Workforce Planning for Olympic Gold Winning - Assignment Example

Institution : xxxxxxxxxxx Course : xxxxxxxxxxx Title : Workforce Planning for Olympic Gold Winning Tutor : xxxxxxxxxxx @2013 Introduction According to Rudolf (2011) Workforce planning is directly and dynamically linked to supply and demand and the shape of services which exists in the present and the future. For managers; workforce planning is a format utilized in ensuring that the necessary human resource, talent and skill is available to meet the organization's demand, it is a method used in the allocation of limited resources and the prioritization of work. Lastly, managers see it as a tool for the determination of a developmental focus and the manner of knowledge leverage for its long term employees. For employees, workforce planning is a platform to consider the future career opportunities, an opportunity to comprehend their work priorities and the place their contribution and skill is mostly needed. Lastly, they see it as an opportunity to put in their ideas and energy for the improvement of an operation. Rudolf (2011) suggests that workforce planning processes come up with objectives, goals and strategies for the workforce's future development. The processes systematically pick out and address the numerous complex factors that touch on the sustainability and capabilities of the workforce. Workforce planning gives the right people who have the right experiences and skills and are placed at a convenient place at a given time through the use of appropriate technology and infrastructure. Body Rudolf (2011) reports that the running of an organization and its outcome is composed of the effective management of staff, risk, organizational goals and culture. Therefore the proper management of the above aspects determines an organization's outcome. Workforce planning is pegged on its contribution towards organizational performance. It gives management a means to be aligned with a business plan and address future and current workforce issues. Workforce planning impacts on organizational outcomes as it helps employers better: • Manage and anticipate risk • Organize work and deploy staff • Manage organizational culture • Project and react to the staffing needs of an organization • Influence collective bargaining agreements, job classes and rules According to Bushell (2000) workforce planning ensures that business strategies and goals are met and the business operates desirably as it integrates the following five stages: business strategy, workforce demand, current workforce, workforce risks and strategies. Business strategy entails the determination of the goals and purpose of a given organization. Workforce demand answers the question on future workforce demands. Current workforce answers the question on the levels of staffing of an organization. Workforce risks answers the question on current workforce issues that impact organizational performance. The strategies touch on the development of action plans so as to address the gaps that exist between labor supply forecasts and labor demand. It is noted by Bushell (2000) that workforce planning contributes to an organization's ability to meet its goals and perform in a desirable way as its outline covers the important areas that impact on an organization's performance. The following is an example of a workforce planning outline. 1. Introduction 1. a. Project plan and planning approach 2. b. Stakeholder engagement plan 3. c. Workforce segmentation document 2. Demand analysis 1. a. Demand analysis (current and future) 2. b. Alternate futures analysis 3. Internal supply analysis 1. a. Workforce profile 2. b. Skills and capabilities profile 3. c. Employee survey 4. d. Internal supply analysis (current and future) 4. External supply analysis 1. a. External supply (current and future) 2. b. Future external supply 5. Gap analysis 1. a. Gap analysis 6. Workforce strategies 1. a. Risks and options analysis 2. b. Action plan 3. c. Approval According to Sullivan (2002) workforce planning has a number of advantages. It aids in a business's corporate achievement by ensuring that a business is made up of a workforce that has appropriate skills, is the right size and is positioned at the right place. In light of the aforementioned, workforce planning can be seen as a cornerstone for competitive advantage. Workforce planning ensures that managers plan and prepare for changes than simply react. It positions the managers at the epitome of strategic decision making. Workforce planning ensures that businesses that are going through a time of significant change for instance environmental and technological change are able to take care of the workforce implications. Lastly, workforce planning provides for improved communication in which staff feels like they are near the process of decision making and as a consequence are taking part in a business that considers human resource management seriously. It suggested by Sullivan (2002) that with workforce planning comes a number of problems. For instance, there are cost implications. A workforce plan requires that it is supported by adequate financial resources so as to be effective. Decisions made during workforce planning have cost implications for example redundancies, new training and extra recruitment. Despite training having a role in workforce planning, it is disruptive, expensive and