Identify Various Approaches To Workload Planning Management Essay

Identify Various Approaches To Workload Planning vigilance EssayWorkload planning and establish allocation is exposit indoors capital of the United Kingdom University of Art kingdom as a way to ensure an equit adequate to(p) and transp arnt approach to allocate spurt coifivities across earth staff.Approach to work planning and decision ar solely on the senior anxiety within the UAL which require a number of critical decisions in relation to the model design and parameters. These decisions intromitScenario planning- How social unit of activities be achieved, recorded and measured.Demand forecasting- the type of in store(predicate) activities and level of detail skills required to achieve these unit within SLAs.Action planning activities to measure inputs and plans to achieve these activities such as learn, promotion and recruitment.There are numerous benefits from the principles engagement in successful workload planning and allocation for any organization. Whether a senior theatre director, a planner or a member of the finance team, workload planning leave alone table service you to lowstand what you want to achieve with workload planningidentify the best approach for your institutionget the most out of your workload planning informationimplement workload planning effectively across the organisationThe success of any workload planning is essential for any organization. This dope be through with(p) by considering certain factors during planning and allocating work for staff. These factors areThe availability of resources in terms of staff skills and if necessary recruit using head hunt, agency and advertisement. too tools same spreadsheets, software and cat valium sense.Understand the phone line priorities, goal and succeeding(a) softenment.Workload planning using the resources available to achieve the business goals.Continual steadfast review to meet the changing environmentOn the other hand, any organization where workload plann ing is not a priority molds it business routine not meeting the business goals and even if it does, there are factors that slow the business operation. These factors may implyStaff not sure what they are operative on day by day and may or may not succeedWasting time on a single insure accordingly missing dead linesWasting resources on a single structureOrganisation which becomes affected by such factor loses it business lymph gland and customer relationships and in a great run will be out of business.1.2Evaluate their effectiveness within the context of an organisations overall strategyLondon University of the Arts (UAL) Estates Departments mission is to deliver high quality facilities services which are fit for purpose and cost effective and fully meet the Universitys present and future needs.To achieve these goals, the estate has a set system in delivering, measuring and varaning service delivery which meets stakeholders satisfaction. The IT platform is a system constantl y in used for work planning, allocation and homework and development. This system has a time limit for melodic line to be completed. Measurement is by the time the channel is responded log off the system, monthly radical meeting and debriefing.Where target are not met and our customers lodge complain (which is used in measuring performance and time wastage) the issues are assess and the reasons are corrected. Non-productive are the time we not works on projects that led us closer to our goals. Example time spent chatting with two friends, drill emails not related to work, and reading internet marketing news not crucial to the business. To calculate non-productivity in percentage form is time not running(a) divided by the total time available to complete the job.The develop and development plays a key role in updating skills that are mandatory for services delivery, improve wasted time, job satisfaction and also individualised development using twain internal and remote pro fessional. The system has made job completion promptly and effectively within the facilities team across the UAL campuses in London.2.1Evaluate the extent to which an organisations care for enables the Facilities Manager torecruit the mightily people with the indemnify skills, experience and approach for the role inquestionRecruitment is the serve of identifying and attracting a group of emf potentiometerdidates from withinand outside the organization to evaluate for oeuvre. This delegacy collecting, measuring, and evaluating information about slewdidates qualifications for specified federal agencys. Organizations use these practices to increase the likelihood of hiring individuals who have the right skills and abilities to be successful in the target job.Recruitment in the UAL Estate department takes a longer time due to the involvement of professionals within the estate and agency consultants. Detail job creation specifications involve the site manager (AFM), senior mana ger (SFM), head of the estate (HFM) and the Human Resources (HR). The need for a staff is raise by the college FM then is discuss with SFM and HFM.Depending on the mail service and skills the college FM/SFM is/are looking for staffs are normally source from outside. The key person needs to have hands on experience, be ready to learn, make to the team and able to understand the culture of both estate and the university.The business organization is then advertised on the university website, Facilities Management worldwide, total jobs and the agency website. Potential candidates are short listed followed by sites visits then interviews. Although this system of advertisement maybe expensive, it attracts people with divers(prenominal) experiences from the diverse and also serves as equal opportunity of employment for all.2.2 canvas and develop selection criteria to ensure the right people are recruited withinfacilities managementSelection is the process of collecting and evaluating i nformation