The paper "Labor Market Factors That Can Impact on Human Resource Planning of Organizations" is a great example of a Management Case Study. The health and community services industry is one of the largest employers in Australia. It accounts for over 9.7% of the total workforce in Australia (Australian Health Directory, 2008). The industry is expected to grow rapidly in the next 5 years (Northern Territory Government, 2008). The evolving demographics are expected to tighten the labor market in this industry. This is expected to offer stiff competition for talents among players in the industry within the next five years.
Just like other developed countries, Australian health system depends heavily on doctors and nurses who have trained abroad. Twenty five percent of Australian doctor population is sourced from abroad (Mounir, Khalil and Bauchet, 2009). With the changing workforce expectation such as flexibility, mobility, worklife balance, leadership capability, decision making and learning and development, the Australian health sector will need to employ evidence based approach in the next five years to be able to attract and retain competent workforce in the health system (Australian Health Directory, 2008).
Thus, managers in health industry will need to use current and accurate evidence to inform them on workforce decisions and planning models (Australian Government, 2010). Better data to the managers in the industry will enable them to make better decisions. This approach is essential since the lead-time required for many emerging skills in the sector needs several years to develop and hence managers will continue to depend on sourced skills from abroad. In some states like Northern Territory, the population has been on the upward trend courtesy of high fertility rates in the indigenous population and increased life expectancy (Australian Government, 2010).
Thus, there is a growing demand for health services to the population, which is mainly driven by a combination of an increasingly aging population, community expectation and increased focus on the improvement of outcomes among indigenous communities. This demand is expected to heighten within a time frame of the next five to ten years (Australian Health Directory, 2008). To plan for the expected increase in the workforce during this timeframe, corporate measures such as education and training of new workforce need to begin now (Northern Territory Government, 2008). Players in the industry need to invest in the training of health and community service professionals in order to align the needs that are expected during this time frame and service needs (Harris, 2005).
The players in the industry also need to strengthen the capacity of their workforce. This strengthening should be in the form of workforce development and should take into consideration both current needs and the expected future needs (Australian Health Directory, 2008).
Firms in the industry should strive to acquire the right workforce mix that is able to provide, lead and support high-quality services. In addition, firms ought to provide an environment, which promotes learning to be prepared for the expected service needs in the timeframe of the next 5-10 years (Northern Territory Government, 2008). In addition, firms need to put in place an integrated and comprehensive approach to succession management. A large percentage of the aging workforce population is expected to retire in the health industry (Australian Government, 2010). For instance, 16% of the workforce in the Northern Territory is expected to retire within the next five years (Australian Health Directory, 2008).
This implies that the sector must be prepared to attract and retain the new workforce to replace the retiring workforce. Since it is nowadays challenging to attract and retain staff, players in the industry ought to focus their efforts on growing their own workforce by having a pipeline of capable staff and ensure equitable representation of indigenous people in their workforce (Northern Territory Government, 2008). The firm will need to increase its level of flexibility to enable them to effectively recruit to remote communities and hard to recruit positions (Australian Government, 2010).
Players in the industry need also to collaborate with communities to promote a smooth transition from school to work (Mounir, Khalil, and Bauchet, 2009). Given the expected pressure on the workforce within the time frame of the next 5-10 years in the health sector, players need to put into place mechanisms for attracting and retaining high caliber oversees trained staff (Australian Health Directory, 2008). They also ought to embrace generational opportunities.
Australian Government. 2010. Health administration. Available at http://australia.gov.au/topics/health-and-safety/health-administration [Accessed 27th Feb. 2011]
Australian Health Directory. 2008. Health professionals in demand. Available at http://www.healthdirectory.com.au/health_workforce/ [accessed 27th Feb 2011]
Barraclough, S., and Gardner, H. 2007. Analysing health policy: a problem-oriented approach. Sydney: Elsevier Australia.
Borowski, A., Encel, S., and Ozanne, E. 2007. Longevity and social change in Australia. Queensland: UNSW Press.
Harris, M. 2005. Managing health services: concepts and practice. Sydney: Elsevier Australia.
Mounir, M., Khalil, I., and Bauchet, J. 2009. Ambient Assistive Health and Wellness Management in the Heart of the City: 7th International Conference on Smart Homes and Health Telematics, ICOST 2009, Tours, France, July 1-3, 2009, Proceedings. New York: Springer.
Northern Territory Government. 2008. 2008-2011 Strategic Workforce Plan at a Glance. Available at http://digitallibrary.health.nt.gov.au/dspace/bitstream/10137/345/1/pol_StrategicWorkforcePlanataGlance.pdf [Accessed 27th Feb. 2011]