2.7 Fictional case study
The intricate link between the different phases in the employment process can be demonstrated by means of a fictional case study. Redington RDS is an oil company that has developed a revolutionary new way of refining oil. As such, a number of new positions have opened up in the company. To address this change, the company will first have to conduct a job analysis for each new position. Information from the job analysis will first be used to help carry out job evaluations and then workforce planning. Next, they will use information from the previous three phases to assist with recruitment, selection and finally the training and develop of new employees. Performance ...view middle of the document...
3.1 Strategic workforce planning
Cascio and Aguinis (2014, p. 238) define strategic workforce planning as “an effort to anticipate future business and environmental demands on an organisation and to meet the HR requirements dictated by these conditions”. As indicated in the discussion on the systems approach to viewing an organisation, changes to the strategic plans (as at Monomotapa) will inevitably result in changes in the HR strategy (but not limited to). Similarly, changes to the HR strategy (as at Monomotapa) may result in changes to the strategic plans and other business areas. However, it is important to note that workforce planning is based on, and should be consistent with both the HR strategies and the overall business plans (Cascio & Aguinis, 2014).
Strategic workforce planning consists of four dimensions that will be discussed in the following sections. Each dimension has implications for Monomotapa Mining.
3.2 Talent inventory
A talent inventory is a comprehensive database of relevant employee information that is fundamental to the workforce planning process. In general it includes information such as the available skill, abilities, experience and career interests of current staff (Cascio & Aguinis, 2014). More specifically, it may include (Cascio & Aguinis, 2014):
• Information about current position;
• Information about previous positions at the organisation;
• Work experience prior to employment at the organisation;
• Language skills;
• Training and development programmes that have been attended;
• Charity work done;
• Data from appraisals;
• Disciplinary action taken; and
• Any awards received.
The list of possible uses for talent inventories is equally long and includes (Cascio & Aguinis, 2014):
• Succession planning;
• Informing promotion decisions;
• Identifying suitable training candidates;
• Career planning;
• Special project assignment; and
• Planning workforce diversity and reports.
If Monomotapa Mining were to invest in developing a comprehensive talent inventory they would be able to solve a number of their HR management problems. Most importantly it would help them to consider current employees for promotion when new positions open up instead of hiring outsiders as had been the case in the past.
3.3 Workforce forecasting
A workforce forecast is a best guess about an organisation’s future labour needs. This process is twofold. Both the available supply of labour (internal and external) and the expected future demand for specific skills should be analysed (Cascio & Aguinis, 2014). Both are relevant to Monomotapa’s situation as they need to plan for the retirements that will take place in future.
3.3.1 Workforce supply analysis
In order to be sure that Monomotapa will be able to meet expected future labour demands, it should be sure to have sufficient information on the available supply. This supply could stem from both internal and external sources. Monitoring external supplies is...