about an individual in order to ex guide an offer of employment. Such employment could be either a first time position for employee or a variant position for a current employee. The selection process is performed under jural and environmental constraints and addresses the future interests of the organization and the individual.Once candidates are identified the process of selecting enamour employee(s) for employment begins. There is a choice to be made between the selection methods but the process used should be fair to all. Poor selection can wind to significant cost for the organisation in terms of financial cost of rehiring, indirect cost in misfortunate performance, additional training, de-indigence and absenteeism and also legal cost if it goes to industrial tribunal for unfair treatment. It is then important to make sure that proper procedures are followed, the person specification meets both job and business requirement in terms ofRelevant qualifications exam ple BIFM, Degree, NEBOSHRelevant experience years of experience and what they will bring to the positionSkills technology, innovationAttribute indispensable role requirement basic knowledge and understanding of the jobBeneficial role requirementRequired approach to work.Within the UAL facilities department, selections of the right candidate for job involve the following process application forms, interviews and reference. After the consultant has advertised the job and has received enough candidates for the position and short listed. The short listed are invited for initial interview with the consultants in charge of that recruitment to select the best among the candidate.They are then pass on to the estate professional team including the site FM, SFM and HFM or director of estate management for final recruitment process and job offer for the right person(s).2.3Analyse the strengths and weaknesses in the recruitment process and make recommendationsfor dislodgeThe strengths and weak nesses of the recruitment process can have a direct bearing on the employers ability to achieve its business goals. The analysis should cover the reputation of the organization, pay, employee benefits, working conditions, security of employment, training and development. (Micheal Amstrong, 2003).Although people will do anything to earn ends meats, they do have preference and do a gage of consideration during job application. Employers should therefore consider what will attract or prevent the right candidate in very cost effective way.The strength in the recruitment processes could overwhelmThe pay structureEmployee benefitsWorking conditionSecurity of the jobOpportunity to developSystems in placeStyleSkillsProfessionals within the UAL and consultants from agency are use when the best candidates are selected for staff. A larger interview panels are convene becausethere are number of parties interested in the selection decision. The only reinforcement of selection board is thatthe y enable a number of different people to have a look at the applicants and compare noteson the spot.The disadvantages are that the questions tend to be unplanned and delivered atrandom, the prejudices of a dominating member of the board can overwhelm the judgementsof the other members, and the candidates are unable to do justice to them-selves because theyare seldom allowed to expand.It is always advisable to clearly define the terms and conditions of the jobs in terms of pay and benefit and think about the job, to attract good candidates so that the most can be made in the advertisement. Consider also what might put them off, example the location of the job, in other that objections can be anticipated.Analyse previous successes and failures to establish what does or does not work. Last but not the least ensure induction process is planned and subdue and prone enough economic aid.3.1Analyse appropriate theories, principles and practices for motivating and retaining staff.One of t he most important factors affecting piece behaviour and performance is pauperism. Different writers have defined motive in different ways these includeRensis Likert- need is the core of managementStephen R. Covey motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very brieflyDwight D. Eisenhower- pauperization is the art of getting people to do what you want them to do because they want to do it.From the assay definitions above, the term Motivation is a broad concept used to explain the inner psychological forces and processes in an individual which arouse and bind them the desire to act or not to act in a particular way.It is now generally accepted that, an increase in global competitiveness within different organisation no longer lies in the products and technology they use but the willingness of the employees to render their services to the organisation. It is only through the employees that creativity, diversity and energy that bring the play along to it best. For all these to be done, the people need to be empowered, appreciated and acknowledge for their good work done.Arnold et al (1991) determined that there are three components of motivation namelyDirectionEffortPersistenceThe surmise of motivation involves the processes that describe why and how human behaviour is activated and directed. There are different categories of motivation theories but the question is What locomotes people in an organization most? Findings from different researchers argued that the theories are affected by country, time and circumstance. But all these theories base their attention on the basics of human needs, which differ considerably. Among major theories propose by writers includesTaylorFrederick Winslow Taylor (1856-1917) proposes a theory with an idea that employees are motivated mainly by pay. Taylor real his theory of scientific management as he worked his way up from a labourer to a works manager in a US steelworks.From his observations, Taylor made three key assumptions about human behaviour at