Sample Paper on Tools and Principles of Effective Workforce Planning

Tools and Principles of Effective Workforce Planning

The main principles of an effective workforce are numerous, but the most important aspect is that they focus on the set of skills a worker possesses, the obedience and values that a worker is aware of, and the responsibility as well as ethical etiquette present within a worker. Without such principles, a worker is not as valuable to employers as he/she should be. Therefore, there are various tools that can make a worker the kind of person the companies actively look for when searching for employees.

In order to organize the effective workforce planning, estimating the number and type of human resources required over a period of time to meet the organizational goals is a key principle.  Additionally, examining the context and the environment in order to formulate the appropriate strategies is an important principle in the workforce planning. Analyzing the profile of the current workforce, particularly; demographics, skills, issues, and gaps will be critical in the workforce planning.

Workforce planning model:

Premised on the gap analysis current workforce’s profile, the demand for the future workforce can be formulated. Further, action based planning is crucial component in workforce planning in order to close the gaps. It is worth noting that conducting the demand planning that involves head count required in each organizational unit is road map in determining the understaffed areas to facilitate the effective planning of workforce.

. HR’s Role

Basic Succession

The succession planning is an issue that numerous associations do not address in any deliberate way. Since many charities are small (with less than 10 representatives) and on the grounds that they might confront other hierarchical difficulties, contemplating who the following official executive may be or what might happen if the chief of funds left is not high on their priority list. There are numerous reasons of organizations’ putting into consideration the succession planning. The most essential reason, obviously, is that organizations depend on staff to carry out missions, provide administrations, and meet the organizational objectives. It is important to consider what might happen to those administrations or the capacity to satisfy an organization’s central goal if a key staff member left.

As such, HR has an important role in developing the basic succession and career development plans. It can be achieved via vast strategies, for instance, liaising with senior management to ensure that the succession plan is well documented and effectively strategized. Through effectively liaising with the organizational management, the HR will lead the succession planning by changing substances of working environments. The relevant example is the approaching retirement of the Gen X-ers is relied upon to majorly affect the workforce limit. With watchful planning and planning, HR can deal with the successions  an outcome of the generational exchange of authority in addition to the continuous changes that happen routinely when key representatives leave an association.

Despite the fact that the sort and degree of planning will be distinctive, HR will extensive formulate the succession plan. The viable succession planning bolsters hierarchical dependability and supportability by guaranteeing that there is an established procedure to meet staffing necessities. Sheets and official executives can demonstrate the initiative by having the procedures and procedures set up to guarantee that such moves happen unproblematically, with the little interruption to the smooth running of the organizations.

Career Development Plans

A Career Development Plan constitutes a rundown of both the short- and long-term objectives that organizational representatives have with regard to their present and future occupations. In addition, it includes an arranged grouping of formal and casual encounters to assist the workers in accomplishing their objectives. Such objectives should be connected to every individual’s qualities and potential in an organization. The career development plans are typically prescribed to all organizational workforces in order to facilitate transient development and advancement targets are adjusted and upheld by their chiefs or managers and their long-term vocation desires are reasonable.

The motivation underlying a career development plan is to assist organizational workers focused in accomplishing their objectives. In this way, an organization likewise improves the probability of holding on to representatives, since workers perceive that their superiors have helped them accomplish their career objectives inside the organization as opposed to workers believing that they have to leave to achieve such objectives elsewhere.

The HR has an obligation of formulating the Career Development Plan in order to assist workers in setting the sensible desires for vocation development by proposing time spans for specific breakthroughs to happen, for instance, advancements and distinguishing zones that representatives need to create before getting to be qualified for their next career turning point. Being that Career Development Plans are just plans; they do not demonstrate career responsibilities to the worker nor the manager or supervisor. However, the career development plan can be an extremely valuable apparatus for vocation improvement careers working inside certain companies and organizations.

HR can cooperate with vocation experts in energizing the improvement of those they oversee. Utilized fittingly, the career development plan can assist the director in concentrating on supporting representatives in increasing new abilities while enhancing their associations. Additionally, it helps representatives remain on track and push ahead in their vocations.

Role of HR in Downsizing in an Organization

Organizations have different departments and sections  organized at a very coordinated level. Each section or department is assigned to its own task. Additionally, each department and section is obliged with different responsibilities  undertaken in such a way that the flow of production and operations, as well as management within the said organization, carries on without any hindrance or problem.

