Apply each of the above slides to TES HR department, to create a document titled the 'ROLE OF HR @ TES'. Below is the opening paragraph related to slide 1, please copy paste and complete the document in full into your digital document...

'The role of TES' HR

"@TES' HR one of their KEY roles is HR PLANNING which firstly involves forecasting how many new teachers the school will need. The actual number will of course depend on factors such as the school's expansion plans, if they intend to build a new phase to satisfy growing demand then of course they will likely need more staff, in addition, if the teacher-turnover is rather high they will need to find more replacements, however as they intend to use more online teaching they probably will not need so many additional staff. In addition to the numbers they also need to determine what skills/subjects they will need to be proficient in which depends on...."

• HR PLANNING (or WORKFORCE PLANNING) as shown in the slides above, essentially involves FORECASTING and ultimately GETTING THE RIGHT NUMBER OF PEOPLE with THE RIGHT SKILLS. 

• Of course the planning stage may seem easy but the availability of suitable and available candidates to fill the vacancies is impacted by numerous internal and external factors out of HR's control.

• If you were to ask TES HR about the demographic situation in Taiwan in terms of the occupational mobility of local talent, and the geographical mobility of foreigners regarding their availability and suitableness for the role of a EXPERIENCED, WELL-REFERENCED, QUALIFIED IBDP EDUCATORS WILLING AND ABLE TO WORK AT TES what do you think they would say? 

• "In terms of the availability of local talent to fill vacancies at TES..."

• "In terms of the availability of foreign talent to fill vacancies at TES..."

• Continuing on your document, with reference to the explanation above explain why SUPPLY/SUBSTITUTE TEACHERS are part of the gig economy and why on the one hand they are ESSENTIAL to TES but can be costly and as you have probably experienced often do a very average job in the classroom ;)

• "At TES we frequently use gig economy workers in the form of supply teachers. They can be considered gig economy workers because...., they are essential for a school as...., however..."

• Continuing on your document, with reference to the explanation above explain why FLEXI-TIME TEACHERS would NOT BE SUITABLE for a school setting like TES.

• "At TES we could not really hire teachers on flexi-time contracts as flexi time means that they...., which is impossible at a school because,...."

Another role of HR is to help resolve conflicts which can occur when 'changes' occur in the workplace. Apply each of the above slides to your document detailing fictitious (or real) incidents of resistance to change that have been reported to HR by TES teachers.

'Sources of teacher resistance to change at TES'

"Incident #1: TES appointed a new headmaster, who...."

"Incident #2: TES was taken over by TAS, as a result...."

• At present TES is going through a major change as it is introducing MYP instead of IGCSE, which needs careful change management

• ACKNOWLEDGING THAT CHANGE IS INEVITABLE is an important initial step in preparing for it. Ideally it is EVOLUTIONARY and INCREMENTAL in its APPROACH such as AI in the workforce, or the popularity of EVs, however it can be DRAMATIC and REVOLUTIONARY in nature such as the Covid-19 pandemic, in either case awareness and acceptance that NOTHING IN BUSINESS IS CERTAIN or LASTS FOREVER will at least soften the resistance. As such firms should do their utmost to keep workers updated of potential future changes.

• APPLIED to TES: Teachers such as myself who have never taught the MYP and who have exclusively taught the IGCSE had to realize and accept that they would be teaching MYP. This is not an isolated case and many international schools are moving towards full IB.

• Of course accurately recognising the NATURE OF THE CHANGE will mean that the MANAGEMENT of it will be easier. 

• For example

Here is a checklist of essential points that managers should consider before attempting to introduce significant changes in an organisation:

• Where are we now and why is change necessary? It is important to recognise why a business needs to introduce change from its current situation.

• New vision and objectives For substantial changes, a new vision for the business may be needed – and this must be communicated to those affected by the change.

• Ensure resources are in place to enable change to happen Starting a change and then finding that there is too little finance to complete it could be disastrous.

• Plan the timing of the change Workers in particular should not be taken by surprise by change – this will increase their resistance to it.

