Workforce Plan Evaluation For Sylvanvale Foundation Commerce Essay

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The topic selected for this report is Succession Planning and Workforce Plan Evaluation for Sylvanvale Foundation. This report covers major subjects like longer term organisational goals of Sylvanvale Foundation and their effect on required labour supply, its current and potential future demand for labour in concern to workforce and succession planning, identification of areas with unacceptably high staff turnover and description of objectives to address this aspect of workforce planning, implementation of strategies to assist workforce to deal with organisational change and for ensuring that desirable workers are developed and retained. In the end, it clearly defines objectives in relation to workforce retention as it is a vital issue in present and government influence on labour demand and labour supply.

With the discussion of this report, the association between Sylvanvale Foundation's succession planning and workforce plan is depicted as it is must for attaining long-term goals. In addition to this, the significance of workforce and succession planning is recommended to Sylvanvale Foundation in concern to the attainment of its long-term goals and management of organizational change.

Table of Contents

Introduction...............................................................................................................4

Discussion..................................................................................................................4

Long term Organisational Goals and their Effect on Labour Supply............4

Current and Potential Future Demand for Labour.........................................5

Areas with Unacceptably high Staff Turnover and Objectives.....................6

Strategies to Assist Workforce to deal with organisational Change.............7

Implementation of Strategies in Succession Plan..........................................8

Objectives in Relation to Workforce Retention............................................9

Government Influence on Labor Demand & Labor Supply..........................9

Conclusion................................................................................................................10

Recommendations....................................................................................................10

References................................................................................................................12

Appendix..................................................................................................................14

Introduction

The purpose of this report is to develop a succession planning & workforce plan evaluation for Sylvanvale Foundation that involves pertinent research and precise strategies to ascertain access to a skilled workforce. Additionally, this report's objective is to exhibit the knowledge of labour demand and supply & skill requirements pertinent to the Sylvanvale Foundation. Sylvanvale Foundation is an active, developing organisation with a dedication to service and superiority. It is solely about community and people. It aspires to bring up a talented and committed workforce, build assurance and promote open communication (Our Purpose 2010).

This report will be followed in a stepwise manner so that effective succession planning and workforce plan can be developed along with the topics and evaluations like; longer term organisational goals and their effect on requisite labour supply, current and potential future demand for labour, identification of areas with unacceptably high staff turnover and description of objectives to address this aspect of workforce planning, implementation of strategies to assist workforce to deal with organisational change, implementation of strategies in company's succession plan to ensure desirable workers are developed and retained, identification of objectives in relation to workforce retention and government influence on labour demand and labour supply.

With the discussion of topics that will be covered in this report it can be said that my conclusion will be effective strategies and measures to develop succession planning & workforce plan evaluations along with specific recommendations.

Discussion

Long term Organisational Goals and their Effect on Required Labour Supply

Long term goals of Sylvanvale Foundation are as follows with specific activities:

Empower people & communities

Ensure services replicate person centred practice and conform to the needs and desires of clients.

Augment opportunities for clients to take part and get mixed up in their local community.

Grow- Perk up Organisation Capacity, Functioning & Quality

Assure Incident and Accident coverage is exact and follow-up action is taken to help incessant improvement.

Amplify opportunities for clients to contribute in learning and progress activities (Sylvanvale Foundation Business Plan 2010).

Expand Work with the Community

Keep on encouraging initiatives and projects through media outlets.

Enhance partner and supporter base throughout all regions.

Develop sustainable programs and provide value for money

Persist to grow Sylvanvale's asset base to boost viability.

Make sure that all programs and services remain financially viable and have least affect on profitability (Sylvanvale Foundation Business Plan 2010).

All these ever increasing long-term goals of the organization significantly make an effect on its required labor supply. As soon as company's services are growing its labor supply is affected as now for managing and attaining its long-term goals it requires increased labor. Its present workforce involves 300 employees and 140 volunteers that need to be increased with its expansion of services to more and more locations in the region (Sylvanvale Foundation 2008).

Recognition of organization's long-term goals brings out the features of its internal supply of labor; it also assists to evaluate the productivity of functionary employees, carry out succession planning and salary planning and make out areas where external recruitment and training and evolution are essential.

Current and Potential Future Demand for Labour

According to the expansion programs and long-term goals of Sylvanvale Foundation it is evident that the company need to recruit various other employees for managing it's variety of services at several locations. In present company is operating with 300 employees and 140 volunteers but still it is finding difficult in managing some of its services in effective manner due to the lack of staff and volunteers. As soon as company is growing its services in the region its demand for labor will increase.

The foundation has adopted a two-pronged approach to the stipulation of care. The foremost is the evolution of crucial accommodation services, and the second is the carrying of a variety of social and recreational plans. Currently, it allows for 23 locations for group home and drop-in community hold up accommodation services extending from the Sutherland Shire, to Campbell town and to the Blue Mountains. In addition to this, it also functions from its novel centre at Bay Street, Rockdale from the former Rockdale fire station that demonstrates the rapid expansion of its services and its current and future demand of labor for completing all its functions (Community Services 2008).

