Essays on Workforce Planning for the Coles Group Case Study

Download full paperFile format: .doc, available for editing

The paper 'Workforce Planning for the Coles Group" is a good example of a management case study. Workforce planning is defined as the “ process of ensuring that the right people with the right skills are in the right place at the right time” (Workforce Planning Instructional Manual 3). To effectively carry out workforce planning, human resource managers in any workforce need to base their decisions on a firm’ s mission, budgetary resources, strategic plan, and the workforce competencies that will serve the organization well. Having been established the Coles group is undergoing some skills gap that needs to be filled, this essay will seek to identify how well the retail group can recruit, retain and attract skilled workforce.

More to this, the essay seeks to identify how Coles Group can use job redesigning strategies, separation, learning and development to meet its strategic workforce objectives. Strategic Objectives for: Recruitment: Coles Group experiences a skills gap in almost all its major departments except in legal affairs and finance, both of which have a skills gap rated at below 10 percent (Australian Institute of Management 8).

When developing the strategic objective on recruitment, the HR department would therefore need to identify the specific competencies that the firm will target for recruitment and placement; and ensure that adequate assessment tools will help in identifying training needs in the new employees. According to Wesfarmers, recruitment efforts at the Coles Group focus on “ delivering cost-effective, well-planned and timely recruitment by attracting quality candidates to [the] business” (1). The group can use the following strategic objectives in order to meet the identified objectives. Action Objective Advertise job positions externally Obtain the necessary skills necessary in the different departments of the retail chain. Attract the right people to the organization. Infuse fresh talent into the organization. Filling the skills gap that exists in the firm Having a talent pool with the necessary qualities, abilities, skills, competencies and experiences needed to fill the different skills gaps in the firm. Develop and implement nationwide recruitment plans in order to attract potential candidates from all over Australia. Implementation plan (IP): use specifically designed recruitment channels          

Works Cited

Australian Institute of Management. “Australia’s Workforce ‘Skills Gap’.” Dec. 2009. 18 Nov. 2010.

Business Dictionary. “Stakeholder- definition.” n.d. 18 Nov. 2010.

Galvin, Kathleen and Wilkinson, Charles. “The Communication Process: Impersonal and Interpersonal.” 2006. 18 Nov. 2010. .

Harrison, Rosemary. Learning and Development. New Jersey: CIPD Publishing. 2005. Print.

Kaye, Beverly. Love ‘Em or Lose ‘Em: Getting the Good People to Stay. 4th Edition. San Francisco, CA: Bernett-Koehler Publishers Inc, 2008. Print

Larsen, Nan Gesche. Implementing Strategic Learning. New York: American Society for Training and Development, 2002. Print.

Shah, Chadra. “Determinants of Job Separation and Occupational Mobility in Australia.” Working Paper, 66 (2009):1-32.

Slocum, John. “Job Redesign: Improving the Quality of Work Life”. Journal of experimental Learning and Simulation. 3.1 (1981): 17-36.

Wesfarmers. “Coles.” n.d. 18 Nov. 2010. <>

Workforce Planning Instruction Manual. “Workforce Planning Summary/Briefing Document.” 2006. 18 Nov. 2010.

Download full paperFile format: .doc, available for editing
Contact Us