HR has a crucial role in overseeing the downsizing of an organization. Due to the complexity of the organizations, it is challenging looking at the aspect of downsizing in one straight flow, and so it is extremely important that organizational levels be formed in order to bring about a positive effect on the organization’s performance in the long run. It will allow an organization to be able to achieve its long-term goals as well as maintain both the quantity and quality in products, in order to stay on course to achieve the profit maximization. Birnbaum observes that often people think that conducting a smooth downsizing exercise in an organizational a simple process; it is certainly not the perception (57).

HR constitutes essential members of organizational downsizing committees. The HR manager is obliged to develop the plan for downsizing that entails important issues; attrition management, outplacement, distribution of workforce after downsizing, re-skilling and training programs required. With every organizational level comes a set of different responsibilities and decision-making criteria that heavily rely on the expertise of people who undertake such tasks. As such, the HR will be required to communicate effectively to the affected staff to minimize negativity and ensure that the affected individuals are exposed to the factual information regarding downsizing.

The HR is obliged to lead an organization’s downsizing process. One wrong decision and the entire organizational level could collapse like a chain-link due to the fact that each level is dependent on the other. Consequently, the HR should clarify an organization’s strategy, analyze and choose the optimal downsizing options. In this manner, it becomes clear as to determine the way one can communicate to employees regarding the organization’s intention to downsize by examining different departments and cutting down labor in such departments when the time comes or when it is evident to do so.

For example, when there are numerous conflicts taking place, the conflict management can be used as an ethical way to cut down on more labor than was originally thought to be violating the conflict rules of the company. It is because a company may be operating at a loss by keeping too many individuals aboard. The HR will then implement the downsizing changes and further address the needs of the workforce that will remain and that will leave. Ingrained in Maguire 80 dispositions, HR should execute the downsizing process based on the organization’s growth plans.

HR Roles in terms of Job Description, Person Specifications and Competency Frameworks

Finally, when it comes to comprehending of the scale of organization’s work toward improving the satisfaction of the labor  involved with them, it can be determined that the role of HR in this case becomes more than just mere departmental procedures. The HR contributes towards formulating methods of job rotation and more or less delegation, depending on what circumstance the department’s company is facing with the labor in order to make the labor workforce more focused and productive in their assigned tasks rather than negligent and inefficient over the course of time.

Moreover, the HR contributes towards ensuring employees to maximize their job satisfaction. This is attained through motivation programs and through encouraging departments to come up with new job descriptions for employees that the company is willing or ready to hire to boost job morale. The HR will also use it as a primary department to interview, scan, and train individuals  bound to become employees or to further develop individuals who are already part of the company’s workforce in order to meet personal specifications.

The HR should take the lead in promoting continuous improvement as an ongoing practice of addressing employee concerns and making adjustments to the quality of an employee needs to maximize job satisfaction (Patrau 44). It should involve making the continual small improvements rather than making big and drastic employee demand changes at irregular intervals in a system. It will require close monitoring and control by the HR improve job employee competence, efficiency and maximize output.

Through formulating a strategic plan, the HR will seek to achieve the highest service delivery with the optimal  performance from employees. The HR should contribute towards building employee goodwill and realizing satisfaction of the legal and ethical obligations of the organization to ensure employee competence. In addition, the HR’s contribution towards formulating a strategic plan should seek to outsource experts to train its internal employees to enhance efficiency and personal specifications in realizing performance objectives. Further, the HR should contribute in coming intends with Key Performance Indicators (KPIs) in order to ensure continuous improvement of employee competence is realized.

Q5. Legal Requirements for Recruitment and Selection

There are laid down requirements and framework applicable during recruitment and selection. Notably, the UK Equality Act 2010 warns against unfair discrimination in recruitment and selection. Because of the 2008 recession, it is a requirement to bridge the gender gap in the employment market. Smith portends that attempts to recover from the 2008 crisis saw the gap widen as more men than females were hired (66). As such, equity should be applied during recruitment and selection. In addition, the Data Protection Act of 1998 stipulates the handling of documentation during recruitment and selection. For instance, companies should have clear regulations governing employee and the employer relationship.

Besides, the minimum/living wage legislation stipulates the procedures of negotiating salaries. For instance, some organizations engage in contract negotiations with its workers. Example, in 2014, the Boeing Company entered into a contract negotiation with the Society of Professional Engineering Employees in Aerospace (SPEEA). Based on the minimum/living wage legislation, Boeing was required to openly share its information in order to create collaborative engagements.

