1 Assessing Supply and Demand

1.1 Future Business Plans

At bounce fitness, we dont believe in Reactive HR Framework, where our HR managers come into play only when an existing employee quits; rather, we believe that workforce planning is a systematic approach to anticipating staffing needs and determining what actions should be taken starting now to meet those needs. This multistep process involves the following: Gaining a thorough understanding of our current workforce. Envisioning the operating environment that will most likely exist in the future. Identifying the competencies that will move the firm forward to overcome challenges, seize opportunities and thrive in what will undoubtedly be a new world of work. Developing strategies and implementing tactics for building this workforce.Workforce planning puts a company one step ahead, resulting in informed staffing decisions that benefit our company in both the short and long-term. Its many advantages, however, are not limited to recruitment and selection. It also provides a framework for other HR policies and programs, such as training, compensation and diversity management. More importantly, it will help our Clubs to recognize the most effective and efficient use of their human capital in creating a workforce that is and will continue to be flexible and responsive. Effective workforce planning consists of four major steps:1. Supply Analysis2. Demand Analysis3. Gap Analysis4. Solution AnalysisIn order to conduct these analysis, based on which we will design our workforce management model, we need to analyze our business demands first current and future. Bounce fitness is currently operating throughout Australia with optimum staffing levels however, in the near future; we intend to expand our business operations. As our Business proposals exhibit, we plan to open a new center in Perth within next two years. Also, we wish to initiate a brand new Corporate Marketing Plan in various Australian Metropolitan cities and we are also considering Bowling Alleys in conjunction with our existing health clubs, at least in Sydney, Melbourne and Brisbane. These ventures will definitely demand additional staffing levels and human capital. However, one must remember that workforce planning is not just about arranging sufficient staff for new business projects, it is about creating that excellent workforce that we can be proud of and that everyone wants to be a part of. That will be achieved by linking our business vision and strategies to our workforce, by creating a culture that nourishes, educates and develops are employees at all levels.1.2 Analyzing Existing Workforce / Supply Analysis

Evaluating current employee and demographic data will help Bounce fitness Managers identify future needs as well as a projected workforce strategy. Below is a list of the kind of data we will need and some potential sources of it:Existing Employee DataMost of the employee data is available to authorized users through the State Labor Trend Records, available through State Government Employment Agency: What are the demographics of our current workforce? (Gender, ethnic, disabled, full/part time, classified/LTE, etc.) How many people are performing each job? Where are the jobs located? What is the employee/supervisor ratio? Does it need to change? What are the pay rates of current employees? What is the likelihood of attrition through retirements? We can estimate potential retirements by identifying those employees who are eligible for retirement benefits currently and in succeeding years. The value of this type of estimate is limited by the scope of the data in payroll systems. Additional information such as total years of creditable service, amount of accumulated sick leave, and retirement eligibility of spouses would be very helpful, but is difficult to obtain. Termination Reports (From the payroll system), Exit Interviews and Employee Surveys: How many people have left the department? Why did the employees leave the department? Where did they go? What were their impressions of the work environment before they left? How do the continuing employees feel about our company? Recruitment Data (From Australia Government and payroll records): What recruitments have been completed in the last two to three years? We should check both, our own agency and recruitments done by other agencies for related jobs. What recruitment activities and resources were used? How many qualified applicants were found? Where did the most qualified applicants come from? What do new employees think of your recruitment practices? Additional Materials Strategic planning documents. Current budget and position reduction information. External influences on operations. External labor market and economic data. We do realize that our existing workforce is primarily composed of part-time and casual employees with a few full-time staff members. This is mainly because of the fact that most of our clubs do not operate full time. Most of them open for approximately 4 hours in the morning and six hours during evening. As and when we launch our corporate marketing plan, it will provide us with sufficient leverage to open our clubs for at least 14 hours each day as against 9 currently. That will require us to recruit more full-time employees and reduce our labor cost further by reducing the number of casual and part-time employees. 1.3 Diversity in Workforce

Age can be viewed as one aspect of workforce diversity, along with sex, religion, ethnicity, and other forms of diversity. Each form of diversity may influence an individuals attitudes, values and behaviors at work. Indeed, a largely neglected aspect of diversity management is the challenge of managing a widening age range of employees with vast experiential and attitudinal differences. Such diversity creates an imperative for flexible and inclusive management strategies. At Bounce Fitness, the goal of managing diversity in an organization is to enhance the achievement of our organizations competitive advantage by managing the similarities and differences between people. Diversity management practices are specific activities, programs, policies, and any other formal processes designed to improve management of diversity via communication, education and training, employee-involvement, career management, accountability and cultural change. Overall, diversity management places emphasis on the development of our organizational strategies and cultures that are not only tolerant of diversity but actively encourage flexibility and inclusion. Workforce diversity is increasing, and our managers need to develop ways to effectively manage the different views and characteristics of the new, diverse workforce. We, at Bounce Fitness, aspire to be a consistent diverse company. We intend to develop a team that has depth and belongs to a global platform in terms of diversified employees. As part of our workforce planning we intend to establish the following, to manage diversity: Re-institutionalize our selection panel to make it more multicultural Develop training programs for employees to abolish stereotyping behavior Hire more staff members from prominent Australian communities of migrants Indians, Chinese, Indigenous Australians etc. Establish short insight-sessions for employees to educate them about different cultures, their norms and differences. Arrange out-of-office gatherings to reduce cultural gap amongst employees.1.4 Current Workforce VS Business DemandsOur current workforce is based on our most current business model under which our existing clubs operate from anywhere between 6-9 hours per day depending on the type of clientele and local business demands. Thus, most of our employees currently are casual and part-time students, fitness enthusiasts. In order to prepare ourselves to launch the suggested Corporate Health Plan, to major corporations, Government departments and other big organizations, we would need to employ more full-time staff members, as we would need to operate our clubs for a minimum of 14-16 hours each day. Unquestionably, our current labor supply wouldnt be sufficient enough to meet our then business demands. Thus, we intend to take following measures: Train existing employees to adapt to new business demands Offer existing employees opportunities to choose this field as a career rather than as just a money making job Encourage current employees to become full-time staff members to access more perks, facilities and growth opportunities within the company Spread word-of-mouth through our employees about the culture and opportunities we offer to our employees Hire required full-time employees as required by new business plans for corporations and bowling alley Train new employees making existing ones their mentors in order to give our existing employees a boost

