A detailed implementation plan can make it easier for an organization to implement a project or idea. At this stage, clear instructions and steps are drawn up that must be followed to implement the plan successfully. Thus, the implementation plan includes documented steps, a budget, and calculated risks needed for implementation. The project also consists of the necessary company resources and is part of the strategic development plan. Therefore, to implement the strategic plan, the implementation plan must first be thought out and documented.
For DSA to function successfully in the long term, an implementation plan must be developed. This plan considers internal labor requirements in the medium and long term (for example, next year) (NDIS. National Disability Insurance Scheme 2019). The implementation plan includes a succession plan for senior staff that uses succession planning principles and includes a retention plan (Education and training 2019). Thus, next year’s diversity management, recruiting, training, redeployment, and downsizing plan will help increase the company’s productivity and earnings.
A plan for diversity management, recruitment, training, redeployment and redundancy for the next year.
Thus, the implementation plan will help improve the company’s activity and turnover. When implementing the project, all areas to strengthen the organization itself and workplaces for employees will be considered (Future directions. Disability Services Australia). Therefore, subject to the proposed strategies, DSA will develop steadily over a long period with positive indicators (National Disability Services 2019). The proposed method and the calculated budget consider all possible labor relations issues when calculating jobs and staff turnover.
Turnover figures in percentage terms in determining future staffing needs
Thus, it can be traced that staff turnover increased in 2020. These results are since the average turnover rate in the informal organization has been slightly more volatile since December 2019 (Vincent 2019). The industry is proliferating, with much of the increase in hiring coming from creating temporary jobs. However, this has resulted in a high rate of quick worker turnover, which on average is 1.6 times higher than that of permanent workers over the past two years and appears to continue to rise (Australian Disability Workforce Report 2020).
This is also supported by the review that organizations are becoming more flexible when hiring more temporary staff. However, at the same time, an increase in staff turnover can be observed, which means that the quality of the organization’s services decreases.
An organization chart and identify at least three key positions to be used to implement a succession planning system to ensure desirable workers are retained
An organization diagram is created to convey the company’s internal structure and to reflect in detail the responsibilities and relationships of people within the organization. An organization chart graphically represents the structure of an organization, highlighting the different roles, departments, and responsibilities that connect people in a company and to the management team. According to About Us, organization chart is hierarchical and shows management or other senior officials at the top and lower-level employees below them.
To identify the key positions that will be used to implement the succession planning system to ensure the retention of the desired employees, specific questions need to be answered. It is essential to determine how this role affects the day-to-day operations and earnings of the company and to understand whether it will be challenging to find qualified personnel if the position is vacated. Thus, Executive General Manager (Operational Excellence) can become a critical position in terms of succession. Since upon dismissal in this position, there will be no unfilled gaps in the internal talent pool of the organization since the Divisional Director will be able to take this position.
Moreover, the Divisional Director (Senior) is also a key position in terms of succession. In DSA, this position is split into three parts by age category for which the Director (Youth, Senior, and Adult) is responsible. The General Manager (Acquisition) is the third key person for succession. The General Manager (Acquisition) is the third key person for succession. This is because his skills are quickly replaced by qualified personnel. Moreover, during the search for a new employee, the responsibilities of this position can be assigned to the Executive General Manager (Employment Pathways).
A succession plan to ensure the organization becomes an employer of choice
The main criterion should be that the succession plan is a joint plan that includes other leadership team members. Since employees in a job position know most employees better, they can provide insight into which candidates have the tremendous potential for success. The next step for a successful succession plan is to find multiple candidates (Welfare workforce 2021). The next step for a successful succession plan is to find multiple candidates. Selecting two or three candidates for each position will ensure that the place is never vacant.
An effective succession plan format includes documentation that will contain the assessment of each candidate, as well as their resume and a list of valuable skills. Determining the value of the entire company is necessary to complete the succession process. Before starting to execute the plan, it is imperative to find out the value of the business so that the net worth can be calculated.
To identify employees for succession, it is necessary:
- Define measurable criteria for assessing the potential of each candidate;
- Identify potential successors;
- Determine if the candidate is interested in the future position;
- Develop a talent development plan for each potential successor;
- Track the progress of candidates.
For succession, employees also need to be developed in the face of changing organizational policies. For this, specific strategies must be developed that can develop the skills of the employee. The first strategy is based on constructive feedback that meets set goals and helps employees assess their performance and clarify conclusions for continuity. The second strategy is to assign different assignments to specific projects. Such a strategy will help stimulate employee self-worth and creative thinking. They can also help fill identified skill gaps in a well-qualified candidate.
Review of Workforce Plan and Evaluation
The workforce plan against patterns in exiting employees and other workforce changes
The most important indicators of employee quitting include monthly income. Therefore, people with higher wages are less likely to leave the company (Average salary in Australia by age & industry). Hence, efforts need to be made to collect industry benchmarks in the local labor market to determine if a company provides competitive wages. The second reason for employees to quit is overtime. People who work overtime are more likely to leave the company. Consequently, efforts should be made to scale projects with appropriate support and human resources to reduce overtime proactively.