Boeing’s Vice President of the Commercial Airlines, Doug Kight, underscored the need for the organization and employees to discuss all issues affecting their engagement based on the labor negotiations (Taylor 65).  Legislative compliance is requirement during recruitment and selection.

Promoting high standards of professional conduct based on the WHS, ant-discrimination legislation, and organization codes will assist in drawing a road map of fair recruitment and selection.

Strengths and Weaknesses of Different Methods of Recruitment and Selection

Psychometric Testing

In this recruitment and selection approach, candidates are subjected for psychological reasoning. Candidates are required to show a grasp of vast skills in wider areas. The method is advantageous because it enables the selection panel to pick the optimal candidate. Additionally, cases of bias are minimized. However, Waddock 25 argues that psychological testing is not a suitable recruit men and selection method since its scope is too broad.


Interview is yet another recruitment and selection method. A candidate appears before the selection panel and put to task in showing why he/she qualifies for the job. The method is advantageous because all the candidates are provided a fair opportunity before the panel. However, the weakness of this selection method is that the selection panel can be biased to one candidate.

Costs Associated with Dysfunctional Employee Turnover

Dysfunctional turnover is the correct inverse of utilitarian turnover, as the professional representatives clear out. It can happen for a wide range of reasons, yet a typical cause is low potential to progress. On the off likelihood that, for instance, an organization fills its administration positions with outside competitors and does not offer them to interior representatives, workers will likely look for outer open doors to gain headway. At the point, when workers leave the association it is a misfortune to the organization, the group and the people. Consequently, the organization will need to incur in recruiting other employees.

The representatives are the foundation of any organization and their withdrawal may prompt a variety of different misfortunes for the organizations from various angles. One disservice could be diminished general execution of the organization and low output. Consequently, organizations will suffer low product output, thus, reduced marginal returns.

The entire business process is influenced when a representative leaves the association. It is considerably more dangerous when it happens unexpectedly, as there is no opportunity to prepare the new representative who is to assume control over the occupation, and the entire group gets influenced. It can specifically be found in a general lessening of execution of the group. In some cases, this may even prompt a radical change in client relationship. Clients interface with representatives in an association and those leaving unexpectedly may prompt questions in clients’ brains too.

Dysfunctional turnover may cause trouble in overseeing day-by-day operations of the organization. Indeed, even substantial associations battle to deal with their undertaking when representatives leave occupations; getting little data and overseeing daily assignments become troublesome as they can’t be overseen by new employee groups,  usually set up to recover or replace the former abandoned group.

Moreover, an expansion in expenses should be the most noteworthy disservice to an organization when the representatives leave their occupations. There is expanded cost connected with each level of the procedure – for example, losing and paying the past worker, procuring another one, and preparing cost for the new representative. Indeed, such expenses are far more than the misfortunes brought about in overseeing and passing up a suitable opportunity for work.

Strengths and Weaknesses of Different Approaches to Retaining Talent


In order to retain talent in an organization employee training is paramount. Reinforcing the sense of employee value and job satisfaction constitutes the strength of retaining talent in an organization. However, organizations have to incur in order to execute training of the employees.


Compensation and Benefits

Offering employees the competitive salaries and bonus programs in addition to availing pension and health plans is a crucial approach for retaining talents. Offering compensations boosts employees’ job perceptions. However, organizational management should incur to avail compensation and benefits to the staff. Additionally, continued use of compensation and benefits makes the staff dependent.

Q6. Advice for Managing Redundancies, Retirement and Dismissals

Handling redundancies, retirement and dismissals within organizations should be ingrained in the UK legislation and regulations as stipulated in the organizational codes. When it comes to retirement, an organization should ensure that it provides all the welfare and retirement benefits  enshrined in the UK legislation and organizational codes. Notably, if such requirements of a retired employee are met and provided without any hassle, there will never be any legal issue for the company to face.

In the case of dismissals, organizations are required to follow laid down regulation in dismissing an employee. A thorough analysis and observation of the event, for which the employee is deemed to be dismissed immediately, should be looked into and worked out in such a way that an unbiased opinion is formulated within the company, one to which even the employee would have to agree provided that they were correct or incorrect in their own discretion.

If dismissals are carried out based on UK legislation, then there should be no problem legally or in any other manner for the said company with the government or even with trade unions. Furthermore, when it comes to discussing redundancies, they need to be handled closely through informing employees in advance. The reasons for redundancies should be clear and justified in order to ensure that no legal hassles can emerge for the organization.

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