Developing A Workforce Plan For Coffeeville Expansion


The purpose of this report is to develop a workforce plan that will enable the smooth expansion of Coffeeville through opening up 6 branches before by December 2019. This is in recognition of the significance of planning the human resource ahead of the expansion. Some of the presenting issues regarding human resource management at Coffeeville include miscommunication, restrictive regulations, workplace diversity, high attrition rate, staff loyalty and the prospects of promoting the current staff to management position in the expansion strategies. This report therefore, discusses the workforce requirements, consultation process, workforce strategies and the implementation plan and, the evaluation of the work plan. Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper

The purpose of this report is to develop a workforce plan that will enable the smooth expansion of Coffeeville through opening up 6 branches before by December 2019. This is in recognition of the significance of planning the human resource ahead of the expansion. Some of the presenting issues regarding human resource management at Coffeeville include miscommunication, restrictive regulations, workplace diversity, high attrition rate, staff loyalty and the prospects of promoting the current staff to management position in the expansion strategies. This report therefore, discusses the workforce requirements, consultation process, workforce strategies and the implementation plan and, the evaluation of the work plan.

a). Workforce Requirements

In this section you must provide:

· The numbers of staff that will be required at Coffeeville as at 31 December 2019

· Discuss the implications of the current turnover rate for Barista staff

Based on the consultations conducted with the management and staff at Coffeeville the total number of staff that will be required for the expansion as at 31 December 2019 will be 258. The table below classifies the particulars of the staffing in the six branches. The discussion with the management also revealed that there is a high turnover rate for the Barista staff. This is bound to result into negative consequences for the organization. Schweyer, (2013) notes that high turnover affects the remaining employees in terms of workplace morale that is negatively affected. Azulay, (2012) points out that besides affecting the quality of work that is provided it may also lead the reduction of the revenues for the business.

Therefore, the implication of the high rates of turnover of the Barista staff has translated into inconsistency of the services that Coffeeville provides to its customers. It has also led to burnout on the barista staff that is remaining who will be forced to work longer shifts. Besides, the attrition rate may give the impression that Coffeeville is a bad employer. It is thus important to develop measures for curbing the high turnover rate.

STAFF PROFILE as at 31 December 2019

Store Locations	Managers	Assistant Managers	Cooks	Senior Café Attendants	Café Attendants	Total Staff
Melbourne (current Store)	1	2	4	4	25	36
Adelaide	1	1	6	4	25	37
Brisbane	1	1	6	4	25	37
Sydney	1	1	6	4	25	37
Perth	1	1	6	4	25	37
Darwin	1	1	6	4	25	37
Canberra	1	1	6	4	25	37
TOTAL STAFF	7	8	40	28	175	258
Attrition Rate (Use Melbourne Store No)	NIL	NIL	80%	75%	40%
Average Age (Use Melbourne St5ore No)	50	35	24	25	21

b). Issues impacting workforce supply

In this section you must discuss:

· What are the current labour supply trends (for areas of over? or under?supply) in the Café industry and how does this effect current demand for labour (if any)? Include documentation/graphs of specific methods used to identify trends.

· Is there any current government policy that affects Coffeeville’s’ ability to source labour?

The workforce supply is affected by the existent labour supply trends and government policy. According to the 2015 IBIS World Industry Report (See Diagram below), the projected labour supply trend in the café industry in 2018 is at the rate of 1.9%, which includes a workforce of 96 650 across Australia (Gargano, 2015). This implies that as the industry grows the supply of labour becomes more strained; it may therefore, be a challenge for Coffeeville to find competent staff to fill in their vacant slots. The decision by the Fair Work Commission to reduce the public holiday and Sunday penalty rates for fast food in projected to negatively affect the labour supply trends (Knaus, 2017). This will make it hard for Coffeeville to find overtime employee as the incentive has been significantly reduced.

c). Skill Requirements

In this section you must discuss:

· What skills are required for each the roles?

· What skills does the current internal workforce have?

· What skills does the external workforce have?

The Required Skills

• Marketing

• Procurement

• Supply Chain and Management

• Human Resource Management

• Food Preparation and Management

• Customer Care

The Current Skills

• Marketing

• Procurement

• Supply Chain and Management

• Human Resource Management

• Food Preparation and Management

• Customer Care

• Serving Customers

Skills by External Force

• Customer Care

• Serving Customers

d). Gap Analysis

In this section you must provide an analysis of the information you have collected in a).,b)., and c) above. You should discuss the implications of the information for the development of the workforce plan. So you will need to discuss issues such as attrition rates, age of staff and skill requirements.