• Involve workers in the plan for change and its implementation This will encourage them to accept change and develop a sense of ‘ownership’ of it. This may also lead to proposals from them to improve the change process.

• Communicate The vital importance of communication with the workforce runs through all of these other stages – unless employees are kept up to date with the pace and scope of change then resistance will build against it.

• Introduce initial changes that bring quick results This will help all involved in the change to see the point of it.

• Focus on training This will allow staff to feel that they are able to make a real contribution to the changed organisation.

• Sell the benefits Staff and other stakeholders may benefit directly from changes – these need to be explained to them.

• Always remember the effects on individuals A ‘soft’ human resource approach will often bring future rewards in terms of staff loyalty when they have been supported and communicated with during the change process.

• Check how individuals are coping and remember to support them Some people will need more support than others – a ‘sink or swim’ philosophy will damage the business if it leads to low-quality output or poor customer service because staff were poorly supported during the change period.

All business change – especially significant strategic changes –

must be ‘managed’. This means that:

• New objectives need to be established that recognise the need for change.

• Resources – finance and employees – need to be made

available for the change to be implemented.

• Appropriate action needs to be taken – and checked on – to

ensure that the planned changes are introduced.

Managing change effectively is important to successful

implementation. However, managing change is not the same as leading change. Leading strategic change is much more than just managing resources. Change leadership involves having a much greater vision than just making sure the right resources are available to deal with change. Leading change means:

• dynamic leaders who will shake an organisation out of its complacency and away from resistance to change (‘corporate inertia’)

• motivation of staff at all levels of the organisation so that change is looked upon as a positive force that could improve people’s lives – this motivation will lead to significant changes in the behaviour of workers

• ensuring that acceptance of change is part of the culture of the organisation

• visible support of all senior managers who will help the change

process to be accepted at all levels and within all departments

of the business.

• A project champion is often appointed by senior management to help drive a programme of change through a business.

• A project champion will come from within the organisation and be appointed from middle to senior management – they need to have enough influence within the organisation to make sure that ‘things get done’. They are like ‘cheerleaders’ for the project, but they will not necessarily be involved in the day-to-day planning and implementation of the new scheme. They will smooth the path of the project team investigating and planning the change, and they will remove as many obstacles as possible. For example, at board or other meetings of senior managers they will speak up for the changes being suggested, they will try to ensure that sufficient resources are put in place and they will try to make sure that everyone understands the project’s goals and objectives.

Use project groups or teams ‘Problem-solving through team-building’ is a structured way of making a breakthrough on a difficult change situation by using the power of a team.

When a difficult problem arises regarding a major change in a business’s strategy or structure, one of the most common ways toanalyse it and suggest solutions is to organise a project group.

Project groups should work with the manager responsible for introducing the change. A team meeting of experts should provide a rigorous exchange of views that may well lead to an appropriate action plan being developed and agreed. The responsibility for carrying out the plan still lies with the original manager. Now, though, the manager will be better equipped to solve the problem that was preventing change from being implemented effectively.

Planning and promoting change are important strategies for HRM.

The timing of change is important in order to gain acceptance for it.

Introducing big changes too quickly in response to a crisis within

the business – such as a collapse in sales and profit – will lead to

greater resistance than change which is planned for and explained

in good time to all those affected by it.

Gaining acceptance of change – by both the workforce and other

stakeholders – will be much more likely to lead to a positive

outcome than imposing change on unwilling groups. According to

John Kotter, a leading writer on organisational change, the best

way to promote it in any organisation is to adopt the following eightstage

process:

1 establish a sense of urgency

2 create an effective project team to lead the change

3 develop a vision and a strategy for change

4 communicate this change vision

5 empower people to take action

6 generate short-term gains from change that benefit as many

people as possible

7 consolidate these gains and produce even more changes

8 build change into the culture of the organisation so that it

becomes a natural process.

If change is not ‘sold’ or promoted to the people most affected by it

so that they develop a sense of ownership of it, then there will

almost certainly be damaging resistance that could increase the

chances of failure.

• You have been invited to interview the HEAD OF HR about the role of the deartent at you school