1 a. Identify three planning documents that need to be reviewed prior to undertaking workforce planning.

(3 bullet points)
 Analysis of the current workforce
 Leverage scenario-based analysis to plot potential futures
 Analysis of the future formation of the workforce

1 b. Briefly explain why workforce planning needs to be integrated into business planning. (50 – 100 words)

Workforce planning and business planning both focused and dealt with goal setting for the future. Workforce planning assists
businesses to grow, restructure, reform, or downsize considering the right staff recruited or retained for the result-oriented business.
Workforce planning determines policies and systems that create and sustain the workforce as per the business strategy. It is one of the
fundamental tools to apply according to the goal of an organization. Workforce planning and business planning go hand in hand to
ensure the right people for the right purpose to achieve the right target on behalf of a business.

1 c. Outline what workforce planning will achieve for the business. (30 – 50 words)

It is about achieving an organizational long term vision and a strategy to utilize human resources proactively and project the quality and
quantity of human resource requirements for the future. It addresses external workforce factors that affect the business and the
downsizing of staff that is not useful to achieve organizational goals.

2. a. I Explain how the following influence the development of workforce plans: anti-discrimination legislation (30 – 50 words)

In Australia, it is unlawful to discriminate based on age, disability, sex, gender, and race while selecting an employee, promotion, or
downsizing the workforce. A workforce plan determines the current workforce and potential future human resources both but it should
be strictly maintained that no discrimination takes place during the workforce planning.
2.a. II employment legislation and industrial relations (30 – 50 words)

As an employer, there is an obligation to comply with all aspects of the Australian Employment Law and ensure each employee gets a
comfortable work environment that is free from bullying, discrimination, and harassment. It is much more important to treat each
employee with equal opportunities, facts, judgment and policies for all.

2. a III. work health and safety legislation and regulations (30 – 50 words)

While assessing the current workforce or retaining employees for the future, especially who is responsible for ensuring workplace health
and safety legislation and regulations, they must be considered not terminated or be on the list of downsizing until or unless a
responsible person is found to replace them.

2. a IV. Privacy Act (30 – 50 words)

Workforce planning is determining current workforce details and future workforce needs. It is a process of shaping an effective
workforce plan by organizing employee data that should be kept confidential as internal information. Disclosure of any personal
information is strictly prohibited and the employee has the right to ask for access to the information.

2. a V. organization and human resources policies and procedures (30 – 50 words)

Human resources policies and procedures are the key factors before planning the workforce plan. It has to be structured, controlled,
consistent and fair to ensure how to recruit new employees for the future or downsize the current workforce. The policies are developed
to influence the employee to abide by them.

2.b. b. Review and outline how government policy impacts labor demand and supply. (30 – 50 words)

Government policies such as reducing wages, fewer working hours, migration, work and leisure, and the size of the working population
all have an impact directly or indirectly on labor demand and supply. Government policies affect private sector employment and reduce
workforces and replace poor performers to better performers.

3. a. Explain why monitoring workforce turnover is important.

Workforce turnover is an important tool to measure the effectiveness and systems of human resources management. It is to identify the
overall workforce management and how worth it is in an organization. It enables the opportunity to identify what could be done
differently across various job roles in a business.

3. b Obtain employee data for the previous year and use it to calculate your organization’s average number of employees and
turnover percentage.
Number of employees at the start of the year 2020 = 45
Number of employees at end of the year 2020 = 21
The average number of employees: 33
Number of employees leaving the organization during the year = 7
Turnover percentage: 21.21%

3. c. Using the data available in this report (HR Survey 2021), compare your organization’s turnover rate with the industry
average.

I. If your organization’s turnover rate is lower than the industry average, suggest some reasons why this might be the
case.

Workforce turnover is a tool with analysis and gets results beforehand so that an organization can plan to retain key employees and
recruit new ones as per the forecasted workforce plan for the future. Workforce planning is a proactive planning phase that helps an
organization to achieve its future goal. If we have less turnover rate than the industry average then it means a small number of
employees leave the organization compared to hired employees in the particular time. Achieving low turnover than the industry average
is the key perspective that an organization should target at comparing to an expensive high turnover rate. It indicates effective recruiting
and also organization offers a motivational job environment that causes better employees to stick around versus leaving.

