You do not need to list the measures; just describe the steps you would take in order to determine what metrics to include. Given the demographic profile of the ERCB's approximately employees, the ERCB expects th e departure of employees due to retirements alon e in the next five years. In addition, the ERCB has an estimated average loss of 80 people per year for other reason s. It is taking the steps today to ensure we have th e right people, in the right job, with th e right skills, at the right time.
Collecting data and turning it into m anagement information that can be acted upon is the essen ce of SWP. Essentially, Aruspex "provides more than anecdotal eviden ce-it provides good inform ation that is creditable.
As Cassidy indicates, "Technology has gone beyond Excel spreadsheets which were associated with 'm anpower planning' and we realized more was n eeded.
Strategic workforce planning is one example of how the HR function might be improved by information technology. In this case we see that software assists with the ERCB being able to meet the needs of the future. Adapted from Frauenh eim, E. All rights reserved. Used by permission and protected by the Copyrigh t Laws of the United States. The printing, copying, redistribution, or retransmission of this Content without the express written permission is prohibited.
Ulrich, D. The HR Value Proposition. Frauenheim, E. Gueutal, H. Gueutal and D. Stone, eds. San Francisco: J ossey-Bass. Gueutal and Falbe. Newman, M. Mabert, V. Soni, and M. Pollock, N. Shah, N. Irani, and A. Retrieved March 7, Erevelles, S. Fukawa, and L. Retrieved March 6, Malik, P.
Anthes, G. Sumser, J. Lipkin, J. Marler, J. D utta, D. Pentland, A. Stricker, N. Echsler Minguillon, an d G. Matwichuk, D. Ashbaugh, S. Miran da. Haines, V. Wixom, B. Lawler, E. Change often affects the entire organization, and almost always extends beyond the HR function. Because it affects so many jobs and functions within the firm, it must include participation from all employees who are influenced by the change process.
This means that change must be embedded deeply within the organization; if it is left to a single department or individual to ensure that change occurs, it is bound to fail. This raises a question around the role of HR and HR professionals in being agents of change. Understanding the role of the HR function or the HR professional in bringing about change can be difficu lt. As we will see throughout this chapter, successful change requires an organizational culture that is open to constant learning, empowering employees to question processes, and to experiment with new ways of thinking about how things get done.
Some researchers suspect that because the HR function is often viewed as a gatekeeping function and a bureaucracy, it is infrequently a leader in promoting change.
Another impediment to acting as an agent for change is the fact that the HR function often plays a supporting role in the organization. HR advises the business line, but rarely leads it. This makes it difficu lt for the HR function to guide the organization through change. For example, to be able to bring together a top-down view of competencies with a bottom-up view of KSAOs from job analysis. This will enable the HR function to understand the interactions between all aspects of the fi rm so that as one aspect changes, it is possible to envision how it will affect the system as a whole.
Adapted from: Power, B. November 16, Kryscynski, and M. April 2, Organizational change lies at the heart of the planning process. Organizations are dynamic entities, constantly growing or contracting, and responding to internal and external changes, some of which are within the control of the firm and others beyond its control. In order to effectively plan for and anticipate resource requirements, organ izational planners must have a strong understanding of organizational change.
Chapter 1 introduced the roots of organizational planning and change in firm strategy. In that chapter we learn ed that strategy is a plan for establishing and maintaining a competitive advantage in the market, and that th e firm's strategy provides the ideological context within which organizational change takes place.
Later chapters cover specific change initiatives such as downsizing and restructuring, outsourcing, and mergers and acquisitions. In this chapter we span the gap between change at th e level of conceptualizing strategy and change at the level of sp ecific initiatives by examining the change process itself.
Crowdfunding, open-source software development, collaborative knowledge repositories such as wikis and shared folders, mass customization, the shared economy, and other communication-enabled advancements are changing the way businesses operate, an d now connect innovators with each other, their competitors, and customers to bring about dramatically faster product developm ents. These changes are occurring amid unprecedented levels of economic, political, and environmental uncertainty.
In response to these levels of change and uncertainty, organizations are moving toward systems that enable faster response and adaptation to change. Flatter organizational structures, more fluid job roles, greater employee autonomy, an d team-based learning and decision m aking are all efforts that can facilitate organizational knowledge acquisition an d action based on that learning.
