Introduction In the present global environment of business, strategic workforce planning is a must for an organization to grow since it takes care of two critical needs which are: (1) putting into the same plane the organization’s human capital agenda and activities with its existing and evolving mission and goals and (2) evolving long-term strategies for obtaining, improving and keeping staff to attain set goals. Every organization differs in their strategic workforce planning. However, there are five important principles that this activity should address at any context (United States General Accounting Office, 2003):
1. HR should engage top management, employees and other important components of the organization.
2. Needed critical
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Workforce assessment is a systematic approach to gathering information about workers in their workplace. It is conducted for a definite purpose. The gathered information can be used in many ways to help in workforce development such as training and occupation growth programs. Workforce assessments are used to help identify workers’ needs for training to enhance or fill up skills and to attend advanced training if applicable or qualified, or who is apt to pursue specific career development tracks (US Department of Labor, …show more content…
Establishing clear performance goals that include the interests of customers and the public as other stakeholders properly directs “employee effort and performance” (Performance Management Reference Materials, n.d). These plans and goals should show interest for the good of the public. The efficient and effective use of employees and management is the perpetual goal of an organization and everything is done to ensure that such is achieved. Organizations continually monitor and improve financial and program performance against set plans and benchmarks. Basic merit principles mandate that ineffective and inefficient operations and functions should be evaluated and made right. An organization that is full of merit makes continuous assessment and improvement of the workforce as part of its important functions.
The Questions Raised The following questions are raised toward this issue of workforce assessment in STC:
1. Is there a regular workforce assessment done in STC?
2. Is there a need for workforce assessment in STC?
3. What type of workforce assessment is appropriate for STC’s
The students are required to recognize the rate of staff turnover in their working environment and building up contributing elements, which are key parts of workforce organising/arrangement. The students are required to examine the size, development, age, sex and other essential elements such as the employment patterns of both your organisation and the labour market, which supplies our organisation, to support us refine and develop a target demographic. This guarantees enlistment coordinated the association’s vital workforce arrangements.
During the testing, employers aim at finding out whether the scores of the test correlate with requirements of the job. For this reason, it is important for the employer to choose employees on the basis of the scores from the test. This is because the employee with the highest score shows that he or she has the appropriate workplace skills and behavior the organization needs to achieve its both short and long-term goals and
The importance of involving the learner and others in the assessment process is the learner’s employers and work colleges are with the learner on a daily basis and can therefore contribute to proving that the learner is competent in their field of work. Also having the employers involved, gives them the reassurance that their employee is progressing in the qualification and is also gaining more knowledge for the job role they are in. And, identify areas that need more training from the employer.
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel (Sinha, 2007). This is the effective way of organizing the workforce by the adoption of a specific strategy, where employees' performance can help to achieve the planned organizational targets, such as increasing revenue or improving the profit margin. However, there is no common strategic human resource definition that fits every situation (Lotinggi, 2008). This paper will focus on strategic human resource management at Smarte Carte, Inc. and attempt to make a determination if the company uses SHRM effectively or if there are areas where improvements could be made.
...the entire work force. Competency, self evaluation and self awareness are encouraged with this assessment tool (Myers I. B., 1987).
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
To ensure all the employees are competent, they need to develop a system to measure this competency. For example, they can do assessments to gauge competency. Besides that, they should provide compulsory and supplementary training to their employees to add in value and skills. Mentoring systems also can be implemented to ensure sharing of knowledge and experiences.
Strategic workforce planning is the first component of human resources management (HRM) from which all other HR activities are derived from and flow out of. It is based on anticipated HR requirements from the perspective of the present HR environment. This requires a proactive posture, analyzing internal and external factors, to determine the most appropriate responses to future needs. Additionally, when formulating long-term proactive plans, an element of flexibility must be
Understanding the strategic potential of HRM is a relatively recent phenomenon. Strategic HRM attempts to bring HRM to the boardroom. It requires personnel policies and practices to be integrated so that they make a coherent whole, and also that this whole is integrated with the business or organisational strategy.
Workforce Analysis - compares the levels of representation of the designated groups on staff to representation numbers in the general population from which the company hires and record any gaps that might exist.
The difference between the skills needed on the job and those possessed by applicants, sometimes called the skills-gap, is of real concern to human resource managers and business owners looking to hire competent employees. While employers would prefer to hire people who are trained and ready to go to work, they are usually willing to provide the specialized, job-specific training necessary for those lacking such skills. Most discussions concerning today’s workforce eventually turn to employability skills. Finding workers who have employability or job readiness skills that help them fit into and remain in the work environment is a real problem. Employers need reliable, responsible workers who can solve problems and who have the social skills and attitudes to work together with other workers. Creativity, once a trait avoided by employers who used a cookie cutter system, is now prized among employers who are trying to create the empowered, high performance workforce needed for competitiveness in today’s marketplace. Employees with these skills are in demand and are considered valuable human capital assets to companies. Employability skills are those basic skills necessary for getting, keeping, and doing well on a job. These are the skills, attitudes and actions that enable workers to get along with their fellow workers and supervisors and to make sound, critical decisions. Unlike occupational or technical skills, employability skills are generic in nature rather than job specific and cut across all industry types, business sizes, and job levels from the entry-level worker to the senior-most position. Job readiness skills are clustered into three skill sets: basic academic skills, higher order thinking skills, personal qualities Employability skills are those basic skills necessary for getting, keeping, and doing well on a job. Employability skills are teachable skills.
This test can also be used for companies trying to employee new hires through what is called employment assessment test for the right candidates, which entails that a person requiring the job have high skills with dealing with people and being able to deal within a stressful environment. It has also bee...
Toohey, S.; Ryan, G.; McLean, J.; and Hughes, C. "Assessing Competency-Based Education and Training." Australian and New Zealand Journal of Vocational Education Research 3, no. 2 (November 1995): 86-117. (EJ 515 577)
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.