this is Tourism Australia Strategic plan Assignment of an organization are blue prints on which the organization will move forward to achieve its long and as well as short term goals. Organizations all over the world form a strategic plan for their growth or expansions and removal of any bottlenecks they are facing. Working environment of organizations varies according to their country of establishment’ work culture’ economy and social structures(Armstrong, 2006). Each organization develops its strategic plan keeping that in mind that it should be feasible and practically applicable for it based on the human resources and capabilities it posses. In this report we will be studying organization known as “Tourism Australia” which is based in Australia and one the biggest player in tourism industry of Australia. It is a federal government agency and controlled by government of Australia for its functioning and funding. The report will be analyzing the strategic plan of the organization for its future business endeavors and growth. In this assignment we will be identifying the human resource implications in the business strategic plan and find out how these implications is involved in context of business strategic plan. On identification of these implications we will be drawing a human resource policy statement which will address at least two critical implications of the business strategy. The entire assignment is divided in two broad parts and each part will be addressing one specific requirement of the assignment
Business strategy developed for tourism Australia.
Tourism Australia is aiming to expand its business revenue to 140 billion dollars by 2020. Minister of tourism has launched a national long term tourism strategy in year 2009. The strategy is putting great emphasis on the importance of tourism industry for economic development of the country. The organization has developed a framework to gain a sustainable and competitive industry edge over its competitors and attain its objectives for year 2020. The four key parts of the strategy which has vast human resources implications are leadership development’ quality and delivery of services’ strategic industry investments etc (Bylund , 2008). The organization is focusing on supply side problems associated with industry as well to ensure a smooth delivery of the services and remove any obstacle interfering with the investments in the industry. The organization has identified 9 working groups which will help in resolving key issues associated with the industry. The 2020 tourism industry potential plan is providing a clear and concise goal for the tourism industry about the objectives they have to achieve and what are the strategies and means to reach those objectives. Tourism Australia is restructuring its organization and focusing on the consumers’ improving its air connectivity’ attracting new investments and marketing its products and services in an aggressive manner to the world market(Anitha and Thenmozhi 2011). The market is divided by the industry into three broad categories based on the revenue gained from tourists of that part of the world and their future potential in spending. With global economy on the recovery path tourism Australia is hoping to see an upward movement in its foreign visitors and domestic tourist both which will be generating more revenues and providing economic growth to the country.
Human resource implications of the business strategy
In the business strategic plan we have identified 5 key areas where human resources implications are very critical for implementation of the strategy. These key areas contain great importance for the 2020 tourism potential plan of the ministry of tourism of Australia.
- Improving skills and competencies development of the work force
- Development of a sustainable succession planning process
- Development of cooperative relationship with other industrial work force
- Promotion of the services and products into international market.
- Enhancing professional human resource management through better policies and improving productivity of the workforce.
Improvement in the skills of workforce is very critical for the achievement of strategic goals developed for tourism Australia. Improved skill set will determine the way employees act and provide results. Skills can be improved by continuous motivation’ rewarding’ training and development of the employee working in travel & tourism industry. There promotions and rewards can be linked with the improvement in skill set they acquire. Skills are very important for tourism industry as this industry thrives on the way the services are presented to the customers and how they perceive the treatment provided to them. Competencies development is a long term plan and it needs a critical analysis of the gap existing in the workforce which is currently employed with the tourism industry and after identifying those gaps a logical and calculated approach need to be taken to address the issues (Delery and Doty, 1996) The gap can be in the form of politeness’ mannerism’ efficiency and speed of service delivery’ timeliness of services’ knowledge of languages spoken by tourist majorly and knowledge of different types of cultures and their intricacies so that awkward situations does not arise in front of tourists.
Succession planning is another critical aspect of the strategy of tourism Australia with much higher human resource implications. Since the industry is set to expand at a phenomenal rate it requires the leaders among its employee who can take charge of the development and change and lead their peers and subordinates towards it. Succession planning is identifying those leaders with basic qualities of a good leader and then improving upon them to develop them as future leaders of the organization and industry. Organization can look both at its internal workforce as well as some external experts to bring change in the organization and develop successors for the organization (Dalton 2006).
Development of cooperative relationship with other industries associated with tourism industry. To develop this type of relationship tourism Australia has to incorporate a collective growth in its vision. The communication of the tourism Australia is to be developed not only through its advertisements and reports but it should be visible in each activity and by each employee. The integration of efforts will enhance the experience of tourist visiting Australia. These associated industries are like aviation industry which can focus on its connectivity from the places where more tourist flow is coming and to the various tourist destinations around the world. This seamless connectivity and reasonable pricing of airlines can act as a boon for Australian tourism but they have to communicate their objective and goals in such a manner that each industry associated with tourism realizes the benefits of the strategy and works in close coordination with tourism Australia. The other associated industry could local transport and taxi services industry which needs to be working in close association with the tourism industry as well and its workforce should be specially trained and skilled to provide timely and efficient services to the tourist (Zhang and Rajagopalan, 2010)
Promotion of products and services in international market
The products are services need to market in a very aggressive and effective manner to the international markets from where tourism Australia is hoping to attract a large number of tourists. For this strategy the human resources need to be employed who are skilled in marketing ‘advertisement and communication technology. Communication development and its propagation are very critical for the successful achievement of objectives of tourism Australia. Tourism Australia has to develop its future leader and succession planning in such a manner that it has a right mixture of talent with qualities best suitable for its business expansion and marketing needs. While providing training and development to the workforce keeping in mind the needs of the organization in future it is very essential that right choice of human resources and their management policy development is done simultaneously. Enhancement of professional human resource management policies is very critical for the succession planning as well as no good talent and leaders can be retained by the organization for a long term unless there are proper polices to provide them good career opportunities’ leadership roles’ challenging jobs and industry standard remuneration and perks. Development of a effective human resource management concepts policy which is in alignment with the long term strategy of the organization is very important and its lack can lead to an unstable growth where business would grow sufficiently but supporting human resource with competencies and skills would be absent from the organization (Storey 2002).