its benefits are immeasurable. However, the costs require being justified and corporate objectives consistent. According to Sloan (2010) workforce planning requires that a substantial amount of time and effort be put in enabling a working relationship among business owners, employers and employees. For instance, a decision to reduce staff costs and make redundancies may be deemed positively by shareholders and negatively by trade unions and employees. A plan to provide flexible working options is a move that would be accepted by employees and rejected by line managers since it would place additional pressure on the line manager's workloads. It is reported by Sloan (2010) that workforce planning ensures that the right people who have the right experiences and skills are placed at a convenient place at a given time. This is conducted through the use of appropriate technology and infrastructure. Since workforce planning zeros down on obtaining the right people, then the organization's performance is accounted for as only the best people are hired. Workforce planning incorporates gap analysis by ensuring that the following questions are answered: • What is the needed workforce? • Which kind of workforce is needed, flexible or core? • Should hiring be done externally or internally? • How do we get the required skills, train or outsource? • How do we want to deal with our talent, replace or retain it? • How will we staff, reactively or proactively? • Which kinds of jobs should be focused on? • How are people treated, as a cost or as an investment? • How will staffing be decentralized or centralized? Gap analysis ensures that the organization is always on top of their needs each and every time and as such ensures that the organizational performance is always up to standard. According to Millennium Group International (2013) strategic human resource management is a wide topic but we will be focused on workforce (human resources) planning. A human resource strategy which is comprehensive plays an important role in obtaining an organization's strategic objectives which illustrates that the function of the human resources fully supports and understands the direction of the organization. A human resource strategy thus ensures that the careful planning of people issues makes it substantially easier for the achievement of an organization's operational and strategic goals. Rudolf (2011) reports that the human resource strategy aims to capture the organization's "people element" that is medium to long term goals. Which ensure that the right people are in place, there is the right skills mix, there is a right display of attitudes and behavior and employees are trained the right way? The Millennium Group International (2013) suggests that a human resource strategy adds value to an organization if it: brings out clearly a number of common themes that lie underneath the achievement of strategies and plans that have not been completely identified before and picks out the fundamental underlying issues that must be settled by any business or organization in the event that its people are committed, operate effectively and are motivated. IAAF Media & Public Relations Department (2011) reports that the development of a strategic human resource management system transcends six specific steps; coming up with the strategic direction, outlining a human resource management system, workforce planning, human resource generation, investment in human resource performance and development, the assessment and sustenance of organizational performance and competence. Achievement of an Olympic Gold Medal According to Millennium Group International (2013) a gold medal is a form of medal awarded in a field that is non-military for the highest achievement. Its name comes from the utilization of minimal gold in alloying or plating. The achievement of an olympic gold medal requires talent, training and perseverance. As stipulated by Bushell (2000) the following workforce plan outline will be utilized in the achievement of an Olympic gold medal: 1. Introduction 1. a. Project plan and planning approach The basis of the project is the achievement of an Olympic gold medal. The IAAF Media & Public Relations Department (2013) reports that Olympics take place once every four years and as such the plan will revolve around this concept. The training to be undertaken will be spread to fit into this time line. 2 b. Stakeholder engagement plan Rudolf (2011) reports that the stakeholders in question are given an avenue to float their goals and wants. They are also notified of what is expected of them in terms of their contributions towards the achievement of an Olympic gold medal. 3 c. Workforce segmentation document Workforce segmentation documentation is drawn up that outlines the categories of workers alongside their job description. 2. Demand analysis 1. a. Demand analysis (current and future) An analysis of what is needed is made. Training usually needs a full time coach, a nutritionist, a training space which is maintained by grounds men, workout equipment which will need to be serviced time after time and also need instructors who show the athletes how to use the machines. 2. b. Alternate futures analysis A futures analysis touches on the feasibility of the project that is whether or not the project can be carried out again or determines whether or not there is an alternate project. It also touches on the prospective effect of the project that is the effect it has on shareholders. 