Part A: Case IncidentManagement Trainees at Nova 1.

As a result of Nova's ineffective Human Resources Planning (HRP), the company had an employee surplus, and the firm is forced to use the layoff strategy, the temporary withdrawal of employment for economic or business reasons. Nova's excellent reputation for promotion from within and overall stability is adversely affected by the layoff; furthermore, the layoff also associates with high cost from employee training and severance pay. Other potential issues due to the layoff might be pressure on managers to focus on short-term profit or budget goals; present employee concern about job security; difficulty in retaining top performance; and stress among managers. 2. Nova's present HRP process fails to balance labour supply and demand. The present HRP process is ineffective it is unable to anticipate and avoid shortages and surpluses of human resources, and to establish employment equity goals that are realistic and attainable. In this case, the primary issue of Nova's HRP is its failure to forecast the number and type of people needed to meet organizational objectives. Since the company carried its HRP based only on the budget, sales forecast, and the previous year's plan, the company had failed to consider external factors such as economic trends and conditions; market and competitive trends. Without effective monitoring these trends, anticipating their impact, and devising strategies to deal with them, the firm therefore ineffectively forecasted its labour demand. The surplus of labour supply results in both tangible and intangible costs. 3. Natalie should redesign a HRP that reflects current economy and market condition. Fir of all, Natalie should forecast future human resources demand by projecting the firm's future sales and required productivity from employees. Natalie can use quantitative approaches to derive short- and long-term HR requirements. Second of all, Natalie should incorporate the HR supply in the HRP. She should analyze the sources of supply from internal and external perspectives: labours available both within and outside of the company. Lastly, Natalie must formulate strategies to balance supply and demand considerations, whether expected labour demand matches, exceeds, or fails expected labour supply.

During the process of redesigning HRP, Natalie should hold off rehiring and adopt other possible solutions. Natalie could schedule overtime hours to existing workers or could hire temporary workers to complete simpler work. Natalie could also subcontract or outsource other companies to fulfill unfilled jobs and responsibilities. If there is a shortage of a managerial position, Natalie could also consider internal promotions and transferring to accomplish short-term operational plans.

Part B: Job Description SDGlobe Investment Co. Job Description Job Title: Department: Reports to: FLSA Status: SUMMARY The Property Manager is responsible for providing leadership and direction to bookkeepers, accountants, and contractors in managing the assigned property portfolio. Mentors associates and ensures all support corporate mission and understand roles in achieving established goals. The Property Manager advocates on behalf of associates to enhance individual performance, as well as provide excellent customer service to all clients, tenants, and residents. ESSENTIAL DUTIES AND RESPONSIBILITIES include the following Creates positive, welcoming, supportive environment for residents, visitors, and property associates. Maintains vacancy information as required by investors, syndicators, and monitoring agencies. Executes marketing and advertising campaigns for apartment leasing and coordinating leasing events such as open houses, realtor tours, and resident promotional activities. Achieves financial objectives through cost reduction and implementing systems to achieve 0% rent delinquency. Utilizes selection and retention strategies to achieve 100% occupancy level. Participates in the preparation of the annual operating budget, and works with Regional Property Manager to maintain budgetary guidelines. Notifies residents of all issues affecting their tenancy, and files court documents for eviction and attends scheduled court hearings as Landlords representative Develops and utilizes sound rent collection procedures, including following up with delinquent accounts SEPERVISORY RESPONSBILITIES Supervises and trains all property associates. Evaluates associates performance, including the completion of annual performance reviews. Counsels underperforming associates and provides critical feedback to improve performance. Assists Regional Property Manager in the selection of property associates. Assumes primary responsibility for preliminary interviewing. Manages health and safety programs, including training in fire safety, general emergency procedures, and in the use of emergency equipment. Property Manager Real Estate General manager Non-Exempt Prepared BY: Prepared Date: Approved By: Approved Date: Leon Yin September 29, 2011 Tony Stark September 30, 2011

