production of goods and services in the economy. On the demand side, goods and services produced are used by the human beings to alleviate poverty, improve health, generate better living conditions, enhance familiar tuitional levels and provide better facilities for didactics. Utilisation of goods and services thus gratuitys to an improvement of tincture of human resources. On the supply side, human resources and jacket form all- alpha(a) ingredients of production systems which transform natural and physical resources into goods and services.Complementarily between human resources and capital is so close that best increases in output and so optimal frugal harvest is non doable through increases in one of them either human resources or capital at the cost of the new(prenominal). Some growth of course can be had from the increase in more than conventional capital even tho ugh the campaign that is available is lacking both in skill and intimacy. But the rate of growth will be seriously limited. It simply is not possible to piss the fruits of modern agriculture and the abundance of modern industry without making large investments in human beings. There is an optimal ratio of human resources to capital which has to be maintained to reach the attainable rate of economicalal growth.Given the endowment of capital and other material resources, human resources could accelerate the production process and hence economic growth. At the same time, unprecedented growth in human resources, disproportionate to the pattern of ingathering of capital and other material resources could hinder development.Rate of growth in human resources, in turn, is compulsive by the two dimensions of human resources Quantity and Quality. Quantity of human resources is determined by variables such as macrocosm policy, nation structure,migration, and ram force participation.Qu ality of human resources, on the other hand, is influenced by the consideration of variables likeeducation and reproductionhealth and nutrition, andequality of hazard.In this Unit we will take into distinguish the two dimensions of human resources Quantity and Quality in context of HRP in general and also in touristry.1. QUANTITATIVE DIMENSIONS OF HUMAN RESOURCE PLANNINGHuman resources viewed as the productive former of human beings do only one of the two parts of commonwealth of each economy. The other being the human beings without whatsoever productive power.PopulationPopulation of a country, in a generic sense, is taken as constituting the conglomeration of all human beings of the country. The concept of cosmos, viewed in this manner, appears to be very simple. However, in reality, the definitions used vary not only from country to country but even within a country depending on the finding of enquiry. Broadly, the definitions of tribe used may be categorised into de facto and de jure.A de facto (or present-in-area) concept involves boom count of all persons residents and non-residents alike physically present in the country at the time of enumeration.A de jure concept necessitates complete count of all persons considered to be normal residents of the country, irrespective of where each person is located, at the time of the census. stiff conformity to either of these concepts is not possible because of difficulties in enumeration likenationals living abroad,nomadic population,inhabitants in extremely remote areas, andpopulation in disturbed areas.Added to this, are the administrative difficulties logistic, financial and human of enter everyone at the same time. There is thus a spot of inaccuracy in the census of population of any country. The greater the number to be counted and/or the larger the area to be covered the larger is the degree of inaccuracy.Human resources being an integral part of population, growth of human resources is naturally dependent on the growth of population.Population growth, in turn, is determined by three factors Population policies, population structure and migration.a) Population PoliciesIn terms of State intervention in population planning, it is useful to distinguish between population influencing policies and population responsive policies. The former are anticipatory in nature and operate through the demographic sub-system by influencing factors primarily responsible for population growth such as fertility, marriage and mortality. The latter are essentially reactive in character which are often implemented through the socio-economic sub-system to accommodate or adjust to observed demographic trends with the help of programmes like health, nutrition, education, housing, lift network expansion and employment promotion.In an over-populated economy, sufficiently robust population influencing policies along with appropriate population responsive policies (complementary in nature) mi ght be the optimal population policy framework. In any case, understanding the structure and pattern of growth of population is essential for evolving an appropriate combination of population influencing and population responsive policies to contendds achieving an optimal population policy framework.b) Population constructionPopulation is a dynamic concept. Consequently, structure or go down of population at any head word of time reveals two things First, it is the result of interaction in the past among factors causing population growth. Second, it reveals the potential for future growth in population. In so far as population growth is concerned, there are two aspects of population composition which are most important Sex composition and age compositioni) Sex studyThe principal measure of sex composition is the sex ratio delineate as the number males per speed of light females. In other wordsNumber of males in the populationSex ratio = - 100Number of females in the populati onOne hundred is the point of ratio between males and females. A sex rate above 100 denotes an plain of males. Likewise, a sex ratio below 100 indicates an excess of females. In general sex ratios tend to range between 95 to 102. Heavy war losses, heavy migration and local social considerations such as female infanticide may upset the sex ratio. In any case a sex ratio outside the range of 90 to105 is to be viewed with suspicion. offset point for all population projections is the projection of female population on whom crucially the number of births will depend. Higher the female population, higher will be the number of births and hence the higher will be the population growth. Sex composition