A low turnover rate indicates that the workplace has offered training and development of current employees, good communication
between management and other staff, clear job descriptions have been practiced in the organization, well recognition or promotion, and
awards have been given periodically. It also indicates that the organization has offered flexible working hours to balance the employee's
work life. It is not always true that a low turnover is a satisfactory term for an organization, it has some bad impacts as well. Low
turnover also means that poor performers, weak skills, and unambitious and not innovative staff are working in an organization.
II. If your organization’s turnover rate is higher than the industry average, suggest one strategy that could be used to reduce
your turnover rate.

High workforce turnover indicates that a number of employees leave the organization voluntarily or involuntarily in a particular year or
time frame. Finding the right people for the right position is often much more challenging for the organization. A high turnover rate
means a huge cost of recruitment and it affects the organization's profitability. One of the best strategies is to reward and recognize
good performers in an organization. It is just not to reward the right person but it acts as a motivational factor for other non-performers,
low performers as well as others who are struggling to perform up to the mark within an organization. A simple thank you letter can
make an employee feel proud and can boost up his or her performance within an organization.

Appreciation on the job for the right employee is essential as well as it is important to terminate the low-key performers from the
organization. The reason is to motivate through appreciation directly or indirectly to let other staff know they can be an asset to the
organization and they should keep performing for the betterment of the organization. Retaining employees is the key factor to decrease
the high turnover in case workforce future planning.

Question 4
Explain the following terms in the context of workforce planning:

Term What this means in the workforce planning context

Demographic profile Workforce planning required a demographic profile of
employees to identify current employees' age, gender, length
of service, and educational level.

Workforce planning is future-oriented and proactive planning,

if there are some employees whose age is nearest to 60 in an
existing workforce, understandably, they are going to retire
very soon and other staff required training and development
to take their position in the organization. It plays a vital role to
initiate staff replacement policy and prepare effective
workforce planning for an organization.
Labour force analysis Labour force analysis is a much-needed subject matter that
has to be followed beforehand in planning the workforce. It is
to identify internal employee capability and also external
employee supply for a particular future workforce planning as
per the organization’s goal. It is a recruitment factor to serve
the purpose of an organization in the future. Workforce
planning requires both if there is a shortage of skilled
employees internally within the organization then it requires
recruiting the right people from external sources but if the
organization has sufficient capable employees, then the
workforce planner still requires to consider the future
requirements of a specific time or year to fulfill the
organization’s goal.
Forecasting Forecasting in workforce planning is a crucial process to
predict, and identity, current trends in existing workforce
planning and how to utilize the workforce for achieving
organizational goals. It is a vital issue while checking whether
the existing workforce has enough capabilities or not to fulfill
the goal of the organization. If the organization has enough
capable people, then they can be utilized properly to satisfy
the goal of the organization. It also means that if the
organization doesn’t have proper capable employees, then the
human resource manager can forecast what number of
employees are required based on employee skill, position, job
role, and responsibilities to achieve the goal of an
organization.

It is also important in forecasting to identify underutilized

employees within an organization and look for alternatives by
planning new recruitment needs to achieve organizational
goals.
Trend analysis Trend analysis is a comprehensive process to study past data
about employees based on job roles, situations, and positions
for the future demand of workforce planning. It is an analysis
process to identify what went wrong or what went right in a
workforce around a particular time frame. It is more about
past incidents and tactics and how the human resource
manager handled that at a particular time of a month, year or
project.

Things change as organization policy and goals can be

changed project by project from situation to situation. It is
about collecting data and examining the scenarios from time
to time in a particular organization. Trend analysis required
regular storage of data, and information by the human
resource department. Trend analysis help to handle future
situations that may arise or can come up with a particular
solution so that everything goes as planned to achieve the
organizational goal.
Workforce supply Workforce supply is an analysis of existing employee
capabilities by examining recruitment data, and information
on workforce demographics. It is also important to analyze the
external workforces that can be the best fit for an
organizational goal or achievement. It is a human resource
management system to identify whether the existing
workforce has the capabilities to achieve the future
organizational goal. Workforce supply analysis includes
analysis of organizational structure, the outcome of
capabilities, and highlighting the skills and experiences,
education, and training that may require to develop the
existing workforce to make them ready for future
organizational goal achievement. Workforce supply focuses on
an evaluation of internal workforces and searches for
externally qualified candidates if required to achieve the goal
of an organization.
Workforce demand Workforce demand is assessed on internal and external
human resources demand factors. It is to assess existing
internal employees’ skills, and experiences that can be fit for
particular goal achievement of an organization. Internal
demand for human resources can be managed by providing
essential training so that they can be the best fit for the
organization.
If the human resource planner found that there are not
enough capable employees at the moment to achieve a goal
of an organization then it is important to seek new
recruitment of employees based on skillset, qualification, and
experience required to achieve a particular goal of an
organization. Finding the right people for the right work is not
always easy and sometimes it is costly for an organization.
Workforce gap The workforce gap lies between the internal demand for
existing workforce capabilities and the external supply of
workforce capabilities to achieve a particular organizational
goal. To identify the current external supply of capable
employees it is required to analyse labour market data and
consult with line managers within an organization who are
responsible for new recruitments for the organization.