1.5 Existing Organizational StructureThe following table represents suggestions at all levels as to what we can do in order to manage our business strategy linkage to our workforce planning:FocusStrategy/Practice

Strategic HRM FoundationEstablish the basis for strategic HRM via: CEO/Top management endorsement Line manager buy-in HR competencies and configuration of HR practices

Framework for Managing theAgeing WorkforceHR practices to manage workforce should be built into a framework. Bounce Fitness may utilize one or more of the following: Age management Talent management Diversity management Leadership development Attraction and retention

Design, Implementation and Maintenance of HRM/ Diversity PracticesThe configuration of practices should be customized for the best organizational fit. Each of the practices should be (a) linked to the overall strategy and (b) consistent with other practices.

Workforce Planning and Analysis Analysis of external and internal labor market conditions Analysis of public policy and legislation Age audit Succession planning HR metrics and evaluation of diversity management practices Engagement with internal and external stakeholders

Employer Brand Employee value proposition Labor market segmentation Communication about practices to employees and the general community(Internal and external stakeholders) Communication suitable for people with a wide variety of backgrounds

Recruitment and Selection Recruitment to attract diverse pool of candidates Prevention of discrimination Awareness of needs of older job candidates Technology and print based advertising

Job Analysis and Design Awareness of and adaptation to suit needs of diverse workforce Links to flexible work arrangements Inclusive work environment

Occupational Health and Safety Awareness of and adaptation to suit needs of diverse workforce Prevention of and compensation for occupational illness and injury Health promotion

Training and Development Awareness of and adaptation to suit needs of diverse workforce Training and education of all managers and supervisors with regard to the needs of our workforce Training and education of all employees with regard to the needs of our workforce Coaching and mentoring

Performance Management Awareness of and adaptation to suit needs of diverse workforce Performance Feedback based on objective outcomes, not values and stereotypes

Rewards, Remuneration andRecognition Awareness of and adaptation to suit needs of diverse workforce Non-financial rewards Meaning of work

Bounce Fitness Change Management Structure to deal with Workforce Planning and Development

CategoryKey Result AreasKey Performance IndicatorsExamples of Measures

WORKFORCE PLANNING Analysis and understanding of policy and industry context Compliance with legislative context Labor market segmentation Analysis and understanding of current workforce characteristics Analysis and understanding of future workforce needs Analysis of external environment Public policy context Factors specific to your industry context Analysis of internal environment Public policy context Factors specific to your industry context Identification of drivers for diversity management Identification of barriers for diversity management SWOT analysis (External and internal environment analysis) Conduct of an age audit Analysis of current workforce knowledge, skills and abilities Analysis of current HR and diversity management policies Gap analysis (where are we now, where do we want to be in 5 years?) Scenario planning Succession planning Employee surveys, focus groups

STRATEGIC INTEGRATION/ ALIGNMENT Strategic alignment of diversity practices Leadership support for diversity management Organizational culture for diversity and inclusion Involvement of senior HR in strategic decision-making CEO and top management team endorsement of diversity strategy Evidence work-life initiatives are aligned to the business strategy Establishment of objectives for diversity management Line manager support for diversity management Employee involvement in identifying diversity practices Employee uptake of diversity practices Budget and resources allocation for diversity management Review of current policies and practices for diversity management Stakeholder analysis (internal and external stakeholders) Examples of active leadership support

CategoryKey Result AreasKey Performance IndicatorsExamples of Measures

HRM/DIVERSITY PRACTICES Compliance with relevant legislation Design and implementation of a diversity management strategy Achievement of targets for diversity management Global policy development, local implementation Diversity practices have been developed & tailored to meet the needs of our organization and employees A diversity action policy, plan and practices are in place. Examples of diversity practices Workforce planning Age audit Succession planning Role modeling by executives and managers Diversity and inclusion training programs for all levels Diversity in recruitment Removal of discrimination and stereotypes Training to meet diverse workforce needs Flexible performance management Flexible rewards (monetary and non-monetary) Flexible work arrangements Lifetime transition programs

CEO/EXECUTIVE ACCOUNTABILITY Endorsement of diversity management strategy Employer brandingFocus on long term targets, not only short termExecutives are active role models for diversity managementBudget and resourcing for diversity practicesExecutives utilize flexible work arrangementsExecutives participate in education and training for diversity managementExecutives communicate to all employees to endorse diversity managementExecutives communicate effectively with employees from a wide variety of backgrounds.Executives coach and develop employees of different ages, educational backgrounds, ethnicity, physical ability and race.Executives provide performance feedback based on objective outcomes rather than on values and stereotypes that prejudge an individuals abilities and talentsExecutives create a work environment that is inclusive of employees of all backgrounds

CategoryKey Result AreasKey Performance IndicatorsExamples of Measures

HRM/DIVERSITY (HR/D) SPECIALISTACCOUNTABILITY Employer branding Effective communication of diversity practices Identification of accountabilities for executives, managers, HR, and employees for diversity practices All managers and employee have knowledge of, uptake of, and satisfaction with diversity practices Adequate budget and resource allocation to diversity practices HR/D credibility and influence with senior executives HR/D credibility and influence with other managers HR/D credibility and influence with employees Communication of diversity practices Executive & managers interviews/survey/focus groups to assess their knowledge of, uptake of, and satisfaction with diversity practices Employee survey/focus groups to assess their knowledge of, uptake of, and satisfaction with diversity practices Accountability tools or system HR/D utilize flexible work arrangements HR/D provide education and training for diversity management to all levels of our organization HR/D support and facilitate uptake of diversity practices across our organization HR/D communicate effectively with employees from a wide variety of backgrounds. HR/D coach and develop employees of different ages, educational backgrounds, ethnicity, physical ability and race. HR/D create a work environment that is inclusive of employees of all backgrounds