workMan is a rational economic animal concerned with maximise his economic gainPeople respond as individuals, not as groupsPeople can be treated in a standardised fashion, like machinesMayoElton Mayo (1880-1949) believes role players are not just concern about money but also their social needs met when at work place. base on his well-kn protest Hawthorne experiments conducted in Western Electric Company in Chicago, Mayos management theories grew from his observations ofemployee productivitylevels under varying environmental conditions.Mayo management theory states that employees are motivated far much by relational factors such as attention and camaraderie than by monetary revenges or environmental factors such as lighting, humidity, better communication, team work and management involvement.MaslowAbraham Maslow (1908-1970) along with Frederick Herzberg (1923-) introduced the Ne o-Human Relations School in the 1950s which focus on the psychology needs of employees. gibe to Maslow, various needs of human beings are put in hierarchy determine the most pressing needs. The hierarchy of needs means the order to settle with the needs with the basic needs have to be attained before the others can be reached.In the pyramid hierarchy it can be seen that the abase four layers of the pyramid refers to deficiency need. The order of the pyramid from Maslow is as belowPhysiological Safety Social Esteem Self actualizationPrinciples of Motivation and PracticesMotivation can be put into two groups. These are the 1. Pull- bonuses and sharing vision, 2 Push- threats and fear. Every one of us is motivated by different things and a absolute majority of these factors are not money related but rather incentive that offer personal credit rating and achievement. In this case management should determine what motivate individual at work place.Examples of motivation strategies th at can be put in practice includePay Managing trigger doing management processFamily and friendly HR practice Job designTraining and developmentFundamental practices that can be use in motivating Staff includeGive incentive incessant feed backsTraining and developmentShare ships social club goal with staff and making sure they understand3.2Apply appropriate theories, principles and practice to motivating and retaining staff andreview their effectivenessEvery employee is unique in their own way hence what will motivate one worker will not be the same for the other. It is therefore the responsibility of the employer and manager to find out what works well with individual in the team and moldiness be equitable and sheer. From 3.1 we can conclude the following are some examples that will motivate and keep staffs in employment.Pay this should be structured, equitable, transparent and understandable.Induction this should be put in place during recruitment to prevent lower retention or early exit.Training and development although many employers see training and ontogenesis as equipping their staff to leave the organisation for more challenging roll elsewhere, it can also be a strong brave for a worker to commit to the organisation as they self develop.Job design this should be practical to motivate individual satisfaction and also the company perspectives, not an opportunity for individual to redesign a job but to vary skill and task.Performance management regular appraisal is put in place to monitor performance management process between line manager and employeeManagement in the UAL use these methods to motivate employees for better job satisfaction.Job enlargement- this involves doing more work of a similar but difference in operations at the same time to what employee already does.Empowerment- give the employee the opportunity by delegating reasonable work to them to make their own decision in solving problem.Job Enrichment- giving responsibility of higher o rder this will lead to higher morale.The following can be use to review the effectiveness of management processes in a work place.Using job performance statistics lymph gland feed backImproved moraleStaff feedbackReduced turn over3.3Evaluate the application of the dynamics of reward and recognition within facilitiesmanagement functionInternal and external motivations are both important components in motivating employee in the workplace. Most often people get confuse with reward and recognition. avenge are mostly financial or physical benefit when behaviour has been demonstrated whiles Recognition is a psychological benefit after a specific behaviour has occurred.Programmes that reward employees for upholding the organisation values and goals within facilities department of Universities of the Arts, London are generally focus on recognition. The PACE Awards Good Performance exist in the UAL. However rewards and recognition may have some advantage and disadvantages which includesBene fit Different people are motivated by different things, e.g a young health person will prefer gym membership than private medical hence blend of both should be considered. bonus this tend to attract some employees at some stages of their go hence positive for others and not so for others.Education and training this appeal to a lot of employee especially those beginning their career in facilities but unfortunately the university training are tailored to suit the job you are employed for. This has effect on good workers who also want personal development hence they turn living for where their personal development will be met.Genuine appreciation human in general feel sense of belonging when they are appreciated for a good job done. The university do well in recognising good and extra-effort from employee verbalise thank you the magic word.Time/flexible time this helps in time of family issues, studiesWith all the different forms of motivations in the organisation, the essential comp onent is maintaining it to all staff both part time and full time. Motivation increases as people aim for and achieve recognition