Randwick City Council - Workforce Plan - Case Study Example

Workforce plan Student's Name: Course Name and Number: Instructor's Name: Date Submitted: Executive Summary Workforce planning is a critical component of 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 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 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 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 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 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. Part A: Current situation Ideally Randwick City Council should be able to produce a profile for its current workforce including workforce demographics, skills and capabilities. Such profiles coupled with a clear understanding of the external labor market data could be used to forecast workforce's future. In addition, workforce profile provides the benchmark against which future workforce changes are analyzed. In every industry, best practices provides key demographic information that instill rigor in workforce planning processes. The current workforce profile is useful in estimating the future trends of the current workforce. This data further provide an indication of how many employees are likely to resign, retire or transfer out of the council. Workforce analysis is not an exact science, and therefore, these calculations only provide an indication of the probable workforce in the foreseeable future. Use of forecasting and projection techniques requires the use of numbers together with internal and external information for sound decision making. The estimated workforce changes can reasonably establish short term workforce demand and supply. Labor demand and labor supply relevant in the short term In the light of changing Australian workforce in terms of gender, age and geographical distribution, there have been considerable impacts on demand and supply of human resources. With increased use of information communication and technology in service delivery, the work structure also continues to evolve. Notable challenges influencing the Australian workforce are globalization, management of diverse generation of workers and maintenance of sustainable work environment. These factors lead to the presence of multi-skilled intellectual savvy workforce with increased ability to work effectively in online environments. In addition, with the current increased demand from the community and the entrance of private players in the provision of services formerly left in the hands of the local authorities, the local government has increased demand of highly skilled graduates especially in professional fields particularly in planning and engineering. However, in the short-term, the nature of work may increasingly demand varied skills in different fields as the council continues to put in place efficient systems and broader job designs. Analysis of the existing workforce to determine areas with current excesses or shortages In the year 2008, Randwick City Council completed a workforce profile. This profile evaluated the existing workforce capacity and its competency to meet the ongoing Randwick City plan. The profile continues to be updated on an annual basis and reported to the council in its annual operational plan. In September 2012, the workforce profile was completed. It included information gathered from management regarding the current skill shortages and knowledge gaps. This workforce profile indicated minor growth movement of the workforce and the type of work being performed in three departments including information services, Aquatic services and GIS and online services. The report also indicated that the council employs 408 full time permanent employees and 37 part time employees. In addition, 25 employees on a permanent basis were on performance based contract. Staff diversity Based on the previous resourcing strategy that covered 2009-2013, the workforce plan took into account the demographics of the organization which currently provides a useful benchmark to analyze the way the Randwick City Council has transformed over a period of 3-4 years. It also helps to better understand the probable changes in the workforce in the next ten years. In the last 3-4 years, the council had been striving to promote gender equality in all its directorates. According to available statistics, the council had 65% male staff and 35% females across the organization (Australian National Audit Office 2011). Gender balances in local government are often biased to males since many outdoor positions attract a larger percentage of male applicants. In 2012, the ongoing efforts to promote equal opportunity and discrimination free workplace has seen improvement with gender split to 57% males and 43% females. Staff turnover levels In the financial year 2011- 2012, the council maintained a low staff turnover of 7.22 percent. This had risen from 6 percent recorded in the year 2009. Further research indicated that this was symptomatic with the external workforce climate where there is flattering workforce and general unease perception in the workplace. The local government presented a stable environment in the year 2012 which was reflected by measures such as reduced staff turnover in the industry. In addition, it was also prevalent that Randwick City Council had dedicated most of its resources to be an employer of choice not only in local government, but also in the entire Australian workplace. A low turnover is, therefore, indicative of good morale and strong brand among the existing staff. Part B: Future analysis (one to two years in the future) Review of organizational goals to determine objectives for predicting areas of organizational growth and associated labor requirements for the next year Randwick City Council workforce planning project was started to produce integrated workforce management strategies that were intended to meet current and future business demands. The project plan considered the impact of various change drivers and their influences on the workforce in order to propel organizational performance. The drivers included the impact of technology, information access and management, clients’ expectations and networking. To enhance organizational growth, the council adopted an approach that emphasized specific organizational characteristics. This helped the council to better respond to community demands and strive for continuous