The third reason which was detected a year after implementing a plan is age. Employees of a relatively young age group of 25–35 years old are quit more often. Therefore, efforts need to be made to clearly articulate the long-term vision of the company and young employees aligned with this vision and provide incentives in the form of, for example, clear pathways for career advancement.
The strongest positive correlations with the target variable are observed for the characteristics: Performance Rating, Monthly Rate, Number of Companies Worked, and Distance From Home. The strongest negative correlations with the target variable are observed in the following characteristics: Total Working Years, Job Level, Years In Current Role, and Monthly Income. Thus, the most frequent reasons for dismissal and other personnel changes were identified, which require revision and further consideration.
A climate survey of 10 employees and line managers to gauge their satisfaction in the workplace
To understand employee satisfaction with work in the company, it is necessary to survey the implementation and succession plan implementation. Used for organizational learning and development, employee climate studies provide insight into the needs of the DSA (Work@DSA). Thus, a survey was conducted at DSA, which included 15 critical questions for employees. Both employees and line managers took part in the survey; the total number of respondents was ten people. The questions asked to the respondents are presented in the following list and include both inquiries related to management and workplace culture, as well as to the actual job.
- Question 1. Are you satisfied with the culture of the company?
- Question 2. Do you have a connection with colleagues?
- Question 3. Do you think DSA is open to change?
- Question 4. Do managers value employee feedback?
- Question 5. Do you feel that management values your contribution to the company?
- Question 6. Do employees feel that management is investing in the success of the team?
- Question 7. Is the management communicating changes in the company on time?
- Question 8. Is the management honest and transparent in the opinion of employees?
- Question 9. Do employees think that work is evenly distributed in the team?
- Question 10. Does the employee consider their work to be meaningful?
- Question 11. Do employees feel that DSA offers adequate opportunities for further career advancement?
- Question 12. Does DSA provide all the tools you need to organize your work correctly?
- Question 13. Are your job responsibilities clearly defined?
- Question 14. Are you making the most of your knowledge and skills?
- Question 15. Are you happy at work?
Thus, the responses of the employees were collected and classified.
Thus, the majority of employees responded positively to the survey. However, some workers have raised concerns about the company’s ability to change and provide employees with a comfortable workplace (Document Introduction to business plan 2021). In this regard, it is necessary to propose other strategies for more dynamic development of the company, which will lead to greater confidence on the part of employees (Henebery 2020). This will strengthen the company’s internal culture and help define new development strategies, but it can also slow down and stop employee turnover.
Objectives and strategies in response to internal and external changes
Evaluating the workforce plan for layoffs and conducting a climate survey indicates that the company should apply new strategies and changes. In this case, the company’s goal is to reduce the number of layoffs of employees and increase their confidence in the company and the joy of work (Document Mission, goals and objectives 2021). Based on this, strategies should be identified to accelerate the company’s further development and reduce staff turnover.
It is necessary to introduce a strategy for developing the leadership qualities and potential of the team. This approach will increase productivity as well as show employees the attitude of management towards staff. The following strategy is to improve employee retention after the survey is assessed. This goal is shared across learning and growth and can focus on developing existing skills among employees and redefining company culture, pay, and shared workspace.
The company’s management must rethink the strategy for creating a culture in the company and maintain consistency throughout the organization. Companies require significant alignment across the organization, which can be seen through shared goals or generic incentive programs where alignment is essential (Document Literature review on labor turnover and retentions strategies 2021). This strategy will increase trust between different parts of the organization while establishing a closer connection between employees. This can lead to fewer layoffs and greater job satisfaction.
Global trends and incidents which can influence workforce planning in your organization
In the modern world, the DSA organization needs to dive into more detail into personnel planning issues. This is due to the global COVID-19 pandemic that has swept the world as a whole. The epidemic has posed significant health and safety challenges and the shift to teleworking and alternative recruitment schemes. The pandemic’s economic consequences are forcing the company’s management to take harsh measures, which include the size of the organization’s staff, redeployment of workers, and retention of staff.
Remote work may become a further trend in personnel planning. It is already used in the modern world, but it is underutilized. Organizations are underutilizing telecommuting, mainly because there is a long-standing tradition among aging executives who still feel they need to see employees in the office or the work should not get done. Human resource managers and other departments have not provided a solution that measures the productivity and success of telecommuters to prove that telecommuting is as effective as those who do the work from the office.
References
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Average salary in Australia by age & industry. (n.d.) Man of Many. Web.
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Document Literature review on labor turnover and retentions strategies. Tafe NSW. Web.
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Henebery, B. (2020). What’s being done to address teacher shortages?. The Educator. Web.
National Disability Services. (2019). Benevolent Society. Web.
National Disability Insurance Scheme (NDIS). (2019). Benevolent Society. Web.
Vincent, M. (2019). How to develop a contingency plan for staff shortages. Business Continuity Staffing and Security. Web.
Welfare workforce. (2021). Australian Institute of Health and Welfare. Web.
Work@DSA. (n.d.). Disability Services Australia. Web.