Workforce Analysis Report
Purpose
The purpose of this report is to provide findings in respect to an analysis of supply and demand forecasts for certain occupational groups in the mock organisation , as outlined in provided organisational charts and workforce profiles.
Background
An analysis of past separation trends indicate the following trends:
• Throughout the organisation the likely retirement age will be 60 years or over; and
• In the factory function of the organisation only an average of 5 employees per year under the age of 30 resign. It is assumed that these take on the low skilled factory job before moving on to better employment opportunities. Those reaching thirty or over are likely to remain until retirement.
A number of positions have been identified as critical and pose a risk of serious operational impacts should the occupants, who have the specialised corporate knowledge and unique skills, separate from the organisation in the near future.
During the 2015/16 Financial Year the organisation intends to decrease its factory production output by 50%.
Supply & Demand Trends and Gap Analysis Due to Forecast Retirements
Assuming the future demand for the senior management team (identified by the coloured boxes on the Organisational Chart in the Workforce Profile Document) will remain unchanged for three years identify the gap due to retirements in the figure below:
Forecast Supply Curve: Senior Executive Team (includes the CEO down to the General Manager Level). This does not include Media/PR or Audit Staff.
15
12
10
8
4
2
Staff No 2015/16 2016/17 2017/18
Which positions are subject to retirement and in what year? Are there any in critical job roles, and what is the induction/recruitment period for each? Provide your answers below.
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Supply/Demand Gap Curve: Director Staff Retirements.
Assume that future demand for the directors in HRM, Finance, Engineering, and IT will remain unchanged for three years identify the gap due to retirements in the figure below. You are to provide the demand and supply curves below.
30
20
10
0
Staff No 2015/16 2016/17 2017/18
Which positions are subject to retirement and in what year? Are there any in critical job roles, and what is the induction/recruitment period for each? Provide your answers below.
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Supply/Demand Gap Curve: All Staff in the Property Management Function
Assume that future demand for ALL staff the directors in the Property management Function will remain unchanged for three years identify the gap due to retirements in the figure below. You are to provide the demand and supply curves below.
50
40
30
20
10
0
Staff No 2015/16 2016/17 2017/18
Which positions are subject to retirement and in what year? Are there any in critical job roles, and what is the induction/recruitment period for each? Provide your answers below.
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Factory Staff
From your workforce profile identify the future supply in 2015/16, 2016/17 and 2017/18.
Those 60 or over in 2015/16 are forecast to retire. For each year 5 employees under 30 are forecast to resign. You can select which positions will resign resignations.
In the table below identify the staff numbers after retirements and resignations. You do this by placing a ‘0’ where there is a ‘1’, or subtract by the retirements plus resignations where there is a higher number. For example let’s say there is one retirement and two resignations (as selected by you) amongst the assembly workers in 2015/16. So 12 becomes 9, and is in turn subtracted from in the successive years.
Forecast Supply Trend for Factory Employees
Job Titles Current No No 2015/16 No 2016/17 No 2017/18
General Mgr Factor 1
Director Production 1
Production Supervisor A 1
Production Worker A 9
Production Supervisor B 1
Production Worker B 6
Production Supervisor C 1
Production Worker C 8
Director Assembly 1
Assembly Supervisor A 1
Assembly Worker A 12
Assembly Supervisor B 1
Assembly Worker B 12
Total 55 …………
Please note that the factory WILL NOT be recruiting replacement staff as it will acquire new machinery requiring less workers. Hence as natural attrition right through to 2017/18 you will see the need to merge teams through multi-skilling.
In the space below provide an explanation for the staff reductions you have identified in the above table (e.i. what proportion are due to retirements and what proportion resignations in from 2015/16 to 2017/18).
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In the space below explain which job roles and teams should be merged after the 2017/18 retirements and resignations have been deducted. Provide a rationale for this.
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Diversity Profile
With the exceptions of gender and age, privacy laws require that employees only volunteer whether they wish to be identified as Cultural and Non English Speaking Background or a having a Disability or as Aboriginal or Torres Strait Islander.
For this assignment we can assume that every employee volunteered to complete a questionnaire, and where appropriate identified themselves as Cultural and Non English Speaking Background or a having a Disability or as Aboriginal or Torres Strait Islander.
The organisation has decided to reflect the diversity of the community in its workforce profile by ensuring that any barriers discriminating either directly or indirectly are removed. The organisation also intends to encourage diversity target groups from the community to apply for vacancies.
For this assignment you are to examine the Workforce Diversity Profile chart.
First Exercise
In the table below you will have a middle column of the organisation’s targets for the diversity groups identified. Your job is to highlight the gaps by totalling the number of employees within each target group and convert this into a percentage of the workforce.
Organisation’s Workforce Diversity Profile
Desire Target Group Actual Percentage Desire Target Percentage Gap Percentage under target Gap Percentage over target
Women 50%
ATSI 5%
Cultural/NESB 30%
Disability 10%
Example of Calculating Actual Percentage Formula for First Exercise
The total number of employees For each target group calculate percentage by multiplying total number for a target group by 100, and then divide the total by the total number of employees, which give you the actual percentage. Example: 61 Elvis Presley Impersonators x 100 = 6,100 divided by 197 total employees = 30.96% rounded up to 31% actual percentage of Elvis Impersonators.
Percentage Gap Example
Desire Target Group Actual Percentage Desire Target Percentage Gap Percentage under target Gap Percentage over target
Elvis Impersonators 31% 10% N/A +21%
In the table below calculate the percentage ratio between men and women in various functional areas in the organisation. The target is to have a 50/50 split. Identify where the percentage difference between males and females in the table below.
In the table below calculate the percentage ratio between men and women in various functional areas in the organisation. The target is to have a 50/50 split. Identify where the percentage difference between males and females in the table below.
Organisation’s Male and Female Ratio Profile
Functional Areas & Management positions Percentage
of
Women Percentage
of
Men Over percentage target or under percentage target percentage for both genders
Senior Management Ranks
Director ranks
HRM Branch
Finance Branch
Example
Organisation’s Male and Female Ratio Profile
Functional Areas & Management positions Percentage
of
Women Percentage
of
Men Over target or under target percentage for both genders
Fighter Pilots 60% 40% Males = 10% under 50% target
Females = 10% over 50% target
Dog Handlers 50% 50% Equilibrium = both on target
