Task 1: Develop HR delivery strategies
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In this assessment task, you will demonstrate the skills and knowledge required to determine strategies for the delivery of human resources services.
Assessment description
In response to a provided simulated business scenario, you will identify human resources needs through a review of business documentation and the external business environment and through role-played consultation with line and senior managers. You will then develop options for delivery of human resources(HR) services (later to be formalized in a service level agreement) and present these in a short report. You will then develop an action plan for the delivery of HR services that includes roles and responsibilities for implementing proposed service level agreements.
Procedure
- Review the scenario information provided in the appendices of this assessment
- Review the simulated business information for JKL (provided by your assessor) and identify human resources
- Review external business environment (political, economic, social, and technological circumstances, etc.) and identify possible impact on human resources
Note: You may gather such information from simulated role-plays or through reviewing the scenario and business information provided; you may also undertake additional research to supplement your report.
- Arrange with your assessor to consult with two managers to determine HR requirements:
- Service Manager
- Sales Manager
Note: Roles to be performed by and/or observed by assessor.
Note: The HR requirements you identify through consultation will later need to be formalized in service level agreement (SLA) to be completed and agreed in Assessment Task 2.
- Prepare a 1–2-page report on human resources needs that includes:
- a discussion of human resources needs gathered from:
- analysis of business documentation
- a discussion of human resources needs gathered from:
- consultation with internal stakeholders
- are view of the external business
- a discussion of at least two options to meet human resources needs and discuss the risks associated with each (relate risks to your review of external business environment), such as:
- labor market skills shortages
- slow economic growth
- business confidence
- uncertainty in environmental regulatory environment
- return on investment (ROI)calculation and analysis for each option
- recommendations to meet HR needs including recommendations for service level agreement/s
- a discussion of HR strategies to deliver HR services in accordance with business needs, diversity, and anti-discrimination
- Prepare an action plan to communicate and implement recommendations over the next four (You may use the template provided in Appendix 3). Include:
- timelines
- roles and responsibilities (include roles for HR team, line managers, senior managers, external parties, etc. as required for implementation)
- resources required; including financial resources and technology for communication to stakeholders (both internal and external)
- strategies and tactics to ensure successful implementation, including monitoring activities and technology required to collect and manage data in accordance with policies and procedures
- activities – you need to include the activities required to communicate and promote changes, to communicate SLAs (for implementation in Assessment Task 2), and to implement your recommendations to meet HR
Note: in Assessment Task 2, you will implement communication of the SLA to managers and seek final agreement.
- Arrange with assessor to meet and role-play meeting with Operations Manager to approve action planning and make revisions as
Note: roles to be performed and/or observed by assessor.
- Submit all documentation by the agreed deadline and according to the specifications outlined below. Ensure you keep copies for your
Specifications
You must:
- participate in three role-plays with the:
- Service Manager
- Sales Manager
- Operations Manager
- submit a 1–2-page report on HR requirements and recommendations
- submit action plan (revised as required by Operations Manager in role-play).
- Submit an observation checklist
Note: ensure deliverables adhere to recordkeeping policy, particularly file-naming conventions. Your assessor will be looking for:
- analytical and problem-solving skills to review business and operational plans and to develop and evaluate human resources strategies to support the organisational plans
- communication and negotiation skills to consult with key stakeholders across the organisation and ensure their support for human resources strategies
- learning skills to see that performance is managed and skills are developed in a range of contexts
- technology skills to:
- communicate with key stakeholders
- support HR functions, including data collection and managing information according to legislation and organisational policies
- knowledge of human resources strategies and planning processes as they relate to business and operational plans
- knowledge of performance and contract management
- knowledge of relevant legislation that applies to human
Appendix 1 – Scenario: JKL industries JKL Overview
JKL Industries is an Australian owned company, selling forklifts, small trucks and spare parts to industry. They also have a division which leases forklifts and small trucks.
The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and
Canberra.
Change
After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide JKL with an advantage in range over its competitors.
Sales results over the past five years have indicated strong growth in forklift and truck sales which have averaged 10% sales growth per annum. The rental market has been in decline for the past three years due to the reduced costs of these vehicles and some taxation benefits to industries who purchase these vehicles.
Taking the sales opportunity will, however entail some significant changes, including significant changes to the current organizational structure. The company will reposition itself to focus solely on retail sales and service and exit the rentals market in which forces such as competition and consumer choice reduce potential profitability.
In accordance with the organization’s values, JKL intends to (to the extent feasible) recruit from within the company and upskill or reskill existing employees in rentals who wish to remain with the company.
HR role
HR will have a key role to play in the implementation of strategic and operational changes. The significant changes to the organisation also provide an opportunity for HR to potentially restructure and certainly rethink how it delivers services to internal clients. HR will need to consider company strategic directions, the external business environment, and the needs of employees and managers to implement the strategy effectively.
