MANAGE WORKFORCE

PLANNING
BSBHRM513A: REPORT TEMPLATE

Contents
Executive Summary............................................................................................... 2
Current labour data on staff turnover and demographics in the retail industry.....2
Factors affecting the retail industry workforce supply...........................................2
Current workforce requirements for CA City Retail Group......................................4
Key Operational objectives for CA City Retail Group..............................................4
Current staff turnover position and organisational impact.....................................5
Strategies to address the current staff turnover....................................................5
Sourcing skilled workers........................................................................................ 5
Communication to HR............................................................................................ 5
Contingency plans for organisational strategies....................................................7
Action plan for implementation.............................................................................8
Succession planning.............................................................................................. 8
Employee Satisfaction Survey...............................................................................8
Employer of Choice programs................................................................................ 8
Proposed workforce strategies...............................................................................8
Ongoing monitoring of labour supply and government policy impacting on labour
demand................................................................................................................. 8
Change to trading hours........................................................................................ 9
Workforce planning evaluation.............................................................................. 9

Executive Summary
< Provide an overview of the purpose and content of the report>

Current labour data on staff turnover and demographics

in the retail industry
<Reference the research sources you used to conduct your labour market
research and provide a summary of the labour market position in the retail
industry>

Factors affecting the retail industry workforce supply

<Provide information on the factors that you have identified that impact on the
retail industry workforce supply>
Details of factors
affecting the industry
Technological changes

Economic conditions

Effect on workforce supply

Small business owners can use
technology to reduce business costs.
Business technology helps automate
back office functions, such as record
keeping, accounting and payroll.
Business owners can also use
technology to create secure
environments for maintaining sensitive
business or consumer information.
Many types of business technology or
software programs are user-friendly.
This allows business owners with a
minor background in information
technology to use computer hardware
and software.

'Economic Conditions'
Affect the state of the economy in a
country or region. Economic
conditions change over time in line
with the economic and business
cycle, as an economy goes through
expansion and contraction. Economic
conditions are considered to be
sound or positive when an economy
is expanding, and are considered to
be adverse or negative when an
economy is contracting. A country's
economic conditions are influenced
by numerous macroeconomic and

Factor
category
Involves
major,
drastic,
revolutionary
or
fundamental
changes to
an
organisation
Include
mergers,
publicly
listing, mass
redundancies
Very
threatening

microeconomic factors, including

monetary and fiscal policy, the state
of the global economy,
unemployment levels, productivity,
exchange rates, inflation and so on

Read more: Economic Conditions

Definition | Investopedia
http://www.investopedia.com/terms/e
/economicconditions.asp#ixzz3nsPbUqHA
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Industry changes

Involves major, drastic, revolutionary or

fundamental changes to an organisation
Include mergers, publicly listing, mass
redundancies
Very threatening

Concerned
with changes
with an
immediate
impact on
working
arrangement
s
Includes
changes to
procedures,
structures,
technology or
syst

Market
conditions/trends

Concerned with changes with an immediate

impact on working arrangements
Includes changes to procedures, structures,
technology or system.

Concerned
with changes
with an
immediate
impact on
working
arrangement
s
Includes
changes to
procedures,
structures,
technology or
syst

An organization hires 50 employees in

March last year, and in March this year,
there are only 25 left. This is a 50%
(25/50) survival rate. The lower the

This
method
measures
turnover

Labour force
unemployment rates

Labour and skills

shortages/supply

survival rate, the more focused action

is required to improve survival rates
and reduce turnover.

for
avoidable
reasons for
example
remunerati
on,
working
conditions,
developme
nt
opportuniti
es. This
allows an
organizatio
n to focus
on the
causes of
avoidable
turnover.

A strong economy, with low rates of

unemployment
Growth of new industries, with few
ready-skilled people available
Relocation of new industries into
regions with different skills bases
Reduced interest in particular
industries among job seekers
Location of industry, or project-based
work, in rural or regional areas with a
small
skills base
Technological changes within an
industry, resulting in new methods and
therefore
new skills1

A shortage
occurs when
the quantity
demanded is
higher than
the available
supply. When
the demand
for a good
rises but
there are a
few in supply
there are two
things that
could happen.
Buyers would
bid the price
up in order to
secure a
share of that
scarce
resource or
producers
would try to
slow the
demand by
raising the
price and
bring the
equilibrium to
higher levels
so only the
most
desperate
buyers are
left before
they can
match their
production

with the trend

in demand.

Current workforce requirements for CA City Retail Group

<Identify and provide details of the key emerging workforce requirements for the
organisation>

Key Operational objectives for CA City Retail Group

<Identify the organisational objectives and complete the table demonstrating
what strategies is proposed to meet with the planned objectives>
Organisational
Strategy

Operational objectives

Involves major, drastic,

revolutionary or fundamental
changes to an organisation
Include mergers, publicly listing,
mass redundancies
Very threatening

An operational or operating objective is

a short-term goal whose attainment moves
an organization towards achieving strategic
or long-term goals. In business, operational
objectives define a clear, often measurable,
outcome of a business operation or process
typically expected to be achieved within a
single calendar or fiscal year. The business
term is typically used in the context of
strategic management and operational
planning. Operational objectives may be
incremental steps or measures leading to the
achievement of an operational goal.