CategoryKey Result AreasKey Performance IndicatorsExamples of Measures

MANAGER ACCOUNTABILITY Endorsement of diversity management strategy Managers are active role models for diversity management Managers buy-in to diversity management policy and practices Managers utilise flexible work arrangements Managers participate in education and training for diversity management Managers support and facilitate employee uptake of diversity practices Managers communicate effectively with employees from a wide variety of backgrounds. Managers coach and develop employees of different ages, educational backgrounds, ethnicity, physical ability and race. Managers provide performance feedback based on objective outcomes rather than on values and stereotypes that prejudge an individuals abilities and talents Managers create a work environment that is inclusive of employees of all backgrounds

VALUE AND IMPACT Demonstrated value for our organization, for employees and stakeholders Impact on reputation, employer brand, attraction and retention Diversity practices are individually measured Impact of diversity practices is measured Diversity practices are reviewed and revised as appropriate Barriers/obstacles to diversity and inclusion are removed Demonstrated organizational culture for diversity and inclusion Employee surveys (e.g., satisfaction, organizational commitment, engagement, intent to leave) Attraction and retention statistics (recruitment, employee turnover) Exit interviews, surveys Measurement/audit of diversity management practices(cost/benefit, efficiency, effectiveness, satisfaction) Analysis of management reporting Organizational culture analysis/audit

1.6 Human Resource SupplyBetween June 1987 and June 2007, the proportion of Australia's population aged 1564 years remained relatively stable, increasing from 66.6% to 67.5% of the total population. However, the proportion of people aged 65 years and over increased from 10.7% to 13.1%. During the same period, the proportion of population aged 85 years and over doubled from 0.8% of the population at June 1987 to 1.6% of the total population at June 2007. The percentage of the population under 15 years of age decreased from 22.7 to 19.4 for the same period. Australia's labor force participation rate for persons aged 1564 years has increased slightly over the last 15 years. In 2005, Australia's labor force participation rate for those aged 1564 years was 76%. While this was above the average (70%) amongst OECD countries for that year, it was below several other OECD countries including Sweden, Canada, New Zealand and the United Kingdom.The ageing of the Australian population has substantial implications for the Australian workforce. The Australian Bureau of Statistics defines older workers as those who are 55 years and older. As many older workers move into a pre-retirement or retirement phase the average age at retirement is changing. The average age at retirement from the labor force for people aged 45 years and over in 2006-07 was 52 years (58 years for men and 48 years for women). In 1998, 21 per cent of the Australian civilian population was older; this has been projected to increase to 29 percent by 2016.The Australian Bureau of Statistics predicts that the relative size of the older population will increase steadily from 18 for every 100 of working age in 1993 to 21 in 2011, then more rapidly to 36 in 2041. More specifically, the proportion of working 45-64 year olds is projected to increase from 30% in 1993 to 39% in 2041. If these predictions are correct, the age structure of the working age population will be considerably different in 50 years time (Fig. 1). In 2006, the Productivity Commission identified three population groups where Australian participation rates are below other developed countries prime working aged men (2554 years of age), childbearing aged women (2544 years), and older men and women (5564 years). As shown in Figure 2, the age structure of the Australian workforce across industries is diverse. The three oldest workforces by industry are: agriculture, forestry and fishing; education; and transport and storage. In contrast, the retail and accommodation, cafes and restaurants industry has the youngest average age of workers. Of particular relevance here, international comparisons show that Australia has one of the lowest retention rates of older workers amongst developed countries. (Source: Australian Bureau of Statistics, see last page)We believe that it is viable approach to managing our workforce and the broader issue of workforce diversity would be to view these as a central aspect of HRM strategy. We suggest that the roles and responsibilities adopted by all managers (executives, line managers and HR managers) will be important influences on the way in which HRM and diversity management policy and practices are developed and implemented. A major implication is that our HR managers will have to proactively assist our organizations leaders to understand and adjust their mindset, so that diversity management becomes a source of competitive advantage. With regard to outcomes of diversity management, first, diversity practices will provide an incentive to increase motivation, job satisfaction and commitment and thus achieve higher levels of engagement and productivity from the current labor pool. Second, these practices can be part of strategy that supports attracting, managing and retaining talent for our company. Third, an effective diversity strategy can enable the best quality people to advance in our organization. Finally, Bounce Fitness can obtain community recognition and reputation by being seen as a good corporate citizen or caring organization.

Fig. 1

Fig. 2Source: Australian Bureau of Statistics, 2011 1.7 Budget Allocation fro Workforce Changes / DevelopmentTo predict our workforce budgets and costs for future projects we need to look into current financial performance of bounce fitness Centers across Australia. Following is a compilation of team building and payroll performance of the respective:

BudgetActualVariance

Head OfficePayroll$959,000$896,750-6.49%

Team Building$66,500$45,500-31.58%

BrisbanePayroll$187,500$171,750-8.40%

Team Building$16,000$18,00012.50%

CairnsPayroll$180,000$195,0008.33%

Team Building$13,500$15,50014.81%

SydneyPayroll$281,500$230,000-18.29%

Team Building$21,000$6,000-71.43%

MelbournePayroll$310,000$300,000-3.23%

Team Building$16,000$6,000-62.50%

It clearly shows that except Cairns, all other clubs did not spend the amount budgeted on the staffing levels and team building process even though their sales were higher than predicted. This could only indicate that the center managers are more prone to cut costs rather than develop what is necessary. Our new project to manage our workforce in a strategic manner should put this to an end. Investing in employees at large, is a long-term investment and results of such steps are felt, not measured. Most of the employees on Bounce Fitness payroll are casual and part-time employees who have higher penalty and hourly rates and hence, are costlier to the company. Our target with the new project would be to reduce them or convert most of them to full-time to meet our then current business demands. Expecting a whole new development program for diversifying our workforce, training them for new prospects and ensuring their loyalty towards the company we expect at least a 9% increase in our training costs. Adding on the additional staffing requirements for our upcoming plans, we would be targeting at around 17% extra payroll charges. Lastly, we also aspire to start a whole new employee career development program (ECDP) wherein we will sponsor aspiring scholars and enthusiasts to finish a degree in fitness studies at our costs with a contract to work with us for at least 25 months. Thus, adding all these new costs we have an estimated plan below:

Budget

Head OfficePayroll$1,122,030.00$1,271,235.00

Team Building$72,485.00

ECDP$76,720.00

BrisbanePayroll$219,375.00$251,815.00

Team Building$17,440.00

ECDP$15,000.00

CairnsPayroll$210,600.00$239,715.00

Team Building$14,715.00

ECDP$14,400.00

SydneyPayroll$329,355.00$374,765.00

Team Building$22,890.00

ECDP$22,520.00

MelbournePayroll$362,700.00$404,940.00

Team Building$17,440.00

ECDP$24,800.00

2 Developing Objectives and Strategies

2.1 Objectives to Retain Workforce

Use results of audit and focus groups to develop or review work life balance provisions and consult employees on the designand implementation of specific policies and practices, which enable employees to combine paid employment with their caring responsibilities Review existing policies to identify barriers to meeting employee needs Create an employee friendly organizational culture Evaluate existing recruitment criteria and implement alternative strategies Amend our current process so employees have alternative ways to demonstrate their competence or suitability Ensure application processes are as applicant friendly as possible and culturally appropriate. Review role descriptions as vacancies arise to ensure jobs reflect actual requirements Include Indigenous people (either internal or external) in recruitment processes including devising selection criteria and on selection panels Utilize apprenticeships and scholarships to target, employ, develop and grow both local and non-local diverse applicant pools2.2 Objectives to Address High Staff TurnoverThe key step to address this issue would be to identify primary causes of employee turnover. These issues could be many and of a variety of natures. It is our responsibility to select the most suitable employees and then communicate regularly to find out about their personal preferences and that of the whole group. Once we have a system to ensure this, we can work towards providing our employees with what they are looking for in terms of remuneration, learning, development, training and career progression. Following are a few generic steps that can be taken to ensure employee satisfaction and retention: Develop and implement flexible work practices Time off for emergencies to all employees Flexible working arrangements the opportunity to reduce hours or to take a career break without financial penalties, phased retirement Flexible working hours and leave arrangements (e.g. special responsibility, cultural, parental, study, and emergent leave) Establishing trusting relationships between managers and employees enabling working employees to feel comfortable in asking for time off or help Recognize and acknowledge the transferable skills and experience gained by employees in their workgroup involvement in recruitment procedures Setting up a keeping in touch program for employees on parental leave Advertise/promote availability of flexible work options, structures and facilities Adverts should include a reference to ours being an equal opportunity employer and should give some examples of the flexible opportunities our organization offers Review role descriptions as vacancies arise to ensure jobs reflect actual requirements2.3 Objectives to Retain Skilled LaborKey to achieving an effective retention strategy is to understand the forces that may cause a worker to move. While some workers may choose to leave for unavoidable reasons there is typically a complex web of factors that prompt the decision and these must be understood within workplaces to achieve the best outcomes. The factors that prompt an individual to leave work include:Retention Factor Description Retention Strategy

Psychological Needs Personal growthTraining & Development

Job redesign

Job Satisfaction Use of mentoring and coaching

Work Environment Nature and strength of working relationships Improved supervisory and managerial approaches and style

Level of work satisfaction Improved induction processes

Sense of well-being Improved communications and involvement

Working conditions Work design to promote a work-life balance

Company ethics and fit with personal perspective

Conditions and Recognition Salary & rewards Competitive pay and conditions

Work conditions Opportunities for promotion/advancement

Loyalty Flexible working

Career advancement opportunitiesCareer management support

Confidence in the organisation Family-friendly provisions (above mandatory)

Integral to retention strategies (both within enterprises and within the industry at large) is the ability to provide career pathways for individual workers.2.4 Strategies to Source Skilled LaborSkilled Labor is predominantly short in Australia but Government works hand in hand with the industries to modify its laws each year in accordance with the most recent industry demands and shapes up its migration policy accordingly. At bounce fitness we need to realize the power of diversity alongside learning why people come to work here, what are their primary expectations and how can we create an environment in order to be able to retain them for longevity. Thus, following will be our key strategies to source skilled labor from within and outside Australia: Team up with government agencies to monitor migration from low cost high skill nations like India and China. Hire 3rd party agencies to conduct independent research on migrants and their work patterns Ensure effective communication within organization to learn from already existing employees from various backgrounds Ensure a diverse recruitment panel in order to be able to attract more skilled migrants Redesign our recruitment and selection process in order to ensure that we hire the most suitable and the one whose skills are congruent to the requirements of the exact job Hiring nationally accredited agencies to monitor and perform background check on companies, in the developing world, that are frequently providing quality skilled labor 2.5 Communicating Objectives to StakeholdersIn order to be able to operate our business at desired levels, it is required that we communicate all changes to relevant stakeholders as and when required. Thus, every time there is a major project undertaken all our concerned stakeholders shall be notified through an effective communication plan. Communications include all written, spoken, and electronic interaction with our organizational stakeholders. These could include periodic print publications, on line communications, meeting and conference materials, media relations and public relations materials, marketing and sales tools, incoming communications, including reception procedures and voicemail content, committee and board communiqus, surveys, certificates and awards, annual reports, signage, speeches, and invoices.