Options for service delivery
- A number of HR service delivery options are available for discussion and
- The following cost and benefits are presented for a number of possible HR service delivery options and strategies:
- All figures are predicted for following financial year except where otherwise
|
Strategic options |
Cost |
Financial gain through efficiencies, savings or direct revenue (without consideration of costs) | Chance of failure/Likelihood of risk |
| Outsourcing basic HR services. | $600,000 | $800,000 for the following financial year | 10% (0.1) – Low risk |
| Restructuring HR. | $800,000 | $1,000,000 over next 5 years | 20% (0.2) – Low risk |
| Redeploying and retraining rental employees. | $500,000 | $3,000,000 over next 3 years | 30% (0.3) – Moderate risk |
| Integrating HR services and recruitment. | $100,000 | $1,500,000 over next 3 years | 10% (0.1) – Low risk |
| Enhancing HR services with respect to performance management to enhance business partnering at all levels. | $100,000 | $1,000,000 over next 5 years | 10% (0.1) – Low risk |
| Enhancing HR services with respect to industrial relations (IR) to enhance business partnering at all levels. | $150,000 | $500,000 for the following financial year | 20% (0.2) – Low risk |
Task
JKL have requested that you, as the newly appointed Human Resources Manager, provide them with options for the strategic delivery of human resources services to support the organization’s plans.
BSB50215 Diploma of Business Page 13 of 65
Innovation and Business Industry Skills Council Ltd, 1st Edition BSBHRM501 V4- 2015
greenwichcollege.edu.au
Appendix 2
JKL Industry’s industrial relations history
JKL Industries has not had a clear industrial relations policy or strategies in the past. There has been a tendency to manage issues on an ad hoc basis rather than drive the business through long-term industrial relations objectives.
Responsibility for industrial relations issues has been spread between various levels of management including the Operations Manager, Sales Manager, Service Manager and Human Resources Officers for each branch. This has led to issues of inconsistency and allegations of unfair work practices, with team members confused as to their entitlements and unsure of how to resolve grievances and conflict appropriately.
On several occasions the union has become involved in disputes when team members have been unable to resolve issues with their line managers.
Morale in the workplace fluctuates and is often dependent on the division manager’s management style and skill level. There have been instances of workplace conflict which have not been satisfactorily resolved and have led to complaints of discrimination and unfair dismissal.
Employees have heard rumours of the forthcoming changes in the structure of the organization and the move into medium and large truck sales. There are concerns about possible redundancies but no information from management has been forthcoming.
There has been a history of dissatisfaction within the organization relating to pay and conditions with some employees complaining they are not receiving the entitlements they should be.
Management skills and knowledge
The current management team has little understanding of industrial relations matters and has been appointed to their current positions based on their abilities in sales or their technical skills.
They have limited understanding of Australian workplace agreements and a tendency to refer any problems to the HR officers. This has led to conflict and dissatisfaction within the work teams and is felt to be a contributing factor to the high turnover of staff in some departments. Management tends to be ‘operations’ focused and have little understanding of people management, performance management or leadership skills; moreover, managers tend to resent any intrusion of HR into strategic planning, recruitment and workforce planning, seeing these as business issues. HR is seen to merely provide administrative assistance, but not to contribute to the achievement of business goals in more direct or meaningful ways.
The HR officers have experience in understanding and interpreting Australian Workplace Agreements from an administrative perspective. They have limited knowledge of strategic management and have little control over or influence in implementing industrial relations policy. As they report directly to the Division Manager, they are functioning more as administration assistants than as a strategic HR resource.
While JKL Industries has policies and procedures relating to workplace behaviors and values, employees are not provided with written copies of procedures nor are they trained in values, behaviors, codes of practice or workplace cultural issues. Many employees are confused about their rights and entitlements at work and are not clear on who they should speak to if they have a problem.
Conflict situations
Some examples of industrial relations issues are detailed below.
Case 1
An apprentice mechanic complained to the union that he was left unsupervised for up to five hours several days per week.
The union investigated the matter and found it to be substantiated. Management claimed it was a temporary rostering issue caused by the resignation of senior mechanics and would be rectified. The apprentice was satisfied with the response and the rosters were adjusted.
Case 2
Five sales consultants claimed their annual bonus was calculated incorrectly. Management asked the payroll department to review the payments and was advised it was correct. The sales consultants felt they had been misled by confusing contracts detailing the bonus arrangements and had, in fact earned their bonuses.
Management did not respond. Three sales consultants resigned as a result.
Case 3
The mechanics and apprentices in the NSW branch complained to management about excessive hours of work. They were told that the business did not have the resources to hire extra staff and they would have to work the overtime. The mechanics continued to do the overtime for two months and then complained again. One mechanic refused to work more overtime and was dismissed summarily by the Service Manager, Norm Johnston. He lodged an unfair dismissal claim and was reinstated and back paid. No action was taken by the company with regards to the Service Manager’s performance or behaviors.
Case 4
An administration assistant in the finance division complained to the HR Officer that she felt uncomfortable working around one of the male accountants as he had asked her out on several occasions. When she said no, she felt like he singled her out for the worst jobs in the office, was rude to her in front of other staff and made comments in public about her weight. The HR officer told her she was being overly sensitive and should be flattered to have been asked out. She was told to be more of a team player. The administrative assistant then complained to the Finance and Administration Manager and was told there was nothing he could do. She resigned from the company.
