Report on Adf's Collaboration with Manpower
Executive Summary This report provides a review and analysis of the collaboration between a change management consultancy firm DFR (a business unit of Manpower) and the Australian Defence Force (ADF). Through examination of the factors that led to the collaboration, the goals of the collaboration and how the practices internally aligned to the goals, to the change in organisational culture and the HR system that supported this, it is apparent that the collaboration, though challenging and the first of it’s kind helped bring about an improvement in the recruitment of candidates to the ADF.
Introduction
Facing increasing scrutiny over costs the ADF undertook a review of the recruitment functions in the army, navy and airforce resulting in the outsourcing of the recruitment function. This collaboration was undertaken with a civilian recruitment and change management consultancy, called Defence Force Recruiting (DFR).
The purpose of this report is to outline the driving factors behind the collaboration and will cover * Environmental factors driving the change * The goals and practice of ADF outsourced recruitment function * How the existing culture was defined and how the new culture was identified and change implemented * HR’s role in initiating the cultural change
Analysis of environmental factors driving change at the ADF.
The ADF as described by Thomas and Bell (2007, p 97) is a people intensive organisation and as such needs to attract and retain an adequate talent pool whilst developing their workforce “through effective HRM practices.”Realising this, the ADF implemented a review of current practice and through examination of key internal and external environmental factors, (See Appendice A) set about a process of change.
Australia’s contemporary Labour market is shaped by issues such as Globalisation, ever changing socio demographic trends and social/ethnic diversity which in turn effect the “personnel dimension of the ADF’s
Introduction
Facing increasing scrutiny over costs the ADF undertook a review of the recruitment functions in the army, navy and airforce resulting in the outsourcing of the recruitment function. This collaboration was undertaken with a civilian recruitment and change management consultancy, called Defence Force Recruiting (DFR).
The purpose of this report is to outline the driving factors behind the collaboration and will cover * Environmental factors driving the change * The goals and practice of ADF outsourced recruitment function * How the existing culture was defined and how the new culture was identified and change implemented * HR’s role in initiating the cultural change
Analysis of environmental factors driving change at the ADF.
The ADF as described by Thomas and Bell (2007, p 97) is a people intensive organisation and as such needs to attract and retain an adequate talent pool whilst developing their workforce “through effective HRM practices.”Realising this, the ADF implemented a review of current practice and through examination of key internal and external environmental factors, (See Appendice A) set about a process of change.
Australia’s contemporary Labour market is shaped by issues such as Globalisation, ever changing socio demographic trends and social/ethnic diversity which in turn effect the “personnel dimension of the ADF’s
References: Kleinman, L.S, 2007, ‘Human resource Management: A Managerial tool for competitive Advantage, New York, South –Western College Publishing http://en.wikipedia.org/wiki/Organizational_culture , viewed march 15th 2013