QUALIFICATIONS An individual must be able to perform all listed duties effectively and efficiently. An individual must also maintain knowledge of local and provincial real estate law, market conditions of property competition, and other market conditions affecting leasing and operations. EDUCATION and/or EXPERIENCE High School Diploma or equivalent; certifications in Rental Property Management and in Strata Property Management; two or more years experience in property management, including direct supervision of others; proven marketing and leasing experience. LANGUAGE SKILLS Requires ability to read, speak, and write effectively and professionally. Ability to read and interpret legal documents, leasing agreements, and purchase and sales agreements. MATHEMATICAL SKILLS Ability to calculate market rent, rent adjustment, and capital budget. Ability to calculate and compare unit cost of repairs and maintenances. RESONING ABILITY Ability to solve critical problems on a daily basis. Ability to conduct divergent reasoning to shortlist quality alternatives for decision-making process. COMPUTER SKILLS Utilizes maintenance software program to enter in and track work orders, and regularly reviews maintenance reports. Assists with the development and implementation of resident services programming. Proficiency in Microsoft Office, including Word, Excel, and Outlook PHYSICAL DEMANDS Requires ability to physically inspect properties and individual units WORK ENVIRONMENT Ability to perform in a busy, changing, multi-tasking work environment. To oversee properties in the Lower Mainland, the job requires a valid drivers license, an insured vehicle, and the ability to travel.

Part C: Labour Market Assessment Demand for Labour Looking forward, the demand for apartment property managers should increase steadily over the next decade, especially turnover and retirements from the baby boomers will increase substantially in the latter half of the decade. According to Canada Real Estate Institute, the demographic profile of property managers finds that property managers are older, better education, and more often female than the typical Canadian worker, and they are the third most prevalent occupation in the real estate industry (excluding construction trades). Property managers account for 10 percent of all employees in the real estate industry. According to BC real estate board, about 46 percent of these managers are self-employed, and 21 percent worked in offices of real estate agents and brokers. Most employers prefer to hire college graduates for property management positions, particularly for offsite positions dealing with a propertys finances and contract management and for most commercial properties. A bachelor's or master's degree in business administration, accounting, finance, real estate, or public administration is preferred for these positions. In addition to the increasing demand from changing demographics, a number of openings are expected as managers transfer to other occupations or leave the labor force. Demand should be high for jobseekers with a college degree in business administration, real estate, or a related field and for those who attain a professional designation. Because of the projected increase in the elderly population, particularly robust demands are expected for those with experience managing housing for older people and with experience managing healthcare facilities. Supply for Labour The property manager position is one of the most prevalent, important and difficult to staff in the real estate industry. People most commonly enter real estate asset manager jobs by transferring from positions as property managers or real estate brokers. Real estate asset managers must be good negotiators, adept at persuading and working with people, and good at analyzing data in order to assess the fair-market value of property. Resourcefulness and creativity in arranging financing are essential for managers who specialize in land development. Therefore, the requirement to be a good

manager is rather stringent given many daily critical problems that a property manager may face. As a result, academic performance and work experience are equally important for job candidates. Furthermore, property managers in Canada are required to be licensed by the province in which they practice. In BC, building managers must be licensed for strata management as well. Each license requires annual license fees and insurance premium to practice in real estate; as a result, the high cost of being a property manager also limits the future supply of labor in property management. Human Resources Programs to Balance Supply and Demand High level of population growth, demand of elder housing, aging demographics and higher retirement, provincial or territorial licenses requirement for property managers severely limits the supply labor. Given the demographic trends in the overall population, middle-age workers in the real estate industry are the promising group to target for hiring, including those seeking a career change. Also, jobseekers with a college degree in business administration, real estate, or those who attain a professional designation are desirable for the property manager position. The company should attract workers whose previous employment as real estate sales agents as they provides experience that is useful in showing apartments or office space. In addition, the company should also hire new graduates and encourage them to attend short-term formal training programs conducted by various professional and trade associations that are active in the real estate field. By sending junior managers to these programs to develop their management skills and expand their knowledge of specialized fields, the company should have more qualified labor resources when current managers retire or leave the labor force. At last, the company should consider introducing incentives to new hires such as career development, flexible work options, remuneration and reward programs.