thus indicates the potential future growth in population.ii) Age CompositionAge composition is the distribution of population by age groups usually five year age groups. Age composition at any given point of time is the result of past trends in fertility and mortality and is also the basis for establishing future trends.In the computation rate of growth of population, future births are usually computed by applying five year age specific fertility pass judgment to the women of pip-squeak bearing age (10 to 49 years) at the midpoint of each five-years time interval.Data on age composition is also useful in the computation and analysis of labour supply. Economically active age-group is considered to be 15 to 65 years. Population in the age group crucially determines the extent and composition of labour force.c) MigrationAge and sex composition are indicative of only the natural growth in population. some other factor which causes changes in population is the net migration. If the net migration is positive, the population grows at a rate meteoric than that indicated by natural growth. On the contrary, if the net migration is negative it causes decline in the rate of growth indicated by the natural growth.Movements from and to other regions within the country are terme d as out-migration and in-migration, respectively, and these movements together are cognise as internal migration. Data on internal migration are useful, when it is intended to analyse population changes at provincial level or some other administrative level. Internal migration is a function of the inter-regional and inter-sectoral rates of growth and wage differentials.Movement across national boundaries causes changes in the population at the national level. The lay out of international migration on the national population is measured by the rate of net-migration delineate as broad(a) immigrants Total emigrantsRate of net migration = - 1000Mid-year populationRate of population increase at any point of time equals the rate of natural increase plus the rate of net migration.Labour coerce ParticipationPopulation change as such do not cause changes in human resources. Rather it is the change in the economically active component of population which affects growth in the human reso urces. In terms of economic activity classification, population may be divided into workers and non-workers.Worker is defined as a person whose main activity is participation in economically productive work by his or her mental or physical presence. Work involves not only actual work but also effective supervision and direction. Workers thus defined, others in the population are considered as non-workers. For the mapping of elaboration non-workers may be categorised asfull-time students,persons engaged in household duties,infants and dependents doing no work,retired persons and renters living on rent on an agricultural or non-agricultural royalty,beggars, vagrants and others with unspecified sources of income,inmates of penal, charitable and metal institutions, sluggish but available for work, and others.Labour force or economically active population is that segment of the population whose function is to produce goods and services demanded by the whole population. Usually, those ag ed 15-64 years are considered to be in the productive age-group. However, not everyone in the productive age-group is effectively in the labour force. According to the accepted definition, labour force comprises all persons of either sex who furnish the supply of labour available for the production of economic goods and services includingemployers,employees,self-employed persons, andthose engaged in family enterprises without pay.In other words, labour-force may be defined as comprising workers and non-workers in the productive age-group who are unemployed but available for work. Labour-force participation rate is past defined asLabour forceLabour force participation rate = - 100Total populationTourismIn the case of international or domestic tourism it is not just the labour force that participates in the production of goods and services but the entire host population of the destination has a role to play. This is because besides the economic activity, attitudes of the host populat ion matter a lot in creating an environs which is tourist and tourism friendly. There are destinations where the population plays host to tourists numbering four times more than its own numbers and each and every member of the population has some role in this see to it a friendly smile too has a role. Many countries and destinations have earned a mail image in hospitality. Hence, human resource planners lay stress on creating tourism awareness including make and donts vis--vis tourists for the entire host population. Moreover, there are destinations where, quantitatively speaking, the whole population is involved in tourism both, directly as well as through indirect employment. But beyond a point, it is the soft dimension that matters and converting sum of money into quality is the real challenge in HRD.While the quantitative dimensions assist in the analysis of human resources in terms of numbers, soft dimensions ease assessment and analysis of the productive power in huma n resources. For slip, four hundred drivers may be available to a tourist transport operator but he may find only 20 out of these which meet the quality standards in relation to driving skills required for manipulation tourist coaches.i) education and TrainingEducation and training are the most dominant dimensions affecting quality of human resources in terms of friendship and skills. Education and training serve both individual and social ends. To an individual, it has both vocational and cultural significance in achieving economic emancipation and social up gradation. To the society, education and training are content which make possible to take advantage of technological changes as well as furthering technological progress.Depending on the methods of imparting knowledge and skills, education and training may be classified into two types Formal and Informal. Formal education and training, which is imparted through schools and colleges, emphasises transfer of knowledge. Inform al education and training such as on-the-job training and hereditary training lays stress on transfer of skills, i.e., practical application of knowledge.Education and training as a means of human resources planning involve critical choices, as no country can have all