Christopher Columbus The Treaty Of Madrid - 1298 Words

Upon Christopher Columbus’ return from his first trip to the Americas, a debate broke out between the Spanish and Portuguese as to who possessed ownership of the new lands. In June of 1494, the issue was settled via the Treaty of Tordesillas. By the middle of the 18th century though, the dispute was raging once again. For more than a century, Portuguese in the Americas had been gradually pushing westward; in doing so, they encroached on territory theoretically belonging to Spain. This resulted in the countries engaging in consistent armed conflict. In hopes of settling the ongoing conflict, Spain and Portugal would sign a new treaty. The new treaty, called the Treaty of Madrid, would be signed in 1750. Principally a border agreement, the treaty reshaped the political geography of South America. According to the treaty, all lands south of the Ybicuà ­ River and all lands east of the Uruguay River would transfer from Spain to Portugal A problem arose, however. In this territory were seven Jesuit missions, all of which were among the most populated Jesuit missions in South America. Per the terms of the treaty, both Jesuits and Guaranà ­, the indigenous inhabitants of the missions, were to vacate within a year. Such a feat, however, would be near impossible due to the populations of the missions. Due to the time to the long time it took for news to travel across the Atlantic, the Jesuit priests did not learn of the treaty for months; once they did though, they collectivelyShow MoreRelatedSpain and Portugal conquered the Americas,1600 Words   |  7 Pagesall the way back to the1492 .Which is when Columbus first started his voyage to explore the West, which ended up in an argument over the land. Spain and Portugal worked as a team to conquer the Americas. In today’s world Portugal and Spain work together when it comes to drug trafficking and forest fires. They also seem to be good allies to one another, they share the same currency and both have high unemployment percentage. In 1484, Christopher Columbus attempted to interest King John II of PortugalRead MoreEuropeans in Jamaica1509 Words   |  7 PagesWhen did they come? Jamaica was first colonized by a native group of South American origin who, in the early history of Jamaica, called their home a paradise of wood and water. The Arawak were there to greet Christopher Columbus when he arrived in Jamaica in 1494, beginning a long period of European colonization there. The history of Jamaica as a European outpost saw the island under Spanish rule for 150 years, during which the city now known as Spanish Town was established and flourished as theRead MoreDiscovery of America6704 Words   |  27 PagesVoyages of Christopher Columbus From Wikipedia, the free encyclopedia Jump to: navigation, search Discovery of the Americas and Discovery of America redirect here. For other uses, see Discovery of the Americas (disambiguation). Voyages of Christopher Columbus | The Four Voyages of Columbus | Participants | Christopher Columbus and crew | Location | Americas | Date | Between 1492 and 1506 | Result | European exploration of the Americas | In the early modern period, the voyagesRead MoreCuba And The Cuban Missile Crisis1730 Words   |  7 Pagesdeeply-rooted history with the US. However, it is futile to attempt to discuss this history outside the projection of its former colonial master, Spain. According to the Library of congress, the history of Cuba begins with the inevitable arrival of Christopher Columbus in 1492; a man credited with the discovery of the Americas that essentially laid the foundation for European colonization. The Spanish-American war provided a turning-point in the history of Cuba because one its main consequences was the independenceRead More The Island of Jamaica Essay3724 Words   |  15 Pagessavage, war-like carib indians. They began to brutally conquer all of the natives of the other islands as well. But, one day it got even worse for the poor Arawaks. Christopher Columbus, under the Spanish flag, landed there in 1492. This occurrence eventually led to the extinction of the Arawak people in Jamaica. Columbus arrived on May 5, 1494 at St. Anns Bay with his three ships, the Santa Maria, the Nina and the Pinta. As he landed he remarked the fairest island that eyes haveRead MoreCatal Hyuk2725 Words   |  11 PagesGreat Lakes Gulf of Mexico Andes Mountains Rocky Mountains Caribbean Sea Ohio River Sierra Madre Mountain CHAPTER 23: Transoceanic Encounters and Global Connections IDENTITIES: Vasco Da Gama Compass,Astrolab Christopher Columbus Circumnavigation Trading=post Empires VOC â€Å"Columbian Exchange† Lateen Sails Bartolomeu Dias James Cook British East India Co. Prince Henry the Navigator Manila Galleons MAPS: Portugal Spain EnglandRead MoreSummary of 13 Chapters of Belize5562 Words   |  23 Pagesfacts mean. Chapter 1 This chapter is a history of Belize which intents to clarify the formation and development of the present state. The presence of the British, in turn resulted from the coming of Christopher Columbus to the Americans and the subsequent incursions by various European powers. Columbus thought that he had lands in India. The Maya Frontier includes the division of ancient Maya Civilization. It was