Introduction

Organisational behavior is the sub-section of management activities concerned with human behavior. It predicts, comprehends and influences individual behavior in the organisational framework. It is the learning and solicitation of knowledge that how people act within the organisation. This report comprises the managing people and organisational behavior of Westpac. Westpac is the first bank of Australia was established in 1817. The bank offers consumer, occupational and recognized banking services besides with wealth, management, supervision and insurance services (Guest, 2017). The bank conducts its operations across Australia, New Zealand, and the region. This report comprises the SOP and HRP of Westpac. The relationship of SOP and HRP practices are analyzed by Westpac in developing people-centered workplace (Binder, 2016). The relationship between SOP and HRP used by Westpac is described to develop the workforce. This report also includes the potential challenges faced by HR professionals in SOP and HRP. The report also comprises the HRP process and methods. The potential challenges are also described to be confronted by HR professionals in scheduling manpower needs. Finally, HR practices are suggested for high performing and global mindset employees and directors.

SOP is a step-to-step approach of making decisions along with the long term goals of the organisation. The HRP is the procedure of amending the flow of people in, into and out of the organisation. The SOP and HRP are linked to each other as HRP is an essential part of the overall corporate plan (Tweedie, et al. 2018).

Analysis of the relationship of SOP and HRP practices used by Westpac in developing people-centered workplace 

The organisational behavior at Westpac aims to construct a deep and enduring relationship with the customers. The organisational behavior is promoted by being a forerunner in the community, being a great place where people like to work and by offering superior returns for the shareholders (Stone & Deadrick, 2015). Organisational behavior manages both human and social capital.

The SOP and HRP practices guide the following activities:

Service leadership: The service leadership at Westpac is capable of delivering superior personalized service for the customers focusing on their needs and expectations like talking ATMs. The digital technologies are utilized in order to help customers in controlling their finances (Albrecht, et al. 2015).

Digital transformation: The digital transformation is SOP of Westpac. The cost of operations is reduced by making use of digital technologies to streamline the processes. It consolidates the system along with transmuting the customer experience.

Performance discipline: It is HRP practice and Westpac manages the business in a balanced way through strength, advancement, return and productivity. The strong level of capital is maintained in order to meet the needs of the stakeholders. Westpac has made performance discipline by making website easier. It is made possible by complying with W3C Web Accessibility guidelines.

Growth highways: More focus is given on the small to medium enterprises for stronger growth along with the mortgagees and wealth (Horng, et al. 2016).

Workplace revolution: Westpac is continued to maintain a workplace where efficient people prefer to work. The bank is continued to enhance diversity and inclusiveness of the Westpac workforce.

Westpac is having around 40,000 employees to entertain 13 million customers for the banking, wealth, insurance and advice needs. The bank attempts to create an environment by conducting HRP through its policies and programmes to inspire employees. Westpac also empowers its members to offer a superior customer experience. In order to meet individual requirements, SOP is conducted by the bank through flexible working options comprising flexible working hours; work from home, mobile working and through various leave options (Kodama, 2018).

The high performance of the team is managed by Westpac in the multicultural context by creating an environment in which employees are inspired to bring best out of themselves. The inclusion and diversity survey is conducted by the bank to assist employees. The changes are suggested by the employees which are helpful in improving their performance. Add on, flexible working hours have a great role in managing the performance of teams in Westpac (Guest, 2017).

Potential challenges to be faced by the HR professional in Westpac in aligning SOP and HRP

Workplace policies

The challenges are faced by the HR professional in aligning SOP and HRP. Once the policies are developed by the HR professional, the problem is faced in communication between operational staff of the organisation. The employees may be habitual with the traditional working methods that they do not easily like to adopt changes (Bailey, et al. 2018). A session is also required by HR professionals in order to comprehend policies.

Retaining talented employees

The problem is also faced in retaining talented employees in the Westpac. The bank has to maintain a big budget for the talented employees on the regular basis. Various budgets are maintained for the retirement plans, insurance plans and several costly items than the competitors do (Sparrow, Brewster & Chung, 2016). As a result, it negatively impacts business growth. It is the major battle faced by HR professional in retaining talented and well-performing members. It has even become competitive to identify and reward the real performers due to growing market competitiveness (Friday, 2019). It is believed that the best candidates are required in the organisation to maintain a corporate culture. As soon as the job role changes and the organisational culture adopts, it becomes increasingly difficult for the HR professionals.

HRP process and methods

HRP is a significant contribution to the success of Westpac. HRP is an important initiative of HRP and has a significant role in future success. The main element in the success of HRP is engaging and partnering with the business (Reiche, et al. 2016).

