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Critical Analysis Council - Workforce Planning

Autor:   •  March 17, 2011  •  Case Study  •  2,248 Words (9 Pages)  •  1,668 Views

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Critical Analysis (Workforce Planning)

The service provided by Pittwater Council's Human Resources for analysis is their Workforce Plan and planning process.

Outline

• Diary of service monitoring issues during delivery dates of and implantation.

e.g. endorsed date ....The whole time the workforce plan was done in a 2 month time frame, as it was not evident in March correspondence, but then noted to be endorsed in June 2010 and the Warringah Workforce plan was published in May.

 How underperformance & agreed variation was dealt with – A Workforce Planning Strategy is supposed to note challenges with clear initiatives, actions and targets dates. This t has none of these items and was endorsed by senior management team 24 June 2010, which shows underperformance of both HR and senior mgt team to endorse a plan that has no dates i.e. accountability for intended actions. Also no policy development necessary to support action such as a retirement policy. Poorly worded actions such as "Skills and Knowledge Succession Planning;"rather than, write a Succession plan by Mar2011.

• Analysis of data from survey of clients and feedback from clients – poor use of information available and lack of depth of information resulting in loss of focus and perspective of key workforce issues such as the ageing workforce that was previously identified in 2008. Also no diversity policy, even though vague words have noted that their workforce is diverse.

• Specific reporting of any unethical behaviour PLAGUIRSM from Warringah Council see their annual report p182

• Recommend changes for future service delivery Redo WORKFORCE PLAN, include skills analysis and ageing plan of 2008 and consider outcomes of 2007 employee attitude survey. New recommendations and plan, see below.

Background

All councils are, to varying degrees, required to respond to workforce issues such as:

• an ageing workforce;

• changes in workload for certain sections as council's priorities change;

• the shortage of specialised skills in certain areas;

• remuneration/market pressures for higher wages; and

• societal demands for a better work/life balance.

• diversity in the workplace

Workforce planning needs to ensure that the organisation can respond to its strategic priorities and effectively respond to the challenges that Council will face in relation to the

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