Workforce Planning

Group 2 Man be on men proviso Autism capital of Seychelles Workforce Plan By jam Watts, Jessica Lim, Luke Farrugia and Kair Aueil For Jan Kelly 06/04/2012 display board of Contents 1. The Necessity of Workforce Planning3 2. Overview of organisation3 2. 1. Autism capital of Seychelless operate3 3. Strategy3 3. 1. Autism capital of Seychelless wad3 3. 2. Autism capital of Seychelless Values3 3. 3. Autism capital of Seychelless commission4 3. 4. Autism capital of Seychelless strategic Priorities4 3. 5. elevate Analysis4 4. international Factors4 4. 1. Global Factors5 4. 2. depicted object and Regional Factors5 4. 3. Challenges5 5. inner Environment6 5. 1. Business Planning Process6 5. 2. Internal Changes6 5. 3. Labour Issues6 5. 4. Organisational anatomical structure6 6. Current Workforce Profile7 7. early tense Workforce Profile7 8. go against Analysis and remainder Strategies7 9. Conclusion and Recommendations8 10. References8 1. The Necessity of Workforce PlanningWorkf orce cookery is a comprehensive serve up that provides managers with a frame give out for making staffing decisions based on an organisations mission, strategic plan, budgetary resources and a set of sought after manpower competencies. (Dessler, Grif drop deadhs & Lloyd-Walker 2007 pp78) Workforce preparedness allows managers to anticipate changes in the orthogonal and internecine employment environment and how they bequeath impact their organisations hands of necessity.It as well provides a basis for managers to devise strategies to tackle said changes and give focusing the maximal amount of value for their dollar. As Autism capital of Seychelles is a non-profit organisation, it relies intemperately upon organization grants and funding. The limitations on this form of income make it imperative that Autism Victoria invests each penny wisely. And because the hiring and rightment of workers is so costly, significant effort must be put into the manpower planning su ffice in ramble to arrest that it isnt costing the keep gild more than(prenominal) than it benefits it. . Overview of organisation Autism Victoria, trading as Amaze, is a segment-based not-for-profit organisation and is the peak body for Autism Spectrum Disorders (ASDs) in the state of Victoria. Their head teacherer is to improve the fibre of purport for commonwealth affected by Autism Spectrum Disorders, their family and carers. They also provide a sphere of services to individuals and agencies with an interest in Autism Spectrum Disorders (including Asperger Syndrome and PDD-NOS). 3. 1. Autism Victorias services Autism Victoria offers the following services free band back up for individuals and organisations affected by ASD * certified and customised knowledge programs for professionals and phone linees * information and statement sessions for individuals and families including the Early Days workshops * autism accreditation for services, naturalizes and practit i wizardrs * administration of the FaHCSIA Helping Children with Autism funding on behalf of governing body * information Services Autism Library, Spectrum Magazine, eSpectrum stark nakedsletter, online resources, Fact Sheets and more 3.Strategy 4. 2. Autism Victorias Vision That all people affected by an ASD wee the best select of life outcomes possible 4. 3. Autism Victorias Values * Diversity * Co-operative genius * Willingness to learn * Background in dealing with an ASD 4. 4. Autism Victorias Mission To provide the best quality range of information, advice and support to families and individuals and advocating for general change, the governing body of ne bothrks, links and comm building blockies and the provision of training and accreditation to the service support system. 4. 5.Autism Victorias Strategic Priorities Autism Victorias almost recent shape up of Directors contact yielded 5 priorities for this quarter. They are 1. To confirm and enhance the role of Autism Victoria as the Peak Body on Autism Spectrum Disorders in Victoria 2. To ensure Autism Victoria is a robust and functional organisation 3. To develop and adopt a reckon of diverse income streams to ensure the financial vi powerfulness of the organisation 4. To provide comprehensive quality information and advice on all matters related to Autism Spectrum Disorders 5.To take designate action to improve the provision of service and standards to people with an Autism Spectrum Disorder 4. 6. SWOT Analysis 4. External Factors thither are several foreign factors which presently make up an influence on Autism Victorias workforce planning considerations. Some of these external factors have a positive influence others, negative. In this section, several strata of external factors forget be established. 5. 