There is a strain in the labour supply in the cafeteria industry in Australia at 1.9%, which include a workforce of over 96 000 employees. This means that Coffeeville will strain to get the 222 employee that it needs to fill the vacancies are required to enable its expansion. Notably, Coffeeville is looking for staff with varied skills including marketing, procurement, supply chain and management, human resource management, food preparation and management, customer care and serving customers. Considering the labour strain in the industry, some of the most competent staff to acquire are going to be those with skills in food preparation and management. This will therefore, require that Coffeeville bring on board staff who may not be highly competent in the area but then upgrade their knowledge and skills through trainings. The scarcity of labour in the industry indicates competition on the available skilled workers. Therefore, Coffeeville will have to come up with incentives that will enhance the retention.

this table, you need to identify how you are going to a) Consult with stakeholders so that workforce planning strategies are developed collaboratively with management and other stakeholders. You must discuss how you will consult in the following phases: a) Development of the plan b) Implementation of the plan c) Evaluation of the plan This means – who are you going to have to get information from, consult with or get agreement from to develop and implement your new employee relations strategy? E.g. You might want to consult with managers to get their views – so how would you do that? A meeting, a survey, a focus group? So, will need to identify WHO you are going to consult with, what are you going to consult with them about and how are you going to do it.
CONSULTATION
Who do you need to consult with?	What issues are you going to consult with them about?	How are you going to consult?
Managers	The new recruitment strategies that will be required for the planned expansion; the training programs and selection techniques that should be used.	Meetings
Assistant Managers	The required new work processes and procedure; the required training and performance standards	Meetings
Cooks	The new work procedures and process that will be required in the intended decentralization of work	Focus Group Discussions
Senior Café Attendants	Workplace challenges; strategies to improve work satisfaction	Focus Group Discussions; surveys
Café Attendants	Workplace challenges; strategies to improve work satisfaction	Surveys









Strategy 1	Action Describe exactly WHAT you are going to do to achieve the strategy. E.g. “Prepare a SLA that outlines services and performance standards”	Who is responsible name the person or position responsible for ensuring that the action is complete e.g. “HR Manager”	Resources Required you are not expected to develop an accurate cost – but you should list the type of resources required – staff, equipment purchases, etc “1-person x 2 days”	Time Frame/Deadline You need to be specific with your deadlines/time frames e.g. “Completed by 1 August 2019”
Conduct employment outreach within the community	Human resource manager	Facilitators	Quarterly
Provide internship opportunities targeting members of the community	Human Resources Manager	Advertisements	Quarterly
Conduct regular employee surveys	Human Resource Manager	Surveys	Monthly
Strategy 2	Action	Who is responsible	Resources Required	Time Frame/Deadline
Develop and implement a diversity workplace policy	Human Resource Manager	Funds for consultative meetings	Jan – March 2019 Ongoing
Develop and implement procedures for addressing the violation of the diversity workplace policy.	Human Resource Manager	Funds for consultative meetings	Jan – Dec 2019 Ongoing
Implement a communication plan aimed at increasing the awareness of employees regarding diversity and inclusion.	Human Resource Manager	Funds for consultative and review meetings	Jan – Dec 2019 Ongoing
Strategy 3	Action	Who is responsible	Resources Required	Time Frame/Deadline
Develop the awareness of a diversity and inclusion checklist	Human resource manager	Funds for consultative meetings; funds for publicity	January – June 2019 Ongoing
Apply the diversity and inclusion checklist in identifying barriers in practices, plans, programs and policies	Human resource manager	Funds for review meetings	January – December 2019 Ongoing
Develop and implement action plans for addressing the identified barriers.	Humans resource manager	Funds for consultative and review meetings	January – December 2019 Ongoing
Contingency Plans In this section, you must detail what contingency plans you will put in place should an extreme situation occur that puts the achievement of your strategies and actions at risk.
The risk inherent in workplace diversity include losing qualified staff due to discrimination, lack of teamwork required to achieve quality service provision. This will be mitigated through providing better packages for employees who are considering to leave on the basis of discrimination.

