Since inception Winch-It Industries Pty. Ltd has pride itself in the success that it has attained in the manufacture and supply of the Winches. Isolation from the rest of the world created a challenge to Australia’s importation of goods. During the Second World War winch it manufactured hand powered winches for fishermen out for recreation and professional fishing. At the same wartime, an opportunity emerged from the Navy to supply winches in small defence contracts. By using locally available materials, manufacture of the winches was easy and efficient creating a small market niche and with the contracts from the navy came the special supplier status for Winch-It that proved crucially beneficial to the company through the years.
As the Navy contracted continued, there was a request on Winch-It to produce a larger model of products with specific standards, design regulations and specifications that would conform to the local defence industry. As the market expanded for Winch-It, there was need to expand as many people now felt that they had a sought of standard “Navy quality” winches that gave the company a sense of value-added capability. Continuous rise in the recreational boating sector saw the market for Winch-It keep expanding and most boat trailer manufacturers saw the company as the Original Equipment Manufacturer (OEM) in the area and its expansion would hence continue to the level of creating need for expansion of the company production to the East Coast.
Shifts in the Labour Market
The new level of business development and expansion project underway created the need for manpower sourcing for the new production and company site at the East Coast. Quality of skills of locally available manpower would now pose a challenge to the company. However, with the strategic choice of location for the new company site, seemed easy to source for the manpower that would be needed though training would be a challenge. Most old employees would offer services on temporary basis at the new site but were not willing to move or relocate to the new site. This was due to the staff’s unwillingness to give up the lifestyles they were used to in Perth.
With this and many other challenges, Winch-It would be faced with the following challenges in the recruitment, selection and retention of employees:
Unavailability of skilled manpower to on-the-job train the new staff members at the new site
Lack of an industry experienced Human Resource Manager in the company would pose delays in the recruitment of new staff
Possibility of the Finance and Administration Manager at Perth being overwhelmed by tasks of the projected recruitment process at the new site as well as administrative duties at Perth
Possibility of the new staff being sourced from neighbouring Sydney becoming unwilling to relocate to the new company site at Ingleburn
Possible insufficiency of trained and skilled staff for the new site for manufacturing and assembly processes
Lack of proper research on the availability of manpower in Ingleburn would delay the process of acquiring skilled managerial staff
Possible unavailability of skilled staff in Ingleburn would necessitate the move to Sydney to source for staff who would then relocate to Ingleburn for placement
The requirement on semi-skilled staff may not be too high though for skilled staff there may be urgency in sourcing for proper manpower on time
In order to meet its staffing requirements and plans, Winch_It board of directors and current management may have to make a fast move to ensure that staffing needs are met way before the date of actual launch of the new operational site. Some of the strategies t might employ are:
Offering incentives to old to make the relocation package attractive – this would help some of the old staff review and rethink their decision not to relocate
Prioritizing of tasks to allow for the Finance and Administration Manager to juggle between both responsibilities at hand before recruiting the Human Resource Manager
Create seamless recruitment processes to allow for smooth staff sourcing, recruitment, training and appointment
Create relocation and travel packages for staff who may be willing to relocate from Sydney to Ingleburn to take up the company positions
Source thoroughly for locally available human resources and skilled staff
Formulate staff job specifications and align these to the recruitment requirements
Aim to recruit qualified and experienced staff in order to reduce time spent on training
Facilitate the current staff for training and on-the-job supervision of the new staff to ensure seamless integration of new staff of the crucial skills needed for effective and efficient operations especially in the manufacturing and assemblies sectors
Human Resource Planning and Strategy
Winch_It had been operational for many years though without a complete management structure and with the current expansion plans there must be certain processes that must be employed to ensure professionalism and adequate supervision of the company staff. While still the initial company owners (the brothers) are offering consultation to the company management, they would give input on the company tradition and future goals that would ensure success not only in recruitment but expansion as well.
In the wake of the new staff requirements, there may be challenges that may face the company. Some of the internal/external factors that may have an effect on the company’s ability to manage its human resources are:
Lack of a proper outline of staff responsibilities
General training for all staff may pose the challenge of lack of specialized skills for various positions
Possibility inability of the current Finance and Administration Manager, who is doubling his position as the Human Resource, to adequately handle human resource issues
Lack of an experienced Human Resource Manager to oversee recruitment of new staff for the new operational offices at Ingleburn
Lack of clear job specifications to guide staff on on-the-job performance
In order for the company to succeed, both the staff and company needs and goals must be aligned and met. To achieve this, the company management may be required to put in place policies and practices best suited for the company and its growth and development plans. Effective management of employee and company requirements requires the Human Resource Manager to These may include:
Leadership: – Every group of people requires some form of proper leadership guided by company procedures and policies; However, delegation and empowering of people/staff may reduce the need for leadership.
Communication: – Giving clear instructions and sending clear messages, listening and use of feedback channels can be a great way to communicate the company goals and objectives to the employees and ensure employee needs satisfaction
Training: – a systematic approach to training and evaluation would be an effective way to impart the staff with the crucial skills that will enable them perform effectively on their specific roles and attain job satisfaction
Motivation: – through employee motivation, the company would accomplish its goals and also helps the employees achieve their career goals. Through the employment of a combination of understanding and satisfying employee needs, compensating fairly, making it possible for employees to do their jobs with minimum frustration, and treating employees equitably, the company is able to bring the best out of the employees who in turn help achieve the company goals.
Conflict resolution: – Conflict is inevitable at all levels of any company, however, by having guiding principles and policies towards conflict resolution, team work is built which ensure that all staff work towards one goal – achieving the company objectives.
Challenges for managers facing changes to industrial relations
Change in industrial relations may pose great challenges to not only a company’s growth but also to its competitive power and position. In most cases companies may take strategic risks to ensure stability through the changes period. Some of the major challenges managers may face include:
Innovation, experimentation and integration of new approaches to the changing industrial relations
Transformational leadership required to steer the staff and company as a whole to counter any changes in the industrial relations
Need for improved working relations in the industry
Need for implementation of competitive remuneration packages for employees in order to facilitate employee retention
Increased focus on job security by employees may pose a challenge for the company to draft long-term contracts for staff even those working in short-term functions just to retain skill.
Increased competition may necessitate demand for more specialised and better quality products which in turn may lead to an overhaul in current operational systems and installation of totally new systems or major changes in the production systems
Recommendations to meet these challenges
Need for strategic decisions may be a necessity to counter any challenges posed by the changes in the industrial relations. Changes in behavior and attitude at all level of the company may be one step towards achieving stability against changes in the industrial relations. An effective industrial relations system based on current, flexible and modern policy legislative and organizational framework may be necessary too. Skilled, experienced, adaptive and innovative workforces may be a great asset to ensure stability throughout the period of industrial changes. Last but not least, flexible work organization and management coupled with culture sensitive management strategies, as Winch-It invests in growth within and beyond its current region, may be a great catalyst for countering any changes in industrial relations and ensure success for the company.
Job Analysis and Design
Senior Human Resource Manager
· Higher education in public, personnel and human resource science and management
· Experience in Human Resource sourcing and retention
· Knowledgeable in Human Resource Policies and Regulations and Human Resource laws
· Excellent communication skills
· Problem solving skills
· Experience and knowledge in industrial relations an added advantage
Design / Process Engineer Skills
Higher Education in industrial plant design and/or process engineering
Knowledge of winch manufacture equipment and machines
Winch production project management skills
Creative and problem solving
Communication and training skills