BSBHRM602B MANAGE HUMAN RESOURCES STRATEGIC PLANNING PRESENTATION 4

PRESENTATION OBJECTIVES

At the end of this presentation you will know:

• What is involved succession planning

• How to be an ‘Employer of Choice’

• How to put together a workforce planning implementation plan

SUCCESSION PLANNING

Definition: The process of planning for the smooth

continuation and success of an organisation if key

employees or leaders leave.

It allows for:

• Key employee’s positions to be filled should the employee go on

extended leave

• The identification and preparation of suitable replacements from

within the organisation, through mentoring, training or job

rotation and focuses on developing high-potential employees

In order to be effective, succession planning must be an open

process that doesn’t alienate employees.

SUCCESSION PLANNING

Succession planning can be conducted in a number of ways, for

example, get existing personnel to identify potential replacements

on a short, medium or long term basis or identify any

development needs / act as mentors to candidate. These can be

very successful, however also have the potential to favour

certain people based on perceptions and relationships.

You could also create succession planning pools where a selection

committee of senior managers and HR practitioners use pre-

determined criteria to evaluate employees of a certain level.

These individuals then have development plans designed for them

BEING AN ‘EMPLOYER OF CHOICE’

In order to attract potential employees, organisations need to make

efforts to become an appealing employer option, or an ‘employer of

choice’.

There are a range of ways an organisation can become an employer

of choice.

These may include:

Good business ethics and social responsibility, a balance of work and

life commitments, career development opportunities and financial

benefits.

BUSINESS ETHICS AND SOCIAL RESPONSIBILITY

Modern employees are less likely to work for organisations that do not actively contribute to the communities within which they operate, or have an impact on.

This extends to environmental responsibility, corporate and financial ethics, contributing to local charities.

WORK/LIFE BALANCE

Organisations that actively promote a balanced, proportional view of

where work fits into life have become very attractive propositions to

candidate.

Catering to a healthy work/life balance also reduces turnover and

workplace stress, while improving productivity and increasing morale

and motivation amongst employees.

CAREER DEVELOPMENT AND FINANCIAL BENEFITS

Many people are looking to progress along a career path.

Organisations that offer training, study leave, graduate programs, management trainee programs and promotion from within, are more attractive propositions.

Financial benefits not only concern salary. They can include higher levels of superannuation, salary sacrifice options, loyalty bonuses, staff discounts, and insurance or extra leave periods.

EMPLOYER OF CHOICE MODEL

Employer of Choice

Low Turnover and Best People

More Effective Team Efforts

Continuous Improvement

Customer Satisfaction

Profitability

WORKFORCE PLANNING IMPLEMENTATION PLANA workforce planning implementation plan should:

• Ensure all legal requirements have been identified and met• Ensure all objectives are met• Be concise but complete• Be written in “plain English” without jargon• Clearly identify the workforce plans, initiatives and changes to be

implemented• Explain why workforce plans, initiatives and changes are being

introduced and how they will contribute to the achievement of organisational goals or objectives • Explain why workforce plans, initiatives and changes are expected

to deliver the outcomes sought• Identify timeframes for the implementation of workforce plans,

initiatives and changes

WORKFORCE PLANNING IMPLEMENTATION PLAN

Plan Definition

Agreement, policy, and procedure objectives and

outcomes

Benefits Statement

Evaluation Method

Governance Scope Schedul

e

Work Breakdown Structure

Resources Budget

Risk Assessment and

Management

Communication Plan

Quality Assurance

Implementation plans are made up of several parts as shown below

WORKFORCE PLANNING IMPLEMENTATION PLAN• Plan Definition – identify what plan is trying to achieve, why it’s important, and how you will know

it has been achieved.• Agreement, policy, and procedure objectives and outcomes – outlines context of the

workforce plan, delivery model or means of achieving the outcomes, who will be responsible for

implementation• Benefits Statement – description of the measurable benefits of implementation• Evaluation Method – describe in detail how success will be measures (performance indicators

etc.)• Governance – outline of how the plan will be managed, in particular, accountabilities, rules,

procedures for decision making etc.• Scope - explain activities that are included in the plan, and what are not included• Schedule – what will happen and when• Work Breakdown Structure – more detailed schedule breaking major phases of work into specific

actions and tasks including resources, dependencies and timelines for doing so• Resources – list of all resources required to implement the initiatives• Budget – outlines the budget to ensure effective implementation• Risk Assessment and Management – how you intend to manage the risks associated with

implementation• Communication Plan – details of key stakeholders and how you will maintain effective

communications with them• Quality Assurance – details of the quality measures you have put in place to monitor the

implementation process

PRESENTATION SUMMARY

Now that you have completed this presentation you will be able to:

• Understand what is involved in succession planning

• Implement strategies to be an ‘Employer of Choice’

• Put together a workforce planning implementation plan