B. Recruitment You need to explicitly cover strategies source skilled labour
Goal	To establish effective recruitment strategies that will promote Coffeeville as a great workplace.
Strategies to achieve the objective
	Strategy	Justification
Strategy 1	Promote the attractiveness of Coffeeville through adopting tailored recruitment strategies	This is essential considering the strain of labour supply in the café industry in Australia. Schweyer, (2013) notes that employees like to work in organization reputable for treating their staff well.
Strategy 2	Review the current recruitment procedures to establish areas of improvement	This is helpful in ensuring that the existing recruitment procedures yield qualified staff who can help the organization meet its skills needs. (Paludi, 2012)
Strategy 3	Develop and implement an upgraded recruitment strategy that include the use of available technologies such as the social media.	The use of technology in recruitment is essential in reaching qualified staff (Paludi, 2012)
n this section, you must develop an action plan that would enable full implementation of the strategies above
Strategy 1	Action	Who is responsible	Resources Required	Time Frame/Deadline
Strengthen the Coffeeville brand through content marketing	Human Resource Manager	Funds for marketing	Jan – March 2019; ongoing
Use coaching in order to attract millennials	Human Resource Manager	Training funds	Jan – June 2019; ongoing
Treating applicants like best customers	Human resource manager	N/A	Jan – March 2019; ongojng
Strategy 2	Action	Who is responsible	Resources Required	Time Frame/Deadline
Develop and implement a recruitment plan	Human resource manager	Funds for consultative meetings	Jan – June 2019; ongoing
Train interviewers on the latest interviewing skills	Human resource manager	Funds for training	Jan – Dec 2019; ongoing
Conduct an assessment of the cost-benefit analysis of every candidate	Human resource manager	Funds for consultative meetings	Ongoing
Strategy 3	Action	Who is responsible	Resources Required	Time Frame/Deadline
Use a competency-based selection criteria in the application, selection and candidate interviewing	Human resource manager	Funds for meetings	Ongoing
The use of alternative selection method such as occupational testing	Human resource manager	Funds for meetings	Ongoing
Implement modernised induction procedures such as departmental induction.	Human resource manager	Funds for documentation and meetings	Ongoing
Contingency Plans
The risk regarding recruitment involve the manipulation of the recruitment and selection process, compromised selection panels and the falsification of applicants’ information. These risks may be countered through using recruiting, and the management team.

C. Retention and Turnover You need to explicitly cover strategies to ensure that Coffeeville is an “employer of Choice”, skilled labour is retained and unacceptable staff turnover
Goal	To reduce the rate of attrition at Coffeeville to become below 10% amongst all the categories of employees.
Strategies to achieve the objective
	Strategy	Justification
Strategy 1	Examine the employees’ turnover rate and identify retention barriers.	The identification of the retention barriers is essential for establishing ways for motivating employees to stay on their job. (Gröschl, 2016)
Strategy 2	Improve the access to information for supporting employees’ retention ability.	Management need to be in the know on the best way for minimizing turnover through employing retention strategies (Paludi, 2012)
Strategy 3	Provide the staff with a wholesome working environment for professional development	When employees are provided with a sound working environment they are less likely to look for other job opportunities.
In this section, you must develop an action plan that would enable full implementation of the strategies above
Strategy 1	Action	Who is responsible	Resources Required	Time Frame/Deadline
Assessing the current retention rates of the staff at Coffeeville	Human resource manager	Funds for consultative meetings	Quarterly
Meeting with the managers and supervisors to identify barriers to retention	Administration manager	Funds for consultation	Quarterly
Meeting with employees to identify barriers and strategies for retention	Management team	Funds for consultation	Quarterly
Strategy 2	Action	Who is responsible	Resources Required	Time Frame/Deadline
Conducting survey amongst staff regarding job satisfaction	Administration manager	Funds for survey	Ongoing
Conducting exit interviews with the staff who are leaving the organization	Human resource manager	N/A	Ongoing
Conducting training on managers regarding employee retention	Human resource manager	Funds for retreats and parties	Quarterly
Strategy 3	Action	Who is responsible	Resources Required	Time Frame/Deadline
Providing resources for supporting employees’ work-life balance	Human resource manager	N/A	Ongoing
Encouraging employees to adopt flexible work arrangements and innovate work procedures	Human resource manager	N/A	Ongoing
Providing staff with opportunities for career development and team building.	Human resource manager	Funds for consultative meetings	Ongoing
Contingency Plans
The risks regarding turnover include a massive exodus of employees, paralysing the café’s operations. This will be mitigated through turning to the personnel in the company’s talent pool. It will also be mitigated through making a requirement for employees to give a one-month notice for their resignation.