and for that matter incentive that focus on team work should be encourage, equitable and transparent. These factors will help staff work hard and will enjoy coming to work.3.4Evaluate the extent to which they are successful many an(prenominal) organizations have recognized the competitive edge achieved by more effective recognition and reward to employees. Recent studies by the Forum for People Performance Management and Measurement, have found a direct link between engaged workers and satisfied customers, and between satisfied customers and profitability.Any one who shows the ability to self develop within UAL receives the support. An attempt to achieve knowledge and personal motherth using the available resources example the internal training for managers like project management will be supported, example while this program is directed to managers, jun ior member that show interest are allowed to take part in the course. This helps staff by taking regular extra responsibility (e.g co-ordinating projects and managing contractors) aside main duties.While receiving tangible rewards for my commitment, the recognition received helps to perform duties and the extra responsibilities.The success of reward and recognition in any organisation is the ability of the employer or organisation to willingly encourage the processes that will not only motivate the employees but also the employer. frustration sets in when the employees realise they have no value even if they are trying harder in the company hence seek employment somewhere. Other incentives include addition holiday for all staff and free vouchers for team achievement.3.5Analyse ways to develop staffDevelopment can be defined as the training opportunities within organisation designed specifically to help the employee grow while Training is required to cover essential work-related ski lls, techniques and knowledge. Development is not needs skill oriented but rather it provides general knowledge and attitudes which will be helpful to employees in higher position.A survey carried out for Investors in People UK in 1996 showed that todays young generation appreciate training and development opportunities over pay and incentives. Efforts towards development often depend on personal coerce and ambition. Some examples of development and it benefits include learn This is first step toimprove employee performance. Coaching is part of the day-to-day interaction between a supervisor and an employee effortless operation. This often provides positive feedback for employee contributions but also, regular coaching brings performance issues to an employees attention when they are minor.Mentoring This is a formal or informal relationship between experienced, cozy employee and inexperienced or new employee either selected by the employee or appointed by the company. The purpos e is to help the employee to quickly absorb the organization cultural and to personal develop. A possible limitation is that the individual depends on one person for support which will cause alienation from other source of expertise.Internal and external training using external trainers to develop course specifically for the organisation or using the internal expertise to train in specific topics which is more cost effective than the external e.g BIFM and PM although they are costly.Self development groups these are group of like mind people acting in their own interest. They may appoint a facilitator who will guild them till are well established. Topics of their interest work related issues. There is little or no financial cost but when the meeting are held during work time it indirectly the cost of the organisation.Project management and work experiences employees should be giving a task to self manage and the opportunity to try new things in the organisation without altering thei r responsibilities. This will increase their sense of motivation and reduce boredom from the same job3.6Analyse ways to promote a learning culture within an organisationThe objective is to see the value and encourage learning and understand its importance in developing individual, team and the whole organisation. Creating a learning culture environment in an organisation is a step forrard of obtaining the skills that you need to deliver product and services.Being a learning organisation is the sacrifice any employer has to make in accepting the attitude, values and practices that support unceasing learning in the organisation. It empowers the staff to achieve results and targets as it helps them toEasily adapt to changesActually anticipate changeBe more responsibleGrow by innovation and inspirationLearning culture is not only considered to be great motivator for staff but also way a company can maintain increase advantage in the ever changing environment. This can not happen in a sudden way hence the following key point need to be considered.Commitment by senior management and DirectorsLearning should fit and be line with business goals and strategiesRegular employee feed back to determine progress of the cultureClear objectives implementation should be setLearning should be in appropriate environment that can flourish and where self learning is encouraged and knowledge shared.Measurements that help develop and improve a learning culture in UAL estate includeReward learning via promotion and acknowledgement through news lettersOffer training and opportunity to transfer skillsEncourage feedback from those opportunitiesAppraisals which include personal development plansCoaching and mentoring programme4.1Analyse the reasons why staff leave and review implications.In recent years there has been a mismatch about staff expiration and reality hence there is nothing like job for life. There has been a debate why staff leaves for other employment and some common re ason include followingPoor management uncaring and unprofessional managers overworking staff no respect, putting people in wrong jobs poor manager selection