Case 5
Management decided to restructure the sales department which involved redundancies. They did not involve the union or offer any type of counselling or personal meetings. Employees were informed by letter and were paid the minimum payouts they were entitled to. There was no discussion with remaining staff and morale became extremely low. Within two months, management had replaced the team members made redundant with new workers.
Appendix 3 – Action plan template
| Activity | Timeline | Strategy/application of policy (if relevant) | Resources | Person | Policy |
Task 2: Deliver HR Services
Performance objective
In this assessment task, you will demonstrate the knowledge or skills required to manage the communication, promotion and delivery of human resources services.
Assessment description
In response to a simulated business scenario and following on from work undertaken in Assessment Task 1, you will communicate information on human resources (HR) strategies, service level agreement/s (SLAs), performance standards and potential return on investment (ROI) in order to build understanding and buy in among internal stakeholders. You will also identify and manage underperformance through development of a coaching/performance management action plan.
Procedure Part A
- Review the scenario information provided in the appendices of this assessment task and the simulated business information for JKL (provided by your assessor in Assessment Task 1).
- Review work completed and information gathered for Assessment Task 1, and in particular, the selected options for HR service delivery and action
- Develop a service level agreement (SLA) draft in response to HR requirements identified in Assessment Task 1. An SLA template is provided in Appendix 4. As much as possible, attempt to align the service level agreements to the overall strategic and operational needs of the organization. For example, develop performance metrics related to financial or investor value, customer value, development of people or employee value, and the value added through improvement of HR management practices and processes. Remember to include measures related to meeting requirements of the organization’s values, code of conduct, and legal
- Prepare to deliver a presentation to managers on the human resource strategies developed in Assessment Task 1 and seek agreement on your draft SLA (which formalises agreement on delivery of options by HR service providers to internal clients). In your preparation, ensure that your presentation will cover the
- Work to gain support for strategies and the draft
- Discuss relationship of SLA to business performance at various levels of the organization (for example, helps sales people meet customer needs, helps managers, helps senior managers, helps the organization achieve its vision).
- Discuss the need for training to enable effective implementation of
- Discuss risk level and management (risk mitigation) for proposed
- Discuss
- Discuss methods for monitoring performance against the SLA, for example strategies to:
- focus on building quality into the process and continuous improvement
- focus on preventing problems through early identification
- monitor constantly
- set clear
- Discuss strategies for monitoring performance against SLA with respect to the organization’s
values, code of conduct, and legal obligations.
Note: Have managers sign agreement where possible.
- Deliver the
- Amend SLA if required due to input from
- Amend action plans for implementation of SLA as
- Submit all documentation by the agreed deadline and according to the specifications outlined Ensure you keep copies for your records.
Part B
- Identify instances of underperformance using the information provided in Appendix
- Develop an action plan to address underperformance of team or service providers as soon as Address two of the three scenarios presented in Appendix 5. Action plans should include:
- performance management activities
- timelines
- strategies to ensure success/integration with organizational values/policy/business ethics/legal requirements
- resources
Note: You may use the template provided.
- Submit all documentation by the agreed deadline and according to the specifications outlined Ensure you keep copies for your records.
Specifications
You must:
- deliver a presentation on HR service delivery and strategies
- submit presentation notes or slides
- submit draft and amended service level agreements
- submit an amended action plan for delivery of SLA
- submit an action plan to address and rectify HR delivery underperformance in two of the three scenarios.
- submit an observation checklist
Note: Ensure deliverables adhere to the file-naming conventions of the organization.
Your assessor will be looking for:
- analytical and problem-solving skills to review business and operational plans and to develop and evaluate human resources strategies to support them
- communication and negotiation skills to consult with key stakeholders across the organisation and ensure their support for human resources strategies
- communication skills to manage service delivery
- learning skills to see that performance is managed and skills are developed in a range of contexts
- technology skills to:
- communicate with key stakeholders
- support HR functions, including data collection and managing information according to legislation and organisational policies
- knowledge of human resources strategies and planning processes as they relate to business and operational plans
- knowledge of performance and contract management
- knowledge of relevant legislation that applies to human
Appendix 4 – Service level agreement template
General information Purpose
Vision
Service performance Mission
Scope
Hours of operations
Performance expectations Service expectations
| Service Process/Area |
Expectation |
Performance metric |
Performance monitoring schedule |
Working assumptions
Service constraints
<State the service constraints, for example services the SLA does not cover that may be assumed, any legitimate reason why service could fail such as power outages, etc.
Service level agreement maintenance
Terms of agreement
Periodic quality reviews
Issue resolution
Signatures to agreement
Provider
Client/s
Appendix 5– Performance Issues
| Case study – Service provider |
| You have completed a quality assurance audit for a service agreement with a recruitment provider.
