The paper 'Human Resource Employee Policy' is a wonderful example of a Management Assignment. Human resource policy focuses on identifying and forecasting current and future workforce requirements in an organization ensuring the availability of an essential number of the workforce, with sufficient knowledge and skills required to perform different duties. It is a dynamic policy involving scrutiny of the overall workforce characteristics and linking the identified workforce composition to organizational goals. It also involves the prediction of future workforce requirements and making plans on how to obtain the requisite future human resources to achieve organizational goals (Helms & Nixon 2010, pp.
215-251). In analyzing the vitality of Human resource policy, this paper will focus on policy strategies from The Department of Culture and the Arts' (DCA) through an interview conducted on Aloysius Toh, a Workforce analyst at The DCA. According to Aloysius Toh DCA has over nine hundred employees working in branches such as The Western Australian library, The Perth Theater, Trust, The State Library of Western Australia, The State Records office The Art gallery of Western Australia Demographics Out of over nine hundred DCA workforce, sixty percent are over fifty years old, those aged between twenty-five and fifty years account for only eighteen percent, whereas workers under twenty-five years account for less than four percent of the workforce.
Eighty percent of librarians and library officers are female, who also account for sixty-five percent of the executive. In addition, two percent of the DCA workforce has disabilities and two percent are aboriginals. This diversity brings in different organizational differences, increases workers' creativity including the provision of different problem-solving criteria. Strategy to Enhance the Culture of DCA The DCA supports cultural and arts sectors thereby providing exceptional and transformational experiences that assist in improving the lives of Western Australians.
In addition, the DCA provides articulate leadership in improving the delivery of Arts and cultural policies, on behalf of the Western Australian Government. The DCA has over nine hundred workers across different Arts and Cultural portfolios working hand in hand to see to it that the organization's goals are met. The DCA aims at creating public value in Australian’ s workforce thereby, developing an impartial and varied workforce that, to the greatest level, roughly represents different Australians intellectual stimulations, cultural richness as well as artistic inspirations.
The department also supports participation and enrolment of physically challenged people in the management positions to encompass different aspects of Western Australian diversities. Strategy on WorkForce Planning Human resource planning is the process of identifying current and future workforce requirements in an organization ensuring the availability of an essential number of the workforce, with sufficient knowledge and skills required to perform different duties. A sufficient workforce with ample knowledge skills and expertise are essential to any organization, hence the need to institute workforce planning (Jung & Lee 2012, pp.
1-29). Workforce planning is made possible by the workforce analysts who play a vital role in determining the current and future manpower needs in an institution. Workforce planning has five distinct processes, starting with an environmental scan, a planning procedure aimed at identifying facts surrounding the workplace, profiling the current workforce, which entails detailing demand and supply. These are followed by a future workforce view, that encompasses the planning and working towards future workforce requirements given the circumstances identified in the environmental scan process.
The fourth procedure involves analyzing the targeted future workforce, through qualitative and quantitative analysis of the internal and external factors affecting workforce planning. The last procedure in workforce planning is closing gaps which entail eight key areas, among them, resourcing, training and development of the existing workforce, recruitment, retention, knowledge management, industrial relations, recruitment, and remunerations (Yvonne 2011, p. 85).
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