3. Internal supply analysis 1. a. Workforce profile The workforce needed in the achievement of an Olympic gold medal are; an athlete, a coach, a grounds man, an equipment trainer and a nutritionist. 2 b. Skills and capabilities profile IAAF Media & Public Relations Department (2009) suggests that the nutritionist in question is able to come up with the athlete's basic metabolic rate on which to base the athlete's total daily calorie needs and draw up daily nutritional needs. All this is based on the athlete's age, height, weight, level of activity and body mass index. The coach in question has previous experience in training an Olympic athlete. The coach is able to come up with an elaborate training schedule that ensures that an athlete is fit enough to perform. The equipment trainer has an in-depth knowledge of how equipment works. The grounds man is able to maintain the grounds for proper training to be able to take place. 3 c. Employee survey The coach, nutritionist, equipment trainer and grounds man are asked a couple of questions to determine their skills, capabilities and passion for their jobs. The data obtained is used to come up with a plan which completely harnesses the available skills to make sure that the goal is met. 4 d. Internal supply analysis (current and future) The availability of the laborers in question is determined. The goal of the achievement of an Olympic gold medal is pegged on the availability of the employees. In that case contracts are drawn and they stipulate the length of the agreement and as such the future employee supply is determined. 4. External supply analysis 1. a. External supply (current and future) The availability of other coaches, nutritionists, equipment trainers and grounds men is determined. The available skills in the market are matched against what is needed to achieve an Olympic gold medal. The records of the workers who can provide the needed services are kept. 2. b. Future external supply A database of prospective employee contacts, remuneration package and availability is kept just in case they are needed to replace the workers already hired or the ones whose term has expired and their contracts are not eligible for renewal. 5. Gap analysis 1. a. Gap analysis Sloan (2010) reports that during the development of a workforce plan gaps are filled by answering the following questions: • What is the needed workforce? • Which kind of workforce is needed, flexible or core? • Should hiring be done externally or internally? • How do we get the required skills, train or outsource? • How do we want to deal with our talent, replace or retain it? • How will we staff, reactively or proactively? • Which kinds of jobs should be focused on? • How are people treated, as a cost or as an investment? • How will staffing be decentralized or centralized? 6. Workforce strategies 1. a. Risks and options analysis The athlete might be injured during training. Take the case of Usain Bolt's hamstring injury that put him on the side lines for some time. However, there might be instances when an injury might be permanent and destroy an athlete's career. The athlete in question is vetted to determine the number of games he can qualify for. For instance can the athlete run both a 100 m and a 200 m race? An example of an option analysis is the knee injury that killed Bruce Jenner's dream of playing football but opened him up to track decathlon. 2. b. Action plan The action plan will be categorized into three; dream big, celebrate small milestones and never give up. The dream is big; the attainment of an Olympic gold medal. This dream inspires the athlete to accomplish more and work harder. The celebration of small milestones makes the journey towards the achievement of a goal realistic and simple. Setting up of milestones takes abstract goals and turns them into concrete. Never give up is a part of the plan that ensures that the goal is not a dream but a reality. The athlete is advised to have a support system that pushes them forward. 3. c. Approval The workforce plan is presented to the stakeholders for approval. As soon as approval is given then it can be rolled out. Conclusion Workforce planning is an important aspect of the successful running of an organization. It ensures that the right people with the right skills are available and that their energy is channeled towards the attainment of organizational goals. However, the major disadvantage of workforce planning is the cost implication involved. References Bushell, S. (2000) The Pros and Cons of Scenario Planning. London: Times Books IAAF Media & Public Relations Department (2009). 12th IAAF World Championships in Athletics. Retrieved October 7th 2013 from http://berlin.iaaf.org/ Rudolf, M. (2011) Rise of the Project Management: Workforce Planning. Retrieved October 3 2013 from http://www.pmhut.com/rise-of-the-project-workforce-chapter-9-workforce-planning. Sloan, J. (2010) The Workforce Planning Imperative. ISBN 978192103375 Sullivan, J. (2002) Why You Need Workforce Planning. Retrieved October 5th 2013 from http://www.workforce.com/articles/why-you-need-workforce-planning The Millennium Group International (2013). Strategic Workforce Planning. Retrieved October 4th from http://www.tmgi.net/files/Workforce_Planning_-_Beckwith.pdf Read More