The audit revealed that the service provider (PeoplePower) is notproviding service at an adequate level: ● Recruitment process is taking too long. ● On several occasions, the service provider has failed to complete the three required reference checks, delaying the appointments as the reference checks are a requirement for appointment under the organisation’s recruitment policy. The service provider states that other organisations only require two and the extra check provides a burden on their ability to act within the timeframes of the service agreement. ● There is confusion over coordinating roles of the service provider and the organisation. ● The provider is providing incorrect information on benefits and rewards and remuneration policy to employees. ● Training of personnel (as stipulated in SLA) is inadequate to business needs. The poor performance of the service provider has been impacting on the morale of employees and negatively impacting the business. |
| Case study – Line manager |
| You have monitored the performance of line managers with respect to implementing business strategies. Your monitoring activities revealed that sales managers are not following recruitment procedures in the following manner:
● They are not submitting request forms in the required time frames. ● They are failing to complete person specification forms as per the required procedures. As a result, the external service provider has referred unsuitable students to the organisation and has not met the timeframes specified in the agreement. The service provider has noted that line managers have been delaying final decisions for up to three weeks; in breach of the service agreement. Line managers are complaining they don’t have time to do the final selection checklists provided by HR and that is what is delaying them. They say the forms are time consuming and they don’t really understand what to do with them. The delays have been impacting on the operational capabilities of the business, which is unacceptable. |
| Case study – HR Officer |
| You have completed a quality assurance audit for a service level agreement with the business.
The audit revealed that the HR officer in the Sydney service department is not providing service at an adequate level in the following ways: ● Providing incorrect information on benefits and rewards and remuneration policy to employees. ● Providing inadequate advice on training. ● Not following the organisation’s performance management policy. ● Failing to live up to the spirit of partnering with managers to further business goals; not listening to needs of managers and customer-facing staff in order to meet customer needs; not effectively translating higher level business goals to operational measures such as developing workforce capability; not promoting general understanding of business goals and employee buy in. The lack of acceptable performance has been impacting on the operational capabilities of the Sydney service department, which is unacceptable. |
Appendix 6 – Action plan template
| Activity | Timeline | Strategy/application of policy (if relevant) | Resources | Person | Policy |
Task 3: Evaluate HR service delivery
Performance objective
In this assessment task, you will demonstrate skills and knowledge required to collect feedback on and evaluate human resources service delivery.
Assessment description
In response to a simulated business scenario and following on from work undertaken in Assessment Tasks 1 and 2, you will seek feedback on human resources (HR) service delivery and develop an evaluation report on performance.
Procedure
- Review the scenario information provided in the appendices of this assessment task and the simulated business information for JKL (provided by your assessor in Assessment Task 1).
- Review work completed and information gathered for Assessment Tasks 1 and 2, particularly performance information and planned monitoring
- Consider the following scenario:
You have implemented the service delivery strategies based on the case study in Assessment Task 1.
You wish to collect feedback from: managers; external providers of HR services; and clients, regarding HR performance against set performance expectations.
You need to gather feedback covering the following areas:
- financial performance
- customer value
- people development
- operational process efficiency
- organisational values, policies and legal
You will need to capture information on potential causes for performance issues.
You have decided to develop a client satisfaction survey to gather qualitative, level 1 feedback (the ‘Reaction’ level on the Kirkpatrick Model) from a range of stakeholders to supplement performance scorecard information provided in Appendix 7.
- Revise action planning undertaken in Assessment Task 1 to include service delivery surveys and information from company balanced scorecard (Appendix 7) over the current financial year. Include actions to adhere to organizational recordkeeping policy.
- Develop a survey on HR service delivery to obtain feedback from clients, including:
- senior management
- line managers
- recruitment service provider
- Provide a copy of the survey to your assessor for The assessor will fill out several surveys as if completed by various stakeholders.
- Obtain the completed surveys from your
- Analyze the feedback (in surveys) provided by your assessor as well as performance data provided in Appendix
- Prepare a report on HR service delivery performance for the operations Include in your report:
- a summary of proposed recommendations for service delivery changes (executive summary)
- analysis of performance data, including adherence to values, code of conduct, organizational policy and legal requirements
- proposed recommendations for service improvements, for example:
- changes to service level agreement/s (SLAs)
- changes to implementation strategies
- reference to business needs in connection with changes and impact (if any) on business or operational plans
- revised return on investment (ROI) figures with
Note: Ensure your proposed changes are expressed in a business-like and persuasive manner designed to seek approval for and gain support from the operations manager.
- Prepare an action plan to support communication of changes and implementation of changes over the next six months. You may want to use the action plan template provided in Appendix 8. Include in your plan:
- communications activities designed to obtain support and approval from clients for service changes and changes to SLAs
- activities, resources and strategies designed to effectively implement, monitor and win buy in from organizational stakeholders and clients of HR
- Submit all documentation by the agreed deadline and according to the specifications outlined Ensure you keep copies for your records.