processes.Lack of career growth and advancementopportunities no perceivable career paths not posting job openings or filling from within unfair promotions.Pay paid under-market or less than contributions warrant, pay inequities, slow raises and favouritism for bonuses.Lack of recognition that says it all.Poor leadership at strategic apex of the organisation not listening, notinvestingin employees unresponsiveness and mixed messages.Lack of training superficial training, nothing for new staff to move up. high-spirited workload doing more with less sacrificing quality and customer service for numbers.Since employees has eye on better opportunities it is important for any organisation to provide system to find out what really makes staff leave for other employer. In view of this, exit interview will be ideal for staff leaving. Thi s can be formal or informal with standard questionnaire. Although there is no entire honesty from the employee, it will serve as a guide for future. The following can be included during exit interview couldWhat is the main reason for leaving?What are the other reasons for leaving?What do you feel about the organisation?What has been your exhausting moment in time us?What can you say about our motivation, appraisal and your development with us?Are you happy to say where you are passing?What particular about them that makes you want to join them?If possible could you be persuaded stay and possibility of staying?Although some employee departure is more welcome than others, employers should adopt methods to address employee turnover problem. Staff turnover rate varies from one organisation to the other but the following rules can help reduced the rate. These rules areEmployers should ensure equitable and transparent pay structure if possible use bandsJob design should maximise variety of skills, opportunity to learn and developEnsure selection and promoting procedures are appropriate for allInduction should be well planed and implemented during and after recruitment processRemove unpleasant working condition including bullying and harassment and monitor stressThe above systems of approach can be enhancing further by developing a learning culture in the organisation. Hence the practices can facilitate to improve retention throughRegular performance reviewPersonal development plansOpen recruitment policyMentoringShadowingDevelopment and training4.2 ask the application of date planning including its benefits.Succession planning is planning the future of the business or organisation in terms of finding someone within the organisation to replace the key people. Through succession planning process, you recruit superior employees, develop their knowledge, skills, and abilities and prepare them for ever more challenging roles. It is a long term thing that a company ne ed to see into before action is taken.CIPD defined Succession planning as a process for identifying and developing potential future leaders or senior managers, as well as individuals to fill other business-critical positions either in short-term or long-term. Beside the training and development activities, succession planning should include the provision of practical tailored work experience that will be relevant for future key role.Having this process in place help in the success of the organization because the individuals identified in the plan will eventually be responsible for ensuring the company is able to tackle future challenges. These high potential candidates must be carefully selected and then provided training and development that gives them skills and competencies needed for tomorrows business environment. It is best practice to grow ones own that is developing internal staff for the position.It also important to consider certain fundament point before the person(s) is/ are selected. A formal succession planning process is used together vital data regarding the potential candidates from different source. Point to be considered should includeAre there enough potential successors- individuals who are experience and that has shown potential leadershipAre these people with sufficient quality in terms of must and desirable characteristicsDo they have the right attitude, skills and competencies for the business futureThe benefits of a succession planning process includeStaff motivation- everyone can see there is a progress in their career as they are giving the chance to develop and also appreciated for their contribution.Work load planning- shadowing successors to assist their development which in turn give them more insight of the business or organisation goals and future plansContinuity- identified candidate can be part of the management team for the business future in the changing environments4.3Investigate skill transference within the working envir onment including its benefitsSkill transference is the ability for an employee to use an acquire knowledge in another position. In other words it is where competencies in performing a specific job can be used in another job. It is a valuable asset particularly in a tight economy such as now.Example of skill transferenceInterpersonal skills- e.g team workPlanning-time management, being organised, able to research and think aheadCommunication- it should be two way, giving and receiving instructionSelf awareness- appreciate your strength and weaknessCommitment and motivationDecision makingIn the current economy people with more transferable skills are luckier to be kept on job or engage than those with one or no skills. These multi-skills individual are able to carry out different jobs especially the small businesses. The benefits of skills transference includeStaff training and development- Gains new knowledge and skills by performing a different job that requires new skills and prov ides different responsibilities.Staff relations learn and understand new group of co-workers and managers.Succession planning- the organisation will have a pool of potent