Given the quickening pace of change an d higher levels of un certainty in today's business environment, firm s that are able to manage ch ange effectively are in a position to outperform their slower, less change-capable competitors.
The ability to manage change is such an important organizational competen cy th at some scholars believe that it is the only form of sustainable competitive advantage. Accordingly, the most important aspects of the job of a gen eral manager include creating and directing strategy, and managing change. At the societal level, economic and environmental issues can be strong drivers of change.
For example, after the recession, big-box stores such as Best Buy, Walmart, Target, and Home Depot found that revenues were dropping in their large-format stores. Several of the big-box stores have even begun to close their large stores, while others have found that the big-box form at is either restricting growth by not allowing the format to serve smaller communities, or that the number of useful locations for these large shopping outlets is becoming saturated.
Furthermore, as people turn increasingly to online shopping, the big-box format is becoming less relevant to shoppers. Big-box retailers are now developing smaller versions of their stores in an attempt to adapt to these societal changes. At the industrial level, change typically follows an S-curve pattern in which sales of a new product or service begin slowly as demand builds, followed by rapid growth as the market for the product or service becomes mature, which leads to a tapering as consumer demands develop and change.
The market for tablet computing devices showed a slow start as the computer industry struggled to put together all th e attributes of size, weight, ergonomics, and technological capabilities that make a successful tablet device.
Apple found a winning design in iPad, and the market took off, leading to successful designs from competitors as well. As sales of the original iPad began to peak and competition increased from other firms and devices such as smartphones with larger screens, Apple brought out a smaller version at a different price point and with slightly different features, and also began actively pursuing new markets for the tablet through partnerships like its alliance with IBM to bring iPad to the corporate market.
Firm-level developments occur largely as a result of demands from stakeh olders. Shareholders, a particularly powerful group of stakeholders, might demand higher return on equity, new leadership might prefer a different strategic direction, or internal resource constraints might lead to strategic change. Large firms like GE, with multiple business units in different industries, might develop interesting opportunities in multiple industries, but resource constraints such as managerial capabilities or financial resources might lead to difficult decisions resulting in changes to th e decisions around the projects that are approved and th e projects that are downsized or shelved.
Thus, decision making based on internal, firm-level choices can be a strong source of organizational ch ange. Given the multiple levels from which the need for organizational change can arrive, it is no surprise that firms experience an ongoing state of change.
However, organizations do not always change when they should, and even when they do ch ange, they often experience failure. Research suggests that up to 70 percent of organizational change efforts fail.
In this section we will examine the view of organizations as open systems, and how this view impacts our understanding of organizational change through three basic models that form the basis of most models of change. The first is a generic model of change th at demonstrates the attributes th at are common to the many models of organizational change.
The other two models include a model of planned change, followed by a model of emergent change. A corporate functional group, such as the marketing department or the HR department, can be considered a subsystem within the organization, as can the retail division of th e firm.
These subsystems interact in complex ways. An open-system perspective views the organization not from the point of view of an individual subsystem or even groups of subsystems, but from the perspective of the organization as a whole, and its interaction with its environment.
The unpredictable and interconnected nature of these open system dependencies are primary reasons that organizational change can be so difficult, and so prone to failure. The factor that defines the structure of an open system is its purpose; goals are used as indicators of whether the system is functioning according to its purpose.
The objective of an open system approach in organizations is to structure and coordinate all the subsystems in a manner that ensures that the firm is collectively pursuing its overall purpose. Two basic forms of feedback are positive and negative feedback. Negative feedback is the kind of information that tells whether the system is achieving its goal. For example, the thermometer in your room operates through negative feedback; the set temperature is its goal, and it will operate the heater until the room temperature rises to the set temperature before shutting off.
If an organization determines that it needs to produce 1, pairs of shoes every month, it will use negative feedback to determine if its daily production is on track. Positive feedback, on the other hand, is the kind of information that a system uses to determine if its purpose is suited for its environment. Positive feedback helps the organization to determine if it should be producing 1, pairs of shoes a month, or what styles of shoe it should be producing.
Organizational change implementations must take into account the potential effect of changes on other subsystems and on the environment, and all models of organizational change incorporate methods for utilizing negative and positive feedback into the design and decision-making processes around change. However, benefitting from feedback implies learning. Organizations must also have systems in place for learning in order to use feedback, and different methods of learning are required to access negative and positive feedback.
