Manage Human Resources Strategic Planning Manage Workforce Issues - Case Study Example

Manage Human Resources Strategic Planning Manage workforce planning Student's Name: Course Name and Number: Instructor's Name: Date Submitted: Paper outline Introduction Current and short term labor demand and supply of the NSW (New South Wales) State Police Force Predicted areas of NSW State Police Force growth An analysis of the existing workforce of the NSW State Police Force An analysis of the NSW State Police Force workforce capacity to meet current and predicted demands for business goods and services Current and predicted external labor supply data, and demographic and economic data, to forecast human resources supply for the NSW State Police Force Conclusion Recommendations References Appendix Introduction In the modern business panorama, workforce planning has become a critical aspect. Research shows that failing organizations do not bother to manage their talents. A successful organization, on the other hand, manages its talents by preparing them to respond well to certain occurrences. Workforce planning is concerned with enhancing staff capacity to respond well to incidences that arise within the firm. To shed light on workforce planning, the following report focuses on NSW State Police Force (NSW). NSW Police force started in 1862 with few workers and have expanded over the years to become the principal law enforce organization in the New South Wales, Australia. Among the duties of NSW police force includes stopping, uncovering and probing crime, enhancing road safety, enhancing peaceful coexistence amongst individuals and carrying out rescue and emergency operations. Currently there are more than 20,000 employees who serve in NSW police force. Current and short term labor demand and supply of the NSW State Police Force The Human Resources Command has the role of identifying the vacant positions in the NSW police force. Labor demand and supply of the NSW police force, changes frequently due to such aspects as retirements, deaths, resignations and recruitment of new members. Also, the number of NSW police on duty changes every day due to such aspects as monthly leave, maternity leave, exceptional operations like disasters, and schooling among others. According to the Australian Bureau of Statistics (2012), there are 19, 832 employees in the NSW police force. According to the number of police officers in NSW Police Force is 15,943 whereas that of subordinate staff is 3,889. There are more than 500 police stations in all the six police regions with each region serving approximately 1,500,000 people. Despite this, crime in New South Wales State has risen over the last few years. Research suggests that the increase in crime rate can be attributed to a chronic shortage of police officers. In the light of the current shortage of police officers, the force has come up with creative methods of filling the job openings. First, the police patrol cars are fitted with recruitment advertisements while at the same time fixing new posters throughout the cities. As a way to meet the current labor demand, the force is offering an attractive benefits package to its officers. For instance, officers living within the cities are now allowed to drive home the patrol cars. In addition, the starting salary for new recruits has been doubled, and the force has also agreed to pay the tuition fee for the staffs who wish to continue with their education (Hakim, 1980, pp. 267). To trigger labor supply that can meet the force increased demand, little more goodies such as changing the officers’ boots twice a year and additional new patrol cars are also offered. Predicted areas of NSW State Police Force growth The New Wales Police force has been undergoing changes overtime. Among the areas that have experienced significant changes are policing methods and administration policy that affected the way policing services are rendered. New strategy known as community based policing has been introduced and focuses on sensitizing the community on their policing role in NSW State. Seemingly, with implementation of the new policy, the force close association with the community is bound to grow tremendously (Hakim, Uriel & Weinblatt, 1984, pp, 320-330). Moreover, implementation of community based policing will be helpful input to the police force in fighting crime. For many years, police credibility has been put into question, and the new administration policy seeks to introduce unified methods to policing that aims at establishing high codes of conduct within the NSW police force. An analysis of the existing workforce of the NSW State Police Force With reference to Appendix 1 and on the analysis of the current NSW police workforce, most of the station operates between 90- 98% capacity level. The remaining percentage covers the officers unavailable either being on maternity leave, long-term sick leave, and leave without pay among other reasons. However, police numbers differ from one month to the other due to issues such as court appearances, training sessions being few of the many others (Greenwood & Walter, 1973, pp.130-135). Based on this, the force should have sufficient staff at all times despite the absence of those out on duty for it to meet the current security demands. An analysis of the NSW State Police Force workforce capacity to meet current and predicted demands for business goods and services With today’s advanced technology, NSW force had not been left behind. The force