Internal demand for capable employees can be fulfilled by

providing training for the existing employees so that they
become the best fit for the future goal of the organization. If it
is found a significant shortage of capabilities of existing
employees then the organization opts for external sources of
recruitment to fulfill the goal of the organization.
Assessment Task 1
Define business goals and the operating environment for a planning period for your organisation. In your response include the current
and future:
 Strategy and business objectives and goals
 Key functions and activities (including products and services to be delivered)
 External influences on your business, such as technology impacts, competitors, local labour market trends, industrial relations
 Internal influences that may have an impact on the business (positive and negative)
Use the following template to formulate your responses.

Your response
Key Business goals for the Ensuring high quality event management services and
next three years include… solutions by establishing offices in all the six states in
Australia. We want to serve 600 clients in the next three
years.
Key priorities for the next 12  Hire experienced individuals who will be organising
months include… the events.
 Outsource virtual individuals to handle customer
service and online marketing and advertising
 Hire an administrative team who will be responsible
to handle finance, accounting, and human resources.
 Customise event management offers or packages for
Your response
individual clients, groups, corporate clients, and elite
members of society.
 Ensure world-class event management services at
least to 100 clients and branch out to cover another
two states within the next year.
Business will be successful  We focus more on providing solutions to customers
if… rather than services.
 Arrange every event in a unified way to take care of
everything on time.
 Ensure a professional attitude towards the client and
provide services at an affordable price compared to
other competitors.
Key factors that will achieve  Work on unique selling points to ensure that we are
business success different and better than other event management
firms.
 Provide proper customised and convenient solutions
to every individual client that we will deal with.
 Create proper documentation for each client and be
transparent to them (no hidden costs).
 Understand needs and discuss in detail with each
client and try to provide solutions rather than
considering generating revenue.
Success will be measured by KPQs - Key Performance Questions - We will evaluate our
(include metrics) success semi-annually by asking questions about whether
Your response
we have met objectives or not.

The key Questions are -

 How many clients we have managed to serve in the
last 6 months?
 How much profit have we earned to establish our
branch office in other states in Australia?
 How many clients have rated our services with 5 stars?
 What was the key factor that brought client
satisfaction?
 How can we define our progress to achieve semi-
annually business objectives?
 What percentage of our end business goal achieved?
Obstacles that the business As a start-up, we may face several obstacles to achieve our
will face while striving to business priorities and they are
achieve business priorities
are …  Finding the right people for the right job role
 Attract employees with benefits and retain them
 Finding new clients and their diverse needs
 Competing with old and well-established event
management companies
 Designing effective and affordable event management
packages compared to others
Your response
 Change of price event management materials and
grow the relationship with vendors.
Areas that will need to be  Hiring competent human resources depend on the
changed or realigned to business's nature and goal.
achieve business priorities  Hiring diversely skilled individuals who can deal with
are… and adapt to different uncertain situations.
 Consistently meeting customers’ requirements and
ensuring a high level of standards.
 Build strong customer relationships based on proper
effective communication.
 Use of the right technology and CRM software to build
customers database and enable one-click details of
customers.
 More priority to managing vendors and also inventory
management of event management supplies.