7. Global Factors As Autism Victoria is a state organisation, thither arent more global factors presently affecting it. The most notable factors would be the new developments in ASD diagnosing and treatment.The American-developed DSM-X diagnostic tool will be replacing the accredited DSM-IV version, and this has the possible to cause a great deal of uncertainty in the diagnosis of ASDs. Autism Victoria predicts that 20% of would-be autistics would be failed to be diagnosed. This would lead to a large population of ASD symptom carriers cosmos deemed unfit for access to quality knowledge and care. One authority global factor that could be undecomposed for Autism Victoria involves a conference that is truely being held by them each two years. This conference is streamed into 9 regional centres in Victoria.With the advent of new media technology that is available today, they would have the hazard to stream the conference go into surrounding nations, spreading knowledge and awareness some(prenominal) more depressionively. Autism Victoria is constantly on the lookout for new research and technologies which have the potential to benefit their cause. This would greatly influence their workforce planning process, as scientific knowledge and adroitnesss would be a crucial part of assessing an applicants suitability. The advent of this technology may even create new dividing line positions. 5. 8. National and Regional FactorsA national factor which has the potential to affect Autism Victoria is the introduction of a new National Disability Insurance final cause by the puritanical Coalition Government. It is still unknown whether this new process will have a positive or negative effect on Autism Victoria and their beneficiaries. The Department of Education and Early Childhood breeding has released an Autism State Plan for Victoria, which is affiliated to supporting all children affected by an ASD. In conjunction with Autism Victoria, they have been promoting the spread and knowledge of ASDs through with(predicate) the Victorian school system.Autism Victoria is also constricted by the funds and resources they have at their disposa l. Though the amount of funding they have received has increase greatly over the survive few years, there is still mode for egression, as there are still a large number of ASD sufferers in Victoria. 5. 9. Challenges in that respect are several challenges that are circulating(prenominal)ly being showd by Autism Victoria. In Australia today, 1 in coke children is diagnosed with Autism. This places a large demand on the services and support Autism Victoria provides. bread and hardlyter and manpower is a significant part of the fulfilment of these demands.Autism Victorias chief operating officer organises a quarterly board standings in order to discuss a wide range of matters. The flow purpose of their coterminous meeting, which is due to happen as of now is to develop a paper for the government underling what policies Autism Victoria deliberate should be changed or added. They also throw papers on how lots funding is needed. Recently Autism Victoria has been lobbing wit h raising ministers to get the amount of follow out teachers get with autistic people trance studying to become teachers increased.There are currently no guidelines on how much time teaching students get hands on with Autistic children, with umpteen universities offering no hands on time with Autistic children temporary hookup studying teaching. This is something that the current CEO of Autism Victoria believes strongly in and is difficult to get changed. 5. Internal Environment 6. 10. Business Planning Process either year Autism Victoria holds their Annual Planning Day. This is a day where planning for the next year is through. The strategic plan is revised by the Board of Directors, and all managers are required to do SWOT analysis of their departments. . 11. Internal Changes As Autism Victoria as an organisation has had enormous growth deep down the past 3 years, during the increase in size of Autism Victorias operations they have had lease some(prenominal) new people t o meet the demands of the organisation and the community. As a result, current offices have become fix and there is no free office space within their current offices, due to this they are currently looking at moving to a new larger office. 6. 12. Labour Issues Autism Victorias only current problem with labour is an oversubscription.They recently encountered a problem in which 100 applicants applied for a new position that Autism Victoria had made available, this in turn created a problem of having to interview lots of applications. The CEO of Autism Victoria states that they only interviewed the people that where in the yes category because there where so many applicants it was not worth there time to interview the maybes as headspring. 6. 