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.
2.
3.
4.

Supply Analysis
Demand Analysis
Gap Analysis
Solution Analysis

In 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 Data
Most 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.

A 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 Demands

Our 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 Structure

The 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:
Focus
Strategic HRM Foundation

Framework for Managing the

Ageing Workforce

Design, Implementation and

Maintenance of HRM/ Diversity
Practices

Workforce Planning and Analysis

Strategy/Practice
Establish the basis for strategic HRM via:
CEO/Top management endorsement
Line manager buy-in
HR competencies and configuration of HR practices
HR 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
The 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.
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

Recruitment and Selection

Job Analysis and Design

Occupational Health and Safety

Training and Development

Performance Management
Rewards, Remuneration and
Recognition

Employee value proposition

Labor market segmentation
Communication a b o u t p r a c t i c e s t o e m p l o y e e s a n d t h e g e n e r a l
community
(Internal and external stakeholders)
Recruitment to attract diverse pool of candidates
Prevention of discrimination
Awareness of needs of older job candidates
Technology and print based advertising
Awareness of and adaptation to suit needs of diverse workforce
Links to flexible work arrangements
Inclusive work environment
Awareness of and adaptation to suit needs of diverse workforce
Prevention of and compensation for occupational illness and injury
Health promotion
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
Awareness of and adaptation to suit needs of diverse workforce
Performance Feedback based on objective outcomes, not values and stereotypes
Awareness of and adaptation to suit needs of diverse workforce
Non-financial rewards
Meaning of work

Bounce Fitness Change Management Structure to deal with Workforc

Category
WORKFOR
CE
PLANNIN
G

Key Result Areas

Key Performance Indicators

Exam

Analysis and
understanding of policy
and industry context

Analysis of external environment

SW
enviro

Compliance with legislative

context
Labor market segmentation
Analysis and understanding
of current workforce
characteristics
Analysis and
understanding of future
workforce needs

Public policy context

Factors specific to your industry context Con

Ana
Analysis of internal environment
skills
Public policy context
Ana
Factors specific to your industry context mana
Identification of drivers for diversity
Ga
management
we
Identification of barriers for diversity
Sce
management
Suc

Em

STRATEGIC
INTEGRATI
ON/
ALIGNMEN
T

Strategic alignment
of diversity practices

Involvement of senior HR in strategic

decision-making

Bud
mana

Leadership support for

diversity management

CEO and top management team

endorsement of diversity strategy
Evidence work-life initiatives are
aligned to the business strategy

Rev
prac

Organizational culture for

diversity and inclusion

Sta
stake

Establishment of objectives for diversity Exa

management
Line manager support for diversity
management
Employee involvement in identifying
diversity practices
Employee uptake of diversity practices

Category

Key Result Areas

Key Performance Indicators

Examples of Measures

HRM/DIVER
SITY
PRACTICES

Compliance with relevant

legislation

Diversity practices have been

developed & tailored to meet the
needs of our organization and
employees

Examples of diversity practices

Design and
implementation of a
diversity management
strategy

A diversity action policy, plan and

practices are in place.

Workforce planning
Age audit
Succession planning
Role modeling by executives and managers

Achievement of targets
for diversity management

Diversity and inclusion training programs for

all levels

Global policy
development, local
implementation

Diversity in recruitment
Removal of discrimination and stereotypes
Training to meet diverse workforce needs
Flexible performance management
Flexible rewards (monetary and nonmonetary)
Flexible work arrangements

CEO/EXECUTI
VE
ACCOUNTABI
LITY

Endorsement of diversity
management strategy

Executives are active role models

for diversity management

Executives utilize flexible work

arrangements

Employer branding

Budget and resourcing for diversity

practices

Executives participate in education and

training for diversity management

Focus on long term

targets, not only short term

Executives communicate to all

employees to endorse diversity
management
Executives 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

Category

Key Result Areas

Key Performance Indicators

Examples of Measures

HRM/DIVER
SITY (HR/D)
SPECIALIST
ACCOUNTABI
LITY

Employer branding

All managers and employee have

knowledge of, uptake of, and
satisfaction with diversity practices

Executive & managers

interviews/survey/focus groups to assess
their knowledge of, uptake of, and
satisfaction with diversity practices

Effective communication
of diversity practices
Identification of
accountabilities for
executives, managers,
HR, and employees for
diversity practices

Adequate budget and resource

allocation to diversity practices
HR/D credibility and influence with
senior executives

Employee survey/focus groups to assess

their knowledge of, uptake of, and
satisfaction with diversity practices

HR/D credibility and influence with

other managers

Accountability tools or system

HR/D credibility and influence with

employees

HR/D provide education and

training for diversity management
to all levels of our organization

Communication of diversity practices

HR/D utilize flexible work arrangements

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.

Category

Key Result Areas

Key Performance Indicators

Examples of Measures

MANAGER
ACCOUNTABI
LITY

Endorsement of diversity
management strategy

Managers are active role

models for diversity
management

Managers utilise flexible work arrangements

Managers buy-in to diversity

management policy and practices

Managers support and facilitate employee

uptake of diversity practices

Managers participate in education and

training for diversity management

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.

