Question 1:In a highly competitive environment, a strategy focusing on profitability may lead to short time benefits but also lead to long time harm to the organisation. It is important to note that workforce planning is the main source of competitive advantage. By planning the workforce the organisation will be able to identify its future needs as well as the skills required to fulfil such needs. The future success of the business cannot be possible if the planning of human resource is not based on the objectives of the organisation. This means that we must translate the plans of the organisation into particular workforce plan.
This will lead to long time success of the business. This can be explained in Dell Company whose long term success was attributed to considering the importance of workforce planning. As a result, Dell’s market share price increased from $ 8.50 to $ 4812 for a period of 12 years. Thus, strategic objectives of the organisation must have a well defined workforce planning objectives in order to promote an internal and external fit. That is, to focus on organisational objectives and the changing external environment.
Based on workforce planning, the long term competitive gain can be created by integration and complementation of internal policies, procedures, systems, assets and capabilities of the organisation. Proper integration of workforce planning into the organisation creates unique, valuable, non-substitutable and more valuable practices that are impossible to reproduce and duplicate for competitors. As a result, the organisation will be sure of both short term and long term benefits through achievement of organisation strategic objectives and a competitive advantage. Question 2:The observations in regard to the presence of contradictory organising forms don’t have some implications on the conduction of workforce planning.
Based on bureaucratic and traditional organising forms, control and efficiency are the main benefits while based on new organising or fluid forms, innovation and flexibility are the hallmarks. Thus, the presence of relational and simultaneity characteristics such as acknowledging the importance of both logics as every business strive to ensure flexibility through their stability and in regard to workforce, a teamwork which is bound to the accountability of an individual.
While it is clear that there is a mix of new structural and traditional configurations, organisations were also establishing a workforce of team-based workgroups while they retained their functional structures and existing products. In order to better understand as well as manage the changing forms of organising, the process elements while focusing on the workforce practices are the beginning of any effort of change. For instance, long term success in boundary changes such as outsourcing and strategic alliances are usually determined by skills, competencies in the workforce and systems that are developed and nurtured through process changes. In summary, while organisations strive to concentrate effectively on their change efforts in organising forms dimensions, it should also be understood that the need to reflect broadly what explains such changes, their impact on other features of organising forms and their management, such key processes reflect the criticality of dynamic and strategic response to the planning of workforce.
This is important in highlighting of the centrality of workforce and other resources in regard to planning change and continuity. Thus, the based on bureaucratic and fluid forms, there is no contradiction rather than combination of efficiency, control, innovation and flexibility which are essential in effective workforce planning.