improvements. Successful organization clearly understands its future direction and workforce needs. This enables an organization to make sound and effective decisions and to develop and retain the required workforce in order to meet future business imperatives and objectives. The council is determined to enhance flexibility of its staff. In the light of organizational growth, more changes could be experienced, and it could be difficult for the organization to predict any form of future changes (Ward, et al. 2012). In this vein employees must be able to adapt to changing conditions. Technology is highly dynamic in modern times, and its impact causes a change in an organization. The council must have the ability to continually assess and monitor emerging technology and train its staff to ensure that they are up to date with modern technologies. Lastly, information being a strategic resource for an organization requires a strategic approach and effective management. It is, therefore, important for the business to ensure that its staff possesses good analytical skills necessary to synthesize and exploit information sources. Communicate objectives to relevant stakeholders and gain their agreement For the successful execution of a workforce plan, the organization should communicate the entire plan to all relevant stakeholders. This is because success of such plan is an integral process that not only requires the input of the Council, but also other stakeholders outside the city council. For instance; the local government, citizens and also other organizations that work together with the council. Analysis of the current workforce’s capacity to meet predicted demand for goods and services Workforce demographics and information on workforce capabilities could assist the council to determine whether the current workforce has the appropriate skills and capability to enable the council meet its predicted demand for services. Assessing the capabilities and skills of the existing staff is critical as the council needs to determine its future capability needs. Further, assessment of staff capability forms the basis of determining and addressing the existing skill gaps (Armstrong 2010). One way of determining staff skill capacity is by carrying out “skills audit’ which is useful in gathering information on employees’ skills and qualifications at a given point in time. The Randwick Council emphasizes on developing workforce capabilities necessary to deliver business output now and in the future. This approach provides a framework against which individual employees capabilities and skills are assessed. Further the council also undertakes gap analysis to determine the current level of capabilities against the desired appropriate strength. The ‘skills audit’ reveals the need for staff career development requiring individual staff members to seek opportunities for coaching to enhance their current and future performance and prospects for career advancement. Randwick Council keeps on reviewing the learning and development needs to enhance staff skills, competencies in order to meet current and future operational requirements. In addition, the council encourages its staff f to continue to develop their knowledge and skills in order to continue growing. The learning and development strategy embraced by the council lays a framework that ensures employees are equipped with capabilities required to enhance optimal performance. Unifying staff in an organization requires an innovative, responsive and creative learning environment. Randwick City Council workforce's future needs The primary focus of the workforce plan is to meet the short term delivery program actions. The council’s short term programs determine current and future human resource needs. A number of factors affect the changing needs of the council’s workforce. The council’s internal objectives drive the strategic direction of staff in the short term. The council’s commitment to provide customer services online ensures that its work structure continues to evolve and that residents and visitors can interact with the council without physically presenting themselves at the council’s offices. Therefore, the information services strategy leads to improved information systems across all council departments hence requiring techno- savvy workforce to meet such demands. The council is also opening new leisure centers such as Des Renford Leisure. In this regard, this could see an increase of full time staff of approximately 5 to 8 depending on the operational needs of the new facility. According to the Council’s long term financial plan, full time employees will remain relatively stable in the short run with only a small increase or decrease over the next two years. The future of staffing budgets As stipulated in the Long Term Financial Plan (LTFP), full time employees’ numbers will remain relatively stable. However, wage bill will increase steadily at a consistent rate and in line with a salary increase and scheduled performance reviews of permanent staff. This will require an upward review of staffing budgets to cater for such wage bill increase and also new employees to be hired for the new facilities. Specific recommendations for workforce planning Randwick City Council must continue developing skills and knowledge of its staff to ensure that there are elaborate plans to address any probable skill shortage. In addition, as the council moves to address the needs of the community, the staff skills and knowledge are also supposed to change from time to time in order to accommodate the needs of today’s dynamic environment. Learning and development strategy will continue focusing on building strong partnerships with both the stakeholders and other regulatory and statutory authorities. These partnerships will foster a collaborative approach in the development of learning programs, theories and research. Part A: The Implementation An organization chart which highlights positions identified for succession planning General Manager Directorate governance Director Director Office of the & financial services city planning city services General manager -Administration - Community development - Technical services - Comm. -Finance & - Strategic planning - Infrastructural services - Corporate planning - Health services - Library services support -GIS & Online services - Aquatic services Succession planning is a process of identifying and