BSBHRM602B MANAGE HUMAN RESOURCES STRATEGIC PLANNINGPRESENTATION 5

PRESENTATION OBJECTIVES

At the end of this presentation you will know how to:

• Understand change management strategies

• Identify workforce trends

• Understand organisational climate

• Identify government policies and the labour market

• Learn how to monitor workforce plans

• Understand the continuous improvement process

CHANGE MANAGEMENT STRATEGIES

Transformational Change

Incremental Change

Strategic Change

Operational Change

Planned Change

Unplanned Change

Change management strategies will vary depending on the type or nature of the change.

Organisational change can fall into one or more of several categories, each with their own subtle differences as outlined in the graphic below.

CHANGE MANAGEMENT STRATEGIESResistance to change is quite normal; however actions to disrupt obstruct or prevent the change process, will only cause harm to the organisation, and ultimately the employees within it. In order to overcome the resistance, you need to understand the reasons for it. These can include:

• Lack of trust in management

• Fear that familiar routines, working methods or conditions will be eliminated

• Fear that change will reduce their status

• Fear of loss of job security

• Lack of understanding of the benefit of change

• Belief that change is not needed at all

• Fear that the organisation is “moving ahead without me”

Consequences of not managing the change include:

• Loss of key employees

• Increased workplace stress

• Productivity drops

• Loss of market position

• Failure to achieve the change objectives

CHANGE MANAGEMENT STRATEGIES

WORKFORCE TRENDSAs your workforce changes, as external conditions change, as

organisational culture and norms change, so do the reasons for leaving.

Workforce plans need to be adjusted in line with this.

The exit interview is conducted by an HR practitioner with the express

purpose to determine what has caused someone to leave, and what, if

anything, an organisation could have done to stop it.

They should also shed light on what the employee feels about the

organisation.

Exit interview questions should generally be open ended in nature to

allow for as much free thought and expression. You will need to analyse

the results of exit interviews before any strategies can be developed.

Demographic trends have a significant impact on Australia’s labour force. It is expected

that between 2010 and 2020, more people will retire than will join the workforce.

Organisations will face increasing competition for a limited number of workers.

Globalisation also means that workers are more mobile and Australian’s are particularly

prone to travelling. Equally, this means that Australian organisations now have more

access to overseas workers.

Another trend in the workforce is the increased participation of women in the workforce in Australia:

• female labour participation rate has risen from 45% to 55% in the last 20 years

• women now represent about 47% of the overall labour force in Australia

• 48% of mothers are currently in some form of paid work

Technology advancements have seen changes in the demand for different types of skills. E-commerce skills are more highly sought than face to face staff. In order to meet labour demand, organisations may need to look for workers overseas, outsource, and change the structure of their business or the nature of the work they do.

WORKFORCE TRENDS

ORGANISATIONAL CLIMATEOrganisational climate impacts on:

• Employee retention

• Job satisfaction

• Employee wellbeing

• Absenteeism

• Workplace stress

• Performance levels

• Goal attainment

• Innovation

• Productivity

• Profitability

Ways to measure organisational culture and climate include:

• Organisational ideology questionnaires

• Organisational culture inventories

• Organisational climate questionnaires

Questionnaires can be asked as either a survey, or as an

interview. Interviews generally allow for more detailed

investigation, provided the interviewer builds a good rapport

with the respondent.

ORGANISATIONAL CLIMATE

Things to consider when designing a survey -

• The sequence of items should be logical, preferably from easier to answer to more difficult. Easy items encourage completion, so a difficult opening question may encourage people not to complete, or complete truthfully

• Items that have the same or similar subject matter should be grouped together to make it easier to respond to

• Survey should ask for facts wherever possible. Where opinions are necessary, the scenario or context is important to capture as well

• Most respondents prefer to answer multiple-choice, yes/no or scaled questions. Not only is this easier to tabulate, it often makes for more objective and accurate answers

• Where it is appropriate to ask freeform questions, make sure you leave enough space for respondents to answer

• Make sure that your questions ask for information that will be easy to remember. Don’t go too far back in time, or ask about obscure events

• Wording must be clear and easy to understand

ORGANISATIONAL CLIMATE

GOVERNMENT POLICY ANF LABOUR MARKETImmigration Policies

• As Australia experiences shortages in certain skill sets, Australian organisations, and government, need to look abroad or invest in skills gap education. As education has a delayed impact on supply, a more immediate solution is to encourage skilled migration into the country.

• Certain occupations are awarded higher “immigration points” than others, based on labour supply for the skill.

• Check out this site for the types of jobs on the skilled occupations list

• http://www.immi.gov.au/work/pages/skilled-occupations-lists/skilled-occupations-lists.aspx

Education and Training:

• Education and training is impacted at both State and Federal

Levels. Policy changes at either level can have serious impacts

down the line. Federal government provide the lion’s share of

funding for education and training which is generally

distributed through state governments.

GOVERNMENT POLICY AND LABOUR MARKET

MONITORING WORKFORCE PLANS

The effectiveness or performance of workforce plans need to be

monitored and analysed on a regular basis to determine how

successful an organisation is in achieving its objectives. Succession

plans and leadership development will generally take a few years to

show results.

Analysis of performance will generally show performance gaps, where

outcomes do not meet objectives. These usually occur for one, or

several of the following reasons:

• Lack of commitment by key individuals

• Lack of understanding or knowledge

• Lack of resources

• Failure to consult

• Changes in internal and external environments

• Failure to communicate effectively

• Implementing unnecessary changes at the expense of

necessary ones

MONITORING WORKFORCE PLANS

To identify whether changes need to be made, consider:

• Are current workforce plans and initiatives working well?

• Are there any shortfalls in current workforce plans or initiatives?

• Can current workforce plans and initiatives be improved?

• Are there any recurring problems or issues?

• Is there a better way of doing things?

• Have the priorities or objectives of the organisation changed?

• Have staff numbers increased/decreased?

• Are other organisations in the industry doing things differently?

• Have changes occurred in the labour market?

• Have external events/influences impacted on the organisation’s labour demand or supply?

MONITORING WORKFORCE PLANS

CONTINUOUS IMPROVEMENT

Reviewing and updating workforce plans regularly is part of the

Continuous Improvement process. This continuous process is

imperative to the successful operation of an organisation. It is often

based on the Kaizan or PDCA cycle and is integral to quality and

quality control.

Plan

Do

Check

Act

PRESENTATION SUMMARY

Now that you have completed this presentation you will know how to:

• Understand change management strategies

• Identify workforce trends

• Understand organisational climate

• Identify government policies and the labour market

• Learn how to monitor workforce plans

• Understand the continuous improvement process