Last year almost 1,771 people came for affirmed accommodation through the Department of Ageing, Disability and Home Care but only 64 found a place. This depicts that still company has to do a lot for managing its activities and that in turn requires more and more employees and volunteers as without them it would not be possible to manage these extended services.

Areas with Unacceptably high Staff Turnover and Objectives to address this Aspect of Workforce Planning

Subsequent are the various areas with unacceptably high staff turnover identified by Sylvanvale Foundation:

Resignation and retirement practices of mature-aged workers.

Career aims and practices for new graduate starters (high turnover is observed within young workers as they leave the services within their first 24 months service).

Lack of flexible working patterns and employment relations.

Streamlined classification systems.

Augmentation in part-time and alternative working placements.

All these aspects of workforce related with high turnover can be resolved effectively with specific objectives, which are as follows:

Distinguish and develop a pool of current employees who evidence leadership latent and realize subsisting business operations and to speed up or strengthen their specialized and organisational progress.

Building a supply of proficient staff.

Associate spending to organization's long-term goals and targets.

Make use of retention allowances to decrease critical turnover (Workforce Planning Toolkit 2006).

Conducting continuous workforce analysis.

Incorporate workforce data into business reporting and management information to keep management up-to-date and assist with business planning.

Undertake trend analysis in a timely manner so that information and trends related with turnover can be identified effectively.

Strategies to Assist Workforce to deal with organisational Change

In present the workforce of every organization is confronted with continuous organizational change that can only be managed with appropriate strategies. The most significant strategies that can be used by Sylvanvale Foundation to assist its workforce in dealing with change if as follows along with their implementation process:

Succession Planning:

Succession planning is a planned, organized and purposeful activity to make sure an organisation's future potential to fill vacancies coherent with the merit principle. It concentrates on developing employee capacity and ultimately enables organisations to react to change more efficaciously (Succession Planning 2010). It can be implemented by linking strategic and workforce planning decisions, analyzing gaps, identifying talent pools, developing succession strategies, implementing succession strategies' and monitoring & evaluating (Succession Planning 2009).

(Source: Succession Planning Process 2005)

Workforce Planning:

Workforce planning is a tool that helps organisations and managers in planning for the future, anticipating and managing change, direct the workforce and comply with business goals (Pynes 2009). It refers to the implementation of diverse human resource activities, policies and exercises to make the essential ongoing changes to affirm or perk up the organization's operational and strategic objectives.

(Source: Workforce Planning Toolkit 2006)

It can be implemented by identifying the organisation's strategic direction and its affect on the workforce, examining the present and future workforce needs and abilities, evaluating the gap among the present and future needs, evolving strategies to address workforce gaps, carrying out strategies to coordinate the workforce with future business needs and assessing the achievement of the workforce planning strategies in complying with objectives.

Implementation of Strategies in Succession Plan

Succession plan specially concentrates on ensuring the accessibility and sustainability of a supply of competent staff that are all set to presume key or significant organisational roles as they become accessible. The prominent strategies that can be used by Sylvanvale Foundation for its succession plan to ensure desirable workers are developed and retained are as follows:

Succession Planning Culture: This strategy can be implemented in Sylvanvale Foundation by developing a committed and involved process. The management of Foundation have to develop succession planning culture at all levels, not just at the top, with shared out accountability for succession planning across the organisation.

Coordinating Succession Planning with Workforce Planning: By integrating succession planning with Foundations' workforce planning framework, its management can easily ensure development of desirable workers and their retention (Succession Planning 2010).

Selection of probable Candidates and performance review: Succession planning should concentrate on distinguishing a vigorous field of probable candidates for leadership and middle management roles on the basis of clear criteria as without this it is not possible to ensure development of desired workers.

Objectives in Relation to Workforce Retention

Workforce retention is the most critical issue confronted by present organizations as there is a shortage of skilled workforce. Similar is the case with Sylvanvale Foundation, which also wants to establish objectives so that it can retain its workforce with all effective measures. Subsequent are the various objectives of Sylvanvale Foundation in concern to workforce retention:

Decrease critical turnover and its associated costs.

Retention of employees who are critical to the attainment of organizational goals.

Handling expenditures in regard to organization's long term goals and objectives (Workforce Planning Instruction Manual 2001).

Envisioning future staffing prerequisites in vital roles, considering internal and external factors (admitting recruitment and retention conventions) and distinguishing worst case settings.