Workforce strengths that will Key strengths of employees working in an event

help achieve the strategy management team are -
are...  Proactive and diverse skills
 Trustworthy and loyal
 Self-motivated
Your response
 Team oriented
 Success and outcome-based
 Flexible and optimistic
 Positive and can-do attitude
 Adaptation and decision-making skills
Workforce limitations that The workforce should not have the followings that may
may impact negatively on the impact negatively the business -
business are…  Communication problem
 Cultural misunderstanding
 Slower decision making
 Discrimination
 Negative attitude
 Lack of knowledge of technology
The most significant changes  Implement the right people shifting to the right
(recent or projected) in the position
business or workforce are…  Create a flexible and easy workplace environment
 Training and development for career growth
 Develop team building and leadership capabilities
 Motivate low-key performers and reward the best
performers
 Provide more perks to employees besides
remuneration
The following are likely to Change in strategy or direction means the business has
Your response
affect the business over the not running in the right direction or focusing to achieve
coming years (1-3+ years) the main goal and objectives.
and the effect will be (add to
or delete what does not It will create confusion among the workforce and the
apply) … productivity of employees will be reduced significantly if
 Changes in strategy or they find relevant or irrelevant changes in strategy or
direction direction.

 Significant cost Ways to reduce the costs in a business

reductions  Downsizing workforce
 Overpay to non-competent employees
 Reduce the cost of advertising
 Control over the variable cost reduction
 Outsourcing Key positions of the business should not be outsourced as
it’s a service-based business so it should be focused to
recruit the right people for the right job position.
Outsourcing only can be done for those positions where
there are no requirements to contact directly with
customers.
 Implementing new Technology has no negative impact on any business if the
technology/technology right technology is used for the right purpose. Changes in
changes technology always make a business operation smoother
but sometimes it’s costly.
Your response
 Changing customer  Customer relationship management is required to
expectations or be more proactive to understand the nature of the
requirements expectations and requirements of the customer.
 Provide convenient solutions to customers based
on the actual requirements of customers.
 Have to change service design depending on the
customer's expectations or requirements.
 Have to come up with strong change management
policies and always needed to be ready to face it
from the front.
 New lines of business, It should not be implemented until or unless the core
service or products service of the business is satisfied and generating revenue
for the business.
 Improvements in It is the most important factor for this business as it is
efficiency based on offering services to clients. It will be much
needed to maintain a good relationship with customers to
map or project how we can improve the efficient delivery
of services to customers.
 Changes in It will affect every single business in the country if there
government policy or are changes in government policy, rules, and restrictions.
legislation Imposed of the high tax rate, GST, service tax, and value-
added tax these all will create much impact to redesign
the service offerings and changes the prices of service.
 Economic trends Economic trends such as an increase in demand, higher
Your response
labour costs, rapid transition in technology, and labour
shortage will create a devastating impact on the business
and it should be taken care of carefully to retain existing
high performers and try to reduce the employee turnover
due to the sudden increases in labour costs.
 Environmental issues Most uncertain yet the natural reason that can be affected
largely in business. Floods and natural disasters are
uncontrollable environments and would create short or
long-term crises in every business.
Other (specify – e.g. Changes in the policy of employment and law can
industrial relations) influence business outcomes. If it is an obligatory term to
comply with then every business has to accept these
changes and plan accordingly to adapt to this in their own
business and workforce culture.
The competitive strengths of “We provide solutions to customer problems rather than
the business are… providing traditional event management services. Each
customer is important to us and we serve them with a
high level of service standards”.
The major weaknesses of the We are new and competing with well-established event
business are… management organizations and we are still growing and
we don’t have sufficient knowledge about the customer
requirements as a start-up.
The biggest opportunities for Satisfying customers with affordable, customised, and
the business today are… convenient event management packages.
Your response
The biggest threats for the To earn a business reputation and compete with well-
business today are… established companies who are providing similar kinds of
services to the client.
Assessment Task 2
a. Determine your current workforce needs by researching the current state of your workforce ensuring that:
 the current analysis includes the most recent data about the numbers and types of employees required to deliver your
current plans and goals
 skills required by the workforce to deliver current plans and goals are identified
 historical workforce data is provided (if it is available)
 employee satisfaction data is collected and reported on
 exit data is analysed and reported on to identify any patterns that could impact current plans
b. Determine your future workforce including:
 an estimation of the number and types of employees required to deliver your future plans and goals
 skills required by the workforce to deliver future plans and goals
c. Identify where your workforce gaps are, by comparing your current workforce with your future workforce needs.
d. Identify any external labour supply trends relating to current and future skills shortages, or excess labour supply areas
(including global trends and incidents).
Note: Templates are provided for you to use if your organisation does not currently undertake workforce planning or you do not have
access to reports generated by your Human Resource Information System.
Current workforce data and profile template
Pay level
Employment status (headcount)
(e.g. Job
Reason for
Employee Start award/ Perm Perm Fixed Casual Years Age Family Diversity
Location Job title Gender Quals. leaving
name date award full part term in role range (e.g. data
(exiting)
free/ time time contact trade)
grade