To develop an effective communication plan to deliver the message to our stakeholders we need to figure out the following:1. The most current communication plan in existence2. The objectives within our new project3. The intended receivers of the message4. The goals we wish to achieve through this new project5. The tools we are going to institutionalize in order to achieve these6. Timeframes and the expected date of completion (achieve desired results)7. Our plans to evaluate and monitor the performance of this projectThus, to all our relevant stakeholders we will tend to communicate our objectives as follows: To revamp our attraction and selection process To be an employer of choice within our industry To be able to assess the candidate with most appropriate skill set To hire the most congruent candidate for the task To provide an excellent work environment and related employee perks and packages To develop a workplace everyone wishes to be a part of in the market To develop strategies to retain our employees for longer periods of time2.6 Objectives Agreement & Setting TargetsTo obtain the endorsement from our Board of Directors, we would need to present them with the complete plan alongside financial implications of the plan and its long-term impact. All these will be in the comprehensive project report or our organizational Change report that will be submitted to the Board. Apart from that we would also be presetting the following details to the Board Members:

Vision: To be the foremost choice of our owners, customers and employees alike, within the health and fitness industry.

Mission:To provide our organisation with a full-fledged plan of attracting, selecting, rewarding and retaining the best and most skilled employees in the industry.

Guiding Principle:The principle that guides our action is the fact that each individual out there who considers himself or herself as best skilled in health and fitness industry should dream of working with the best, most passionate and most ethical company; and that is the company we aspire to be.

Goals:To be the most ethical business operation in the industry

To be the most dedicated employer in the industry

To be the most skilled organisation in the industry

To be the employer of choice in the industry

To be the most flexible employer in the industry

Objectives:To win Best Health Club award within next three years (National)

To win Best Service Industry Employer in two years (National)

To reduce our staff turnover rate to less than 14 % in two years time

To provide our employees with 1% extra leave loading as against Govt. standards

2.7 Contingency Plans

A solid procedure can make contingency planning a manageable and positive experience that produces a workable plan. To develop a contingency plan, a decision must be made regarding who will lead the planning. As many quality systems require a contingency plan, the Quality people may be best placed for this role. Then the leader must provide the training, tools, skills, and knowledge to all units or departments across our organization. Those actually doing the job are in the best position to brainstorm and write the plans relating to their functions. As leaders, all our managers must promote, sustain and nourish enthusiasm, establish timelines and monitor those during the entire process.

We will start new training and development programs for our employees who wish to learn and develop their career and related skills. We will motivate our employees to take responsibility and we will fortify their pay packages as per the latest standards plus bonuses for their individual performance. If we are unable to fulfill our objective of winning the prizes mentioned in the objectives, we will work hard to accomplish them in the following year. As a contingency measure, extra leave loading will only be provided to those who have been with the company for more than 9 months and who continue to work at least part-time.

3 Implement Workforce Planning Initiatives

3.1 Implementation

Implementation of strategies flows from top to bottom. It would be required on the part of our senior management to educate all departmental managers about the changes we intend to make and the benefits we expect to receive. In order to manage our workforce more effectively and for long-term workforce sustainability, we will take the following steps:

Recruitment

Develop a multicultural selection panel Develop a new selection plan Revamp our interviewing and assessment process Ensure more comprehensive assessment techniques More elaborate employee skills versus job requirement matching program

Training

Extensive induction of new employees OJT program redesign Buddy-up program to make new entrants more comfortable with work and workplace 6-Month personal development program 6-Month employee performance review to determine most current training needs Cross-departmental training

Redeployment

PDPs to discover more about employees personal needs Effective communication to discover employee interests Training employees in more than required departments Sharing responsibilities with front line employees At least 2 week interdepartmental training every 6 months

Redundancy

Make our company a flexible workplace Offer employees more opportunities to develop their career Regular training and development programs High remuneration as against industry standards Extensive communication within organization to make it a healthy workplace

3.2 Managing Organizational Change

Things are not going to settle down at Bounce Fitness. Many things we used to take for granted are probably gone forever. We cannot predict with any certainty what tomorrow will be like, except to say that it will be different than today. In the past, many of us believed that by using the means that were under our control we could pretty much accomplish anything we set out to do. Sure, from time to time there would be temporary disruptions. But the disruptions were only temporary, and things always settled back down. The mental image generated by these thoughts is that of a canoe trip on a calm, still lake. In todays environment, we never get out of the rapids. As soon as we digest one change, another one comes along. Usually there are many changes occurring simultaneously. We have limited control over the environment, but to navigate the rapids we must exercise skill. The permanent white water image has a strong visual appeal, conveying as it does a sense of energy and providing a visual sense of navigating on an unpredictable wild river. Thus, the key to manage change is to keep all employees on the same page every time. Our Managers must ensure high education and awareness to manage change effectively, including all three main stages of change: We must create a vision of the future that is capable of focusing the groups energy. The vision should contrast what is with what can be and it must be comprehensive enough to direct attention at how to bridge the gap to the future. Change must become a core organizational value using customer feedback, internally developed organizational improvements and other external feedback. Change initiatives should also be linked to efforts to improve overall performance and profitability. Commitment from senior management at the earliest stages of the change process is required. Managing change effectively requires an understanding of the variables at play, and adequate time must be allowed for implementation. Unfreezing is the first stage of the change process and consist of unlearning past behavior. Employees should be made aware of the fact that the change process begins when our organization experiences disconfirmation. Incorporating new behaviors into organizational processes. Behavior and ideas that are embedded in the corporate culture must be replaced. Redirecting employees attention is an essential part of change. The development of skills to enable people to do things differently is required. Training must be provided to insure that employees understand their roles in making change happen. Processes and people must be aligned to support change. Skills and competencies to enable people to do things differently must be developed. Employees must understand the dynamics of the change process and also the functional requirements of the job. New rules and policies that reinforce the desired ways of operating must be created and documented. Old customs and norms that reinforce the old ways of doing things must be replaced with norms that reinforce the new ways. Refreezing is the final stage of the change process. It is comprised of reinforcing and measuring behavior change. After the training requirements are defined, the reward system, reporting relationships and other systems can be designed to reinforce the new behavior. If the change process requires certain behaviors from employees, then performance appraisals, promotions and bonuses should be based on the desired performance outcomes. Creating objective measures for performance will demonstrate our commitment to the change initiative. Change must be continually managed to yield sustained results. Measurement provides a way to track progress.3.3 Retaining Desired Employees