Chris Argyris, a thought leader and noted researcher in the area of organizational behaviour referred to these methods of learning as single-loop and double-loop learning.
Single-loop learning is the type of learning around negative feedback, and essentially seeks to learn how to achieve a set goal within the current set of governing variables. Single-loop learning permits the organization or the individual to proceed according to the status quo, and can impede change implementations, especially when the change requires new and different goals.
HR Planning Notebook 9. Single-loop learning can prevent the learner from developing an understanding of underlying or root issues. It is typified by the following values: 1. The desire to remain in unilateral control. Predetermined goals and existing methods of achieving those goals provide a sense of control. It is generally easier to change the things that fall within our direct control than to change things that are not. For example, when asked to find ways to increase profits, managers often seek to cut costs, which are known and within the control of managers, than to increase revenues, which are less certain.
One way to reduce the tendency to want to remain in unilateral control includes allowing more democratic and inclusive methods of decision making by pushing decision making to groups or giving individuals greater autonomy in decision making. Afocus on maximizing winning and minimizing losing. Success is important, and failure is difficult to accept.
Organizations can increase their learning abilities by encouraging experimentation, and allowing members to make mistakes. Individuals and groups can move beyond defensive routines when they accept their mistakes, and learn from mistakes from a more objective frame of mind. Leaving potentially threatening or embarrassing facts out of the decision-making process. This tendency relates strongly to the previous point about the importance of encouraging experimentation.
When errors can be career limiting or when they can negatively impact performance appraisals, it is only rational to want to ignore them. However, by accepting errors or misfires as part of the risk-taking process of creativity and innovation, learning can be enhanced.
Sources: C. Argyris, R. Putnam, and D. In organizational settings, this involves questioning the extent to which the strategy itself, and the systems and structures that implement th e strategy, support th e underlying purpose of the organization. When managers and employees examine the assumptions they have used to arrive at a point of view, they are using double-loop learning that enables them to bypass the assumptions that may be locking them into a particular frame of mind, and preventing them from viewing the problem from a different perspective.
Double-loop learning is typified by en couraging participation in decision making and open expression of conflicting views, using valid information, and widespread and open testing of evaluations. The success of organization al change is therefore depen dent on the m ethods of feedback that organizations use, the validity of information that is gathered and shared, the alignment of goals to the organization's purpose and to the change implementation, and the extent to which double-loop learning is fostered.
Models of change must allow for these factors to be considered, and differences between models of change often come down to issues relating to the scale of the change or method in which these variables are taken into account. Change requires not only that a need to change is identified, but that the n eed is broadly felt among all participants involved in the change process.
Without full buy-in from all stakeholders, change efforts are likely to fail. Once the need for change has been identified, the m otivation for that change must be spread throughout the firm. Models of organizational change tend to deal with the diagnosis of what needs to change by examining the leadership of the change process, the overall purpose of the change, an d th e degree of planning involved in th e change process.
Will leadership be a top-down style in which management determ ines what n eeds to change and comm unicates goals down through the organization, or a bottom-up approach in which all levels of employees share in determ ining what needs to change an d teams are charged with developing plans of action? Is the level of planning detailed, with firm goals and a timeline outlined from the beginning, or is the planning loose, with a general direction and plenty of room for experimentation? All these manifestations of change planning can be successful, but they must be implemented in suitable situations.
Change models help the strategic planner to understand how to use these methods. Organizations commonly take implementation approaches that vary in the degree to which organizational members are involved in the change, and the scope of the implementation, ranging from change based on the identification of a specific problem to change based on changing the entire system, as shown in Figure 9.
For example, changes based on a specific identified problem such as the adoption of a new HR information systems HRIS technology platform might have the potential to affect a broad population within the organization; however, this type of change initiative might be addressed using a top-down managerial approach.
Senior managers within HR might request an RFP from several prominent HRIS providers, make a decision using feedback from business unit-level HR managers, and roll out training along with the new system to the broader organization upon implementation.
This example of a narrow level of involvement for a broad implementation can be contrasted against change implementations that seek to involve a much broader group of stakeholders.
The proliferation of high-involvement often referred to as high-performance work practices in recent years suggests that firms are moving more FIGURE 9.
Top-down, planned change initiative. Loosest structure. Emergent change, or combination of emergent and planned approach.