Specifications
You must provide:
- amended action plan/s for monitoring of service delivery performance
- a survey on HR service delivery
- a 1–2-page report on service delivery performance, including proposed recommendations for service improvement or variation
- action plan to support communication of and amended implementation of HR service
Note: ensure deliverable adhere to recordkeeping policy. Your assessor will be looking for:
- analytical and problem-solving skills to review business and operational plans and to develop and evaluate human resources strategies to support them
- communication and negotiation skills to consult with key stakeholders across the organisation and ensure their support for human resources strategies
- communication skills to manage service delivery
- learning skills to see that performance is managed and skills are developed in a range of contexts
- technology skills to:
- communicate with key stakeholders
- support HR functions, including data collection and managing information according to legislation and organizational policies
- knowledge of human resources strategies and planning processes as they relate to business and operational plans
- knowledge of performance and contract
Appendix 7
Company balanced scorecard (HR related performance)
| KRA | Objective or target | Performance metric or KPI | Result |
| Financial | Costs of new HR measures kept to forecasts as outlined in Assessment Task 1 | Cost of HR measures | 20% budget overrun |
| 5% growth in revenue to
$20,000,000 gross revenue |
$ revenue | $18,000,000 gross revenue | |
| 90% managers agree HR contributes to business financial success | % agree | 60% agree | |
| Customer value | Maintain market share in sales and service at around 15% | Market share | 12% market share |
| 10% Market share in trucks | Market share | 5% market share | |
| 90% managers agree that HR helps them to meet customer needs effectively | % agree | 70% agree | |
| People development | 100% rental staff trained in sales | % rental staff trained in sales | 60% successfully trained |
| 25% managers engaged in career development | % managers enrolled in internal or external programs | 4% enrolled in further training | |
| 90% job satisfaction rate | %satisfied with role and career prospects within company | 70% satisfaction |
| KRA | Objective or target | Performance metric or KPI | Result |
| Process | 100% of performance reviews conducted in accordance with policy | % completion | 80% completion rate |
| 90% of administrative HR tasks completed on time and in accordance with policy | % completion | 75% completion rate | |
| 90% managers agree their own HR officer is effective and personally helpful | % agree | 80% agree |
Appendix 8– Action plan template
| Activity | Timeline | Strategy/application of policy (if relevant) | Resources | Person | Policy |
Task 4: Integrate business ethics in HR practices
Performance objective
In this assessment task, you will demonstrate the skills and knowledge required to manage the integration of business ethics in human resources practices.
Assessment description
You will reflect on simulated business scenarios and answer a series of questions applying analytical skills and knowledge of HR management. You will submit written answers to your assessor by the deadline agreed with your assessor.
Procedure
- Review the simulated business information for JKL provided to you by your
- Review scenario-based questions in Appendix
- Answer
- Submit written answers to each scenario-based question and associated documents by the agreed deadline and according to the specifications outlined Ensure you keep copies for your records.
Specifications
You must provide:
- written answers to scenario-based questions
- associated documents if required, for example:
- action plans (Q6b)
- amended policies (Q6e).
Your assessor will be looking for:
- analytical and problem-solving skills to review business and operational plans and to develop and evaluate human resources strategies to support them
- communication and negotiation skills to consult with key stakeholders across the organisation and ensure their support for human resources strategies
- communication skills to manage service delivery
- learning skills to see that performance is managed and skills are developed in a range of contexts
- technology skills to:
- communicate with key stakeholders
- support HR functions, including data collection and managing information according to legislation and organisational policies
- knowledge of human resources strategies and planning processes as they relate to business and operational plans
- knowledge of performance and contract management
- knowledge of relevant legislation that applies to human
Appendix 9– Scenario-based questions – Business ethics
- What are two pieces of legislation that may apply to managing human resources?
- How do human resource strategies and planning processes relate to business and operational plans?
- What is performance management for the delivery of HR services in your own words?
- What is contract management for HR service delivery in your own words?
- How is feedback used to modify the delivery of human resources?
- Use JKL Industries’ code of conduct to answer the following
- What are the requirements of the organization’s code of conduct?
- How would you communicate the code of conduct? Discuss:
- activities
- strategies to achieve the aims of the communication activities
- technologies and media to achieve the aims of the communication
Note: you may wish to submit an action plan as an alternative way of answering this question.
- Who would you consult and why?
- How would you monitor employee adherence to the code of conduct?
- How would you incorporate the code of conduct into HR policies and practices?
Note: You may wish to submit an amended policy or procedure example as a way of answering this question.
- How would you incorporate the code of conduct into service level agreements?
- How can the effective implementation by HR of a code of conduct contribute to business and operational success?
- How would you personally ensure that you adhered to (and were seen to adhere to) the
organisation’s code of conduct?
- You have had a complaint from one of the senior managers that information relating to a sexual harassment investigation was being discussed amongst his team members. He believes the human resources officer may have discussed the case with a friend (uninvolved in the case) who works in the manager’s
- What action would you take as the human resources manager?
- What could be the consequences of failing to act promptly and appropriately?
- What could be the business impact of failing to act promptly and appropriately?
- How can you ensure all human resources staff are clear about ethical expectations and behaviors?
- Your recruitment service provider has advised you that on an employee recruitment request form submitted to the provider, the manager specifically requested he preferred older women who won’t ‘run off and get pregnant’.