Key employee retention is critical to the long-term health and success of our business. At Bounce Fitness, Managers readily agree that retaining our best employees ensures customer satisfaction, product sales, satisfied coworkers and reporting staff, effective succession planning and deeply imbedded organizational knowledge and learning. In order to retain our most valuable employees we need to work hard for it and when we are able to create an environment where our desired employees stick with us, others will too. Thus, in order to achieve this we will have to ensure that the following steps are being taken by all our managers and senior staff members: The quality of the supervision within Bounce fitness should be no less than excellent. We have, and will continue to, believe in and practice Laissez-Faire style of management. We should create a workplace where employees are able to speak of their mind freely. Talent and skill utilization is another environmental factor our key employees seek in our workplace. The perception of employees regarding our fairness and equitable treatment is important in their retention. Our managers must ensure that each employee is provided with sufficient time, tools and training to perform at his best. We must learn that our employees seek opportunities to learn, grow and develop their knowledge, skills and careers and we need to take care of that. Regardless of whatever the situation is we must never threaten any employee against his job.

We must recognize, reward and appraise each employee as and when required.

3.4 Being an Employer of Choice

At Bounce Fitness, we believe that being an employer of choice means to be a company providing leadership, communication, respect and responsibility for our employees. The qualities needed by our organization to be an excellent employer are the following:

Good relationships with our co-workers because the best employers retain their talent better. Commitment to our organizations business success because people who work for best employers let others know about it.

To ensure identification, attraction and retention of key people, we should have in place recruitment and retention strategy. This strategy needs to identify measurable recruitment objectives and establish how our company can differentiate ourselves from other employers. Being aware of our staff turnover is a key measure.

Another measure of whether our organization is successful as an employer of choice is the time and cost associated with filling staff vacancies. Tracking this information over time, performing exit interviews to ascertain why people leave our organization and asking long-serving employees why they remain, reveals a collection of data that can then be used in staff retention planning.

An Opportunity to Advance

Professional development opportunities through on-the-job or subsidized accredited training as well as a defined career path for our employees show commitment to our staff and encourage loyalty. Allowing the opportunity to demonstrate new skills and learning, either through promotion or with more responsibility, shows dedication to continued excellence while empowering and providing job satisfaction for our employee.

To determine whether our company offers appropriate career opportunities for staff, we should look at the number of promotions made internally over a certain period (eg 5 years) and review annual performance reviews for individual staff to ensure our end of the bargain has been kept from prior reviews.Staff IncentivesBonuses, profit share schemes and other monetary incentives are ways to demonstrate that staff is valued by the company. Setting ourselves apart from competitors by offering competitive salaries and financial reward is a major differentiation in being an employer of choice.Work/life balanceCreating work/life balance for our employees includes providing flexible work policies to cater to employees family commitments, their health and introducing wellness initiatives such as gym facilities and employee assistance programs right through to being able to leave work at a reasonable hour each day.Being an Employer of Choice is an intangible term but for the benefits of retaining skilled staff, having a productive team and maintaining a competitive edge, it is something all businesses would do well to strive for.

4 Review Workforce Plan

4.1 Review Workforce Plan

Reviewing any plan is the key to measure success and failure points of that plan. Reviewing our workforce plan, at Bounce fitness, will help us become an employer of choice and will eventually assist us in reducing our staff turnover ration. Reviewing also helps in the following ways:

Reviewing and monitoring helps ensure the workforce planning process is on track. Best-laid plans can come unstuck for a many reasons beyond our control. Reviewing determines if a particular approach is still appropriate or if it should be changed to meet changing circumstances. Regular reporting identifies what actions have been completed, if timeframes are being met and if the plan is meeting organizational direction. Reporting should be completed every three months to ensure things are kept on track. Workforce planning links with Recruitment, Training and Retention strategies so the monitoring of these sections will assist with planning and ongoing workforce maintenance.

Once the plan has been implemented, it would be necessary for us to monitor its performance but it will take time for the plan to be implemented and start showing off results. We expect at least 18 months before all employees realize the importance of workforce planning and their perspective of our efforts to retain and train them to develop an exceptional organization. In the long run, we would need to review the following on a regular basis to ensure efficacy of our model and planning:

Detailed employee exit interviews Regular employee performance appraisals Timed Personal Development Plans Employee satisfaction surveys

These will assist us in determining what is making employees exit and what they feel about working with us. At this stage there is no quantified data that can be measured.

4.2 Labor Supply Trends

According to data provided by Department of Education and Training, a total of 1,686,6730 student contact hours were delivered in Fitness industry in 2010/11, an increase of 33 per cent or 415,613 hours in 2009/10. The latest employment data indicates that there are 22,800 full-time persons employed in Fitness activities, up by 2,200 from 20,600 in the last year. This growth in VET delivery in Fitness, Sport and Recreation, has exceeded the rate of employment growth of 10 per cent in the industry overall. However, the Skills Alliance believes forcing alignment between VET supply and employment growth on this basis alone would penalize and disadvantage the industry in terms of not allowing for: Higher attrition rates and the need for continuous delivery in some areas of the industry Continuous improvement against the industrys qualifications profile relative to other industries Further industry acceptance of formal vocational education as a valid pathway 4.3 Effect of Trends on Demand