D. Succession Planning You need to explicitly cover strategies to ensure that appropriate succession planning strategies e.g. career development, are in place
Goal	To motivate the employees through providing them with opportunities for career growth
Strategies to achieve the objective
	Strategy	Justification
Strategy 1	Identify and develop competent and top performing employees to target them for specialized training	The deployment of employees in new positions within an expanding organization needs to take into account not just the skills and competence of the appointee, but also their ability to lead effectively. (Singer & Griffith, 2010)
Strategy 2	Implement mentorship program that will ensure leadership capacities for employees are enhanced	A mentorship program helps to develop the leadership competencies of individuals in their immediate working environments. (Gröschl, 2016)
Strategy 3	Implementing career development programs	Through developing the skills and knowledge of the employees, they invariably become more empowered to take up leadership jobs within the organization. (Singer & Griffith, 2010)
In this section, you must develop an action plan that would enable full implementation of the strategies above
Strategy 1	Action	Who is responsible	Resources Required	Time Frame/Deadline
Provide leadership training	Humans relations manager	Facilitators, instructional material, workshop room, food and transport	Quarterly
Deploy and monitor the candidates in the leadership positions	Assistant Store Manager – Administration	Funds for consultation	Quarterly
Rotate the candidate to the other branches to test their adaptability	Human resource manager	N/A	Quarterly
Strategy 2	Action	Who is responsible	Resources Required	Time Frame/Deadline
Providing structured opportunities for junior employees to learn from the experience employees	Human resource manager	N/A	Ongoing
Providing employees with guidance and support to carry out their duties	Human resource manager	N/A	Ongoing
Identifying the talented mentees and propose them for promotion	Manager – administration	N/A	Ongoing
Strategy 3	Action	Who is responsible	Resources Required	Time Frame/Deadline
Providing leadership training to employees at all levels	Human resource manager	Funds for training	Biannual
Rotational assignment of team leadership roles	Assistant manager – administration	N/A	Monthly
Track employees leadership development	Human resource manager	Funds for consultative meetings	Quarterly
Contingency Plans
The risks regarding employees’ succession involves the departure of key employees in leadership positions who cannot be easily replaced because the remaining staff are not as competent. This will be minimized through the development and implementation of a mentorship program that is spearheaded by the senior management team.

E. Staff Development and Training You need to explicitly cover strategies to ensure that Coffeeville staff are highly skilled and are able to deal with Organisational change
Goal	The continuous development of staff skills and knowledge to facilitate quality delivery of services .
Strategies to achieve the objective
	Strategy	Justification
Strategy 1	Progressive evaluation of skills needs in the company.	The analysis of the organization’s skills need is essential for determining the specific staff development and training that is required. (Azulay, 2012)
Strategy 2	Continuous evaluation of staff performance in order to establish the emerging skills gaps at Coffeeville.	The identification of employees’ skills gaps helps to inform the development of relevant training programs. (Azulay, 2012)
Strategy 3	Provision of regular training programs aimed at addressing the emerging skills gaps	This ensures that the staff’s skills and knowledge is developed based on their areas of weakness. (Azulay, 2012)
In this section, you must develop an action plan that would enable full implementation of the strategies above
Strategy 1	Action	Who is responsible	Resources Required	Time Frame/Deadline
Regular benchmarking of performance	Human resource manager	Funds for consultative meetings	Quarterly
Regular evaluation of employees performance	Human resource manager	Evaluate employee performance	Quarterly
Conducting regular employee surveys	Human resource manager	Funds for conducting survey	Quarterly
Strategy 2	Action	Who is responsible	Resources Required	Time Frame/Deadline
Regular evaluation of employee performance	Human resource manager	Surveys, funds	Biannual
Regular performance benchmarking	Human resource manager	Funds for consultative meetings	Quarterly
Observation of employees	Management team	N/A	Ongoing
Strategy 3	Action	Who is responsible	Resources Required	Time Frame/Deadline
Selection and delivery of the appropriate training method	Human resource manager	Facilitators, workshop room, food and transport	Quarterly
Regular evaluation of training outputs	Human resource manager	Funds for consultative meetings	Quarterly
Follow through on action plan developed after measuring results	Human resource manager	N/A	Ongoing
Contingency Plans
The risks involving staff development and training involves investing funds in developing the competencies of the employees only to lose them to better paying competitors. This risk will be mitigated through providing employees with incentives that make their positions attractive for retaining.

