Essays on Randwick City Council - Workforce Plan Case Study

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The paper 'Randwick City Council - Workforce Plan" is a good example of a management case study. Workforce planning is a critical component of the Randwick City Council’ s long-term strategy. The strategy involves an integrated planning framework that demonstrates how the Randwick city plan will be resourced over the next ten years. The integrated planning framework supports and encourages implementation of plans cutting across asset management, financial and workforce planning, in order to contribute to the entire council strategic plan success. It is through sound asset management, financial planning and development of a strong workforce that Randwick City Council will sustain its position as an industry leader.

The council has developed a ten-year resource strategy that incorporates the workforce plan and asset management strategies. This report details the council’ s workforce plan and demonstrates its relationship with the current strategic action plans. This workforce plan supports long-term workforce strength by placing much emphasis on areas such as aligning the workforce to the council’ s values, strengthening the workforce capability, encouraging the workforce well being and building skills and knowledge. The workforce plan takes into consideration the needs of local government industry by taking into account the outlined strategic direction stipulated by the local government division.

The workforce plan ensures the connection of community needs as set out in the Council’ s 10-year community plan. The council has an ongoing annual review that aligns the workforce plan to the dynamic industry. The workforce plan was developed to implement the necessary programs in order to achieve The Randwick City Plan. In conclusion, this workforce plan ensures the presence of appropriate and competent human resources to facilitate the achievement of the council’ s strategic programs. Introduction Randwick City Council is currently operating in a very dynamic environment.

Presence of numerous alternative methods including work outsourcing, development of networks, entering into partnerships and advancement of communication and technology systems are exerting significant influence on the nature of work. In addition, with the increased market-based delivery of public services, many private players are participating in the provision of services previously left to public organizations. In this regard, Randwick City Council will need to organize its work differently in order to satisfactorily respond to customer needs and meet government expectations in service delivery.

With such demands and expectations, public sector organizations have considerably changed to fit in the dynamic business environment. Many public organizations including Randwick City Council are, therefore, under intense pressure to provide quality services in a timely and cost-effective manner (Reilly, 2012). This is posing a significant challenge to managers as it requires a high performing workforce in order to realize the set program objectives. To enhance the achievement of the Council’ s long-term plans, the most appropriate personnel should be placed in all available positions.

The council should also capitalize on the diversity of employee skills; adapt to work practices that will help workers respond to changing industry demands while at the same time focusing on the future business goals. Therefore, workforce planning forms a critical element that contributes to the success of organizational goals and objectives.

References

Armstrong, M. 2010. Competency-Related Human Resource Management in, A Handbook of Human Resource Management Practice, London: Kogan Page Ltd.

Australian National Audit Office .2011. Workforce Planning in the Department of Immigration and Multicultural and Indigenous Affairs, Audit Report No 56.

Reilly, P. 2012. Human Resource Planning – An Introduction, Institute for Employment Studies,

Report 312: 27-28.

Ward, D, et al. 2012. Human Resource Forecasting and Modelling. New York: The Human Resource Planning Society.

Appendices

Part B - Evaluation

Interview questions, which evaluate the current workforce plan and existing employees

• Was the workforce plan completed and does it fulfill the desired goals?

• Did the workforce accomplish what was needed?

• If not, have the business objectives upon which the workforce plan was based changed?

• Were there other factors preventing the attainment of the workforce plan?

• Are the assumptions of the demand and supply models still valid?

• Have the conditions changed necessitating strategies to be revisited?

• Is there a need to modify the workforce plan strategy?

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