Current staff turnover position and organisational

impact
<Explain the current staff turnover and the impact on the organisation>

Strategies to address the current staff turnover

<Provide details of the strategies you recommend to assist with reducing staff
turnover>
Strategy
An important way of
identifying why people

Explanation of how it will address the issue

Retention strategies are those strategies that help
organisations to retain employees with the skills,

leave an organisation is
to
conduct
exit
interviews. These are
designed to identify the
reasons for leaving and
whether anything could
have been done to
prevent their departure.

knowledge, capabilities and experience they need

to meet their current and future needs. Effective
retention strategies will reduce an organisations
need to recruit additional employees. Retention
strategies should help employees to see a future for
them in the organisation and provide employees
with development opportunities that will assist
them to develop their careers with the organisation.

Sourcing skilled worker<Provide details of methods that

can be explored for sourcing skilled workers>
Communication to HR
Example draft email

Date11/23/2015
To ALL STAFF
Subject: To provide all staff up to date about work ethics and the daily report to
the management,
Good Morning,

Strategy

Objective

Internal
recruitment
there is
often
an
untapped
well
of
people
within
an
organisation
who
hold
skills
and
experiences
not currently
being
utilised; its

Stakeholders are anyone who may be impacted,

be impacted by or interested in the workforce
planning strategy. They can be a tremendous
source for ideas and support for initiatives, but
can equally derail the strategy. They include

Implementa
tion
Timeframe
Ensure that
all relevant
legal
requirements
have been
identified and
met
Ensure
that all
objectives
are met
Be concise

cheaper,
quicker and
often
more
productive to
the
organisation
to look to
this source.

but complete
with no
important
information
left out
Be written
in plain
English
without
jargon so
that all
persons
required to
use it can
understand it
Clearly
identify the
workforce
plans,
initiatives
and changes
to be
implemented
Explain why
workforce
plans,
initiatives
and changes
are being
introduced
and how they
will
contribute to
the
achievement
of
organisationa
l goals or
objectives
Explain why
workforce
plans,
initiatives
and changes
are expected
to deliver the
outcomes

sought
Identify
timeframe

Signed <

>

Contingency plans for organisational strategies

<Provide details of the contingency plans identified for your organisational
strategies>
Strategies

Contingency planning prepares an

organization, government or business to
respond in the best possible manner to an
unexpected crisis or emergency.. It is based
on management decisions, made in advance,
that will determine how resources,
communications and logistics will be handled
when such circumstances might arise.
Contingency planning is often a vital part of an
organization's risk management policy,
especially when exceptional circumstances,
even if unlikely, could bring about catastrophic
results

Contingency Plans
Effective contingency planning
can
make
a
significant
difference in the outcome of
unexpected
situations
that
could cause either financial loss
or loss of life and limb. Many
organizations have mandatory
policies in place that require
departments or divisions to
maintain a documented and
regularly updated contingency
plan. Such documentation not
only describes the procedures
to be followed, but the specific
emergency-related
responsibilities of key personnel
within the organization

Action plan for implementation

<Complete an example action plan for implementation>
Objective

Actions

Responsibilit
y

Succession planning
<Provide a suggested succession planning flow chart>

Date Due

Employee Satisfaction Survey

<Create an employee satisfaction survey>
Stron
gly
Agree

Somew
hat
Agree

Neither
Agree
or
Disagre
e
n

Somew
hat
Agree

Strongl
y Agree

Employer of Choice programs:

< List employer of choice programs/initiatives>

Proposed workforce strategies

<Explain proposed workforce strategies and organisational alignment>

Ongoing monitoring of labour supply and government

policy impacting on labour demand
<Explain how you will be monitor and review the labour supply and government
policy impacting on labour demand>

Change to trading hours

<Changes to proposed workforce plan>

Workforce planning evaluation

<What methods will be implemented to review and evaluated the workforce
planning effectiveness>
The exit interview is conducted by an
HR practitioner with the express
purpose to determine what has
caused someone to leave, and what, if
anything, an organisation could have
done to stop it. They should also shed
light on what the employee feels
about the organisation. Exit interview
questions should generally be open

Workforce plans should be reviewed

constantly. They need to be evaluated
against changes in the makeup of the
internal workforce and external
conditions. A key area to review is
employee turnover. Why are people
leaving the organisation? These
changes over time. As your workforce
changes, as external conditions

ended in nature to allow for as much

free thought and expression.

change, as organisational culture and

norms change, so do the reasons for
leaving. Workforce plans need to be
adjusted in line with this.