The paper "Workforce Planning - GE Australia Warehousing Company " is a good example of a business case study. Since GE Australia warehousing company is involved in the warehousing industry, it will require a qualified workforce in areas like logistics data handling, finance and others. So as to compete effectively with major rivals, organizing the workforce through the incorporation of a workforce plan will ensure adequate management and efficiency. A typical resource plan would look like the one shown below: Human resource Quantity (Peak requirements) Quantity (Off-peak requirements) Costs (£ ) per item per month Logistics personnel 2 2 1000 Sales and marketing personnel 2 3 950 Storekeeper 2 3 830 Finance 1 2 830 Merchandise support 10 15 350 The sources of supply for the resources will range from both external and internal sources.
Human resources will be obtained from internal sources although some of the casual workers (merchandise support) will be acquired externally. The objective is to maximize the effective utilization of space and to ensure effective use of equipment. All items should also be accessible. Therefore, human resource will have this in mind while they go about their duties in the warehouse. Part 2: Strategy document For this company to minimize the loss of key staff and attract new staff, it must employ devolution and strategic management of its workforce.
Devolution of human resource function involves decentralization of Human resource functions from a central subsystem to other units. Devolution improves efficiency and ensures effectiveness is attained since the staff feels appreciated by being involved in an organization’ s key responsibilities. The organization should develop personnel units and departments within the company to deal with employee wages, salaries and general welfare. Human resource management is characterized by a high level of significance of line managers. The emergence of the human resource and strategic human resource structures marked the formality of line managers’ full involvement in human resource processes within organizations (Ulrich et al, 2012). According to McDermott et al (2013), the HR alters its framework by transferring duties involved in human resource from human resource managers to line managers.
Bratton (2011) states that strategic human resource management involves improving the performance or a business organization and developing the cultures of an organization through connecting human resource function including its policies and practices with organization’ s strategic goals and objectives. This can be illustrated in a diagram below: For strategic HRM to prevail, the traditional centralized control of personnel functions in the organization must be transformed into strategic human resource management.
This includes changing aspects of managing people within the organization and diversification of roles. Baker & Kiymaz (2011) state that, organizations have a main objective to create value for the organization’ s stakeholders through their human resource departments and involvement in decision-making processes such as employee acquisitions. Better assessment by results supporting this objective within the organization’ s function will help achieve the objective. This is provided through the transformation of the Human Resource function of the company that requires strategic management. Part 3: Action plans Succession planning for key management and technical staff The board will be responsible for succession planning in the Company’ s executive director.
For this reason, the company will be able to attain efficiency through consistent supply of motivated and qualified personnel, committed career path development and adequate plans to facilitate the firm’ s continuity. Since the board hires the director, it will also incorporate replacement plans in case the director leaves and there is a vacant or is ill.
The human resource department together with the executive director will then be responsible for replacing through the hiring of other employees in the company by a measure of their competence and qualifications. However, in the case of key company positions like head of departments and other key employees, the executive director will be responsible for succession planning. The management team is also required to help the executive director in such cases (Singer & Griffith, 2010).
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