Current identified skill shortages in

external environment and impact on
labour supply
Current oversupply of labour in
external environment and impact on
labour demand
Global trends and incidents impacting
current plans

Workforce supply, future demand and gap analysis template

Location Job family Job title Employment Current Future planned Resignation/ retirement Gap headcount Comments
(e.g. headcount
Administrati status headcount Year 1 Year 2 Year 3 Year 1 Year 2 Year 3 Year 1 Year 2 Year 3
on)

Current identified skill shortages in external environment

and impact on future labour supply

Current oversupply of labour in external environment and

impact on future labour demand

Global trends and incidents that could impact future plans

Assessment Task 3
a. Review the effectiveness of your organisation’s workforce plan to meet current
labour needs. If your organisation does not currently have a workforce plan,
review the ability of your organisation to meet current labour demands
(numbers and skills).
b. Develop a workforce action plan that addresses internal labour needs in the
medium to long term ensuring that the action plan addresses issues identified
on the action plan template.
c. Identify two stakeholders and share the workforce plan you have developed.
Obtain their feedback and endorsement for your plan and action plan.
d. Develop a contingency plan to deal with any unforeseen situations that may
impact on the implementation of either the workforce plan or action plan.
Note:
 Templates are provided for you if your organisation does not currently have
workforce, action or contingency plans.
 A communication feedback form is provided as evidence of communication
and endorsement by two stakeholders of your workforce and action plan.

Detailed workforce plan template

Introduction to the workforce plan

Aims and objectives of the workforce plan (including diversity/cross cultural objectives)

Business or workforce constraints that have been identified

Assumptions that have been made

Business goals for the next (x) months/years

Business opportunities and challenges

What does success look like?

Key workforce information

Key workforce risks

Workforce strengths, opportunities and challenges

Monitoring and evaluation (including effectiveness of change processes)

Workforce action plan template
Identified issue/gap Strategy/action Resources Outcome/measure Who By when
Example Example Example Example Example Example
Workforce gap due to  Consider internal  Succession plan  Fill workforce gap  Business manager  In the next 6 months
anticipated retirements promotional  Training plan within four weeks of
opportunities  Recruitment plan staff announcing
 Recruit externally for retirement
position
Resistance of workforce
to deal with
organisational change
Alignment with
recruitment, learning and
development,
redeployment or
redundancy
Ability of organisation to
meet diversity goals

Contingency planning to
ensure business
continuity if labour
demand is not met
Your issue/gap
Workforce action plan template
Identified issue/gap Strategy/action Resources Outcome/measure Who By when
Your issue/gap

Your issue/gap

Your issue/gap
Communication Feedback form
Instructions to students:
Please identify at least two appropriate stakeholders to review and endorse your workforce plan.
Provide copies of this form to your stakeholders for them to complete as they undertake their review.

Your Name: Date:

Stakeholder Name:
Stakeholder Role:
Please describe your interest/role in workforce planning:

To what extent do the workforce plan objectives align with your own team/ department/ business
unit goals?

Please comment on the appropriateness of the workforce planning action plan:

What (if any) recommendations would you make to improve the workforce plan?

Please indicate whether you would endorse the workforce plan for implantation:
Yes – I endorse this plan No – I do not endorse this plan
Comments:

Stakeholder signature:
Date:
Assessment Task 4
a. Use your current organisational chart to identify key positions in your
organisation (by role title only). These are the roles that require a succession
plan.

b. For each key position outline the relevant qualifications, skills and experience
required to fill the position in the event of a succession.

c. Develop a succession planning guide that covers each of the roles that
require a succession plan. This should include as a minimum:
 a brief explanation of ‘succession planning’
 aims and objectives of succession planning
 any legislative or organisational requirements (e.g. equal opportunity or
internal recruitment policy) to ensure you succession plan process is
fair and equitable across the organisation
 key competencies for the roles (with a ranking criteria)
 the process for creating a pool of talent within the organisation
 an outline of how you will determine the suitability of candidates for the
identified roles
 any development process for potential ‘suitable’ candidates
evaluation of the succession plan and process; e.g. successful
appointment to roles
Note: A template is provided below for you to use if you do not have access to an
internal document.

Succession Planning Guide template

What is succession planning?