VALUE
AND
IMPACT

Demonstrated value
for our organization, for
employees and
stakeholders

Diversity practices are individually

measured

Impact on reputation,
employer brand, attraction
and retention

Diversity practices are reviewed

and revised as appropriate

Impact of diversity practices is

measured

Barriers/obstacles to diversity
and inclusion are removed
Demonstrated organizational culture
for diversity and inclusion

Managers provide performance feedback

based on objective outcomes rather than on
values and stereotypes that prejudge an
individuals abilities and talents
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)

1.6 Human Resource Supply

Between 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. 2
Source: Australian Bureau of Statistics, 2011
1.7 Budget Allocation fro Workforce Changes / Development
To 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:

Head Office

Payroll
Team Building

Budget
$959,000
$66,500

Actual
$896,750
$45,500

Variance
-6.49%
-31.58%

Brisbane

Payroll
Team Building

$187,500
$16,000

$171,750
$18,000

-8.40%
12.50%

Cairns

Payroll
Team Building

$180,000
$13,500

$195,000
$15,500

8.33%
14.81%

Sydney

Payroll
Team Building

$281,500
$21,000

$230,000
$6,000

-18.29%
-71.43%

Melbourne

Payroll
Team Building

$310,000
$16,000

$300,000
$6,000

-3.23%
-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
$1,271,235.
00

Head Office

Payroll
Team Building
ECDP

$1,122,030.00
$72,485.00
$76,720.00

Brisbane

Payroll
Team Building
ECDP

$219,375.00
$17,440.00
$15,000.00

$251,815.00

Cairns

Payroll
Team Building
ECDP

$210,600.00
$14,715.00
$14,400.00

$239,715.00

Sydney

Payroll
Team Building
ECDP

$329,355.00
$22,890.00
$22,520.00

$374,765.00

Melbourne

Payroll
Team Building
ECDP

$362,700.00
$17,440.00
$24,800.00

$404,940.00

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

pools
2.2 Objectives to Address High Staff Turnover
The 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 requirements

2.3 Objectives to Retain Skilled Labor

Key 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
Psycholog

Description

Retention Strategy

Personal growth

Training & Development

ical
Needs

Work
Environm
ent

Job Satisfaction

Job redesign
Use of mentoring and coaching

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

Condition
s and
Recogniti
on

Salary & rewards

Competitive pay and conditions

Work conditions

Opportunities for
promotion/advancement

Loyalty

Flexible working

Career advancement
opportunities

Career 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 Labor
Skilled 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 Stakeholders

In 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.
2.
3.
4.
5.

The most current communication plan in existence

The objectives within our new project
The intended receivers of the message
The goals we wish to achieve through this new project
The tools we are going to institutionalize in order to achieve
these
6. Timeframes and the expected date of completion (achieve
desired results)
7. Our plans to evaluate and monitor the performance of this
project
Thus, 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 time

2.6 Objectives Agreement & Setting Targets

To 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.

Missio
n:

To provide our organisation with a full-fledged plan of

attracting, selecting, rewarding and retaining the best and
most skilled employees in the industry.

Guidin
g
Princip
le:

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
To
To
To
To

Objecti
ves:

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

be
be
be
be
be

the
the
the
the
the

most ethical business operation in the industry

most dedicated employer in the industry
most skilled organisation in the industry
employer of choice in the industry
most flexible employer in the industry

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
Commitment to our organizations business success because people who
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 Incentives
Bonuses, 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 balance
Creating 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:
o Higher attrition rates and the need for continuous
delivery in some areas of the industry
o Continuous
improvement against the industrys
qualifications profile relative to other industries
o Further industry acceptance of formal vocational
education as a valid pathway
A
A 4.3 Effect of Trends on Demand
Supply priorities identified for 2011-12 include a committed focus
on:
Responsive and flexible training provision
Whilst 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-toface 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
development

of

informal

and

formal

skills

There 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

A
D Increasing demand for Skill Sets
A
A 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.
A Areas in which there are particular skills shortages that could be
undertaken as skills sets are highlighted below.

Fitness

Sport

Small Business Management

Small Business Management

Regulatory and Legislative Compliance
Volunteer Management

Frontline Management and Customer

Service Sales and Marketing

Governance and Leadership

Aqua Fitness

Coaching and Officiating

Children and Adult Older Trainer

Marketing and Communication

Delivering Outdoor Group Instruction

Community Recreation

Outdoor Recreation

Community Develop and Engagement

Marketing and Communication
Customer Service

Activity 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.

A 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 coworkers 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:
delegation, and coordination are effective.

Innovation: Work methods are innovative and employees are

encouraged to be creative and express new ideas.

Decision-making,

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.

A 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

A 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.
A 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.
2.
3.
4.
5.
6.

Our initial objectives in quantity form

Variations over time in the objectives and the process itself
Unexpected results caused by the change, if any
Employee satisfaction
Managers perception
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 Quiz

Statement
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 pa tte rns, etc.
The technological changes that have been
experienced since World War II continually
have an impact on workforces.
Demographic changes may be required to

True

False

staff the organization.

Element 1: Assess Supply and Demand

Element 2: Develop Workforce Objectives and Strategies

Statement
True
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.

False

Element 3: Implement Initiatives to Support Workforce

Planning Objectives
Statement
True
When an organization becomes a preferred
employer, the best talent comes to you.
Translating objectives
challenging task.

into

actions

is

The best method for achievement is to allow

everyone just to get on with it.
Very large changes such
reconstructions do cause
smaller initiatives don't.

as mergers or
stress, but the

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.

False

Statement
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 results
Analyze 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.

True

False