Based on the above mentioned key functional areas with human resources implications a policy for human resource can be developed with a clear and logical statement. This policy will be addressing two critical issues with human resources implications in context of business strategy. These two critical issues are succession planning and training and development needs of the employee.
Justification of choice
The two issues which are identified for the development of policies are very important for the business strategy. The training and development of employees is needed critically as with enhanced tourism business in Australia there would a rapidly growing need of better trained and skilled workforce. This can only be fulfilled by a trained workforce which is developed in such a manner that it can take up the responsibilities offered by the expanding business. Succession planning is also very critical in nature as with expanding business the industry would need new leaders in multiple areas who would be leading changes and making industry sustainable and competitive worldwide as most of the countries with tourist destinations are aiming to gain maximum number of foreign and domestic tourists.
Human resource policy statement
“To develop the workforce in a professional manner with leadership qualities and succession planning so that they are ready to take challenges and utilize opportunities lay ahead with the plan 2020 tourism potential.”
Functional strategic human resource plan
Tourism Australia is a federal government agency of Australia which is aiming to expand the tourism and travel industry in Australia and reaching a revenue target of 140 billion dollars by year 2020. They have developed a long term strategic plan to achieve the objectives and identified key functional areas with human resource implications which need to be addressed keeping the future growth and expansion in context. The two critical areas which need to be focused in this human resource plan are succession planning and training and development needs of the work force. Based on that we have provided a human resource policy statement which is focusing on development of future leaders and their training needs for which we are presenting this strategic human resource plan which will be working in alignment with the business strategic plan of the organization and also fulfilling the goals and objectives of the national long term tourism strategy launched by the tourism minister of Australia in year 2009.
Objectives o f the plan
- To ensure that at least 70 percent of the work force is trained and developed in next 3 years to fulfill their competencies gap and attainment of better skill set required in tourism industry
- To draw a long term succession plan and identify at least 100 future leaders and groom them for leadership roles in future for different expertise and disciplines of tourism industry.
Strategic alignment with the strategic management plan of tourism Australia
Tourism Australia has developed a visionary plan for year 2020 which is aiming an objective of gaining 140 billion dollar revenue in tourism industry. They have divided the market into broad categories as per their business potential and as each market comes with its unique attributes there would be need of change leaders and work champions who can take the lead roles and foster the environment of the organization ready for change which will be approaching them. The human resource policy which is focusing on the development of employees and identifying leaders among them is in close alignment with the business strategy of the tourism Australia and achievement of human resource policies objective will assist the organization in attaining its long term goals as well (Corporate plan 2011).
Planned mile stones
1st year:- at least 25 percent employees going through training and development program and 30 new leaders will be identified and put on leadership development program
2nd year:- another 20 percent of the employees upgrading their skills by training program and identification of 30 new leaders with the assistance of existing leaders which are undergoing through leadership program.
3rd year:- 30 percent more employee going through training program and identification and development of 40 new leaders in industry.
Measures of monitoring progress
Dual method of monitoring has been designed to measure progress.
- Each year the results will be compared with the pre defined objectives and goals for that year and based on that next year’s plan will be modified or upgraded.
- An external auditing agency will be reviewing the progress and implementation of human resource plan and provide its critical analysis based on which performers will be encouraged while non performers will be identified and trained for different roles.
While providing training and leadership development programs for the employee special courses will be formed for the ethical issues faced by them during work. They will be given live case studies and groomed to make the right decisions. Employees with the highest ethical standards would be encouraged’ rewarded and priority will be given to their promotion making it a role model for other employees
- Catherine M. Dalton (2006) A recipe for success in succession planning Kelley School of Business, Indiana University, business horizons ‘ Elsevier
- N.Anitha and Dr.Thenmozhi (2011) Competency Assessment – A Gap Analysis interdisciplinary journal of contemporary research in business vol3 no.4
- D.J. Storey (2002) Education, training and development policies and practices in medium-sized companies in the UK: do they really influence firm performance? Omega 30’ pergamon pp. 2-7
- Yan Zhang , and Nandini Rajagopalan (2010) CEO succession planning: Finally at the center stage of the boardroom’ Business Horizons (2010) 53, Elsevier