Workforce Management staffs of Meadow

Questions: 1.Review the staff profile for food and beverages. Identify and explain the demographic make-up ofSex Age,Length of service,Level of education Ethnicity and cultural background? 2.Refer to the Strategic and operational plans for this organisation? 3.Forecast the number and type of staff that will be required to staff the function centre dining room area and Describe how you conducted this forecast? 4.Identify and discuss four labour supply issues that may affect workforce planning of the organisation? 5.Determine four strategies to source skilled labour? 6.Relating to the demographic make-up and diversity of the staff Make recommendations in the following areas, providing a rationale? Answers: 1. As far as the sex of the staffs of Meadow Country Retreat is concerned, the organization maintains a more or less diverse workforce. Unlike most of the other organizations, which usually hires larger number of males workforce, here the number of female employees is considerably high. Furthermore, usually managerial responsibilities are vested on male employees, but here Justine Arnold despite being a female employee is promoted to the designation of a manager. As far as the age of the staffs are concerned, the organization does not hire a single worker who is below 18 years, and considers the Labor Laws during recruitment. Most of the employees are either young, doing part-time jobs, while also pursuing their career, or belong to the middle age group and are experienced. Speaking of length of service, usually most of the employees are new, and have not been staying in the company for a long period of time. Since some of the employees are very young, this is the first job for them and thus their service has just begun. Some of the employees are highly qualified, such as the Manager herself, or the table staffs. However, the younger ones, who are working here on part-time basis have not attained much qualification as of yet. Diversity is more or less maintained in terms of cultural and ethnic backgrounds of the workforce as well. For example, Irish people such as Tim Lee or people belonging to the Islam religion such as Al Bowen, are also being hired here. 2. One of the strategic objectives that the organization intends to achieve is to ensure that a diverse group of guests arrive and avail the service of the Hotel for wedding or other occasional purposes. However, with the expansion of the operation, the organization is also likely to encounter greater demand from the laborers. The very first labor demand issue that can affect the workplace planning, is that the employees will ask for higher pay, as operational expansion necessarily implies additional responsibilities to be carried out. Secondly, the employees may also ask for greater incentives and perks, for excessive workload (Ehrenberg and Smith 2016). Thirdly, since the employees will be expected to work during the weddings and other occasions as well, the employees may also charge higher pay or wages during the occasions. Lastly, the employees may ask for occasional compensatory leaves, in case they have to work at nights for the events, apart from their scheduled time. 3. In order to staff the function centre and dining area, at least 10 waiters will be required for serving and attending to the needs of the clients. At least, two bartenders will be required entrusted with the duty of offering wine or any other beverages to the visitors of the party. A sweeper and a cleaner will also be needed. Besides, it is also important to monitor the activities of the other staffs, and thus a floor supervisor will be required as well. A receptionist, attending to the needs of the visitors, as and when they are entering, will also be hired. Since the guests would belong to diverse ethnic and cultural backgrounds, it is advisable that the receptionist or the waiters who would directly interact with the clients be hired as per the ethnic background of the guests. In case, it is impossible to hire workers of similar ethnic backgrounds, the staffs can also be trained to be culturally sensitive. 4. The first labor supply issue that can emerge here is that the employees will have to work overtime, and during the evening or night shifts as well. However, the employees do not remain productive at all times, and thus the supply of the workers will vary according to time or seasons. Again, another issue here is that the laborers may reject the idea of getting paid for overtime in the form of incentives and other perks, and may expect to be paid separately for two different shifts. The third issue likely to occur is that during special occasions, the laborers may have professional or personal commitment elsewhere, and consequently it is difficult to find sufficient time. Lastly, another labor supply issue here is the lack of skilled, experienced laborers in the sector that can satisfy the special needs of the organization (Cahuc et al. 2014). 5. In order to source skilled labour, the organization has to recruit employees, inviting applications from employees who have had adequate experience in similar fields in the past. The next strategy of attracting skilled labour is that the organization can offer higher pay scale and lucrative schemes or offers, so as to capture the attention of the experienced laborers. The third strategy of sourcing skilled labour is that some of the existent employees can be chosen as per merit and expertise, and can be further trained to adopt their suitable job roles. Lastly, another important way of sourcing skilled labour is hiring employees from other less expensive regions of the world. This will also help in ensuring diversity at workplace, and a diverse workforce would better serve the diverse clients. 6. Considering the demographic make-up of the workforce, it can be seen that most of the employees hired are English, and only a few people belonging to the Islam community or the Irish community are being hired. Hence, to ensure diversity at workplace, the management will talk with the community organizations or getting information about different ethnic groups. The existent employees will be asked about employee referrals, so that they can inform the organization about employees belonging to other ethnic groups (Darby 2015). The skilled laborers can be sourced, by seeking help of the community organizations in the recruitment process. For retaining diverse employees, the organization will have to adopt diversity-friendly initiatives, and will have to offer equal opportunity to all the employees alike. It is important to manage diverse, skilled workforce as well, and hence the existent employees will be trained in cross-cultural training programs and seminars, that will improve thei r cultural sensitivity and enhance their soft skills (Harvey and Allard 2015). References Cahuc, P., Carcillo, S., Zylberberg, A. and McCuaig, W., 2014.Labor economics. MIT press. Darby, F., 2015. Diversity in the Workplace.The ITB Journal,4(2), p.3. Ehrenberg, R.G. and Smith, R.S., 2016.Modern labor economics: Theory and public policy. Routledge. Harvey, C.P. and Allard, M., 2015.Understanding and managing diversity. Pearson.