developing internal staff in order to fill key business leadership positions that fall vacant in an organization. Such planning ensures availability of experienced and able employees to assume leadership roles. The implementation of learning and development initiatives concerns training of lower cadre staff after staff training need analysis. Identification of learning needs ensures that lower cadre employees are comprehensively taken through various learning processes to familiarize them with the responsibilities bestowed to higher leadership positions. For instance, departments such as administration and finance, corporate planning and GIS and online services are headed by managers all of whom should undergo training to ensure they are properly equipped with the skills necessary to enable them handle responsibilities under the directorate of governance and financial services. Ways in which government may influence future labor demand and labor supply for the Randwick City Council Labor demand The government passes legislations governing organization's workforce. If such legislations and policy frameworks governing employment matters serve to attract employees, then such workforce legislations would attract many employees from the expansive private and public sectors. The government legislation would also provide an avenue for improved remuneration for the purpose of retaining and attracting high performing employees in critical business positions. The responsibilities carried out by the Randwick City Council are determined by the local government, and it is the government’s prerogative to either increase or reduce responsibilities carried out by the council. In the event that the government decides to increase the council’s responsibilities, then it will have triggered an increased labor demand. Labor supply The government may influence labor supply in various ways. For instance, setting high requirement for various positions within the council serves to discourage many applicants causing reduced labor supply. The remuneration package for the local government is guided by prevailing rates across the public sector. In this light, any time the government seeks to regulate pay packages, the workers will look for another job with attractive pay hence leading to reduced labor supply in the local government and Randwick City Council. External local or global trends which could influence demand for the Council’s services In the face of modern technology, many customers are currently sourcing their services online. Randwick City Council has tremendously invested significant resources to improve its technology. For instance, customers can now access services online without necessarily physically visiting the council’s offices. In this regard, the council may experience increased demand for its recreational facilities which could attract not only local tourists but also from foreign countries that would prefer to share world class Australian facilities provided by Randwick Council. Staffing changes to ensure that the Council continues to operate effectively The council staffs are essential to success of the organization. The council focuses on attracting, retaining and developing the best skills to build on both individual and organizational capabilities. Randwick council is concerned about building workforce where the staff feels valued and involved in the running of the organization. It also seeks to enhance alignment of the workplace with organizational values in order to strengthen the relationship between the staff and management to ensure transparency and the creation of a culture of two way communication to boost individual responsibility and accountability. Timelines for the implementation of the workforce plan The council seeks to implement its workforce plan in four years. Further, to enhance workforce capabilities, the council plans to implement its workforce plan in measurable programs and practices. The workforce plan ensures that all resource need for the four year program implementation is available. The workforce plan is implemented through measurable operational plans that will continue to be reviewed and measured on an annual basis. Recommendations The council workforce plan identifies risks, issues and challenges of workforce diversity. The ultimate goal is to achieve outcomes of the action plans. These action plans provide conditions for employment, reward, motivation, diversity, work practices and ethical work behaviors. To address the problem of unacceptable levels of staff turnover, the council should continue focusing on strengthening its sustainability, performance and capability. In addition, the council should enhance its ability to attract and retain staff with the skills and capacity necessary to deliver services to the community. To ensure that the Council retains productive workforce, annual skill audit must be conducted whereby staff members found to lack certain critical skills should be enrolled for training. Randwick Council change issue and implementation strategies With the increased use of technology, the council is planning to automate all its departments by next year to enhance the effectiveness in service delivery. To implement this, the council must start by equipping its current staff with adequate computer skills to ensure their ability to use automated systems. Options for development and retention of targeted employees The options for development and retention of targeted employees for a succession plan includes: training and development, offering competitive pay packages and ensuring promotion based on merit. Effectiveness of the current workforce plan and recommendations for improvement The current workforce plan is effective as it enables the council to demonstrate leadership and best practice in the local government. Secondly, the council is able to maintain a high performing workforce that is responsive to both organizations and communal needs. In order to ensure continued leadership in service delivery, the council should enhance un- interrupted staff skill development together with modernization of the organization to facilitate fair competition with other global organizations. The council should also ensure clear, equitable and assessable performance measurement that can inspire the workforce to achieve both organizational and individual 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? Read More