Supply priorities identified for 2011-12 include a committed focus on:Responsive and flexible training provisionWhilst many of Bounce Fitnesss stakeholders have welcomed the revised training package, there are growing demands within industry for a more flexible approach to training delivery; a more customized model that is needs- based and delivers skilling solutions just in time. Growing preferences around the supply of training put forward by some stakeholders in our sectors include: Greater flexibility in the provision of formalized skill development through skills sets Balancing increased choice around the timing, location and duration of courses, with the need to maintain quality standards Increase access to training delivery through blended learning and online delivery whilst retaining face-to-face or personal guidance and mentorship On-site, customized and timely intervention providing pragmatic training and skilling solutions to human resource issues as they arise Greater flexibility to access units of competency from different sector training packages reflecting the strong alignment of our industry to others, such as health and health promotion, com- munity services, tourism and education More flexibility in funding models Increased recognition of informal and formal skills developmentThere are significant demands across our sectors for stronger recognition processes to be put in place. Paid and unpaid workers in our sectors want and need: The ability to construct and manage a lifelong portfolio of individual skills that can be utilized across different sectors matching industry demands for multi skilled workers Increased validity of RPL with more up front assessment of existing skills and an increasing use of skills auditing, training needs and gap analysis Increased recognition of volunteer skills sets and where possible, mapping to formalized VET training Increased opportunities for articulation pathways at a systemic level Increasing demand for Skill Sets To increase the current traction of VET in Sport and Outdoor Recreation in particular, and to respond to needs arising from emerging government policy, there may be more value in some areas in offering skills sets, rather than qualifications. Research also indicates that there are distinct occupational outcomes for graduates with skills sets, like aqua instructors for example. There is a strong case for skills set training currently across all sectors.

Areas in which there are particular skills shortages that could be undertaken as skills sets are highlighted below.Fitness Sport

Small Business ManagementSmall Business Management Regulatory and Legislative Compliance Volunteer Management

Frontline Management and Customer Service Sales and MarketingGovernance and Leadership

Aqua FitnessCoaching and Officiating

Children and Adult Older TrainerMarketing and Communication

Delivering Outdoor Group Instruction

Community Recreation Outdoor Recreation

Community Develop and Engagement Marketing and Communication Customer ServiceActivity Specific Skills Sets First Aid and Remote First Aid Low and High Ropes Canoeing

Property Management Bushwalking

Paddling

Running Activities/ Program Planning Group Leadership Skills

Cross sector Skills Shortages

Cross sector Skills Shortages Cultural competency training

Working with special population groups Partnership and Collaboration Programming for Inclusion

When making recommendations surrounding the supply of VET training, the Bounce fitness remains mindful that industrys need for specific training courses does not always match industry demand. In the sports sector for example, the sector often recruits from its own networks, either through converting volunteers to fulltime members of staff, or by recruiting graduates from university. Whilst the Certificate IV in Sports Development may aptly cater to advertise roles for example, there is no guarantee that the sector will recruit a graduate with this qualification.It is essential that the supply of qualifications reflect not only what courses people wish to enroll in, but also what courses industry will actually utilize. Supply priorities for full qualification VET courses in the Sport and Recreation Training Package are most likely to be Fitness, Outdoor and Community Recreation, whilst Sport may benefit from a more flexible approach to delivery.

4.4 Organizational Climate

For any employee, at bounce fitness, we believe that workplace is as important a factor, as is the work itself. The environment our managers and we create here should be welcoming, desirable and developing for our employees. We want them to learn and develop with time and make it a workplace everyone in the industry would want to be able to create one day. There are several methods to measure the quality of our workplace environment but it is important to do so in order to guage employee satisfaction. A successful climate assessment starts long before the climate survey is done. It starts with getting the climate ready for a climate assessment - and getting help. Otherwise, it will be about as effective as typical - and theyre not effective according to most research on the topic. However, when done properly - thats a different story.

Bounce Fitnesss Corporate Climate Survey examines employee opinions about the quality of their organization's work climate and can be used to identify opportunities for workplace improvements. The following is a brief description of the work climate dimensions measured by the survey.

Role-Clarity: Employees clearly understand their job duties and their role within our organization.

Employee/Management Relations: Employee relationships with management are based on trust, cooperation, open communication, and employees believe management is effective.

Respect: Employees value and feel values by their co-workers and our organization.

Communication: Important information is communicated effectively, and employees believe they have a voice in our organization.

Performance/Reward Systems: Employees performance is fairly evaluated, and they are adequately rewarded for their contributions.

Career Development: Employees are provided with adequate training/development opportunities to improve their professional skills.

Decision-Making/Coordination: Decision-making, delegation, and coordination are effective.

Innovation: Work methods are innovative and employees are encouraged to be creative and express new ideas.

Relationships: Employee and customer needs are valued by our organization. Teamwork/Support: Employees are encouraged to be team players and are provided the support needed to perform effectively.

Quality of Service: Employees are proud of the quality of service provided by their work team and our organization.

Conflict Management: Conflicts are handled openly and fairly and innovative ways of preventing conflicts are used throughout our organization.

Morale: Employees are motivated to perform well and morale is high.

Direction/Strategy: Employees understand the direction our organization is headed and our organization's vision and goals.

4.5 Alterations to Objectives/Strategies

Once the plan has been laid out and has been implemented, we would expect to see changes relevant to the steps taken. As the plan starts to operate we will also be gathering the required data from agencies, employees, customers and third parties. This data alongside the results from our workforce plan will reveal the actual outcome and then, we will be able to compare those against the desired results. Our managers at Bounce Fitness will then be able to look clearly as to where we wanted to head and where we are actually heading.

This will allow us space, time and opportunities to make desired changes to then existing plans and formulae to drive our achievements even further. All the gathered information should be collated and compared to the original objectives and strategies that you set. On examination, we may discover that refinements could or should be made to align with our organizational goals, or to facilitate actions as a result of our staff survey, or even in response to global trends or incidents. These changes need to be accepted by the senior management, but first you must make them aware. The best way to do this is to recommend the changes to them. Recommendations are usually included in a report. We should:

Be specific in terms of what was desired and what the real outcomes are Data should be analyzed in an appropriate manner on prescribed scales and should portray effective measures Plausible recommendations should be made to address directly related issues Recommendations should be made conceptually with their financial implications All possible financial and technical barriers should be discussed as well

4.6 Review Government Policy

Continuously reviewing governments labor policy can give leads into where competition for future staff may lay, where opportunities in employment and training grants may be accessed, and many other reasons. Environmental scanning, including the government and labor relationship, is imperative.