divided into three periods. The pre-classic, classic and the post classic. The MayanRead More A Political and Cultural History of Jamaica Essay2589 Words   |  11 Pagesdiscovered by Christopher Columbus on his second voyage in 1494 and became a colony of Spain in 1509. They founded the town now known as Spanish Town and it was the capital of the island until the 1800s. Under the Spanish, the native Arawak Indians died out because of slavery and disease, and Africans were brought in to work in their place. The Spanish ruled the country until 1655 when Sir William Penn of the British captured t he colony by force. It was later tuned over legally under the Treaty of MadridRead MoreSpain and Japan Wine Industry Factbook12631 Words   |  51 Pagesin Moorish territories (Spanish Wine, 2013). However, the Spanish Reconquista reopened the Spanish wine exporting business, and another city-Bilbao introduced the high quality Spanish wines to English wine markets (Spanish Wine, 2013). When Christopher Columbus discovered the New World, Spanish wines were exported to the colony in the New World (Spanish Wine, 2013). However, the Spanish wine exporting business in England began to decrease since the relationship between Spanish and English was brokenRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pagesperiod of 1600–1850 (137.7 million). 4. Kate Merkel-Hess and Jeffrey Wasserstrom, â€Å"A Country on the Move: China Urbanizes,† Current History, vol. 108 (April 2009), 167–172. 5. World Tourism Organization, Collection of Tourism Expenditure Statistics (Madrid: World Tourism Association, 1995), vi. For statistics, see the World Tourism Organization publications World Tourism Barometer and Tourism Market Trends. 6. Paul Bairoch, Cities and Economic Development (Chicago: Chicago University Press, 1988)

The Sub-Systems of Human Resource Development - 884 Words

A well designed HRD programme should have the following sub-systems: Performance Appraisal: Performance appraisal is the process of determining how well a worker is performing his job. It provides a mechanism for identification of qualities and deficiencies observed in an employee in relation to his job performance. The object of appraisal is to determine the present state of efficiency of a worker in order to establish the actual need for training. The process of performance appraisal consists of: †¢ Setting standards for performance †¢ Communicating the standard to the employees †¢ Measuring the performance †¢ Comparing the actual performance with the standards set Potential Appraisal: Potential†¦show more content†¦It is aimed at generating among employees an awareness of their strengths and weaknesses and at helping them to match their skills and abilities to the needs of the organization. Without development of people in the organization, the organization cannot prosper. Individual career development is considered to be a three step process: ï‚ § Identifying and organizing skills, interests, work-related needs and values ï‚ § Converting these inventories into general careers, fields and specified job-goals and ï‚ § Testing the possibilities against the realities of the organization or the job market Job Rotation: The work-task should be rotated among the employees so as to broaden their field of specialization as well as their knowledge about the organization’s operation as a whole, one should be rotated once a year among the various employees depending upon their qualifications and suitability to perform new works. Quality Circle: A quality circle is a small group of employees doing similar or related work who meet regularly to identify, analyses and solve product-quality problems and to improve general operation. The quality circles areShow MoreRelatedHrm Hr Sub-System1303 Words   |  6 Pagesconceptualize the structure and means for organizing the  HR system  in an organization. The first, and perhaps most familiar, is the  functional method  (Rothwell,  Prescott, amp; Taylor, 1998). In this approach, HR management is organized into units such as employee relations, training, compensation and benefits, and payroll. Each is considered a function because it bears specific responsibilities for the organization s total  HR system. A second way of structuring HR management is the  point of contactRead MoreHuman Resource Management982 Words   |  4 Pages225/115 HUMAN RESOURCE MANAGEMENT ASSIGNMENT NUMBER : ONE QUESTION : Discuss the following approaches to human resource management. i. Mechanist approach ii. Paternalistic approach iii. Systems approach NAME : ELIAS CHIUTSI STUDENT NUMBER : 201220152 DUE DATE : 29TH NOVEMBER, 2012 LECTURE : MR. MANGOLWA The mechanistic approach to human resourcesRead MoreMy Presentation On Cultural Development1569 Words   |  7 Pageson Cultural Development Shermaine Cunningham UDC-CC What comes to mind when you think of culture? What do you think of when you hear development? We can associate cultural with different ethnic groups around the world like for instance East Africa. We can associate development with different countries around the world that provides the people with knowledge through technology like for instance Japan, which is a huge developing country. A country’s cultural development is measured byRead MoreA Brief Note On