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BSBHRM513 Manage Workforce Panning Assignment Sample

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Introduction: Addressing Worker Needs Through Diversity and Age Management at Woolworth

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Present report is based on implementation plan to address the needs of workers working in Woolworth. The organisation is in Australia. The company is having more than 30 employees. Plan for managing senior staff and planning rules have been explained in the report. Diverse requirements of organisation workers have been illustrated. Further implementation plan for and turnover figures has been explained.

Part A: Implementation

1) Plan for diversity management, training and recruitment

 Implementation of plan: All the needs of the labour described above should be fulfilled by the organisation. Action plan is the responsibility of the company and is is not only the duty of director of diversity (Hennekam, Tahssainâ Gay and Syed, 2017). All the top management of the firm will be included in the plan implementation. In the assessment of diversity needs employees' satisfaction research will be done. In this assessment, all the below mentioned needs will be addressed. In assessing all the diverse need of the workers of company development of diversity plan will be done.

Diversity management in the Woolworth is as follows:

Internal labour needs identified

Strategies to address need

Resources and/or Budget required

Proposed time frame


Human resource of the organisation need to make some strategies for recruiting employees and staff members 


 2 weeks


Training program will be organized by HR of the company


3 weeks


Plans will be made for replacing employee to new task of job in the organisation


1 week


Awards will be given on the basis of performance of each employee


3 weeks

Enterprise agreement

Agreement of the company will be communicated to employees by emails.


 1 week

Fair work legislations

Rule and legislations will be made by organisation to provide equal opportunities to all the employees.


2 weeks

2 Turnover figures terms of percentage for determining future employee needs in company

To determine the future need for worker in Woolworth, suppose 1000 employees are currently working in the organisation. 300 workers from these are leaving then staff worker retention rate would be:

Total employees

Employee turnover

Employees required



 30 percent

The organisation would require 300 more employees more in the future.

3) Organisation chart and determination of 3 key positions to be utilised in implementation of succession plans

Succession plan is defined as determination of new people when one person in the organisation retire or dies (Kim and Park, 2017). It is the process of replacing old leaders with new ones in order to maintain the success of the company. 

For ensuring the success of the organisation employee retention will be managed in the following way. In the figure below if an employee at the top position will retire or die then the employee below him/her will be promoted to the former one's position. For example, if the Research and development engineer of the organisation retires or dies then he will be replaced with engineer working under him. Similarly, in case of director, if the director of the company retires then he will be replaced with general manager of the organisation. To retain the employees the desired candidate will be replaced with the older ones (George and Yusuff, 2017). The three-key position to be used in implementing succession plan is as follows:

  • Board of directors
  • Director of the organisation
  • General manager of the company

For managing the succession plan these three people will be replaced by person working at lower position to them.

 Organisation chart for the Woolworth is as follows:

4 Succession plans to ensure the company to become employer of choice

Succession plan is termed as identification of new people when one employee in the organisation retires or dies (Dobusch, 2017). It is the process of replacing old leaders with new ones in order to keep the success of the organization (Jnitova, V., Elsawah, S. and Ryan, M., 2017) . It will also help in ensuring that desirable workers are retained (Kippenbrock and, 2017). To implement succession plan Woolworth can do the following:

Performance based strategy: To implement succession plan the company can evaluate the performance of the employees. This will help organisation in promoting the desired worker to the retired worker's position (Foley, And, 2017). Analysing performance of employee can be done on the basis of work and efficiency. Best employee to move to upper level position cab be selected using this strategy (Brewster and Hegewisch, 2017).

Reviews from peer employees: In succession plan implementation, the organisation can take reviews from peer employees of the worker about his/her work and behaviour. This strategy will help in analysing the performance of employee who is to be promoted (Rudolph, Toomey and Baltes, 2017).

Talent pool strategy: The organisation can use talent pool to identify the best employee who can be move to the retired ones' place (Almeida and Fernando, 2017). In this pool of employees, the high performing employees will be judged on the basis of their competencies and skills. This talent pool will help in identifying the best candidate for ensuring the success of the organisation.

Using this strategy Wool worth can implement its succession plan. It will also help in ensuring that desirable workers are retained.

Part B Review of workforce plan and evaluation

1 ) Review of work force plan

According to the work force plan implemented the Woolworth requires extra number of employees in future . The organisation requires 2 general managers who will help in managing whole operational activities in the organisation. Two assistant manager would be required in the company to assist the general managers. 3 cashiers are required in work force of the organisation. Cashiers will support in managing cash and funds in the company. 4 sales representative would be needed in changed work force of the enterprise. These sales representative will support in product marketing and selling. In the changed work force 2 customer care executives would be needed by the company. These customer care executive will support in solving problems of consumers. These consumer care enforcement will support in solving grievances of consumers. 2 stock mangers are required in the work force of the company. These stock manager will help in managing the stock of the organisation. Other employees required are 4. They will support in managing the extra work of the organisation. In this pattern the work force change plan will be executed.

2 ) Climate survey of 10 employees and line managers for identifying their satisfaction

Questionnaire for conducting climate survey

From how long you are working in the organization?

· 0-3 Years

· 4-9 Years

· Over 10 years

Do you feel satisfaction in your job or are you satisfied with organisation working procedure?

· Strongly agree

· Agree

· Neutral

· Disagree

· Strongly disagree

Are you satisfied with current leadership styles used in the organisation?

· Yes

· No

· Can't say

Are you satisfied with motivational factors of the company?

· Promotion

· Pay

· Incentives

· Any other

· Can' say

Providing quality of working environment results in influencing individual's motivation level?

· Strongly agree

· Agree

· Neutral

· Disagree

· Strongly disagree

Do you think there is requirement of modifications in the current policies and practices in the company?