Monitoring the policies and migration structures of government will assist in planning what and how we need to move forward into the future to drive our business successfully. Since employees are always leaving and need to be replaced, there is always a demand for skilled labor. Government plays an important role in framing policies that drive business and its employment power. Without employees bounce Fitness wont exist and it is the government and its policies that determine each year how and from where we would be sourcing our employees.

4.7 Measuring Effectiveness

Effectiveness is a result. It can only be measured when it has been reached at. We cannot measure it while we are in the process. Thus, once our Bounce Fitness Corporate Workforce Management Plan is out rolling, we will have to spare it some time in order to let it unfold at a nominal pace. Once it has taken sufficient amount of time, it will be possible for us to measure its effectiveness against our predicted results. Change itself cannot be measured. We can only measure the indicators of change. We would need to consider the following when we are out there measuring the efficacy of our plan:

1. Our initial objectives in quantity form2. Variations over time in the objectives and the process itself3. Unexpected results caused by the change, if any4. Employee satisfaction5. Managers perception6. Data from human resources

We would also need to gather feedback from all our stakeholders in order to verify their satisfaction. Data collected from customers will also reveal if their has been any change in our operations, their satisfaction and the attitude of our employees within the clubs environment.

References

Australian Bureau of Statistics, 1995. Population projections: Projections of the working age population, Catalogue no. 4102.0, Canberra, Australia: Australian Government Publishing Service.Australian Bureau of Statistics, 2006. Yearbook Australia 2006, Catalog no. 1301.0, Canberra, Australia: Australian Government Publishing Service.Australian Bureau of Statistics, 2007a. Population by age and sex, Australian states and territories, Catalogue no. 3201.0, Canberra, Australia: Australian Government Publishing Service.Australian Bureau of Statistics, 2007b. Australian social trends, Catalogue no. 4102.0, Canberra, Australia: Australian Government Publishing Service.Australian Bureau of Statistics, 2008a. Year book Australia 2008, Catalogue no. 1301.1, Canberra, Australia: Australian Government Publishing Service.Australian Bureau of Statistics, 2008b. Retirement and retirement intentions, Australia 2006-2007, Catalog no. 6238.0, Canberra, Australia: Australian Government Publishing Service.

Task 2 True False QuizTop of FormBottom of Form

StatementTrueFalse

Assessments of organizational needs and functioning are then used for identifying and prioritizing issues that will require attention and action.

The sales forecast indicates how much of a product is likely to be sold during a specified future period in a specified market, at specified prices.

When measuring the current market demand, the cash demand and the area demand must be measured.

The SWOT analysis headings provide a good framework for reviewing strategy, position and direction of a company or business proposition, or any other idea.

Within the Business Plan you will find the objectives, strategies, goals, and measures of performance that relate to the organization and will focus on the key OH&S priorities.

Once you have determined the number of staff that must be recruited, skills that must be in place and the timelines for this, you then need to have the money to recruit, resource, and employ.

Geographical issues could cause random issues and examination of external and management issues including separation, retention, promotion patterns, etc.

The technological changes that have been experienced since World War II continually have an impact on workforces.

Demographic changes may be required to staff the organization.

Element 1: Assess Supply and Demand

Element 2: Develop Workforce Objectives and StrategiesStatementTrueFalse

Objectives are the goals that must be achieved to be successful or effective.

A solid procedure can make contingency planning a manageable and positive experience that produces a workable plan

Setting the objectives for the workforce plan will require you and your management team to develop loosely structured team goals.

Skilled staff is measured by their ability to negotiate a greater wage.

Sourcing unskilled labor can be a bigger challenge for all organizations than even retaining their staff.

A company must also measure the cost of turnover, develop retention strategies, and plan for some expected turnover and a changing workforce culture.

Your workforce plan will have to be agreed and endorsed by your peers.

There is expected to be large staffing overlaps as the baby boomers' refuse to retire.

Establishing an objective to address any unacceptably high turnover in your organization requires investigation to determine a cause.

The communication plan should be developed as the workforce planning is being developed.

Element 3: Implement Initiatives to Support Workforce Planning ObjectivesStatementTrueFalse

When an organization becomes a preferred employer, the best talent comes to you.

Translating objectives into actions is a challenging task.

The best method for achievement is to allow everyone just to get on with it.

Very large changes such as mergers or reconstructions do cause stress, but the smaller initiatives don't.

The business strategy does not impact on succession planning, but the long-term vision and mission do.

Succession planning should be implanted as a bedrock activity in your organization.

To help staff support the change, begin with understanding the three (3) phases of a change initiative and the emotions each phase typically provokes.

Throughout the change process, accept that people will happily accept every stage.

Succession planning is defined as processes that are established to ensure that preferred staff will stay with the organization.

Becoming a preferred employer requires employers to look beyond the obvious reasons why people seek work and develop a culture, which is compelling to outstanding staff.

StatementTrueFalse

The method you select for analyzing the information will be initially determined by the individual survey, the questions asked, and the number of responses.

Monitoring employment, economic, social, political, legal, and technological trends allows the organization to effectively focus their sights on a productive, meaningful, and strategic future for their organization.

There are only a few reasons why information provided by a staff survey is required by an organization.

Contingent staff is temporary or part-time workers usually working under a contract for a fixed period or a specific project.

The success measurement can be challenging because change' per se cannot be measured in the change management context.

There are two (2) key steps to evaluation:Measure resultsAnalyze the outcomes.

This process of looking at external trends and conditions to forecast their impact on the organization is part of an environmental scanning process.

In some businesses, the monitoring and review cycle may be a continuous process with all processes and plans being regularly updated and monitored.

A good survey will take some time and effort to design.

Most organizations have some problems and the use of an effective and regular survey can highlight that management have provided a channel for communication, are listening, and will act.