The Country Of Malawi968 Words   |  4 PagesAs one of the poorest countries in the world, Malawi is one of the most population dense countries in Sub – Saharan Africa. It has been classified as one of the world’s least developed countries. Malawi is a largely agricultural country with approximately 90% of the population living within rural areas. Agriculture accounts for approximately 35% of the Gross Domestic Product (GDP). Its GDP, as of 2013, was 3.7 billion USD. Malawi has a population of over 16 mill ion residents, with more than halfRead MoreHuman Immunodeficiency Virus, Also Known As Hiv, Continuous1519 Words   |  7 PagesHuman immunodeficiency virus, also known as HIV, continuous to be an epidemic crisis. HIV can lead to acquired immunodeficiency syndrome (AIDS) if left untreated.Unlike other viruses once HIV is acquired the human body can not get rid of it. Sub Saharan Africa is currently the most affected region for HIV/AIDS, Men in the region seem to be the most affected. There is currently no cure for HIV, however there is possible treatment, as well as ways one can prevent developing the virus. HIV/AIDS continousRead MoreMy Personal Philosophy Of Nursing1053 Words   |  5 Pagesfeelings, and factors that influence the development of my personal philosophy of care as a Nurse. Second, to dissect the four nursing metaparadigm and their interrelationships to one another as they influence my emerging professionalism. some of the factors that are influencing the development of my personal nursing philosophy as I continue to develop my nursing career are: external and internal factors. The external factors include person factors-Human, nonperson factors –environment, while theRead MoreThe Migration Of Health Workers1707 Words   |  7 Pagesconsequences in health systems worldwide. The shortage of high-qualified professionals, especially in developing countries, has social, economic and health implications. This research proposal aims to answer the following question: ’what is necessary to mitigate the migration of health workers from developing countries to rich-resource countries? ‘. It represents an attempt to present feasible solutions that in combination will reduce the negative impacts in health systems related to the migrationRead MoreStruggles and Setbacks of Developing Democracies in Latin American Countries 1477 Words   |  6 Pagesunderstand why many Latin American countries such as Mexico, Argentina, Venezuela, and Bolivia have continued to remain oppressed throughout history and stand on a slippery slope towards democratic reform of their national governments. The impeded development of democracy in these countries is much derived from Spanish empirical forms, reigning from the colonial era in which Spanish conquistadores implemented the first forms of government in Latin America based off of the authoritative structure of powerRead MoreThe Poaching Of The Sub Saharan Africa1094 Words   |  5 PagesPoaching of Animals in Sub-Saharan Africa and its Effects on the Locals and the Economy Introduction Topic: The poaching of animals in Sub-Saharan Africa. Thesis: The illegal activity of killing animals in Sub-Saharan Africa has caused many short and long terms affects for this continent. Importance: This is important because poaching has affected the local people, the environment, and the economy and will continue for future generations. Topic Sentence: Trafficking animals in Sub-Saharan Africa hasRead MoreKirk Samuda Riordan Manufacturing1451 Words   |  6 Pagesbe busy writing codes, as contractors are constructing, and Systems Analyst are frantically involved in developing materials. Diagram shows the six steps involved in the implementation phase. Coding Coding Installation Testing Documentation Training Support The first activity involved in the implementation phase is the coding activity. Riordan Manufacturing must now prepare for the designing of a system that puts into account all the information that was gathered

Manager Workplace Planning for Redundancy Plan

Question: Discuss about the Manager Workplace Planning for Redundancy Plan. Answer: Workforce planning is a core element of business planning that focuses on having the right people in the right job, at the right time, with the suitable skills. Based on the future needs and priorities of the organization, the redundancy planning takes place. It enforces organization to initiate workforce planning which is both strategic and action-oriented. Based on the Fynntown City Council Case Study, the downsizing strategies will be designed which must align to business goals and outcomes of the FCC. Redundancy Plan 1. Workforce planning is essential for avoiding the situation of redundancy where the position of employment of an employee is or will become surplus to the requirements of the business of employer (Davey, Fearon and McLaughlin 2013). It is important to plan for redundancy in order to maintain an effective workforce within the organization which may reduce the elimination of jobs or job categories by downsizing, rightsizing or outsourcing. Generally, a provision or existence of more than one means or resources to perform a function or activity tend to reduce the quality of deliveries due to shortage of skills or ineffective career progression