· Yes

· No

· Can't say

Analysis of data

Theme 1: Employees are working in the organisation from 7 years.

Theme 2: Employees are satisfied in their job but not with the working processes of the company.

Theme 3 : Employees are not satisfied with the leadership style.

Theme 4 : Workers are satisfied with promotional factors in motivation.

Theme 5 : Employees are satisfied with working environment of the organisation.

Theme 6 : Staff members wants modification in organisation's policies.

Result of the survey

From the above conducted survey it has been found that majority of the workers are working in organisation form more than 7 years. 100 workers are satisfied in their job but rest of them are not satisfied with the working procedures of the company. 70 employees are not satisfied with the leadership style. Most of the employees are satisfied with promotion factor of motivation in the firm. 40 Employees are satisfied with working environment of the organisation. Al the staff members wants modification in organisation's policies. 

3 ) Objectives and strategies for internal and external changes

From the findings of 1 and 2 employees of Woolworth are moderately satisfied with working environment of the organisation. Employees are not satisfied with the leadership style. So the fir needs to change its leadership strategy to and style of leadership. It will help in getting effective work form employees. Staff members of the firm are not satisfied with the working procedures of the company. So the firm requires to change its working style in order to improve work effectiveness. Staff members of the organisation wants modification in organisation's policies. So the human resource of the organisation needs to change its policies for welfare of the

employees and should make amendments in these policies. Promotion procedure is also not good in the firm due to which workers are unsatisfied in the organisation.

4 ) Global trends and incidents for influencing the work force planning

Globalization and global trends can highly impact the work force planning of the organisation. Global trends like GFC, climate change, work force casualisation, epidemic and fire incidents. Following are the global trends which can impact work force planning is as follows:

Climate change:  Climate change highly impact work force planning or he organisation because there are some industries which are based on labour. Seasonal labour impact work force planning as company do not get workers all over the year (Earl, Taylor and McLoughlin, 2017). Lack of labour highly impacts the organisation's work force planning. Change in climate also make the labour unavailability.

Global financial crisis: GFC highly impact work force planning or he organisation because financial crisis decreases the consumer speedings on buying products. Due to this reason organisation do not get enough funds to pay to the employees (Almeida and Fernando, 2017). So organisation remains unable in planning work force. Crisis impacts the income of organisation due to which payments of the workers get affected. Remuneration in the organisation increases due to which work force planning gets affected.

work force casualisation: It is the procedure in which the employment from the workers move form full time to part time or as casual contractors. This hugely affects the organisation's work force planning. This shifting of employees from full time employment to part time employment makes problem in planning work force. Casualisation such as percariat, permatemp and contingent work.

Major fire: Fire incidents at workplace destroys all the resources of the organisation due to which work force plan of the company gets affected. Destruction of company's resources influences al the plans that the company has made before. This affects all the planning processes of the company.

Epidemic: If any epidemic is spread in the organisation then there will be problem in maintaining the work force planning. Epidemic in the organisation can affects other people also in the company. It can impact the whole planing or organisation about work force.


Summing up the above report it can be conclude that there are diverse needs of workers which should be fulfilled by the organisation. Woolworth should work towards the diverse requirements such as awards, rewards, fair work legislation. Turnover figures of the company concludes that staffing needs should be given preference to retain the employees in the firm. Succession plan ensures the success of the organisation by promoting employees to the upper level position. Workforce planning gets highly affected by global trends like GFC, climate change, fire incidents etc. It is recommended that proper surveys should be conducted by the organisation to determine the satisfaction of employee in the company.


Books and journals

Almeida, S. and Fernando, M., 2017. Making the cut: occupation-specific factors influencing employers in their recruitment and selection of immigrant professionals in the information technology and accounting occupations in regional Australia. The International Journal of Human Resource Management. 28(6). pp.880-912.

Brewster, C. and Hegewisch, A. eds., 2017. Policy and Practice in European Human Resource Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.

Dobusch, L., 2017. Diversity discourses and the articulation of discrimination: the case of public organisations.Journal of Ethnic and Migration Studies. 43(10). pp.1644-1661.

Earl, C., Taylor, P. and McLoughlin, C., 2017. Recruitment and selection of older workers. Encyclopedia of Geropsychology, pp.2009-2015.

Foley, J.R. And, 2017. 104 A service review and comparison of resource? utilisation with the change in recommendations from nice 2010 cg95 to the nice 2016update (chest pain of recent onset: assessment and diagnosis). Heart103(Suppl 5), pp.A77-A77.

George, O. and Yusuff, K., 2017. Introducing complexities into diversity management in the Nigerian workforce system: announcing the arrival of crude oil in the nation's economy.Journal of Research in National Development. 15(1).

Hennekam, S., Tahssain‐Gay, L. and Syed, J., 2017. Contextualising diversity management in the Middle East and North Africa: a relational perspective.Human Resource Management Journal.

Jackson, A., 2017. Pet numbers for public health and workforce planning.

Jnitova, V., Elsawah, S. and Ryan, M., 2017. Review of simulation models in military workforce planning and management context. The Journal of Defense Modeling and Simulation, p.1548512917704525.

Kim, S. and Park, S., 2017. Diversity Management and fairness in public organizations. Public Organization Review. 17(2). pp.179-193.

Kippenbrock, T. and, 2017. Nurse Practitioner Leadership In Promoting Access to Rural Primary Care. Nursing Economics. 35(3). p.119.

Rudolph, C.W., Toomey, E.C. and Baltes, B.B., 2017. Considering Age Diversity in Recruitment and Selection: An Expanded Work Lifespan View of Age Management. In The Palgrave Handbook of Age Diversity and Work (pp. 607-638). Palgrave Macmillan UK.

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