Change to solve a specific problem Tightest structure. The problem, proposed solution, and implementation plan come from management. Incremental change intended to bring localized improvement. Tight or loose structure, depending on organization culture and management approach to the problem. An example of a high-involvement work practice is a gainsharing compensation plan, where employees are rewarded for reducing production costs and increasing organizational efficiencies.
Such a plan motivates employees to think creatively about developing and implementing new ways to be more efficient. More tightly structured and larger-scale changes will require many changes to organizational systems and processes, while loosely structured changes will require deep organizational learning around the firm's vision and values. As organizations seek to involve more constituents in the process of developing and implementing change, the structures that guide the change process, including goals, levels of autonomy in decision making, and feedback systems tend to be broader and more loosely controlled.
According to John Kotter, good leaders tend to focus on setting direction rather than plan; align people to a common purpose rather than organize them; and motivate people to move in a particular direction rather than problem solve around the systems and processes used to push people in a particular direction.
When anchored around a common understanding of the firm's vision, highly structured change implementations can be constructed such that all the goals, processes, and practices that are intended to move the organization in the direction of the change are internally aligned. A common understanding of the firm's vision is even more important to loosely structured change initiatives, where leadership tends to express very loose goals around which organizational processes and practices emerge.
For example, Bob Galvin, CEO of Motorola, in helped to transform the company by challenging his executives to "renew the organization. Employees often have very good ideas about how to improve processes. Successful change leaders rely on their ability to make use of the complex social networks that connect people within organizations, and their political skills, which can be defined as the ability to persuade, manipulate, and negotiate to achieve a particular outcome.
These networks are instead based on the extent to which people routinely communicate with one another and whom people turn to for information relating to getting their work done.
Social networks in organizations can be complex and very difficult to observe, and employees who become influential members of a social network are often those with high levels of firm-specific human capital in that they are instrumental to getting work done or helping others to get work done better or faster.
An influential role in a social network can therefore be a very important tool in helping to achieve buy-in from others around the importance of the change initiative and in bringing about shared mental models of the firm's vision and purpose. Political skills are also important in achieving widespread buy-in for a change initiative. Persuading others is rarely done using a single, convincing argument. Rather, persuasion is a process that involves listening to others, learning about the positions and perspectives of others, and incorporating those views into an argument see HR Planning Notebook 9.
Persuasive skills are quite similar to the dimensions of political skills, which include social astuteness, interpersonal influence, networking ability, and apparent sincerity. The ability to persuade others is an important skill not only for managing change but also as a general leadership skill. A good argument requires support and understanding from others, and those who are better able to supplement a strong argument with persuasive skills are more likely to find that support.
One model of persuasion suggests that there are four steps to persuading others: 1. Establishing credibility with the audience by demon- strating expertise and gaining trust. People are less likely to follow those whom they do not trust. An important first step is to help others to see how your position is informed through expertise, and that you are a trustworthy source. Framing your position in a way that will appeal to the audience by emphasizing the advantages. The way in which people respond to ideas is partly dependent on the way the information is presented, or framed.
Social networks The networks of ties that an individual has with other individuals This is done in politics, of course, where politicians choose words carefully to elicit an emotional response that frames an issue in a preferred manner. For example, referring to the US Patient Protection and Affordable Care Act otherwise known as Obamacare as socialized medicine or as health insurance reform frames the act in very different ways that produce potentially different responses.
Strong persuasive skills involve framing an argument in a manner that the audience will be able to relate to and find appealing. Providing evidence through the use of supporting data and appealing stories, metaphors, or analogies to help the audience visualize your position. For example, children who are not equipped with language to describe sensations like a foot falling asleep will communicate the odd feeling using a metaphor such as "a hundred bees are buzzing on my foot.
Connecting emotionally by matching the emotional state of the audience. To do this, good persuaders require emotional intelligence. Emotional intelligence involves an ability to be aware of and capitalize on one's own emotions and the emotions of others.
Effective persuasion requires an emotional appeal in addition to a rational argument. Source: J. Change initiatives that are of a narrow, more focused approach may make use of a new business process, with a commensurate level of training around the new process, whereas large-scale change initiatives may involve many unknowns that cannot be completely anticipated.
Such changes require organizational learning and experimentation in order to plot a successful change path. We will cover two prototypical models of organizational change in the next section that address how organizational change can be implemented. Once change has been implemented, steps must be taken to ensure that the organization does not slip back into its pre-change mode. While new methods or processes can be put into place, these methods will likely not endure if they do not fit with the firm's culture, or if they are not incorporated into existing mental models of how things work within the organization.