of workers. In other words, the positions might become redundant within an organization when there is a decline in company revenue or/and wok available or the workplace looking to restructure and streamline of the organization. At this scenario, the employee often finds their position is surplus to the companys requirements or needs. In these ci rcumstances, organization or employers will announce to their employees to downsize their position which may sometimes no longer exist. Based on the given case study of FCC, the positions at that region have become redundant and thus the Organizational Development team has identified similar positions and functions within Fynntown Council. In the council, there have been difficulties recruiting based on the number of factors including shortage of industry, scarce skill sets and market based forces. Thus, the objective of the workforce planning in relation to the redundancy is to reduce Disguised Unemployment where employees are working in a redundant manner where workers productivity has become nil (Davis 2014). Thus an effective redundancy plan is required to improve the staff turnover and mange regional people in a more effective manner. However, treating employees fairly during the redundancy process needs to be considered by the responsible authority of FCC. 2. The retrenchment strategy should adopt by the organization aiming at reduction its one or more business operations with the view to cut expenses and reach to more stable conditions in terms of the financial conditions. Generally, the retrenchment strategy takes place when a corporation decides to eliminate its activities through a considerable elimination in its business operations considering the different perspective in terms of functions, groups, and technology alternatives, either individually or collectively are called as the strategy of retrenchment (Melchor 2013). In the given case the retrenchment option has been recommended to revitalize its financial condition of Fynntown City Council. In the given case study, the voluntary redundancy takes place where organizations in the council encourages employees to voluntarily resign, typically in restructuring or downsizing situations. There are three types of the retrenchment strategies which often used by the organizations to manage the workforce more effectively. These include Turnaround retrenchment strategy, Divestment retrenchment strategy and Liquidation retrenchment strategy. (Source: Melchor 2013) Turnaround Retrenchment Strategy: There are several business decisions when organizations feel that the decision made earlier is incorrect and needs to undergo before its damages the profitability of the company (Mohamed and Ali 2015). During the situation of continuous loss, poor work management, high attrition of employees, declining market share and poor quality of functional management and so on. Generally the need for this strategy arises due to the changes in the external environment such as government policy changes, saturated demand of the product, changes in product preferences and so on. Liquidation Retrenchment Strategy: According to Osborne (2013), this strategy is the most disagreeable strategy rarely adopted by the organization that includes selling off its assets and the final closure of the business operations. Organizations involve in this strategy due to loss of future opportunities, spoiled market image, loss of employment and so on. There are several indications insist a corporation that necessitate a firm to follow the liquidation retrenchment strategy. Divestment Retrenchment Strategy: This includes the downsizing of the scope of the business. Generally, an unprofitable portion or one of the strategic portions of the business has adopted this strategy for the effective management and stable financial position of the business. In the given redundancy plan of the Fynntown City Council Case Study, councillors have asked to downsize the organisations employee numbers in the short to medium term to manage several operational and structural risks. This indicates organisations across the council have recommended divestment retrenchment strategy to support the workforce planning across FCC. In this context, the region has supported to adopt the voluntary redundancy under the downsizing situation. By taking voluntary approach, councillors can be motivated by the strategic choice to change the age structure within the company because median age of the organisational people is from the age of 45. By the voluntary retrenchment, organisations can avoid layoff, improved efficiency, competitiveness and reduce reliance on the markets (Mohamed and Ali 2015). In the given situation, the wise to downsize workforce offered financial incentives to voluntarily resign which is completely a different concept than involuntary ret renchments where the organisation decides on its own which are the employees it wishes to leave (Osborne 2013). Steps to mitigate or avert redundancies: FCC needs to follow different ways to mitigate redundancies for ensuing turnover and retain the skilled workers in the workplace: Decrease the agency staff: By the elimination of the use of temporary staff from the workplace, the organisation could provide continued employment