In this section, you must: 1. Describe the process you are recommending for capturing ongoing staff and management feedback about the suitably of the workforce plan 2. Describe how you are going to evaluate the Workforce plan and use it to recommend any changes to the Workforce Plan (e.g. need to describe what information you will collect and how you will collect it, who is going to analyse the data, what methods are going to be used for analysis, who is going to have access to the final analysis and in what form 3. The process you will use to have your recommendations for change approved by the Coffeeville CEOs (e.g. are you going to write a report, consult, have a meeting, who will be considering the results? E.g. will the results be taken to a specific committee or working group that will then determine what changes to policies, procedures, training, etc are going to happen.) 4. Who has the final decision about any changes being implemented. etc.
The recommended process for capturing the ongoing feedback from the staff and the management at Coffeeville café is through the use of surveys and the human resource data such as the exit interview responses and the turnover data. Emmerichs, Marcum, & Robbert, (2005) argues that these methods are effective for providing periodic information about the changing needs of the staff, the process of the workforce enhancement strategies and the identification of the emergent needs. I will therefore, evaluate the staff and management through surveys that I will require them to respond to. This surveys will be served to them at their respective workplace and I will require them to respond within an hour after they are served. The analysis will quantitatively provide a picture of the progress of the work plan implementation, its success, challenges and risks. The results will be discussed with all the stakeholders and I will request meetings with the CEOs on how the recommendations should be implemented.

In this section, you must:

1. Describe the process you are recommending for capturing ongoing staff and management feedback about the suitably of the workforce plan

2. Describe how you are going to evaluate the Workforce plan and use it to recommend any changes to the Workforce Plan (e.g. need to describe what information you will collect and how you will collect it, who is going to analyse the data, what methods are going to be used for analysis, who is going to have access to the final analysis and in what form

3. The process you will use to have your recommendations for change approved by the Coffeeville CEOs (e.g. are you going to write a report, consult, have a meeting, who will be considering the results? E.g. will the results be taken to a specific committee or working group that will then determine what changes to policies, procedures, training, etc are going to happen.)

4. Who has the final decision about any changes being implemented. etc.

The recommended process for capturing the ongoing feedback from the staff and the management at Coffeeville café is through the use of surveys and the human resource data such as the exit interview responses and the turnover data. Emmerichs, Marcum, & Robbert, (2005) argues that these methods are effective for providing periodic information about the changing needs of the staff, the process of the workforce enhancement strategies and the identification of the emergent needs. I will therefore, evaluate the staff and management through surveys that I will require them to respond to. This surveys will be served to them at their respective workplace and I will require them to respond within an hour after they are served. The analysis will quantitatively provide a picture of the progress of the work plan implementation, its success, challenges and risks. The results will be discussed with all the stakeholders and I will request meetings with the CEOs on how the recommendations should be implemented.

References

Please provide a reference list of all the sources of information that you used in preparing this assessment task.

Azulay, H. (2012). Employee Development on a Shoestring. Alexandria, Va. : ASTD Press.

Banfield, P., & Kay, R. (2011). Introduction to Human Resource Management. Oxford : Oxford University Press.

Emmerichs, R. M., Marcum, C. Y., & Robbert, A. A. (2005). An Operational Process for Workforce Planning. Santa Monica, CA: Rand.

Gargano, S. (2015). Cafes and Coffee Shops in Australia. IBISWorld.

Gröschl, S. (2016). Diversity in the Workplace: Multi-disciplinary and International Perspectives. New York : Routledge .

Knaus, C. (2017). Pay drop for thousands of workers as Sunday penalty rate cuts kick in. The Guardian.

Paludi, M. A. (2012). Managing diversity in today’s workplace : strategies for employees and employers. Santa Barbara, Calif.: ABC-CLIO.

Schweyer, A. (2013). Talent management systems : best practices in technology solutions for recruitment, retention and workforce planning. Hoboken, N.J. : Wiley.

Singer, P. M., & Griffith, G. (2010). Succession Planning in the Library: Developing Leaders, Managing Change. Chicago : American Library Association.

Vernez, G., Robbert, A. A., Driscoll, K., & Massey, H. G. (2010). Workforce Planning and Development Processes: A Practical Guide. Santa Monica : RAND.

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