Different model of employment these days.

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We are in a different model of employment these days. In part, the Affordable Care Act is in response and a cause of these changes. All industries are looking at employment from new perspectives and still learning what works best. The cost of benefits, training, etcetera have reached levels where business must do this to remain competitive. While it is painful right now, the approach to health care is an example of how the change can be good in the long run. In the end, employers will not offer health care, but will pay enough that employees can buy their own from the market. This makes temporary employment better for folks, and lets the market place people in environments where they are most productive and happy. Right now, medical insurance is actually handcuffs. In research, we call this continuance commitment.

How will this change cash flow models?

Sample Solution

efine employer brand as ‘…a set of attributes and qualities, often intangible, that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture’. They also note that all employers in some way brand themselves to allow them to stand out in the labour market. A good employer brand helps an organisation compete for talent and retain and engage employees.

Currently, DCK are looking to rebrand themselves. To do this, a new logo has been developed and the organisation has renamed from DCK Concessions to DCK Group. This is as a result of DCK branching out to design and create other fashion items, such as bags, umbrellas and clothing (rather than solely focusing on jewelry). To promote this across the organisation and in the recruitment market, new letterheads have also been made, alongside a new website and social media accounts.

Question 3

Workforce Planning

Workforce planning is an organisation-wide concept and is an instrument to establish staffing levels and help organisation budgets; enabling the company to meet its objectives. It is about producing information and then analysing that information to advise on future demand for employees and skills. This is then translated into a collection of actions that will build on the existing workforce. Workforce planning involves “getting the right number of people with the right skills, experiences, and competencies in the right jobs at the right time”

Human Resource Planning, A Strategic Approach to Employment, Sharma, 2009

There are two types of workforce planning: hard and soft. CIPD (2018) Hard workforce planning is based on quantitative analysis, predicting how many employees, with what skills, are expected to be needed. Soft workforce planning ‘is more explicitly focused on creating and shaping the culture of the organisation so that there is a clear integration between corporate goals and employee values, beliefs and behaviors’ (Marchington and Wilkinson, 1996). It’s about finding a strategy within which information can be considered.

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