Government Influence on Labor Demand & Labor Supply

Previously the influence of government on Labor demand & labor supply was very low but now it is increasing day by day with emerging issues like aging population and rising school retention rates. In present with the increasing competition in the industries, Australian governments are broadly discerning the policy prerequisite to actively cultivate labour supply to comply with future demand within the labour market (Increase Labor Supply in Selected Areas n.d). Now the government is concentrating on human capital by the Council of Australian Governments through the National Reform Agenda that distinguishes the significance of policy to promote both augmented productivity and involvement in the labour market.

Conclusion

With the above discussions, it can be said that for attaining long-term goals it is essential for Sylvanvale Foundation to adopt workforce and succession planning as it will assist it in determining their effect on required labour supply. In addition to this, discussions related with current and potential future demand for labour demonstrate the need for workforce and succession planning at Sylvanvale Foundation for effectively identifying the areas with unacceptably high staff turnover.

The strategies that can be used to assist workforce to deal with organisational change are also effective. By defining these and succession plan related strategies, Sylvanvale Foundation can easily manage with organizational change and ensure that for attaining its long-term goals desirable workers are developed and retained. Identification of objectives in terms of workforce retention is also effective and it can be used significantly to retain highly competent workforce. In the end, the influence of government on labour demand and labour supply exhibits the labor trends of the region that can be applied for organization effectiveness.

Recommendations

With the rational findings of "discussion section" of this report it can be summarized that Sylvanvale Foundation should adopt following aspects for managing its workforce and succession planning:

Workforce planning and succession planning must take place simultaneously at the organizational level and the at the unit level. At each level the circumstances are different and diverse individuals are accountable, but the deliverables of workforce and succession planning at the two levels must be completely attuned to attain most advantageous performance (Building Successful Organizations Workforce Planning in HHS 1999).

To achieve the desired consistency among workforce and succession planning, all workforce and succession planning actions all through the Foundation must employ common suppositions about the future and should apply an ordinary database.

Workforce & Succession planning extends a means of consistently coordinating organizational and program precedence's with the budgetary and human resources required to complete them. By commencing the planning process with distinguished strategic objectives, managers of Sylvanvale Foundation can develop effective workforce plans that will assist them in carrying out those aims (Chapter 4 - The Future of Workforce and Succession Planning in FHWA n.d).

For making workforce and succession planning successful, a high commitment and leadership of top management is essential. For this, it is essential that the senior-level managers of Sylvanvale Foundation lead the planning process and assure that workforce plans are coordinated with strategic direction.

References

Building Successful Organizations Workforce Planning in HHS, 1999, viewed 19 May, 2010 <http://www.hhs.gov/ohr/workforce/wfpguide.html>

Chapter 4 - The Future of Workforce and Succession Planning in FHWA, n.d., viewed 19 May, 2010 <http://www.fhwa.dot.gov/reports/workforce/chapter4.htm>

Community Services, 2008, viewed 19 May, 2010 <http://144.140.79.192/dir141/webpapr.nsf/1672e06ba4bd70224a25646e007bf60a/e283b301d4b4115eca257443007fe0e6?OpenDocument>

Increase Labor Supply in Selected Areas, n.d., viewed 19 May, 2010 <http://www.ssa.vic.gov.au/CA2571410025903D/WebObj/IncreaseLabourSupplyinSelectedAreas/$File/IncreaseLabourSupplyinSelectedAreas.pdf>

Our Purpose, 2010, viewed 18 May, 2010 <http://www.sylvanvalefoundation.com.au/who-we-are/our-purpose>

Pynes, J. E 2009, The Implementation of Workforce and Succession Planning in the Public Sector, viewed 19 May, 2010 http://www.ok.gov/opm/documents/The%20Implementation%20of%20Workforce%20and%20Succession%20Planning%20in%20the%20Public%20Sector.pdf

Sylvanvale Foundation, 2008, viewed 18 May, 2010 <http://www.parliament.nsw.gov.au/prod/parlment/hansart.nsf/V3Key/LC20081204051>

Sylvanvale Foundation Business Plan, 2010, viewed 18 May, 2010 <http://www.sylvanvalefoundation.com.au/images/stories/documents/about_us/business_plan_2009-2010_web.pdf>

Succession Planning, 2010, viewed 19 May, 2010 <http://www.hrd.qut.edu.au/managers/wfp/toolkit/succession.jsp>

Succession Planning Process, 2005, viewed 19 May, 2010 <http://www1.opm.gov/hcaaf_resource_center/assets/Lead_tool1.pdf>

Succession Planning, 2009, viewed 19 May, 2010 <http://www.scribd.com/doc/15684640/Succession-Planning>

Workforce Planning Toolkit, 2006, viewed 19 May, 2010 <http://www.ssa.vic.gov.au/CA2571410025903D/WebObj/WFPToolkitReport1/$File/WFPToolkitReport1.pdf>

Workforce Planning Instruction Manual, 2001, viewed 19 May, 2010 <http://www.interior.gov/hrm/WFPIManual.html>

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