has introduced training on electronic control devices (TASER) in its curriculum. More so, the force has implemented VIEW program that enable the officers to see images of goods in containers. This technology has drastically reduced trade in illegal products while at the same time alleviating corruption in the force. The goods have to be scanned at the point of entry after which the images are stored in the police data base for future reference (Greenberg, Ronald & Colin, 1983, pp. 380-385). In addition, the force also offers on line services through its website (www.policensw.gov.au). With increased use of social media, the force has also expanded communication with various stakeholders hence enhancing information dissemination, crime prevention information besides many other services offered by the force online. Moreover, the force has digitized its records with most of the information now available on click of a button. For instance, criminal history is now maintained electronically thus assisting the immigration department with key information necessary when processing travel documents. Current and predicted external labor supply data, and demographic and economic data, to forecast human resources supply for the NSW State Police Force. Currently, we have eighty command areas that operate four hundred twenty six police stations that hold 15,943 police officers and 3,889 support staff, all serving the entire community of approximately 7,272,200 people. In the financial year 2010-2011, the New South Wales government funded the NSW police force to a tune of $2.9 Million up from $ 2.6 the previous year. With the predicted population increase and the ever rising crime rate, the force will still require hiring additional staff (Fox, 1978, pp. 14). For instance, in the financial year 2010-2011, the force hired 1,202 students who graduated from NSW police academy. Conclusion Recruitment and staff retention has been one of the biggest challenges currently facing the force. As noted, the ever changing demographic profile, varying work expectation and critical shortage of skilled staff has led to fierce competition for the limited available. For instance, the force pilots and laboratory workers are mostly targeted by private companies that are offering more attractive terms. To counter this, the force has formed a task force to review the terms of its skilled workforce and ensure that it is in line with the current market rates. This will not only serve to retain the current work force, but will also encourage the best skills within the market to join the force. Recommendations With the current force of 15,493 police officers serving approximately 7,272,200 people, this translates into 460 people per police officer and can only be considered as strained taking note of recommended 200 people per police officer. In its corporate plan, the force should consider doubling the number of its workforce to meet the recommended ratio. References Fox, J. 1978. Forecasting Crime Data: An Econometric Analysis. Massachusetts: Lexington Books. Greenberg, D., Ronald, C., & Colin, L. 1983. The Effect of Police employment on Crime. Criminology, 21(3):375-394. Greenwood, J. & Walter J. 1973. Crime Rates and Public Expenditures For Police Protection: Their Interaction. Review of Social Economy, 31:138-152. Hakim, S. 1980. The Attraction of Property Crimes to Suburban Localities: A Revised Economic Model. Urban Studies, 17:265-276. Hakim, S., Uriel S., & Weinblatt, J. (1984). Substitution, Size Effects, and the composition of Property Crime. Social Science Quarterly, 65:719-734. Appendix 1- NSW Police Force Operational Capacity as at 24 August 2012 Organization Command Authorized 1 Strength Operational 2 FTE Operational Capacity % 3 ( A ) ( B ) ( C ) Central Metropolitan Region 2,345 2,233.8 95% Botany Bay LAC 108 106.4 98% City Central LAC 193 188.4 98% Eastern Beaches LAC 188 174.7 93% Eastern Suburbs LAC 135 125.3 93% Harbourside LAC 139 129.9 93% Hurstville LAC 141 126.6 90% Kings Cross LAC 152 140.5 92% Leichhardt LAC 155 145.4 94% Miranda LAC 126 114.4 91% Newtown LAC 128 116.3 91% Redfern LAC 163 155.6 95% Rose Bay LAC 95 91.4 96% St George LAC 157 147.7 94% Surry Hills LAC 162 156.1 96% Sutherland LAC 143 136.2 95% The Rocks LAC 94 95.0 101% Central Metropolitan Region Office* 16 15.8 99% Region Operational Support5 50 68.2 136% North West Metropolitan Region 2,138 2,060.6 96% Black town LAC 168 167.2 100% Blue Mountains LAC 108 106.0 98% Eastwood LAC 107 103.1 96% Glades-vile LAC 106 97.9 92% Hawkesbury LAC 87 88.1 101% Holroyd LAC 135 133.8 99% Kuring-Gai LAC 128 127.2 99% Manly LAC 112 102.9 92% Mt Druitt LAC 174 172.1 99% North Shore LAC 127 125.2 99% Northern Beaches LAC 178 168.8 95% Parramatta LAC 152 142.0 93% Penrith LAC 151 144.5 96% Quakers Hill LAC 105 98.3 94% St Mary’s LAC 139 137.0 99% The Hills LAC 101 93.3 92% North West Metropolitan Region Office 13 14.4 111% Region Operational Support5 47 39.0 83% South West Metropolitan Region 2,110 2,041.6 97% Ash field LAC 122 115.0 94% Banks town LAC 239 238.0 100% Burswood LAC 134 131.7 98% Cabramatta LAC 134 123.9 92% Camden LAC 96 90.3 94% Campbelltown LAC 152 152.7 100% Campsie LAC 149 147.5 99% Fairfield LAC* 170 163.9 96% Flemington LAC 168 163.9 98% Green Valley LAC 117 113.8 97% Liverpool LAC 173 164.4 95% Macquarie Fields LAC 142 137.8 97% Marrickville LAC 130 126.7 97% Rose hill LAC 119 117.0 98% South West Metropolitan Region Office 15 12.8 85% Region Operational Support5 50 42.4 85% Read More