Improving The Workforce With The Needs Of The Business

The key to the success of any business is the strength of its staff or work force. However, to remain economical, a company's work force must be able to increase efficiency, lower staffing costs, reduce turnover and provide long term growth for the company. In order to achieve all of these goals, a company must have and implement a successful work force planning strategy. This can be difficult as many companies fail to see where there staffing short-comings lie, and therefore can not determine the best strategy for hiring, outsourcing and shifting staff positions. Since each company's staffing needs are different, a successful staffing strategy must have a broad enough outline to be applicable to any company while also being specific enough to accurately address that company's staffing needs. In 2001, Governor David Paterson, the New York State Department of Civil Service and the New York State Governor's Office of Employee Relations published a guide for work force planning for their state agencies titled Our Work Force Matters. This guide provides eight steps for the planning processes along with several strategies and

| 1) Reduced personnel costs2) Access to better and more specialized talent3) Allows for better growth potential, particularly concerning shared services

Transparent hiring process for both internal and external applicants. Employees would be able to apply and track their application. They would have the ability to know what skills and experience they need to develop a career path. Management can match possible interns to positions even before they graduate from college

* Supply and demand; Organisation will have to look at supply of the talent. If the supply is low and demand high use of internal resources will be necessary by forward planning, supply of specialist training

While it is certainly important to acquire new talent for the organization, it is worthwhile investigating what talent is already available within the organization and if these can be used

Which of the following is NOT an advantage to using externally based training programs for managers?

It would be beneficial to hire both internally as well as externally. Chern should continue to develop and promote their current employees into higher positions within their department based on their level of skills and experience gained over the course of their employment with Chern.

Learning and Talent Development Allows people at all level of the organisation possess and develop the skills, knowledge and experiences to fulfil the short and long term ambitions of the

Internal sourcing often lies at the core of an organization’s recruitment system and a lot of times current employees are usually considered first when a job becomes available particularly for organizations whose talent philosophy supports promotion from within, such as the company I work for, therefore making internal sourcing more effective than external sourcing. Due to the fact that current employees can quickly grasp the concept of the skills and information needed for the position once hired, a lot of companies try

Companies should also identify early on the talented individuals who can be developed for advancement.

By John Sullivan Workforce planning is one of the most important issues that human resources professionals are talking about today. Still, many have not gone beyond the talking stage. The task of actually implementing workforce planning is daunting because it is so difficult to define. The following suggestions are designed to demystify what workforce planning is and to discuss the reasons why every HR department should implement such an effort. Being prepared is

Even when promoting employees intensively from within the organization, it is the role of management and HR to keep an eye on valuable candidates from outside and to benchmark internal skills with external offers.

Pay and rewards attract and retain employees. Having the right pay and benefit for employees motivate them. This helps employees feel valued and can remove animosity between employee and employer. Training and development has a positive impact on employees, this shows investment from the employer and enhances career progression.

With the costs associated in maintaining a skilled-workforce shooting up, it is crucial for organizations to adapt to the changing environments and make better informed decisions in terms of workforce training and management for economic survival (Kapp, 1999). Managing workforces involve both short-term and long-term decisions to determine the most effective practices and policies to close gaps and meet future workforce needs. While long-term decisions deal with the overall composition of the workforce and the number of workers to hire or fire, short-term decisions involve assigning workers to tasks often with an objective like meeting demand or cross-training. The focus of this thesis is on short-term scheduling models to assign workers to departments/tasks.

There are major challenges confronting the workforce program managers and executives that are focused on staffing. In this area a common language must be ensured to support hiring practices. The lack of common words and definitions can cause serious communication concerns between program managers and suppliers of benchmarking workforce programs across organizations. In order to help prevent these issues, lexicon suggests a set of “working definitions to be use by program managers (American Staffing Association 2015, para.1).