For example, despite the potential benefits of merging to both Daimler and Chrysler in terms of expected market development and resource sharing, and despite all the systems put in place to merge these two firms, the inattention to integrating the cultures of these two very different firms ultimately led to one of the most notable merger failures in the auto industry.
HR Planning Today 9. Change in the high-technology industry is constant and fast paced, especially in small firms that are in the process of developing a market niche i. Jason Flick, co-founder and Chief Executive at You. Flick further explains that the company's vision is communicated to both employees and customers through the creation of prototype software. The software is only for demonstration purposes, and shows how You. Its purpose is to not only give potential customers an idea of what You.
In a recent example of change, You. However, rapid advancements in the hardware configurations of smart devices led the team at You. Management decided to abandon some of their high-priority projects relating to maximizing video performance without using the graphics chip; but this shift in focus remained true to the overall vision and the guiding principles of You. As a result, much of the learning that went into the abandoned projects served as a springboard to guide the resulting projects, ultimately leading to a rethinking of You.
The speed of You. In this change incident, You. When organizations are focused on a clear understanding of a future vision, and carry the ability to adapt and learn, environmental changes can bring opportunities where other firms may see a dead-end. Appelbaum, S. Roberts, an d B. Burnes, B. Dickens, L. Clausen, K. Beaulieu, R. Flood, R. New York: Plenum Press. Hultman , K. Schein, E. The Corporate Culture Survival Guide. Argyris, C. Kotter, J. Tetenbaum, Senge, P.
Beer and N. Nohria, eds. Boston: Harvard Business School Press. Levy, D. Hock, D. New York: Doubleday. Mathieu, J. Gauffroy, C. Smith-Jentsch, K. Mathieu, and K. Kolbe, J. Wacker, and T. Chermack, T. Ashforth , B. Harrison, and K. Conger, J. Alfes, K. Truss, and J. Ledford, G. Robertson, K. Catharines, Ont. GM Facility.
They are a small sample of employee cutbacks and business closures announced in Around the globe, we are still seeing massive job cuts by both private- and public-sector employers. Consider the case of Hewlett-Packard HP.
In , HP announced plans to lay off 27, employees. That number was increased to 50, in June , and in October , a further 5, employees were informed that they would be laid off. Not surprisingly, morale has dropped, and about two-thirds of employees indicated that they would leave HP if they got another job offer. According to Professor Wayne Cascio, an expert on downsizing, cutting jobs in knowledge-based firms is particularly harmful, because "each departure disrupts the social networks where ideas are generated and work gets done.
Now it's Unemployment for 'Thousands' of Staff," www. Th is was followed by an extended period where the focus was on employee retention and winning the war for talent. However, downsizing returned with a flourish beginning around with the global financial crisis. The continuing impact of sluggish economic growth, huge debt burdens facing governments around the world, and rapid changes in technology such as artificial intelligence and digitization suggest that cost cutting and downsizing are unlikely to disappear in the near future.
Furthermore, a number of the reductions have been characterized as "mean"-destroying the lives of victims of cutbacks and leaving a demoralized and frightened group of survivors of downsizing.
In today's environment, downsizing and restructuring are critical components of HR planning. Historically, the focus of many organizations was on growth or the "bigger is better" syndrome.
As a result, managers responsible for developing a downsizing strategy often had little experience in effectively managing the HR planning process and very little guidance from the management literature.
Although the past 25 years have seen a considerable volume of articles on downsizing and restructuring, the suggestions they contain often are based on a single experience, are not supported by research, and frequently are in conflict. For instance, should cuts be targeted or across the board? Will the firm's stock price increase or decrease when the firm announces a major layoff or restructuring? Should an employer carry out all of the cuts at once or stage them over a period of time? Does downsizing improve organizational performance?
Downsizing is not just a Canadian phenomenon. For example, Microsoft announced in July that it was cutting thousands of jobs, largely in its sales division. Cutbacks were expected to affect almost 10 percent of the sales workforce, with about three-quarters of the layoffs involving non-U.
According to Microsoft, "we evaluate our business on a regular basis. Talent development is a crucial part of the strategic human resources management process. In the recruitment phase of the talent development process , you begin the search for applicants that match the skills your company needs.