for those staffs that are permanently associated with organisations at Fynntown. In the last year, 35 permanent employees leave the organisation from the staff turnover. This rate could be increased by reducing the agency staff. Reducing the External requirements: For the economical development of the region, organisations needs to reduce the external recruitment either be deleted and the work redistributed amongst employee at risk of redundancy or any vacant position (retirement or voluntarily retrenchment). This is one of the significant step for skill labour retention at the workplace. Effective employee turnover management: Hiring the right people in terms of appropriate skill sets considering the work equality exposure across all employees at workplace and provide voluntary redundancy policy for though who does not fit with proper skill-set as per the organisational requirement (Goetsch and Davis 2014). Furthermore, encouraging generosity and gratification on the pre-social behaviour of employees can be practiced. To retain the skilled employee at workplace, organisations will appreciate by offering real time recognition. Offering flexibility of employees around work hours and locations is another consideration for the effective employee turnover management. Additionally, make opportunities for development and growth for employees is an effective strategy for the employee turnover management. In this case, the redeployment policy must be incorporated to avoid redundancy. However, the Fair Work Commission has stated that the redundancy will not be genuine of it would have been reasonable in all of the c ircumstances for the person to be deployed. This option would be better for the employers across FCC because productivity of skilled and known employees tend to be higher that the newly appointed one. Deploying those employees shall restrict the unnecessary redundancy at workplace. Succession planning and management: Developing pool of talent to fill key areas and positions, organisations across FCC should maintain the succession planning. The succession planning approach helps organisations to identify, develop and retain capable and skilled employees in line with current and forecasted objectives. (Source: Rothwell et al. 2015) Recommendation strategies for assisting workforce: Organisational change is the natural phenomenon and indeed a tremendous pressure for employers to assist their workforce. An organisation can face several types of changes. For instance, physical move may impacts on employees and this results decreasing productivity until workers acclimate to the new destination. On the other hand, workforce reduction for the cutting expenses, litigation, reorganisation and many others are vital needs to be managed by managers of the organisation. Thus organisational change often elicits concern and discomfort among employees. The following strategic actions need to be maintained: Concentrate on effective delegation: Managers of organisations across FCC should concentrate on effective delegation during the initial stages of the change process. Concentrating on effective solution, managers and employee both can manage the assigned workload, and secondly it gives employees a sense of involvement to the decision making at the organisational change. Open and effective communication: It is essential to communicate the reasons for the change along with the process required to make the change (Armstrong and Taylor 2014). For instance, if managers need to initialize a procedure, then it is require a lot of initial labour to get the new process up and running. Employee must aware all these things while maintaining the transparent and an effective communication. In short, it is important to understand the upcoming changes which are going to take pace in FCC. Personal counselling through training and development: To deal with changes, employees need to undergo with suitable training procedure provided by the employer that will help to adapt the changes. This will make employee more confident and increase their capabilities. Furthermore, these employees will be able to maintain more responsiveness during the planning and the execution at their assigned job responsibilities. Monitoring and Implementing: Employees need to monitor how the change is playing out in the corporation (Crawford et al.2014). For instance, employee can observe how the overall production process affect on their performances and such impacts must be conveyed with the management. In this way, the entire change management system within the workplace will be observed and adapted by employees. The term industrial relation refers to the system in which workers, employers, and representatives along with the interaction with the government for the following rules to maintain the governance for building work relationship (Smilowitz, Nowak and Jiang 2013). However, such labour relations system much be conveyed by the human resource department. This industrial relation often affected by the unfairly dismissal or disputable redundancy policies of the organisation. An employee can become redundant when an employer no longer needs that persons job to be performed by anyone. It takes place due to changes to the operational requirements of the