education and training. Rather, it is essential to identify priorities in education and training, emphasise programmes which have high priority and savour down or even discard programmes with a low priority. As far as development of education and training is concerned there are six choice areas which are critical survival of the fittest between levels of education such as primary, secondary and higher education. prize between quality and quantity in education and training.Choice between science and technology on the one hand, and humanities and openhanded arts on the other hand.Choice between market forces and incentives to attract people into some occupations.Choice between the aspirations of individuals and needs o f the society.ii) Health and NutritionHealth and nutrition status constitutes one of the most important indicators of quality of human resource, as they contribute significantly to building and maintaining a productive human resource as well as improving average expectation of life and quality of life.There are three determinants of health statusPurchasing power of people.Public sanitation, climate and availability of medical facilities.Peoples knowledge and understanding of health hygiene and nutrition.Education, health and nutrition are inter- radio linked and they complement each other in the process of human resources development.iii) Equality of OpportunityInvestments in human resources development do not evermore mark proportionate development of all sections of population. In the absence of deliberate policy intervention, there are bound to be distinctions. We can say that there are three distinct forms of discriminations which are germane(predicate) to developing nations Social discrimination may take either the form of sex discrimination or discrimination among different social groups or both. For example, a few years back the air hostesses of a limited airlines petitioned in the court because their retirement age was earlier than of their male counterparts. The court upheld their petition and now the retirement age of both male and female air hostesses is same.Economic discrimination takes place mostly among groups of population belonging to different economic strata classified in terms of either income generating assets.Regional discrimination can be in the form of either discrimination between rural and urban population or discrimination among population belonging to different regions.These three forms of discriminations individually and/or jointly lead to inequality of opportunities of varying degree among different sections of population.Discrimination of any form causes differential access to education and training, and health and nutrition . This in turn leads to differences in quality and productivity of human resources belonging to different segments of the population with the privileged benefiting the most and under privileged being deprived of their due share in the development process.Opportunity costs of discrimination are very high, as it leads to many social and economic evils apart(predicate) from retarding the pace of economic development. It has been demonstrated that the national output can be further expanded by improving the average level of productivity of each individual through appropriate social and economic policies directed towards equality to opportunity in the fields of education and health.Tourism has long been recognised as a tool for economic growth and development. However, it can be beneficial to the host economies when it creates jobs for the locals. Here qualitative dimensions of HRD become an important factor for education and training of local population as per the requirements of resp onsible tourism development.The dimensions, attributes and distribution of population the product of whose labour adds to national wealth constitute human resources. They are thus, the participants and beneficiaries of economic development. The demographic profile, migration and mobility and participation patterns in economic activity determine the quantitative aspects of actual and potential human resources. Investments in education and training, health and nutrition, and social welfare and quality promote quality of human resources through enhanced labour productivity.While quantitative and qualitative dimensions only regulate supply of human resources, the other aspect of human resources planning namely the demand for human resources crucially depends on the functioning and tractability of labour markets. Labour market analysis is a principal instrument of human resources planning, as it helps identify skill shortages and also enables a diagnosis of market blow to match labour supply with demand. To facilitate labour market analysis, there is a need for a comprehensive and regularly updated labour market information system.1) The variables for determining the quantitative and qualitative dimension of human resource planning areQuantitativePopulation policy,Population structure,Migration, andLabour force participation.QualitativeEducation and training,Health and nutrition, andEquality of opportunityUnderstand the effect of the organisation environment on staffDiscussAssess work life balance issues and the changing patter of work practicesImportance of HR PLANNING in organizations.Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience aptitude .Need for Replacement of Personnel Replacing old, retired or modify personnel.Meet manpower shortages due to labour turnoverMeet needs of expansion / downsizing programmes add to Future Personnel NeedsNature of present workforce in relation with Changing Environment helps to cope with changes in competitive forces, markets, technology, products and government regulations.Shift in demand from ERP to internet programming has increase internet programmersi) quantify job for producing product / serviceii) quantify people positions requiredii) determine future staff-mixiii) assess staffing levels to avoid unnecessary costsiv) reduce delays in procuring staffv) prevent shortage / excess of staffvi) comply with legal requirementsIn organisational development, succession planning is the process of identifying and preparing suitable employees, through mentoring, training and job rotation, to replace key personnel within an organisation if they leave.All employers need to consider the issue of succession planning to train that no part of the business is at risk should a particular member of staff leave the organisation.With good succession