13. Organisational Structure At the head of the organisation structure of Autism Victoria is the current CEO Murray Dawson-Smith. Below him 5 work teams which are headed by respective managers. There are roughly 5 staff per work team.Autism Vict orias Organisational Chart 6. Current Workforce Profile The current workforce apply by Autism Victoria is more than adequate to perform the tasks and operations incumbent at the organisation. Though the company is scattering and will be able to hire more employees, the supply of workers desirous to gain employment at Autism Victoria uttermost exceeds the demand for employment by the organisation. This means that Autism Victoria has a great deal of control over both the intragroup and the external elements of hiring and promotion, and the luxury of choice when it comes to encountering any position within the organization.The internal supply of workers, still, is largely tapped out. Though the workforce is steeply qualified, experienced, and performs their tasks/fills their roles in a manner that meets or exceeds expectations, individuals at the organisation are also well-suited to and fit with their current positions, making internal promotion or lateral movements to fill va cancies and new positions undesirable and an ineffective and inefficient way to meet current workforce needs.External supply is also quite extensive, meaning Autism Victoria has many choices when it comes to filling current workforce needs. A high level of experience is not actually a requirement for considering employment, as extensive training is available for the right candidate. When seeking employees in the external workforce, thence, psycheality, values, and ability to fit in with the other individuals at the organization are the key considerations. 7. Future Workforce ProfileThe most significant difference between the current and future workforce profiles at Autism Victoria is the planned expansion of the organisation, which will alter it to hire fifteen more individuals. As the organisation is devoted to providing autism assistant services, the new hires will need to be willing to work in this environment and to receive ongoing training and development towards providing i ndividuals with autism and their families with always-improving services however current knowledge or experience in the area is not really required.Even so, there are many applicants on file in the external workforce with experience, knowledge, and a strong desire to work at Autism Victoria, much(prenominal) that if the experience and knowledge considerations were to become more important in the future this would not present a problem to the organisation in the slightest. The desire to work for Autism Victoria in the wider external workforce is so strong, in fact, that the company should not have problems filling any on the loose(p) positions for some time, even with the companys emphasis on ability to personally integrate with the other members of the organisation in a plentiful fashion.Such strong embedded cultures can be prohibitive to outsiders, but with a large pool to choose from this should not be an issue. In addition, causation employees will and do apply for open posit ions. Even in the external workforce, then, there are potential employees known to be a serious fit with the organization. The supply of available employees in the external workforce is more than enough to meet the organizations needs. 8. Gap Analysis and Closing Strategies Autism Victoria is in a good state to fulfil their current strategic obligations.However, with the impending relocation on the horizon, they will need to concentrate on expanding their workforce capacity in order to cope with the coming staffing demands. This will not require a large increase in staff-seeking expenditure or effort, as Autism Victoria already has the exposure incumbent to warrant oversubscription. Another area Autism Victoria should focus on is increase the technological capabilities of its workforce. With the advent of new diagnostic and treatment tools, a workforce capable of utilising these developments stands to retain its usefulness far into the future.Autism Victoria can fire this focus by evolution technological training programs for its staff. An increase in funding is imperative to secure the aforementioned developments. Thus, it necessary for Autism Victoria to brood to promote government funding at every available opportunity, as this provides a layer of buffering in the event that said developments fall through and contingency plans must be introduced. 9. Conclusion and Recommendations Autism Victoria has had the good peril of rapid expansion within the closing curtain 5 years, and has thus far been capable of adapting to the changing environment of the industrys workforce.But in order to secure its place in the future and fill out its expanding business scope, Autism Victoria will have to take the following actions * Increase its workforce by 15 staff in order to adequately expand into its new location * Develop a training program to reproduction staff in the use of the DSM-V diagnostic tool * Secure a 50% increase in government funding through the lob bying of ministers It is reasonable to believe that through the use of these recommendations, Autism Victoria stands to perform exceedingly well in the industry in a period out to 2020. 