workforce. According to the Workplace relations Act 1996, the proper justification or genuine redundancy policies in terms of dismissal, termination of employment, shall be maintained by the human resource management of the organisation. There are certain objects emphasise the importance of maintaining a strong economy considering low inflation , high employment levels and international competitiveness. For maintaining effective legislative rules in the redundancy situations, employers must consider all possible alternatives, such as redeployment. Working under the healthy industrial relationship, a notice must be given to the employee before talking decision to proceed with a redundancy at the workplace (Chrobot-Mason and Aramovich 2013.). There is a ground for raising a personal grievance of the employee believes that their employer has acted unjustifiably. The fair workplace relation act must look whether The redundancy s for genuine commercial reasons The provisions related to the employment agreement have been observed The reasonable act in the way of redundancy was carried out or not Employer of Choice Report Workplace planning objectives: The growth of the organisation is completely depends on accomplishment of the workplace planning objectives because employees are the main driving force or internal resources of the firm (Asch, Mattock and Hosek 2013). Since the redundancy program, the workforce has been dropped by 30 percent overall. By the use of voluntary redundancy program, organisations of the Fynntown region has motivated by the strategic choices to change the age structure within the company. iN Currently Employer of Choice objectives are as follows: To develop diverse industries for embracing the needs of the community by protecting the natural environment lifestyles, and the culture and heritage of its members through the economic and social, cultural, environmental initiatives To provide efficient, equitable and effective services to the community of Fynntown region for enhancing lifestyles of communities The current workforce strategy is completely aliened with the workforce planning objectives. Though the region is full of diverse industries, the demand for labour is quite high. By making many efforts of economic, social, cultural and environmental initiatives, and councillors provides a strong leadership which certain unfolds many options for an effective workforce management for the future as well. Incorporating teamwork, accountability, service excellence, continuous improvement, respect and integrity into their workforce plan, this can be expected that organisations across Fynntown region will manage their workforce while offering diverse community services. To meeting the vision and mission of Fynntown Council, the organisation maintains the equality in terms of offering job opportunities in respective of the gender. Considering purely on the basis of skills, abilities, competencies, employees are recruited. However, the company has been facing difficulties to recruiting people based on a number of factors including specific skills requirements, industry shortages and market based forces. However, the redundancy program initiated to downsizing number of employees and tries to retain skilled and full time employees into the workforce. In the last calendar year, 20 percent of the permanent employees leave organisation out of which 16.6 % took voluntary retirement which indicates that organisations tries to change their strategic direction to perform better to employ more skilled people which are in shortage in the region. However, the increasing monotonous work neither provides career progression not operational excellence from the perspective of employees. In this context, Fynntown City Council has already been committed to provide workplace diversity to foster strong community engagement, tolerance and fairness by the organisations equity access and equity policy. This would be a retention strategy for those who provide skills, competencies at the workpla ce. By providing the succession planning, the organisation increases the operational capabilities of the existing employees. By fair recruitment process, retrenchment policies, access and equity policies the organisation has made alignment with the workplace planning objectives. Organisational Climate Review: Organisational Climate Survey Question Answer 1. Does Fynntown Council provide effective services to achieve present and future needs of communities? Yes, though the region is supported by diverse industries including tourism, manufacturing, engineering, fruit production and many others, FCC provides effective services for community across the region. The council embraces the needs of the community by increasing and protecting the natural environment, lifestyles and positively considered the culture and heritage of its members. 2. Do you think that Fynntown Council is capable of maintaining good industrial relationships with their employees? Yes, Because the organisation has maintained the work diversity, equality as per the fair legislation. For instance, employees are recruited in respective of the gender, age clause. However the company has retrenchment policies for ensuring better productivity and operational efficiencies. 