Workforce Planning Report

I am looking to use the organisation of Loreal to base the analysis off for my assignment.This assessment task is compulsory. Assessment Task: Workforce Planning ReportSubmission Date and Time: Displayed belowValue (Weight): 20% of total assessmentWord Length: 1500 wordsLearning Outcome(s): 1, 3-5Assessment Instructions Assignment Objectives: 1. To develop knowledge of the important labour supply and demand concepts  and demonstrate this knowledge in the assignment. 2. To apply knowledge of unit material in a real-world context by linking relevant  concepts to real world examples. 3. To learn to consistently integrate links (references/citations) of relevant unit  material in a way that supports points 1 and 2 above. A failure to consistently cite  unit material and readings will incur considerable penalties to the overall grade. Module 1 has been designed for you to familiarise yourself to the theory and practice  behind workplace planning. Assignment 1 is your opportunity to put theory into practice  in your own organisation (or one that you are familiar with) using the three main steps  highlighted in Module 1. Assignment 1 is a research task. You will need to read the Topic Notes and Readings  for Module 1 to give you a basis of the information that will be required for the  assignment. You will be expected to have a minimum of between 6 to 8 external  references.  For this assignment focus on your existing organisation or an organisation you are very  familiar with such as a well-known public or private sector organisation that would be  accessible to complete the following tasks. Please contact the Unit Coordinator if you are  having problems accessing an organisation urgently. The report is broken down into  three (3) parts 1. Labour Demand Analysis: (40% of Assignment) For your chosen organisation,  point out the critical factors or issues, influencing labour demand. Consider ONE  of these factors or issue and discuss the workforce changes and any impacts on  existing and future jobs? You must use a model of analysis – PESTELID to discuss  the megatrends.  2. Labour Supply Analysis: (40% of Assignment) For your chosen organisation,  point out the critical factors or issues that are influencing labour supply. Consider  ONE of these factors and what challenges does this factor impact on the  organisation in locating, attracting and hiring a labour force over the next five (5) years? You must use a framework of analysis – PESTELID to discuss the  megatrends. 3. Recommendations/Report to Management: (20% of Assignment) From your  research and analysis in Part 1 and 2, you need to write a strategic summary to  management on how using HRD practice can ensure a more flexible organisation  that are appropriate for the volatile uncertain and changing and ambiguous  (VUCA) world. You also need to articulate the source(s) of data that management  will need in their decision-making. You are not to repeat what you have written in  Part 1 and 2 but make some suggestions on how Strategic HRD can assist in  achieving their strategic objectives. This section is for you to starting thinking  about the relationship between workforce planning and employee development  and the dynamic capabilities needed, not the HRD process as this is Assignment  2. Workforce Planning Report -Suggested Structure. 1. Title Page – Name, student number, report title, referencing style (APA 7th or  Chicago Author Date) & word count (in-text referencing is included in word count – title page and reference list are not). There should be no appendices for this  assessment. 2. Introduction – This should guide the reader as to what to expect in the report.  You should also give a brief overview of the PESTELID model. 100 words. 3. Labour Demand Analysis – From your research, you may find more than one  megatrend, impacting on your chosen organisation. You can begin by discussing  these. You must research ONE of these megatrends in depth, and make informed  arguments as to why this megatrend will impact on existing and future jobs in the  organisation. 400 – 500 words. 4. Labour Supply Analysis – From your research you may find more than one  megatrend, impacting on your chosen organisation. You can begin by discussing  these. You must research ONE of these megatrends in depth, and make informed  arguments as to why this factor will impact on the organisation over the next five  (5) years. 400 – 500 words. 5. Recommendations to Management – You may treat this section like a  conclusion. Do not summarise your previous sections, you need to make  informed decisions and conclusion from these sections. Chapter 9 is a good  starting point. 300 – 400 Words. 