ETP2602
Assignment 2
Semester 2 2025
Due 2025
,ETP2602
Assignment 2
Semester 2 2025
Due 2025
Question 1
1.1 Identify the specific labour scenario the City of Ekurhuleni is currently facing.
The City of Ekurhuleni is experiencing a labour demand exceeding labour supply
scenario, particularly in specialised roles such as civil engineers and project managers.
With 10 engineers and 5 project managers urgently required, the internal labour pool
cannot meet the department’s staffing needs. The shortage stems from retirements
within an aging workforce, coupled with an inability to recruit new talent effectively in a
competitive labour market.
This reflects a skills gap crisis that jeopardises the city’s ability to deliver essential
infrastructure projects, threatening both operational efficiency and service delivery to the
public (Cascio, 2019).
1.2 Propose a response workforce plan to address the identified challenge.
To address the labour shortage, the following five workforce actions are proposed:
1. Accelerated External Recruitment
2. Partnerships with Universities and Training Institutions
3. Targeted Retention Strategies for Current Employees
4. Upskilling and Reskilling of Existing Staff
5. Use of Contractual or Temporary Specialists
, 1.3 Justify the selection of each of your five proposed actions.
1. Accelerated External Recruitment
Recruiting externally, with a focus on specialised engineers and project managers,
ensures immediate access to talent that cannot be sourced internally. In a competitive
market, proactive advertising, digital recruitment platforms, and headhunting can speed
up the process (Armstrong & Taylor, 2020). This action directly addresses the urgent
vacancies while strengthening the city’s employer brand.
2. Partnerships with Universities and Training Institutions
Collaborating with universities enables the municipality to access a pipeline of
graduates in engineering and project management. Internship programmes, bursaries,
and graduate recruitment schemes not only fill immediate gaps but also create a
sustainable talent pipeline for the future (Nel et al., 2014).
3. Targeted Retention Strategies for Current Employees
Retaining the remaining skilled workforce is critical to stabilising operations. Strategies
may include competitive remuneration, career progression opportunities, flexible work
arrangements, and recognition initiatives. According to Robbins and Judge (2019),
retention reduces the costs of turnover and preserves institutional knowledge during
times of workforce transition.
4. Upskilling and Reskilling of Existing Staff
Providing training for current employees in technical and managerial areas can mitigate
the shortage by redeploying internal talent. For instance, mid-level engineers can be
trained to assume project management responsibilities. This approach strengthens
organisational resilience while enhancing staff motivation and loyalty (Boxall & Purcell,
2016).
Assignment 2
Semester 2 2025
Due 2025
,ETP2602
Assignment 2
Semester 2 2025
Due 2025
Question 1
1.1 Identify the specific labour scenario the City of Ekurhuleni is currently facing.
The City of Ekurhuleni is experiencing a labour demand exceeding labour supply
scenario, particularly in specialised roles such as civil engineers and project managers.
With 10 engineers and 5 project managers urgently required, the internal labour pool
cannot meet the department’s staffing needs. The shortage stems from retirements
within an aging workforce, coupled with an inability to recruit new talent effectively in a
competitive labour market.
This reflects a skills gap crisis that jeopardises the city’s ability to deliver essential
infrastructure projects, threatening both operational efficiency and service delivery to the
public (Cascio, 2019).
1.2 Propose a response workforce plan to address the identified challenge.
To address the labour shortage, the following five workforce actions are proposed:
1. Accelerated External Recruitment
2. Partnerships with Universities and Training Institutions
3. Targeted Retention Strategies for Current Employees
4. Upskilling and Reskilling of Existing Staff
5. Use of Contractual or Temporary Specialists
, 1.3 Justify the selection of each of your five proposed actions.
1. Accelerated External Recruitment
Recruiting externally, with a focus on specialised engineers and project managers,
ensures immediate access to talent that cannot be sourced internally. In a competitive
market, proactive advertising, digital recruitment platforms, and headhunting can speed
up the process (Armstrong & Taylor, 2020). This action directly addresses the urgent
vacancies while strengthening the city’s employer brand.
2. Partnerships with Universities and Training Institutions
Collaborating with universities enables the municipality to access a pipeline of
graduates in engineering and project management. Internship programmes, bursaries,
and graduate recruitment schemes not only fill immediate gaps but also create a
sustainable talent pipeline for the future (Nel et al., 2014).
3. Targeted Retention Strategies for Current Employees
Retaining the remaining skilled workforce is critical to stabilising operations. Strategies
may include competitive remuneration, career progression opportunities, flexible work
arrangements, and recognition initiatives. According to Robbins and Judge (2019),
retention reduces the costs of turnover and preserves institutional knowledge during
times of workforce transition.
4. Upskilling and Reskilling of Existing Staff
Providing training for current employees in technical and managerial areas can mitigate
the shortage by redeploying internal talent. For instance, mid-level engineers can be
trained to assume project management responsibilities. This approach strengthens
organisational resilience while enhancing staff motivation and loyalty (Boxall & Purcell,
2016).