3. Are the redundancy policies genuine? Yes, there are all alternatives are evaluated such as redeployment before considering retrenchment policies at the workplace. In this context, the company is planning for voluntary redundancy by downsizing number of employees at the workplace. This will reduce the operational costs, increase the productivity and made changes in term of strategic changes such as retaining permanent skilled employees for the betterment of the organisation. In short, the HR department supports workforce planning across FCC by the effective redundancy planning in the short to long term to manage this risk. 4.How does the company access and equity policy for employee retention Fynnland council is committed to maintain a workplace where employees get respects and values diversity. The company believes in value of access, equity and fairness across the all level of the business (Dickens 2012). The purpose of this policy is to reduce bias and preferences, promotion inclusive practices, maintaining mutual respects among employees, consumers, and visitors as well. All these practices are made to ensure high employee retention across FCC. 5. Do you think that the organisation offers fair treatment by the undertaking the recruitment and selection policy at their workplace? By focusing on finding passionate and energetic employees for better customer service delivery, the organisation has followed a systematic recruitment and selection procedures. The main focus was to treating applicants fairly, maintaining privacy policies to ensure private information is kept confidential and managed appropriately Adelman and Lugg 2012.). By maintaining a sequential steps such as filling up the position based on the specific authority and duties, by going through the proper interview process the candidates are selected. By providing feedbacks to unsuccessful candidates, the organisation makes the entire selection process transparent and fair. 6. What were the reasons behind voluntary retrenchment in the last year? The organisational development plan finds difficult to identify people at similar skills and functional abilities. The organisation founds certain employee surplus at their workplaces which tends to ensure zero productivity at the end. The authority used voluntary retrenchment to reduce manages the risk of shortage of skills, industry competitiveness and market based forces from other industries as well. 7. Do managers maintain non-discrimination statement at the workplace? Yes, The employee mix suggests that the organisation has recruiting people based on the skill, competencies and not discriminating employees as per their gender. Currently, the organisation have 50:50 employees, delegating and responsible for different duties at the workplace. 8.Does the organisation maintain the WHS obligations for measuring employees safety at the workplace? Yes. To maintain the favourable working environment, the company upholds WHS obligations. Such obligations ensure that all grievance are addressed in timely and unbiased manager. The organisation welcomes workforce diversity by utilizing an equal opportunity recruitment strategy. By upholding the ethical standards of respect, tolerance and fairness the company provides full safety workplace to their employees. Recommendations for effective labour market: To align with the Employers choice strategies and workforce planning, the organization should concentrate more effectively use of the labor market. The organization should implement the succession planning strategies for establishing the long term association with their employers. Employer should consider employees as the resource of the organization. In this context, succession planning is important by which an organization can identify internal employees as potential candidates for filling future vacancies that may arise within the organization (Grau 2014). Starting relevant training sessions to perform different roles is challenging for employees as well as an efficient alternative for the organization. In the last year, 20% employees leave the organization of which 29 people were resigned and retired. There was situation when employers found their skill as excess at workplace and on the other hand, employees may found their job less challenging and less career progressive. To restrict this situation, the organization can plan for succession. The communication transparency must be maintained for the effective productivity of the labor market. To allow employees in decision making, the organization can increase the value of the employees which automatically concentrate more employee engagement at the workplace. Monitoring the performance using potential matrix of employee, the organization can assess their pool of talent. Based on evaluated statistics, the company needs take initiatives to facilitate them so that employee gets the maximum job satisfaction from their employers. An invitation to the Mentor Program meet-and-greet event: To Date: 06/07/2016 The Mentees of FCC Sub: An invitation to the Mentor Program meet-and-greet event Dear Sir/Madam, This mail is provided for to give an idea about Succession planning program at your organisation. The succession planning process refers as the talent