6. Reference list – Please ensure this is formatted correctly.Module 1.1: Setting the Scene for Human Resource Development Global: UNE Moodle Site:TRIMESTER 1 2022 MM333 Workforce Planning and Employee Development Book:Module 1.1: Setting the Scene for Human Resource Development Printed by: Erin McNab Date: Sunday, 6 March 2022, 3:31 PMTable of contents 1. Introduction 2. Learning Objectives 3. Readings 4. Workforce Planning1. Introduction Human Resource (HR) planning and Strategic Human Resource Management (SHRM) are often mixed up or used interchangeably. To avoid confusion human resource planning is better described as workforce or employee planning. The focus is on labour demand (the number of people needed by an organisation) and the labour supply (the number of qualified people available to the organisation). The workforce planning process also involves the acquisition (entry of people into the organisation), development of people skills, appraisal or performance management and the exit of people from the organisation. Effective workforce planning is critical to any organisations success, large or small. If you have a surplus of employees, this can be costly and organisations may need to review their HR policies. Likewise, if organisations do not have employees with the skills and qualifications to meet the organisations objectives, this my lead to ineffective or inefficient practices. This is where Human Resource Development is important to an organisation achieving a competitive advantage, efficient and effectively utilising their resources and ultimately achieving organisational goals.2. Learning Objectives 1. Define human resource development (HRD); 2. Explain the origins, development, identity and purposes of HRD; 3. Explain the significance and role of theory, research philosophy and ethics in HRD; 4. Critically evaluate the purposes of HRD.3. Readings Sadler-Smith, E. (2021). Human Resource Development. SAGE Publications, Ltd. (UK). Chapter 1 Packard, C. B. (2017). Next steps: Valuing, supporting, and promoting the intersection of HRD theory and practice. Advances in Developing Human Resources, 19(3), 262–278. (Reading List)4. Workforce Planning Chapter 1 of Sadler-Smith (2021) gives an overview of the origins, identity and purpose of Human Resource Development (HRD) and the significant role it can play in modern organisations. As they also note there is not one accepted definition, but the umbrella of terms that encompass training, education and development of employees. But successful HRD interventions can only assessed, designed, delivered and evaluated if we understand the needs of both the workplace and the workforce. Workforce planning as an integrated part of the business planning process can identify skill deficiencies and surpluses (Mayo, 2015, p. 176). The HR Planning toolkit gives a nice overview of the key elements required in planning for and reacting to changes in both the internal and external environments. Some of you who have completed strategic management or human resource management units, may be familiar with the analysis tools. Remember for this unit, we are focusing the analysis on the workforce to forecast future needs and analyse gaps in Module 1 and developing and implementing strategies in Module 2. Over the next 4 weeks you will look at the way in which organisations gather information to analyse their current workforce and also the future requirements and potential of the workforce. This in formation helps answer two questions for an organisation: 1. What is the quantity of the workforce required? 2. What is the quality of the workforce required? It is not enough to know how many people you need. Assessing the quality of the workforce lays the groundwork for effective Human Resource Management and the strategic role of Human Resource Development (Module 2). There are a number of readings which can be accessed through the ‘Reading List’ under HRD: Workforce Planning. Not all are required reading for this week, but will assist you as you work through Module 1 and your assignment. Stone (2013) is a copy of the text (older version) from previous MM221 offerings. It gives a good overview of the planning process and where imbalances in the supply and demand can occur. Cascio (2010) offers some historical perspective on job design. There is a good discussion on Hackman & Oldman’s model. Mei-Tai (2011) is the only reading I have noted as required, it will assist with your assignment. Finally for the week (I like a good TED Talk) I have attached the link to Ben Pring’s 202 talk on Covid19 and how the pandemic will change not only the way we work but the way we learn. This has implications for both workplace planning and employee development.Lecture 1 Welcome & Module 1 Overview Workforce Planning and  Employee Development Trimester 1, 2022 Dr Jo WatsonMM333 Workforce Planning & Employee  Development• 2 Module : 1. Workforce Planning – 4  Weeks (Assignment 1) 2. Employee Development – HRD – 7 Weeks (Assignment  2 and Examination) Assessment OverviewAssessment Weight Must  Complete Description Learning  Outcomes Due DateAssignment 1 20% yes Case Study Report – Workplace Planning 1, 3-5Friday 25th  March 2022Assignment 2 50% yes Employee Development Proposal 2-5Monday 9th  May 2022Final  Examination 30% yesStudents must obtain at least 50% in the exam  (and at least 50% overall) to receive a pass (or  better) in the unit.1-5Examination  Period 30 May to 17  June 2022MM333 Overview – Structure • Weekly lecture – posted on Monday on Topic Area – see  Study Timetable • External/Online Students: Workshop/online discussion  session 1pm to 2pm Mondays (Bring lunch) beginning  Week 2, Monday 7th March. Activity to assist with  Assignment 1, recorded for those who cannot attend. • Internal/On Campus Students: To be advisedMM333 MOODLE GET TO KNOW MOODLE! It is very important  for you to get familiar with the Moodle Site.  