Aims and objectives of the succession plan (including diversity objectives)

Organisational or workforce constraints that have been identified (e.g. legislative or organisational
requirements)

Identifying key competencies (role criteria) for the roles

Creating a pool of talent

Assessing the suitability of candidates for identified roles

Identifying capability gaps and alignment to Learning and Development Plans (pathway to the
roles)

Evaluation of succession plan and process

Assessment Task 5
a. Review results from a recent employee satisfaction survey and write a
summary of worker satisfaction in your organisation.
Note: If your organisation does not currently do this, you can use the
Australian Public Service Employee Census 2021 to address this Task.
As per the employee engagement report of the Australian Public Service Employee Census 2021, it is
found that it is not just how much employees like to work for an agency but also it is a key
measurement plant to measure the emotional attachment of employees and commitment to work for
the agency. The score is 70% of employee engagement out of 100%. It is slightly higher than the
average engagement score and it means employees are somewhat engaged with the agency but not
fully. According to the three parameters Say, Stay and Strive - different types of questions have been
asked in each parameter to identify the employee engagement from the respondents. 72 respondents
have passed the opinion that they are satisfied with their job and only 12 respondents are not.

There are 64 respondents agreed that they feel proud to work with the agency and 12 respondents are
not feel anything like that. For workplace environment around 56 respondents agreed positively and
20 respondents not agreed. There are 83 respondents believe that the agency is focused on the right
purpose and objectives, whereas 20 respondents denied it. About 50 respondents feel that they have a
strong personal attachment to the agency and 22 respondents have no attachments. 80 respondents
believe and confirmed that they are committed to achieve the goal of the agency and 16 respondents
have shown neutral opinion on this matter.

There are 86 respondents who agreed to improve the way of doing things in the agency and 93
respondents are ready to provide hard work whenever required to achieve the target of the agency. 82
respondents have agreed to go beyond to achieve the agency’s goal and 47 respondents feel that the
agency motivates them to work best every day. More than 80 respondents in average provided
positive feedback about the supervisor’s quality of engagement, relationship, helping attitude,
encouragement, and feedback on work to achieve the priorities of work in the agency. There are about
65 respondents on average evaluated positively by the SES manager and highlighted different
qualities including priorities, positivity, cooperation, innovation, creativity, and attitude. 45
respondents provided positive feedback regarding the communication and change management
quality of the agency. Almost 60 respondents in average are satisfied with the workplace conditions
respectively. There 70 respondents agreed with having good workplace culture, support, respect, and
helpful attitude in the agency.

These can be summarised as the most of the cases positive result has been found compared to a
neutral and negative opinion. It proves that most of the employees are satisfied with the agency and
performing well to accomplish the goal of the agency.

b. Outline programs that are used/could be used by your organisation to be ‘an

employer of choice’.
There are a few programs can be used to be an employer of choice within the organisation. It is all
about recruit right talent and retain right employee intact within the organisation. Defining the ideal
employee is the first step toward becoming the employer of choice within the organisation. We have
to plan accordingly to recruit and retain only those employees who are fit for our organisation. If we
can hire the right employees from the beginning of the business then it would be easier for us to have
more leading and key role players within the team. It is also important to hire and retain only those
who are committed to achieve the organisational goal, priorities, objectives and mission. Offering
financial or non-financial perks can do the trick to retain employees in a business. It is a quite
important part to attract and award right performers regularly so that they feel attachment and positive
about the organisation. These perks can be the health insurance program, wellness benefits, flexible
working environment, and remote work opportunities to retain productive employees.

Doing something out of the box for the employees always brings a positive vibe among the
employees, groups, team and it could be an inspiring factor to retain the better performers regularly.
Arranging and celebrating employee anniversaries and birthdays, offering lunches for all, tracking and
sharing performances in front of all employees and giving thank you notes to the right employee -
these are effective options that an organisation can do to bring more attention to a business. Happy
employees are always assets for the organisation and well-focused employees are always key factors
to achieve the target or goal of the business. We have to remember that we can’t satisfy all employees
but we can motivate and inspire them to become a key contributor for the success of the organisation.

We can provide on the job professional training to develop the skills of the right employee and this
would be another inspiring fact for all the employees within the ogranisation. It is to ensure that we
can retain right employee in our productive team and identify the low-key employee to downsize for
the betterment of workforce plan now and or for the future.

End of Assessment