(Solution) Links to Strategic Workforce Planning Modules
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Description
Solution
| Module
Practice Focus |
Your evaluative review must address the practice focus of 4 modules from your programme. In the box below identify the modules you have selected and briefly explain how your review contributes to the related practice focus.
(Max 50 words per module.) |
| Modules
Selected |
How your critical review relates to and applies the module practice outcomes? |
|
Module 1 |
To anticipate and respond to change with success, workforce planning is important for guiding strategic workforce planning. |
|
Module 2
|
External environment factors would be analysed using STEEPLE which influence change process. |
|
Module 5
|
Workforce planning would harness recognising gap of today needs and future demands. This include MCIT developing a workforce of the future. |
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Module 6
|
To anticipate and respond to change, an action plan is essential. The action plan is important for designing the strategy to respond to change strategy. |
3: Introduction (Suggested word count 500)
| · The subject of your evaluative review. The Strategic Workforce Planning related issue, e.g. a policy, practice, initiative, structure, or way of working from your organisation or one you are familiar with.
· The context of your evaluative review. The organisational context. Where and how the policy or practice etc. fits into the organisation. |
| From a broad context, in past 5 years, COVID-19 pandemic and the prompt proliferation of Generative Artificial Intelligence (AI) have evidenced on the speedy impact on labour market and organisations changes. To affirm this, Khan (2020) note that as a result of COVID-19, a prompt need for changes in employees and organisation need based on the prevalent situation. This is with immense restrictions from working on basis of their daily habits. These changes included and not limited to flexible working opportunities, workplace environment development, support of staff in creating positive impact in their minds, virtual capacity development and review of strategic/total rewards. Similarly, AON (2024) report hypothesised that 32% of job roles and 69% of headcount have a high-level risk of major disruption owing to AI. This is with HR today (2023) report noting that 40% of entire workforce would be prompted to go through a reskilling process owing to implementation of AI and overall automation in future.
Considering Ministry of Communications and Information Technology (MCIT) in Saudi Arabia, they are equally impacted by recent disruptions which have occurred in the external and internal business environment. As evidenced in MCIT (2024) report, in MCIT, 65% of all their employees transitioned to remote working with their operations recording 60% increased growth. This is with 40% of all their capacity development programs being turned to online or remote working. Further, for Generative AI, this has contributed to the organisation facing 40% increase in employees turnover. This is with a need for review of their total rewards being more evident due to the disruption in their workforce planning. As evidenced in Arab New (2024), upto 24% of Saudi Arabia Generation Z are putting in place appropriate strategies for securing more secure jobs. This is with a 14% globally labour market impacted by the current disruption in the labour market. Based on the background information, it is important to evaluate on the process adopted in MCIT in anticipating and responding to the change process. Despite of the evident disruptions caused by COVID-19 and the current Generative AI disrupting performance management, their process is still traditional. In MCIT, introducing change has majorly been characterised by resistance from the affected individuals. For instance, in 2022, the introduction of hybrid working was seen as a potential disruption to the normal operations of the organisation. There was equally a feeling that the change would lead to threats to their working relations hence leading to potential of exiting the organisation. Also, part of MCIT employees were indecisive on how they reacted to change owing to unpredictability of future outcomes. The outcome of these changes are normally a disruption to MCIT organisation and people operations and hence a need to altering their approach to change anticipation and responding to it. The aim of this strategic workforce planning evaluation is to offer a detailed framework for acquiring a detailed understanding of best practice in anticipating and responding to change. This is through a focus on MCIT organisation which has in the past been disrupted by different change occurrences with 30% of all their changes recording a failure. |
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