planning, employees are ready for new leadership roles as the need arises. Moreover, when someone leaves, a current employ ee is ready to step up to the plate. In addition, succession planning can help develop a diverse workforce, allowing decision makers to look at the future make-up of the organisation as a whole.Develop a succession plan for internal replacements, and if you will need to hire, think about the type of person or skills you will need so that if the situation arises you have already done some of the groundwork.In your succession plan you may wish to considerstaff interchange where employees swap jobs within the organisation in order to have experience in seven-fold positionsformal or intimate mentoring arrangementscoaching of staffidentification of suitable professional development activities for high-performing staffmaking agreements to introduce flexible working arrangementscreating forward-thinking internal promotion policiessupporting staff to take change magnitude responsibilitythe allocation of higher-grade duties or assignments.Understand the grievance, discipline and release processIdentify the process to be followed in a grievance situationDescribe the stages of a discipline issue that results in carrier bagExplain the role of ACAS, Employment tribunals and other external agencies that could be involved in grievance, discipline and dismissal processesProcess StepsThere are four main grievance process steps discovery, conciliation, internal review and arbitration. A summary of what happens at each of these step appears below. Click on a link here, or at the bottom of the page, to see a full discussion of what happens at that step in the grievance process.DiscoveryThe date when the grieving faculty member (grievant) discovered, or reasonably could have discovered, the circumstances leading to the grievance.ConciliationThe informal, confidential effort to resolve the grievance between the faculty member and the jury at the lowest possible administrative level before a formal grievance can be filed. This effort is normally assisted by a FA-appointed cam pus conciliator.Internal Review HearingAn informal meeting scheduled by the college president, or the presidents designee. The president controversyens to the grievant, the responding administrator and their representatives as they address the allegations contained in a timely Notice of injury that has been filed with the District. The president writes an Internal Review Hearing decision regarding the Notice of Grievance allegations.Arbitration HearingA formal hearing before an arbitrator chosen from a list of seven possible candidates supplied by the State Conciliation Service. Legal counsel represents both parties and all deposition by witnesses is under oath. After reviewing evidence, testimony and argument briefs from both parties, the arbitrator renders a written decision that is binding on both parties.corrective and grievance procedures provide a clear and impartial framework to deal with difficulties which may arise as part of their working relationship from either the employers or employees perspective.They are necessary to ensure that everybody is treated in the same way in similar circumstances, to ensure issues are dealt with fairly and reasonably, and that employers are compliant with current legislation and follow the Acas Code of Practice for handling disciplinary and grievance issues.Disciplinary procedures are neededSo employees know what is expected of them in terms of standards of performance or conduct (and the likely consequences of continued failure to meet these standards).To identify obstacles to individuals achieving the required standards (for example training needs, lack of clarity of job requirements, additional support needed) and take appropriate action.As an opportunity to agree suitable goals and timescales for improvement in an individuals performance or conduct.To try to resolve matters without recourse to an employment tribunal.As a point of reference for an employment tribunal should someone make a commission about the way they have been dismissed.Grievance procedures are neededTo provide individuals with a course of action should they have a complaint (which they are unable to resolve through regular communication with their line manager).To provide points of contact and timescales to resolve issues of concern.To try to resolve matters without recourse to an employment tribunal.The legal positionThe statutory procedures for handling discipline and grievance issues introduced in October 2004 were widely criticised andwere repealed in their entirety with effect from 6 April 2009. (Those in Northern Ireland should note that the Employment impress 2008, which repealed th statutory procedures, is not applicable there the surgical incision for Employment and Learning has published detailed guidanceFrom 6 April 2009 the important provisions governing discipline and grievances at work are to be found inThe Employment Act 2008The Employment Tribunals (Constitution and Rules of Procedure) (Amendment) Re gulations 2008. many other pieces of legislation cross refer to discipline and grievance issues. Some important examples include theThe Employment Rights Act 1996 as amendedThe Employment Rights Dispute Resolution Act 1998The Employment Relations Act 1999The Employment Rights Act 2004.Employers own disciplinary, grievance and dismissal procedures and the Acas Code of Practiceare essential to ensure that good dispute handling behaviour is adopted.The role of the Acas Code of PracticeThe Acas Code of Practice Disciplinary and Grievance Procedures was revised to reflect the removal of the statutory procedures anda new version1 came into force on 6 April 2009. CIPD endorses the Code. Following it is crucially important for employers an employment tribunal will consider whether the employer has followed the Code and, if they have not, then the tribunal may adjust any awards made by up to 25% for unreasonable failure to comply.In situations where the trigger event occurs on or after 6 Apr il 2009, an employment tribunal will considerwhether the employer has followed the Acas Code and, if they have not, then the tribunal may adjust any awards made by up to 25% for unreasonable failure to comply.CIPD members can find out more on the content of the Code, the legal aspects of this topic and likely future developments from our FAQ on Discipline and grievances procedures in the Employment Law at Work area of our websi