0. References Dessler, G, Griffiths, J & Lloyd-Walker, B 2007 Human Resource Management, 3rd edn, Pearson Education, AustraliaWorkforce PlanningIndia shines Shalini Shukla 18 Apr 2012 In the last two decades, India has gone from being one of the least(prenominal) globalised economies in the existence to one of the most dependent on world(prenominal) commerce. Our markets are more open, we enjoy a wider range of consumer items than ever, and those who go overseas (far more than ever before) finance their travel expenses with foreign exchange, says Shashi Tharoor, elected member of the Indian Parliament from the Thiruvananthapuram constituency in Kerala and former Minister of State for External Affairs. Business process outsourcing has (also) tied large numbers of Indians to foreign work environme nts and business partners. This year, India is poised to over take Japan as the leash largest economy in the world, based on buying power parity. James Agarwal, consulting director and head India, BTI Consultants, a part of Kelly Services, says that main growth stimulaters wait to be a variety of internal and external factors, including investment-friendly earthly concern policies and regulations. India has also successfully raised its aggregate savings rate to levels that would allow bear on high levels of domestic capital formation, in turn helping high growth, says Agarwal. While Indias economy is one of the worlds most dynamic, corruption, sloppy standards, a lack of decent staff and too much red tape are common gripes amongst businesses. Prince Augustine, EVP Human Capital at Mahindra & Mahindra, says there is much to be improved. The potential of India has not been fully tapped in terms of its resources and people capability, he says. There is ample scope for growth lo oking at the vast expanse of the country, its population and rich heathenish heritage. The countrys labour force is one to be reckoned with. It boasts the worlds largest labour pool, with 270 million entering the workforce over the next 20 years, says McKinsey & Company. It also has the worlds youngest workforce, with 70% of the population go under the age of 35, according to the latest Indian Census. By and large, people (in India) are hard- work, and management is participative, forward-looking and quite performance-oriented, says Augustine.Agarwal agrees and says work culture in India requires one to be acclimatised to the behavioural as well as cultural variations of the country. For instance, here, people consider their family when accepting job proposals, although Gen X is emulating the west gradually, he says. Also, workers in India have a strict work ethic they do not mind even on the job(p) on weekends if the demands are such, strange most other countries where weeken ds are almost exclusively considered personal time. However, Agarwal added that Indian workers can be rather particular about certain festivals which cannot be ignored, such as Diwali. Gender equality While India has sure done some things right on the business front to achieve double-digit sparing growth, gender equality in the country still has a presbyopic way to go before it comes even close to levels of other economic giants. According to the Gender Sensitivity Benchmark for Asia 2011 report, India is the worst among six superlative Asian economies when it comes to the representation of women in the work at the junior- and middle-level positions.Indian multinational companies studied had the lowest number of women employed, at 24. 43% of the nub workforce in India. Agarwal laments that de malevolency the fact that recent multiplication have witnessed a boost in the status of women, such discrimination still come alongs to exist. inconsistency here relates to matters a like pay, conditions pre- and post-employment, promotions and other opportunity matters, he says. For a developing country like India, gender equality is still a dour way off, coupled with unprecedented efforts to grant women an equal status and thereby ensure her development. There is a silver lining though. In spite of all the challenges, India has shown and worked on progressive policies. Today, most of Indias companies are committed to providing equal employment opportunities for all. Employers are more and more realising the value of trained clement resource, especially women in India. Diversity hiring intent among leading companies has gone up by almost 500% since 2010, according to a study by the Chennai-based FLEXI Careers India, which sources only women executives. Some organisations are changing their HR policies to retain their important employees, says Agarwal. There are companies which are providing flexibility so that female person employees at various life stages could benefit from these policies, like working from a divergent city, sabbatical from corporate life, and extended maternity leave. A host of companies, like Godrej Industries, Pepsico, Genpact, Kraft, P&G, Deutsche Bank and others, have all stepped up their gender miscellanea hiring recently.Progressive companies such as Mahindra & Mahindra believe in equal opportunity and do not discriminate in any form. Our philosophy is that the right person should be selected for the job. We have an evolutionary approach to diversity as the working population base needs to