- What legislation is this in breach of?
- What action would you take to deal promptly with the matter?
When you discussed the situation with the manager, he stated, ‘how am I supposed to know this that it’s not ok to make that request? Is it written down anywhere? I’m a mechanic not an HR expert. Why don’t you do this from now on?’
- What documentation within the organisation would identify that his request is inappropriate?
- What would you do to ensure that all personnel in the organisation are aware of their obligations, the company’s policies, procedures and expectations and the consequences of unethical behaviour?
- What would you do to ensure the matter was handled in accordance with confidentiality requirements and the policy-related requirements of the organisation?
- How would you uses digital technologies and systems safely, legally and ethically when gathering, storing and accessing information?
Appendix 10
Equal Employment Opportunity (EEO) Policy
|
Purpose |
The purpose of this policy is to outline JKL industries ’s approach to employment in regards to giving fair opportunity to all people to apply and be selected for job roles at JKL industries. JKL industries is committed to providing a workplace free from all forms of discrimination. |
| Relevant legislation | ● Workplace Gender Equality Act 2012 (Cwlth)
● Disability Discrimination Act 1992 (Cwlth) ● Equal Opportunity Act 2010 (Vic) |
Guiding principles
JKL is guided by the principle of equal opportunity in all of its activities. JKL aims to create a positive, equitable and productive working environment. This includes providing staff with an environment that is safe, flexible, fair, culturally appropriate, friendly and professional. Equity principles are a core element of the planning, recruitment, interview, selection and appointment of new employees of JKL
It is critical to the achievement of our business goals that we have a culture which respects, values and actively pursues the benefits of diversity.
JKL is committed to an equitable and inclusive work environment that is free from discrimination and harassment. The organization has implemented policies and procedures to promote a discrimination- and harassment-free work environment for all staff to ensure that they are able to work effectively within the organization and with its clients and stakeholders.
JKL will assist staff in meeting these objectives with clear policy, education, training and practice.
Definitions and application
JKL is responsible for ensuring that equal employment opportunities exist for all current and future employees. Staff will be selected or promoted according to merit irrespective of personal attributes.
In relation to staff, diversity can refer to function, experience, discipline, education, socio-economic background, marital status, personality profile, gender, age, language, ethnicity, culture, sexual orientation, religion, family responsibility, etc.
Managing diversity is about creating an environment in which everyone can achieve his or her full potential.
Employees are happier and more productive if they are appreciated and included, not assimilated or tolerated.
Strategic advantages can result from incorporating a wide variety of approaches and perspectives in the workplace. Improved innovation and creativity are documented benefits of diversity. Teams that are diverse and inclusive find more innovative, feasible and effective ways to overcome challenges. They bring a variety of perspectives to a situation and thus offer a wider range of solutions. Diversity also allows for more flexibility in rostering.
JKL is committed to identifying and eliminating the barriers that may be encountered by staff, including the elimination of discriminatory selection criteria and providing equal access to training and development, support and mentoring. This may include the provision of reasonable adjustments. For more information on reasonable adjustments, see the anti-discrimination, anti-harassment and anti-bullying policy.
Equal employment opportunity and merit-based management and recruitment requires you to avoid discrimination. For more information on anti-discrimination, see the anti-discrimination, anti-harassment and anti-bullying policy.
Updated/authorised
Owner JKL industries
Anti-Discrimination, Anti-Harassment and Anti-Bullying Policy
|
Purpose |
The purpose of this policy is to provide a workplace free from discrimination, sexual harassment and bullying. Behavior that constitutes discrimination, sexual harassment or bullying will not be tolerated and will lead to action being taken, which may include dismissal. |
| Relevant legislation | ● Racial Discrimination Act 1975 (Cwlth)
● Sex Discrimination Act 1984 (Cwlth) ● Disability Discrimination Act 1992 (Cwlth) ● Age Discrimination Act 2004 (Cwlth) ● Racial and Religious Tolerance Act 2001 (Vic). |
For the purposes of this policy, the following definitions apply:
- Direct discrimination occurs when someone is treated unfavorably because of a personal characteristic.
- Indirect Discrimination occurs when a rule seems neutral, but has a discriminatory impact on certain people. For example, a minimum height requirement of 175 cm for a particular job might be applied equally to men and women, but would indirectly discriminate on the basis of sex, as women tend to be shorter than
- Sexual harassment includes unwelcome conduct of a sexual nature in circumstances in which it could reasonably be expected to make a person feel offended, humiliated or
- Workplace bullying may include behaviour that is directed toward an employee, or group of employees, that creates a risk to health and safety, g. physical and/or verbal abuse, excluding or isolating individuals; or giving difficult or unpleasant tasks to particular staff members.
Discrimination based on a personal characteristic mentioned under state and federal equal opportunity legislation is strictly forbidden. Under state legislation, characteristics that must not result in discrimination include:
| ● age
● breastfeeding ● carer status ● disability ● employment activity ● gender identity ● industrial activity ● lawful sexual activity ● marital status ● parental status |
● physical features
● political activity/belief ● pregnancy ● race ● religious activity/belief ● sex ● sexual orientation ● personal association with someone having any of these characteristics. |
Any employee found to have contravened this policy will be subject to disciplinary action, which may include dismissal as outlined in the complaint procedure below.
