Assessment-Task-3 (6).pdf

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Monitor and evaluate workforce

planning

Submission details

Candidate’s name

Candidate’s name _Phone_{Phone no.}_no. Assessor’s name

Assessor’s name _Phone_{Phone no.}_no. Assessment site

Assessment site Assessment

Assessment date/s date/s Time/sTime/s

The assessment task is due on the

The assessment task is due on the date specified by your assessor. Any variations to thisdate specified by your assessor. Any variations to this arrangement must be approved in writing by

arrangement must be approved in writing by your assessor.your assessor.

Submit this document with any required evidence attached. See specifications below for Submit this document with any required evidence attached. See specifications below for details.

details.

P

Performance

erformance objective

objective

This task requires you

This task requires you to demonstrate skills and knowledge required to to demonstrate skills and knowledge required to monitor andmonitor and evaluate the implementation of workforce planning.

evaluate the implementation of workforce planning.

Assessment description

Using the workforce planning you developed in Assessment Task 1, you will monitor and Using the workforce planning you developed in Assessment Task 1, you will monitor and evaluate the effectiveness of your workforce planning against your objectives. To perform evaluate the effectiveness of your workforce planning against your objectives. To perform this task, you

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Procedure

1. Review the JKL simulated business documents provided by your assessor and the scenario below.

You are an external consultant contracted to develop, implement and review workforce planning at JKL.

You now need to evaluate the implementation of your workforce planning. You will need to review the effects of actual trends in the JKL workforce, review the external environment, survey the workforce and develop an evaluation report for senior management.

2. Using the information provided in Appendix 1, review workforce trends at JKL with regard to exiting employees.

3. Review the external environment for:

a. trends in labour supply that may affect demand b. review relevant government policy

c. industrial relations and industrial relations legislation, including identification of relevant modern awards, conditions, and rights and responsibilities of workers and management.

4. Develop a survey to gauge organisational climate:

a. worker satisfaction and reasons for satisfaction levels

b. worker intentions to retire, exit, pursue internal and external opportunities and reasons

Note: Design your survey to gather necessary data while protecting privacy and fair treatment of individual employees under relevant company policy and legislation.

Workforce planning report Communications strategy Risk management and contingency plan Assessment Task 1 Staffing action plan Workforce planning presentation Assessment Task 2 Organisational climate survey Evaluation report Assessment Task 3

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Include a short statement on the intention of the survey, how the data will be used and how it will be stored.

5. Submit your survey to your assessor. Your assessor will supply organisational climate data.

6. Using information gathered from steps 2 through 5 and your workforce plan strategies and objectives developed in Assessment Task 1 and implemented in Assessment Task 2, review and revise your objectives and strategies.

7. Prepare a report for senior management to:

a. evaluate the internal and external workforce trends and their effect on organisational objectives

b. build support for your recommendations. Include in your report:

a. An executive summary.

b. A discussion of internal and external data, including: i. internal labour trends

ii. external supply iii. government policy

iv. industrial relations and modern awards v. climate survey results.

c. Evaluation of the effectiveness of workforce planning and change processes against objectives and targets. Use information from Appendix 1 and refer to the objectives and targets you developed and implemented in Assessment Tasks 1 and 2.

d. Recommendations for changes to objectives and strategies to achieve organisational objectives or, if achieved, contribute to continuous

improvement. Ensure your recommendations are supported by your discussion of internal and external data.

2. Submit documentation as per specifications below. Please keep copies for your records.

Specifications

You must provide:

● an organisational climate survey ● an evaluation report.

Your assessor will be looking for evidence of: communication and leadership skills to:

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○ explain the need for change

○ gain senior management support for workforce planning initiatives

● literacy skills to read and write reports and succinct workforce plans

● numeracy skills to work with data and predictions about labour supply information ● analytical skills to review data according to the needs of the organisation

● technology skills to:

○ communicate with key stakeholders

○ support HR functions, including data collection and managing information according to legislation and organisational policies

● knowledge of current information about external labour supply relevant to the

specific industry or skill requirements of the organisation.

Adjustment for distance-based learners

● No changes are required to task.

Appendix 1 –

_{Workforce data}

Current HR workforce trends

Turnover FY 2013–_{14 (29%)}

Position Number exits Number staff Reasons for leaving

Senior manager 1 4 1. Retirement

2. Other opportunities

Branch manager 2 6 1. Retirement

Line manager 3 18 1. Lack of opportunity

2. Unhealthy work culture 3. Retirement

Salesforce and customer service

25 80 1. Lack of opportunity

2. Lack of recognition 3. Unhealthy work culture

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Mechanic 10 32 1. Better opportunities elsewhere 2. Lack of recognition

3. Unhealthy work culture

Demographics FY 2013–₁₄

Position Number Number women Number Aboriginal or

Torres Strait Islander

Senior manager 4 0 0 Branch manager 6 0 0 Line manager 18 2 0 Salesforce 80 70 0 Mechanic 32 3 0 Turnover FY 2014–_{15 (20%)}

Position Number exits Number staff Reasons for leaving

Senior manager 1 4 1. Retirement

Branch manager 2 6 1. Retirement

Line manager 3 12 1. Other opportunities

2. Retirement

Salesforce 15 84 1. Better opportunities

2. Pay

3. Lack of opportunity

Mechanic 8 38 1. Better opportunities elsewhere

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Demographics FY 2014–₁₅

Position Number Number women Number Aboriginal

or Torres Strait Islander Senior manager 4 1 0 Branch manager 6 1 0 Line manager 12 2 0 Salesforce 84 73 1 Mechanic 38 5 0 Mechanic’s apprentice 8 3 1

Workforce planning scorecard FY 2014

–

₁₅

Objective Targets Result

Provide required training to meet workforce needs

Deliver training to upskill rental employees

See Assessment Task 2 staffing action plan

Recruit Conduct workforce planning

thru FY 2016–17

See Assessment Task 1 report

Complete implementation of staff planning for

FY 2014–15

See Assessment Task 2

Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy

Completed

Ensure all critical roles are filled to meet revenue targets

Become an Employer of Choice

Provide personal

development plans for all employees

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Objective Targets Result Retain managerial talent

through rewards, promotion and training

Manage performance and adherence to organisational values Complete twice-yearly performance reviews 75% managers compliant Communicate organisational values and code of conduct

80% employees and managers state they are aware of values and code Build culture of excellence:

eliminate discrimination and promote diversity in

workforce

Hiring practices reviewed Manager training completed

Promote levels of diversity in workplace proportional to percentage of population

Aboriginal representation in salesforce and mechanics apprenticeships increased from 0 to 1 in each category; 3 of 8 mechanics