BSBHRM524 Assessment 2

1. Develop a workforce action plan

Workforce Action Plan

Introduction
The purpose of Workforce Action Plan is the following:
 To create a workforce that is skilled and varied in order to achieve King Edward VII
College's strategic goals.
 To create a business with consistent personnel levels in each sector.
 Employing and maintaining staff with the abilities to produce effective outcomes and
a greater return on investment (ROI).

Objectives
The objective included in Strategic and Operational Plan is to develop organisation’s people
and resources.
Workforce objectives are based on the challenges mentioned in the Strategic Plan and often
consist of:
 Ageing workforce for senior management positions
 High staff turnover of trainers
 Difficulty in finding skilled trainers and assessors
 Lack of leadership and management skills of existing workforce
 Lack of diversity in workforce
 Human resources policies still in their infancy, for example, recruitment process not
making full use of technology advances e.g. social media, no formal performance
management system in place, no employer branding/employer of choice initiatives.

Environment
External environment
 Government Policy: Business benefits from the government's current emphasis on
jobs and growth, which results in a sufficient labour supply. The problem, though, will
be finding skilled staff.
 Legislation: New paid maternity leave and childcare benefits could have an influence
as new mothers look for work.
 Industry trends: Future population growth and the increased skill demands of the
Australian economy are anticipated to fuel employment growth in the education and
training sector.
 Competition for workers: Increasing market rivalry, multi-channel delivery calls for
new abilities in, say, e-learning, and qualified trainers are needed for student
retention
 Unemployment rate: 3.6% per April 2023
Internal environment
Current workforce Risk areas
characteristics
Age Median age is 42 in 2023 The results are consistent with the
industry's median age of 43, but top
management positions are where
the mature workforce is located.
Gender 7 females, however just one is a Lack of female employees,
member of the senior especially in high management
management team.
Diversity Only one worker came from a Workforce lacks diversity of culture
non-Western nation.
Employment No permanent full-time trainers Trainers' unstable employment
status situations contribute to a high
turnover rate.

Future workforce needs

 Key workforce segments: Trainers with extensive experience in adult learning
techniques, skill and knowledge evaluation, and tool design.
 A major problem is the lack of qualified trainers and assessors. Although qualified
trainers are required, it might be challenging to locate them.
 A major issue is the lack of diversity in the workforce.
 There is a demand for more female personnel, especially in senior roles.

Gap analysis
 Educating instructors to improve their skills so that the company can deliver high-
quality training and assessment services.
 Increase in the number of women in upper management and organisations.
 We require personnel with non-Western backgrounds.
 The market for education and training is expanding, which means that skilled
personnel will be needed.
 It is necessary to create HR policies.

Workforce plan objectives

 Training instructors to ensure that the business can deliver high-quality training and
assessment services.
 A rise in women or organisational diversity.
 Provide trainers with a permanent role.
 It is necessary to create HR policies that will draw in more women.

Identified workforce plan actions

Issue/Need Actions Outcomes Resources Timelines

An increase in Introduce flexible work Increase in the Human End 2024

women in high schedules. number of resources
management and Determine recruitment women working.
organisations strategies to draw in more
women.

Recruit and keep a Refine hiring, choosing, The ability of the Human End 2024
diverse staff, and and onboarding practises organisation to resources
establish a reputation to hire more people of fill openings.
as an employer of colour
choice for diversity

Ageing workforce  Planning for succession The ability of the Human Sept 2024
is necessary to identify organisation to Resources
critical jobs. fill openings.
 Submit internal
candidates who are
qualified for the positions.
 Create a training
schedule for the chosen
people.

For retirement and Create a policy for There are formal Human Sept 2024
redeployment, there redeployment and procedures in Resources
are no clear policies retirement place for
and processes in redeployment
place. and retirement.

Communication and consultation strategy for workforce plan

Audience Key message Delivery method Date/duration of Location
session (if
applicable)

Staff and senior Seeking input Face to face meeting; 2-hour meeting/ Head office
management focus group; online survey
brainstorming; survey

Staff Updates Newsletter/intranet Weekly updates Head office

Staff Final workforce Meeting/intranet/email 45 mins meeting Head office

plan

Contingency plans for workforce planning

Unplanned or extreme event Contingency Action

Unexpected leave of absence Existing succession plan

A crucial employee passed away Existing succession plan

(Permanent or temporary) Return to work initiative

disability

The pandemic of COVID By sourcing their talent nationwide

2. Revise the workforce action plan.

Revised Workforce Action Plan

Introduction
The purpose of Workforce Action Plan is the following:
 To create a workforce that is skilled and varied in order to achieve King Edward VII
College's strategic goals.
 To create a business with consistent personnel levels in each sector.
 Employing and maintaining staff with the abilities to produce effective outcomes and
a greater return on investment (ROI).