Employees must report any behavior that constitutes sexual harassment, bullying or discrimination to their manager, or, where the manager is implicated in the inappropriate behavior, to an owner. Employees will not be victimized or treated unfairly for raising an issue or making a complaint.
Reasonable adjustments
Reasonable adjustments are changes that allow people with a disability to work safely and productively. JKL industries will make reasonable adjustments for a person with a disability who:
- applies for a job, is offered employment, or is an employee; and
- requires the adjustments in order to participate in the recruitment process or perform the genuine and reasonable requirements of the
Examples of reasonable adjustments can include:
- reviewing and, if necessary, adjusting the performance requirements of the job
- arranging flexibility in work hours (see ‘flexible work arrangements’)
- providing telephone typewriter (TTY) phone access for employees with hearing or speech impairments
- increasing font sizes on organisational documents or purchasing screen reading software for employees with a vision impairment
- approving more regular breaks for people with chronic pain or
When thinking about reasonable adjustments JKL industries will weigh up the need for change with the expense or effort involved in making it. If making the adjustment means a very high cost or great disruption to the workplace, it is not likely to be reasonable.
In some cases, JKL industries can discriminate on the basis of disability, if:
- the adjustments needed are not reasonable; or
- the person with the disability could not perform the genuine and reasonable requirements of the job even if the adjustments were
Procedure: To make a complaint
If you believe you are being, or have been, discriminated against, sexually harassed or bullied, you should follow this procedure.
- Tell the offender the behaviour is offensive, unwelcome, and against business policy and should stop (only if you feel comfortable enough to approach them directly, otherwise speak to your manager). Keep a written record of the incident(s).
- If the unwelcome behaviour continues, contact your supervisor or manager for
- If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact one of the owners. Employees may also lodge a complaint with the Victorian Equal Opportunity and Human Rights Commission, the Australian Human Rights Commission, or take action under the Fair Work Act 2009.
Employees should feel confident that any complaint they make is to be treated as confidential as far as possible.
Updated/authorised
Owner JKL industries
Recruitment Policy
|
Purpose |
The purpose of this policy is to establish guidelines for the recruitment and selection of employees. JKL industries aims to attract and employ the most suitable person for the position who will support the organization’s values, culture and goals in order to achieve its strategic directions. Recruitment and selection of employees will comply with all legal requirements, and with relevant equal opportunity, affirmative action and human resource management principles, policies and guidelines adopted by the organization. |
| Relevant legislation | ● Income Tax Assessment Act 1997 (Cwlth)
● Superannuation Guarantee (Administration) Act 1992 (Cwlth) ● Fair Work Act 2009 (Cwlth) ● Racial and Religious Tolerance Act 2001 (Vic) ● Equal Opportunity Act 2010 (Vic) ● Occupational Health and Safety Act 2004 (Vic). |
| Updated/ authorised | 09/2018
Owner JKLL industries |
Principles and workforce strategy
The following principles guide decision-making in relation to recruitment and selection of employees.
- The aim of the recruitment and selection process is to appoint the most suitable person to the
- Recruitment of new employees will only be undertaken after capabilities of existing employees have been taken into account and training options sufficiently
- Recruitment and selection will be informed by the organisation’s strategic directions and priorities and will take place following an evaluation of the need for the role given the staffing requirements to achieve these directions and
- Recruitment and selection will be guided by requirements of relevant legislation and other relevant human resource management policies in use by the organisation such as equal opportunity and anti- discrimination
- Recruitment and selection processes will be conducted on the basis of fair, equitable and respectful treatment of all
- Positions will be advertised using advertising channels of minimal cost: word-of-mouth, social media, referrals, and posting a notice in the café
- All appointments will be made on the basis of careful and consistent application of the principle of merit and adherence to the key selection criteria and requirements of the position as outlined in the position description.
- All recruitment and selection processes will be conducted so as to ensure the confidentiality of the applicants and to preserve the integrity of the
JKL industries ’s strategy around recruitment involves:
- striving for diversity: incorporating a wide variety of approaches and perspectives in the workplace
- expanding hours of operation
- hire the right person for the job: ensure that job descriptions effectively cover the requirements of the role without incorporating unnecessary exclusions (e.g. only specify qualifications when they are necessary for the role).
To recruit employees
1. New jobs and job vacancies
The job description must always be reviewed and/or developed for a new hire. Approval for hiring a new employee must be obtained from one of the owners
2. Job description
A job description is a key document in the recruitment process, and must be finalised prior to taking any other steps. It must include:
| ● the job title (which must be gender neutral)
● the location of the job ● wage or salary scale for the position ● who the job role reports to |
● the work type (casual, part-time, full-time ) and hours
● main purpose of the job ● main duties and responsibilities ● any special working conditions (e.g. evening or weekend work). |
3. Selection criteria
The selection criteria – the knowledge (including necessary qualifications), skills and abilities, experience, aptitudes required to do the job – must be determined prior to advertising and interviewing. The selection criteria
should be specific, related to the job, and not unnecessarily restrictive, for example, only qualifications strictly needed to do the job should be specified.