Important points: • This Moodle site uses ‘Books’ – make sure you go through  each of the chapters in each section. • I am constantly reading in this discipline. More readings  may be added throughout the unit.MM333 MOODLE GET TO KNOW MOODLE! It is very important for  you to get familiar with the Moodle Site. Important  points: • The Unit has had a significant rewrite since last offering. More  information is being added to Module 2. • Familiarise yourself with the Assessment Tasks. Think about how  they can apply to your organisation or one you are familiar with.Textbook – New this year Human Resource Develop ment: From Theory into  Practice ©Eugene Sadler-SmithContact and Requests • My workdays are Monday to Thursday: I can be  contacted via email or phone. I am located in Room  802 W40 on these days. I am UC’ing both MM333 and  MM221 – Please note which Unit on ALL  correspondence. • Phone: 026773 5645 • Email: jwatso58@une.edu.au • Or via MoodleContact and Requests • All requests for extension  got through the UNE  Business School via the  TAB in Moodle • All SETS, SPCons, SPS are  to be requested through  AskUNE.Lecture 1 Welcome & Module 1 Overview Module 1: Human  Resource or Workplace  Planning WEEK 1: Setting the  Scene for Module 1 & 2 Dr Jo WatsonLearning Outcomes for Module 1.1 ‒Define human resource development (HRD) ‒Explain origins, development, identity and  purposes of HRD ‒Explain the significance and role of Workplace  Planning in HRDWorkplace Planning • systematically identifies what must be done to guarantee the  availability of the human resources required by an organisation to  meet business objectives. From a HR perspective it ensures that : • available talent is correctly allocated • labour costs are controlled • the number of staff is appropriate • talented employees are retained From a HRD perspective it ensures: • Gathers the data in understanding the HRD programs required in  a workplace. This is our focus for MM333Workforce Planning ProcessDefinition and origins of HRD(1 of 2) • The practice of human resource development (HRD) is: ‒The management  of individual and collective learning and development  processes in organisations ‒In such a way as to enable  individual employees to achieve  their full potential and organizations to  achieve their strategic goals ‒In ways that maximise stakeholder value, respect  justice and fairness and maintain the integrity of the  natural environmentDefinition and origins of HRD(2 of 2) • Term ‘human resource development’: ‒First proposed in the 1960s by labour economists ‒Based on economic concept of human  capital, i.e. stock of knowledge and skills possessed  by a workforce created/maintained though  processes of learning and development (L&D)Relationships between training,  development and educationTheory of HRD • HRD is an applied field (whether it’s a ‘discipline’ is debated) • HRD draws on a number of source (core) disciplines: ‒ Sciences (e.g. neuroscience) ‒ Social sciences (e.g. psychology, economics) ‒ Humanities (e.g., philosophy, history) ‒ Theories enable HRD researchers and practitioners  to describe and explain learning in organisations and  make predictions about its efficacyTheory of HRD • HRD should: ‒ Be theory-driven and evidence-based ‒ Enable managers to solve problems and take decisions ‒Aim for scientific rigour and practical relevance ‒Avoid faddish interventions (e.g. puerile and popularist sciences) • Why is understanding HRD important to think about now?Purpose of HRD • HRD supports individual employees in: ‒ Acquiring/developing knowledge/skills necessary for a rewarding occupation ‒ Maximising their potential and realising their aspirations/ambitions ‒ Maintaining a healthy work-life balance ‒HRD seeks to be a strategic partner by: ‒ Enabling organisations to develop workforce knowledge and capabilities  (human capital) ‒ Generating sustainable, long-term value for stakeholders in an increasingly  volatile, uncertain, complex and ambiguous (VUCA) worldLinking Module 1 to Module 2 • Individual-level focus • Emphasis on employee education and development • Learning and development needs • Employee’s career aspirations • Employee’s personal growth How is Workplace Planning critical in this?The Critical Role of Workplace Planning in  HRD (Employee Development) • Organisation-level focus • Advancing mission of organisational system • Improving the capabilities of individuals working in an organisation • Improving organisational systems in which individuals perform their  work How is Workplace Planning critical in this?Readings for this week – Chapter 1 • Introduction • Growth and consolidation of HRD • HRD’s identity • Theory in HRD • Research philosophy and HRD • Ethics and purpose in HRD • Critical HRD • Conclusion: Meanings and purposes

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