This phase can involve posting on job websites, searching social networks like LinkedIn for qualified potential employees, and encouraging current employees to recommend people they know who might be a good fit. Once you have connected with a pool of qualified applicants, conduct interviews and skills evaluations to determine the best fit for your organization. If you have properly forecasted supply and demand, you should have no trouble finding the right people for the right roles. Bring clarity to the hiring process to find the best candidates for your company.
After hiring your new employees, bring them on board. Find more ideas on how to develop your own employee onboarding process , and then get started with this onboarding timeline template.
Keep your current employees and new hires happy by offering competitive salary and benefit packages and by properly rewarding employees who go above and beyond. Retaining good employees will save your company a lot of time and money in the long run. Institute regular performance reviews for all employees.
Identify successes and areas of improvement. Keep employees performing well with incentives for good performance. A strong company culture is integral in attracting top talent. Beyond that, make sure your company is maintaining a safe work environment for all, focusing on employee health, safety, and quality of work life.
Once your human resource management process plan has been in place for a set amount of time, you can evaluate whether the plan has helped the company to achieve its goals in factors like production, profit, employee retention, and employee satisfaction.
Now that you know the steps to strategic human resource planning, it's time to adapt those steps to your own organization and determine how to execute. There are a number of reasons to document your strategic human resources plan, particularly in a visual format like a flowchart. Through documentation, you standardize the process, enabling repeated success. Documentation also allows for better evaluation, so you know what parts of your plan need work.
In addition, a properly documented plan allows you to better communicate the plan throughout the organization, including how everyone, from the top down, can contribute to make sure the plan works. Document every step of the process, from beginning to end, and find room for improvement in your human resources process along the way. Furthermore, training increases employee motivation when the organisation invests and places value on them.
Thus, organisations benefit from employee retention as it builds employee loyalty to gain long term service by providing internal opportunities for career advancement and prevents employees from transferring to other organisations Wilton, Otherwise, organisations which implement HRP would have a succession plan to ensure key roles can be replaced if they leave or retire.
Moreover, Human Resource Development HRD has plays an important role in shaping business strategy by using its employee expertise. HRD plays a vital role in growth and development of skills as there an increasing need for multitasking and also equip workers with the knowledge to operate new technologies.
Hence, HRP does not only reduce labour cost but also reduces product cost when there are plans to invest in training and development for the production of goods and services. External labour market refers to the external supply of labour Wilton, For example, Florida Theme Park FTP attracts new employees by being known as the preferred employer and develop core competencies when shortlisting job applicants who meet the requirements Mayer, FTP also uses its HR policies to deliver high quality services standards by providing training for employees to be equipped with technical and interactive skills.
The best employees are retained through reward and recognition programs. Thus, this demonstrates FTP efforts and strategies are supported by HRP in recruitment and selection processes, training and development plus performance appraisals.
When considering the appropriate HR strategies and systems to meet organisational objectives and goals, the aim of strategic HR management may also take into account of the interests and needs of employees and other stakeholders Schwind, et al. Similarly, legal responsibilities have to be fulfilled by complying to regulations as required by the government.
On the other hand, ethical responsibilities and philanthropic responsibilities are not mandate but are expected by stakeholders Caroll, The interests of stakeholders should be taken into account as various stakeholders play a role in influencing the environment of the company which would impact the business performance Gawel, As the nature of organisational objectives are diverse and changes with time, strategic HR management will therefore align its people-planning activities in conjunction to business strategy.
However, organisations have to develop a contingency plan as there are several factors which influences HRP. A contingency plan would prepare an organisation for unexpected situations and enable them to respond accordingly. The type and changes of labour market are determinant factors of the approach and strategy which organisations should adopt. Technology have a positive impact on HRP as it helps in predict future trends through the collection of HR data and information which will provide a better insight for organisations to develop the most appropriate plans and strategies CIPD, Conclusion In conclusion, HRP and the organisational objectives are interdependent as the resources are developed to match the requirement of each other.
The components of HRP is link to an organisation strategic objectives as enhances efficiency by supporting the organisation in attracting and retaining employees, training and development and identify the need for organisation restructuring or changes in approaches to support business plans.
Reference [1] ACAS, Managing Attendance and Employee Turnover. London: Kogan Page. Navarro: Pearson Education Limited. Business Horizons, Issue July-August, pp.
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