An analysis of Case Study 2 revealed how numerous companies including Capital One have gone about instituting effective workplace planning within their respective organizations. Capitol One has workplace planning which stems from an analytic and metrics group of 20 people. Blended teams of member of the metric groups and human resources groups build models for the workforce. (Snell, Bohlander, 2013, p. 85) It is important for Capitol One to calculate disengagement factors. Schuyler stated in the text book the total cost of disengagement is difficult to enumerate.

When workplaces aren’t empowered, busy and engaged such costs and take a toll on companies, organizations, and firms. . (Snell, Bohlander, 2013, p. 86) Disengaged employees can costs companies quite a bit of money. However, the prevention of the disengaged employee can save both time and if managers are able to identify disengagement before it becomes apparent. In businesses numerous business units have their own managers. Each layer of management can deal with certain aspects of leadership and management; such includes but isn’t limited to planning and organizing.

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Workforce planning allows for flexibility. At Capitol One the process of planning goes through the five or six levels of leadership. Leaders in business look at management costs as well as the consequences of any business option. Every option has its own inference pertaining to external and internal staffing levels, promotions, engagements, attritions, etc. (Snell, Bohlander, 2013, p. 86-87) The pros of breaking down the planning process by business units is the ability to decentralize planning and the ease of response.

The drawbacks of breaking down planning through multiple layers of leaders is that involves multiple layers and going through numerous channels to break down planning. There were numerous roles in the case studies presented. The analytic group of 20 people included additionally hundred of executives, analysts, and managers from numerous aspects of the business world. They were all combined into business teams. Leaders and analysts worked in blended teams with the human resource specialist to build models pertaining to the entire work force.

Planners document emotional and rational employee engagement. Thus employees, human resource specialist and upper management were involved in the making of models to better the company. (Snell, Bohlander, 2013, p. 85-86) The strategic importance of being able to implement change in the workplace is to make sure that people aren’t just being comfortable in their jobs. Change in one’s workplace can be a change for the better especially if a company hasn’t done so well. Change however, is a difficult task and must be implemented at a rate in which employees to fully understand the workplace change around them.

Thus, certain steps are necessary to implement change in the workplace. If change is implemented quickly and effectively transitions can be smooth. If training is provided for employees then transitions will be smooth as well. If change is done effectively it can make the workplace a more productive firm, business, organization, etc. Effective workplace planning has been done by Capitol One. Such was done through instituting effective workplace planning. Capitol One’s workplace planning stems from their analytic and metric groups.