management planning so that losing a certain employee or the senior management people would not disable the regular operations of the organisation. However, this planning process would be more effective across FCC if it is performed at all levels in the organisation. By developing skills and competencies, organisations can get benefits by the following the succession planning. The main purpose of this program is to explore the potential benefits of successful benefits at the workplace to effective manage the workforce (Barak 2013). By implementing this program the company can serve the contingency plan for future uncertainties. On the other hand, managers get to identify various skills sets among the team members by insisting the success planning. By the completion of the succession plan, the internal employees would be able to survive more adverse situation during the uncertain situation. Regards (_) External Labour Trend Source of Information Impact on Supply Impact on Demand Creating a safe work environment is sensitive for the success of the organisation. Maintain Occupational safety and health at the workplace WHS laws Can avoid or reduced health and safety hazards and thus results decreased costs and damages to the business To address the obligation of WHS, enhanced productivity will be produced by employees Creating equal exposure between male and female The Work place gender equality act, 2012 Getting higher operational expense from employees both male and female Job satisfaction and feel more committed towards the workplace (Leblebici 2012) Maintain work place diversity to increase productivity and maintain a transparent of workforce policies in terms of recruitment, retrenchment and selection (Sposato et al. 2015) The Fair Work Act and National employment standards Allow employees to decision making and establish an healthy employee-employer relationship Extended employee engagement, more confident and feel valued Recommendations regarding a Communication and Engagement Plan: A transparent and open relationship must be maintained to increase the communication within employer-employees. For instance, if an effective leadership allow employees to take part in decision making or present some opinion, then employees feel valued and thus it will improve the internal relationship with each other. This further creates a strong employee engagement within the workplace. For building the constituency of engaged employees, employer must focus on engagement at local and organisational levels. By holding employees accountability the organisation can increase the organisational commitment of employees. References: Adelman, M. and Lugg, C.A., 2012. Public schools as workplaces: The queer gap between workplace equality and safe schools. Law Journal for Social Justice, 3, pp.27-46. Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Asch, B.J., Mattock, M.G. and Hosek, J., 2013. A new tool for assessing workforce management policies over time. Rand Corporation. Barak, M.E.M., 2013. Managing diversity: Toward a globally inclusive workplace. Sage Publications. Chrobot-Mason, D. and Aramovich, N.P., 2013. The psychological benefits of creating an affirming climate for workplace diversity. Group Organization Management, 38(6), pp.659-689. Crawford, E.R., Rich, B.L., Buckman, B. and Bergeron, J., 2014. The antecedents and drivers of employee engagement. Employee engagement in theory and practice, pp.57-81. Davey, R., Fearon, C. and McLaughlin, H., 2013. Organizational grief: an emotional perspective on understanding employee reactions to job redundancy. Development and Learning in Organizations: An International Journal, 27(2), pp.5-8. Davis, K., 2014. A Critical Analysis of Genuine RedundancyCases Under the Fair Work Act 2009 (Cth). ANU College of Law Honours Thesis, (15-02). Dickens, L. ed., 2012. Making employment rights effective: Issues of enforcement and compliance. Bloomsbury Publishing. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. pearson. Grau, D., 2014. Succession Planning Step by Step. Succession Planning for Financial Advisors: Building an Enduring Business, pp.147-170. Leblebici, D., 2012. Impact of workplace quality on employees productivity: case study of a bank in Turkey. Journal of Business Economics and Finance, 1(1), pp.38-49. Melchor, O.H., 2013. The government workforce of the future: Innovation in strategic workforce planning in OECD countries (No. 21). OECD Publishing. Mohamed, A. and Ali, A., 2015. Voluntary retrenchment: voluntary or mutual separation scheme. Industrial Law Reports, 1, pp.i-xvi. Osborne, S.P., 2013. Voluntary organizations and innovation in public services. Routledge. Rothwell, W.J., Jackson, R.D., Ressler, C.L. and Jones, M.C., 2015. Career Planning and Succession Management: Developing Your Organization's Talent-for Today and Tomorrow: Developing Your Organizations Talentfor Today and Tomorrow. ABC-CLIO. Smilowitz, K., Nowak, M. and Jiang, T., 2013. Workforce management in periodic delivery operations. Transportation Science, 47(2), pp.214-230. Sposato, M., Feeke, S., Anderson-Walsh, P. and Spencer, L., 2015. Diversity, inclusion and the workplace-equality index: the ingredients for organizational success. Human Resource Management International Digest, 23(5), pp.16-17.