Psychological Foundation of Workforce Planning
Workforce planning a crucial element in an organization’s strategic planning. It helps in ensuring that a business has the right capacity of the workforce with proper skills at the right time. This is a key component to sustainability and effectiveness of any organization. Through psychological foundation elements of workforce planning, organizations can boost their success chances.
The first element is workforce analytics. This involves mapping of the current and future workforce, through the knowledge of I/O psychology, this elements helps in collect sufficient data to make informed decisions for an effective workforce planning (Kaur & Fink, 2017). The second element is workforce development. Through this element, I/O psychology helps in establishing an external talent pipeline plan and its implementation, create an internal employee development plan and its implementation and develop a retention strategy. The third element is continuous monitoring of the progress towards organizational goals (Cable & O’Driscoll, 2010). Through this element, the community’s police force will be able improve the recruitment, hiring, and retention of talents while fulfilling public safety obligations and operating within the budget.
Ethics at the workplace plays a major role in creating a positive atmosphere. Ethics also help create a positive public image, enhance teamwork and productivity, and enhance transparency and accountability (O’Reilly & Aquino, 2011). Executing workforce analytics, establishing workforce development plans, and monitoring plan progress complies with ethical guidelines of the I/O psychology field as well as of the police force organization. I found the topic on workforce development as most interesting and relevant to an I/O psychology career path (Cable & O’Driscoll, 2010). Interests of I/O psychologists may conflict with HR agenda leading to wrong decision making. For example, an I/O psychologist may point out the need for employee training. This may conflict with HR’s agenda on reducing operational costs. If not well addressed, this conflict can lead to ineffective employee training associated with poor outcomes.
Cable, D. & O’Driscoll, M. (2010). The Practice of Industrial/ Organisational Psychology in New Zealand. New Zealand Journal of Psychology, 39(3), 12-18.
Kaur, J. & Fink, A. (2017). Trends and Practices in Talent Analytics. Society for Human Resource Management and Society for Industrial and Organizational Psychology, 1- 54.
O’Reilly, J., & Aquino, K. (2011). A model of third parties’ morally motivated responses to mistreatment in organizations. Academy Of Management Review, 36(3), 526-543