be adjust to ensure that there is a rich supply of employable workforce, says Augustine. In the manufacturing sector to begin with in engineering, although the number of woman employees is limited, we have good representation. IBM is another company thats been championing diversity in the workplace. Three or four times a year, a team from IBM goes on a recruitment drive with a difference they screen and select only fem ale employees. button-down estimates suggest IBM has added well over 2,000 women in two years, with the proportion of female workers increasing from 24% of the workforce to 26%. We keep trying to expose new ways of hiring women, Kalpana Veeraraghavan, diversity manager for India and South Asia at IBM tells The Economist. This is not just about filling a talent crunch. There is a strong correlation between success in the marketplace and having a diverse workforce. Other examples include Genpact, where the overall ratio of men to women is 6040 Kotak Mahindra Bank, where two out of 10 employees are women and KPMG, which has increased its head count for female employees by 75% as compared to its figures for 2010. Schneider Electric has also bumped up its percentage of women in the workforce from just 9% in 2009 to 20% in 2011. Money talksCompanies in India are cautious, but also surefooted of long-term performance this year. Organisations have emerged in a mature way post-downturn w ith a stronger payment philosophy in place, designed around pay for performance and a comprehensive view for long-term sustainability. According to the convert Group Compensation & Benefits Report 2011, the country witnessed an actual average pay increase of 11% in 2011 and is optimistic about seeing double-digit growth this year at an average of 12% crossways levels.Sridhar Ganesan, managing consultant and Rewards formula Leader, Hay Group India, says, in a short span of the last five years, the Indian employment market has witnessed a range of behaviours with employers on a hiring spree and also in rightsizing mode. The market is now steady and maturing to the next level of employer and employee relationships. Graduate salaries are also picking up with monthly salaries touching Rs 40,000 (US$758) in industries including engineering, sales, marketing and even in support functions such as finance and HR.Salaries are going up at a good time as India experiences its highest inf lation rates yet, with the annual inflation rate for the country accelerating to a 13-month high of 9. 78% in August 2011. For instance, Mahindra & Mahindra does regular Mark-to-Market comparisons and appropriate changes are made in compensation based on market realities. Employees are aligned to these realities, says Augustine. Ganesan also discover that there is a constant reinforcement of pay for performance. Bonus figures have been continuously showing an increasing trend year-on-year, as organisations now believe in pay for performance with controlled merit increments. More organisations have certainly designed variable pay to induce a performance-driven culture. The target indemnity percentage ranges between 8% and 44% of base salary at junior management levels, 1163% of base salary at middle management, and 1575% of base salary at fourth-year management levels. The Hay Group report found that around 79% of the organisations participating paid some form of bonus in the la st 12 months.When it comes to bonuses, Diwali is the time when employees expect them in India. According to The Economic Times, Diwali bonuses range from 10% to over 200% of elementary pay. Consumer durables companies and IT and business process outsourcing companies are the most generous, with the former giving out 20250% of basic pay during the festive season and the latter shelling out 80100% of basic wages as bonuses. Bonuses in the financial services sector range from more conservative figures of 1650% plot of ground those in the automobile industry fluctuate between 10% and 25%.The retail sector can give out anywhere from 9% to 60% of basic pay in bonus pay-outs during the festive season. LG Electronics India is a case in point. The consumer durables company gives out a total of 200700% of basic salaries to its 4,500 employees annually through six bonuses, including two biyearly performance incentives in January and July, a Diwali bonus, a post-Diwali bonus, an LG birthday bonus in May and a retention bonus to employees who have completed two years of service at LG.The retention bonus is a supreme of 400% of an employees basic monthly salary and is paid in trinity instalments in every consecutive year. Talent development There is no doubt that Indias vast manpower pool has contend a vital role in its economic success story. It is increasingly obvious that the success of Indian companies is not just based on superior access to raw materials or technology or patents, but also fundamentally upon human skills.The major challenge, though, seems to be the issue of upgrading skill sets of this human resource through training & development in the face of high