Objectives
The objective included in Strategic and Operational Plan is to develop organisation’s people
and resources.
Workforce objectives are based on the challenges mentioned in the Strategic Plan and often
consist of:
 Ageing workforce for senior management positions
 High staff turnover of trainers
 Difficulty in finding skilled trainers and assessors
 Lack of leadership and management skills of existing workforce
 Lack of diversity in workforce
 Human resources policies still in their infancy, for example, recruitment process not
making full use of technology advances e.g. social media, no formal performance
management system in place, no employer branding/employer of choice initiatives.

Environment
External environment
 Government Policy: Business benefits from the government's current emphasis on
jobs and growth, which results in a sufficient labour supply. The problem, though, will
be finding skilled staff.
 Legislation: New paid maternity leave and childcare benefits could have an influence
as new mothers look for work.
 Industry trends: Future population growth and the increased skill demands of the
Australian economy are anticipated to fuel employment growth in the education and
training sector.
 Competition for workers: Increasing market rivalry, multi-channel delivery calls for
new abilities in, say, e-learning, and qualified trainers are needed for student
retention
 Unemployment rate: 3.6% per April 2023
Internal environment
Current workforce Risk areas
characteristics
Age Median age is 42 in 2022 The results are consistent with the
industry's median age of 43, but top
management positions are where
the mature workforce is located.
Gender 7 females, however just one is a Lack of female employees,
member of the senior especially in high management
 management team.
Diversity Only one worker came from a Workforce lacks diversity of culture
non-Western nation.
Employment No permanent full-time trainers Trainers' unstable employment
status situations contribute to a high
turnover rate.

Future workforce needs

 Key workforce segments: Trainers with extensive experience in adult learning
techniques, skill and knowledge evaluation, and tool design.
 A major problem is the lack of qualified trainers and assessors. Although qualified
trainers are required, it might be challenging to locate them.
 A major issue is the lack of diversity in the workforce.
 There is a demand for more female personnel, especially in senior roles.

Gap analysis
 Educating instructors to improve their skills so that the company can deliver high-
quality training and assessment services.
 Increase in the number of women in upper management and organisations.
 We require personnel with non-Western backgrounds.
 The market for education and training is expanding, which means that skilled
personnel will be needed.
 It is necessary to create HR policies.

Workforce plan objectives

 Training instructors to ensure that the business can deliver high-quality training and
assessment services.
 A rise in women or organisational diversity.
 Provide trainers with a permanent role.
 It is necessary to create HR policies that will draw in more women.

Identified workforce plan actions

Issue/Need Actions Outcomes Resources Timelines

An increase in Introduce flexible work Increase in the Human End 2024

women in high schedules. number of resources
management and Determine recruitment women working.
organisations strategies to draw in more
women.

Recruit and keep a Refine hiring, choosing, The ability of the Human End 2024
diverse staff, and and onboarding practises organisation to resources
establish a reputation to hire more people of fill openings.
as an employer of colour
choice for diversity
Ageing workforce  Planning for succession The ability of the Human Sept 2024
is necessary to identify organisation to Resources
critical jobs. fill openings.
 Submit internal
candidates who are
qualified for the positions.
 Create a training
schedule for the chosen
people.

For retirement and Create a policy for There are formal Human Sept 2024
redeployment, there redeployment and procedures in Resources
are no clear policies retirement place for
and processes in redeployment
place. and retirement.

High staff turnover of Offer permanent contracts Decrease staff Human July 2024
trainers to trainers and assessors turnover of Resources
trainers

Lack of leadership Provide and arrange Increase of Human August

and management leadership and leadership and Resources 2024
skills of existing management skill training management
workforce program to all staff skill

No formal Create performance Decrease staff Human August

performance management system turnover Resources 2024
management system Performance
in place management
system in place
to retain skilled
staff

Communication and consultation strategy for workforce plan

Audience Key message Delivery method Date/duration of Location
session (if
applicable)

Staff and senior Seeking input Face to face meeting; 2-hour meeting/ Head office
management focus group; online survey
brainstorming; survey

Staff Updates Newsletter/intranet Weekly updates Head office

Staff Final workforce Meeting/intranet/email 45 mins meeting Head office

plan
Contingency plans for workforce planning

Unplanned or extreme event Contingency Action

Unexpected leave of absence Existing succession plan

A crucial employee passed away Existing succession plan

(Permanent or temporary) Return to work initiative

disability

The pandemic of COVID By sourcing their talent nationwide