Analyze the effectiveness of HRP practices used by Westpac in developing people-centered workplace 

Westpac makes use of the environmental scan to forecast the long term needs of the employees. It provides insight into the possible opportunities along with the risks. The PEST analysis model and the right metrics are identified to serve as leadership performance indicators. It also keeps leadership cognizant about the key work issues. These elements also target specific employees in order to maximize the return on investment. For example, recognition, retention awards training, mentoring, employee engagement and redeployment programmes are the drivers for developing people. The professional qualification programme is also conducted by the Westpac to develop people-centered workplace (Binder, 2016). It demonstrates the knowledge and skills of the employees in providing the service as per the customer needs. The bank has assisted 1470 qualification completions from 2012 by the professional qualifications programmes. It focuses on the existing skills of the staff and then develops the capabilities accordingly. The bank has even partnered with the leading RTOS to enable running the programme. The qualification is specially designed around the role of the employees.  The professional education teams are put together the learning and qualification required to monitor the employees. These programmes are invaluable in developing workplace (Brewster, et al. 2016).

The planning programme measures are also used by Westpac in the areas of recruitment, learning and development and training. For instance, Westpac has fostered employee engagement and career development opportunities through a strategic and reliable approach to HR development. The best banker strategy of the bank has a role in capacity building of people and to be the best retail bank in Australia (Ferraris, Erhardt & Bresciani, 2017). This strategy is formed under three pillars such as leadership, professional bankers and high-performance culture.

Potential challenges to be faced by the HR professional in planning for manpower needs at Westpac 

The challenges are faced by Westpac in implementing programmes. The organisation needs to create spare funds for the qualification of the employees. For instance, $50 million have been allocated to the HR department for the best banker strategy. The challenges are faced when the set targets are not attained by the bank (Brewster, Smale & Mayrhofer, 2017). These targets are monitored closely by the HR professional.

The banks face a lack of support in planning manpower needs. Some frequent onslaughts complaint of increased workload. There is also the unwillingness of committing funds for building appropriate workplace. The changes implemented by the organisation for the development of the workplace. But this change brings a feeling of uncertainty and anxiety. The HR professionals do not only manage employee morale and cooperation but also faces obstacles in up keeping employees to meet the changing organisational needs (Bratton & Gold, 2017). It is also the huge responsibility of the professionals to communicate properly and keep up-skilling of the employees’ constant in order to meet the changing needs of the employees.

Developing High Performing and Global Mindset Employees and Managers 

A significant model in emerging a high performing work team for multi-cultural workstation 

The HR value chain model is suggested in emerging high performing work team for the multi-cultural workstation. It is one of the best models which Westpac can use to develop higher work performance (Olson, et al. 2018). As per the HR value chain, HRM activities are routine activities such as recruitment, training, compensation and succession planning. Such activities are repeatedly measured through the HR metrics. These are efficiency metrics. Westpac can use HR metrics to measure daily HR activities. It helps to enhance the performance of the work team. As per this model, employees hired for cheap can be trained in a faster way for high performance (Brewster, Chung & Sparrow, 2016).

HRM activities are capable of attaining HR outcomes. As per the HR value chain model, employees are recruited, trained and compensated to attain specific outcomes. Such outcomes comprise employee motivation, satisfaction, and retention along with the presence (DeCenzo, Robbins & Verhulst, 2016). When the focus will be given by Westpac on measuring HRM activities, it will automatically result in reducing costs. It can even lead to maximizing efficiency.

Suggestions on applying a global mindset model in developing a global mindset workforce 

The eight box model can be used by Westpac for developing a global mindset of the workforce. This model represents how various internal and external factors can influence the HR activities. For the global mindset, initially, external context is considered. For instance, if there is a shortage of the specific skills in the market, then the Westpac can do sourcing, hiring and recruiting to develop a global mindset workforce (Papa, et al. 2018). It even focuses on SMART objective for the employees to attain. It reflects that the objective should be sp3ecific, measurable, achievable, relevant and time bound.

The eight box model comprises practices such as intended HR practices, actual HR practices, perceived HR practices and HR outcomes. The intended HR practices lead to the intention for training, recruitment and other practice matters. The actual HR practices are the result of cooperation between HR and the manager. The perceived HR practices lead to how employees perceive what is happening in the organisation. The manager can do absolute best with the help of this model. The perceived HR practices have a role in certain HR practices (Chowhan, 2016).

Conclusion 

Westpac is capable of establishing effective relationship between SOP and HRP. The strategic organisational planning is conducted by Westpac as a step-to-step approach of making decisions along with the long term goals of the organisation. The HRP is used by Westpac to adjust the flow of people in, into and out of the organisation. The findings and analysis comprised 2.1 point which explained relationship between SOP and HRP of Westpac and analyzed for developing people-centered workplace. The 2.1 covered the (a) assess the relationship of SOP and HRP practices used by Westpac. (b) Point is also described which are the potential challenges faced by HR professional on the regular basis. The 2.2 point is HRP process which has been described in the report along with the methods. The 2.2 point covered (a) the effectiveness of HRP practices used by Westpac along with the (b) which are the potential challenges identified confronted by the HR professionals in the manpower needs planning. The 2.3 point is developing high performing and global mind-set of employees and managers. As part of 2.3 (a) a relevant model has been applied in developing high performing team. The (b) is suggestions on applying a global mind-set model in developing global mind-set workforce.

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