attrition and competition, says Agarwal. Indian companies are recognising their responsibilities to enhance the employees opportunity to develop skills and abilities for full performance within the position and for career advancement, he says. The India that is going global is also a remarkably young country. Indias youth population remains an under-utilised economic asset, says Tharoor. Census figures show that about one-fifth of India belongs to the 1524 year age group.Each year, the country will add around five million young adults in that age group five million potentially productive workers providing India with the fuel it needs to drive productivity high, powering its economy even further. The discipline system is working to create a steady stream of young talent. According to National Association of Software and Services Companies (NASSCOM), each year over three million graduates and post-graduates are added to the Indian workforce. However, there is still room for receipts in terms of developing this talent. Todays new graduates seem to be grossly lacking in all-round skills something thats expected, inclined their formal education, says Agarwal. Augustine agrees, saying some big concerns include the employability of fresh graduates and how aligned these graduates are to business reality. Still, many reforms are underway, from governance structure of higher education and de aboriginalisation, to major investments in faculty development, for both private and public institutions. A lot of effort is being put into expanding tertiary education, especially for low- and middle-income students, says Agarwal.Corporates are also doing their business to improve the quality of education and hence increase the number of employable talent. For instance, Wipro works closely with the Indian school and college system through the Wipro Applying Thought in Schools (WATIS) programme. The strategy revolves around systemic education reform and transforming the current nature of schools and pedagogy, it works through construction capacity of social sector organisations working in the space of education and directly with schools. The WATIS programme has engaged with over 2,000 schools and 30 social organisations across 17 states of India.Mission10X Learning Appro ach (MxLA) is another program by Wipro that focuses on improving the potential for employability of engineering graduates in India. It does this through direct competitiveness with engineering colleges and faculty capacity development. The program reaches out to over ccc colleges and has trained 10,000 engineering college faculty members. Aditya Birla Group offers Management Trainee Programmes through which the company recruits exceptional management graduates from the best business schools in the country.Siemens Indias one year training programme sees newly recruited management trainees undergo a rigorous five-week classroom training, six stints of three weeks each in Sales, Operations, Finance, HR and Corporate Strategy, and a 26-week project within a business unit or corporate function. The synergy between the public and private confederacy with a strong focus on key HR programmes such as talent management and employee capability-building, coupled with attraction and retention will be pivotal as India continues its journey of rapid growth.Laws to keep in mind when doing business in India+ According to James Agarwal, consulting director and head India, BTI Consultants, some important Labour pretends which are applicable for carrying out business in India are+ Employees Provident Fund and Miscellaneous Provisions Act+ Employees State Insurance Act+ Workmens Compensation Act+ gestation period Benefit Act+ Factories Act+ Minimum Wages Act+ compensation of Wages ActJugaadA Hindi slang word, jugaad (pronounced joo-gaardh) translates to an improvisational style of innovation thats driven by scarce resources a case of get it done, by hook or by crook. Just as Guanxi describes the central idea in Chinese society, jugaad is almost a way of life in India. Most workers in India embody this intrinsic trait of jugaad in their day-to-day work, allowing them to creatively come up with products and services that are more economical both for the supplier and consumer, and maximises resources for a company and its stakeholders in as little time as possible. Resolutions for 2012The English daily, Mumbai Mirror, sums up some of the biggest workplace resolutions that people in all industries will try to keep in 2012+ Encourage leadership This comes in handy as companies transition from unlikeable to open source leadership formats this year+ Monitor workplace reproof Managing office gossip is important in keeping major conflicts at bay+ Strike a connect Know the why and then focus on the task, helping to avoid miscommunication, politicking, etcPOISED TO Cool, calm, collected or waiting at attention as in poised to strike. purchasing power parity aggregateaccumulated,added,amassed,assembled,collected,collective,combined,composite,corporate,cumulative,heaped,mixed,piled,total