Great care must be taken if physical requirements are specified. Anti-discrimination legislation requires employers to make reasonable adjustments to jobs to make them suitable for people with a disability. It is important that any physical requirement is stated in terms of the job that needs to be done. For example, a job may require that the appointee ‘must be able to travel to a number of different locations’. In this instance, it will be necessary to consider if an ability to drive is required, or whether or not reasonable adjustments can be made for non- drivers.
4. Advertising the position
JKL industries ’s job advertisement template should be used to complete the job advertisement.
The first item of the template requires the writer to identify the advertising channel that will be used to advertise the position. The advertising channel should be a low-cost option.
The advertisement must also include the following details:
| ● job title
● location ● salary ● application closing date |
● a role description
● required and preferred qualifications, experience, skills and personal traits ● details on how to apply. |
The advertisement should also include a statement about privacy in relation to job applications, such as ‘JKL industries will treat your application confidentially, in accordance with our privacy statement which will be made available upon request’.
The job advertisement must support JKL industries ’s diversity strategy by mentioning in the body of the advertisement that JKL industries promotes a culture which respects, values and actively pursues the benefits of diversity at JKL industries. The advertisement should also be written in plain English.
5. Processing applications
Staff must be aware that when dealing with enquiries about vacancies that it is unlawful to state or imply that applications from a particular gender, racial group, age group, sexual orientation or religion/belief would be preferred, (unless a genuine occupational qualification or requirement applies) and to do so may lead to a complaint of unlawful discrimination.
Care must also be taken that all applicants are treated in the same way, for example with regard to informal meetings to discuss the vacancy, and provision of information. However, it is acceptable to respond to requests from individual candidates who demonstrate initiative in their preparation.
The confidentiality of applications must be respected by all of those involved in the selection process.
6. Short-listing
After the closing date has passed, applications from candidates may be short-listed. This decision should be based on evidence that the applicant has met the requirements of the selection criteria.
The original applications from all applicants as well as interview notes, must be retained for a minimum of six months from the date that an appointment decision is notified, in case of complaint to an employment tribunal. All photocopies of application forms must be shredded after six months.
7. Arrangements for interviews
Letters, emails or phone calls to short-listed candidates should include:
- date, time and place of their interview
- travel directions to the interview venue
- a request that they contact the author of the letter/message if they have any special requirements in relation to the interview (related to access to the venue or any other special need related to a disability)
- if appropriate, details of any test or presentation they will be required to do, or anything that they should bring with them (e.g., examples of work or proof of qualifications that are essential to the post).
8. Interviewing
Interviews should be scheduled as soon after the closing date as reasonably possible.
The structure of interviews should be decided in advance by determining what areas of questioning are required to cover all of the selection criteria. The questions should be agreed on by all panel members prior to the interview to avoid overlap or repetition.
The same areas of questioning should be covered with all candidates. Interview questions should be phrased so that they do not favour any one candidate and should be designed to seek evidence of how the interviewee meets the selection criteria. Supplementary questions should be used to probe for further information or clarification where answers are incomplete or ambiguous. Care must be taken to avoid questions that could be construed as discriminatory (e.g., questions about personal circumstances that are unrelated to the job).
Interviewer panels act for the organisation in making selection decisions and are accountable for them. Interview notes must be taken to help make an informed decision based on the content of the interviews. Such notes must relate to how candidates demonstrate their knowledge, skills, experience and abilities in relation to the selection criteria. Applicants can request disclosure of such notes in the event of a complaint. Any inappropriate or personally derogatory comments contained within the notes could be considered discriminatory and are unacceptable.
9. Disabled applicants
Where the candidate being interviewed has a disability for which adjustments may need to be considered, the candidate’s requirements should be discussed with him/her once the planned questioning is complete. The outcome of these discussions must not influence the consideration of the candidate’s application (unless their disability precludes them from performing essential tasks, even with the addition of reasonable adjustments). If the disabled candidate best meets the selection criteria, consideration must be made regarding what would be ‘reasonable adjustments’ to accommodate the needs of the person in question. If it is considered that the adaptations needed would not be deemed to be ‘reasonable’ under anti-discrimination legislation, the manager will draft a letter to the applicant explaining why the adaptations cannot be made. Reasons for not making adjustments to the working environment must be both material and substantial, and must be documented.
10. Making a decision after interview
The information obtained in the application, the interview, and in any selection tests will allow candidates to be assessed against the selection criteria and allow the panel to make a selection decision. Owners must ensure that a written note of the reasons for selecting the successful candidate and rejecting others is made and placed on the recruitment file, together with the original applications and notes of all panel members, for a minimum of six months after the appointment decision has been notified to the candidates.
The selected applicant will be made a provisional offer subject to satisfactory references and disclosures (if appropriate) being received.
11. Feedback
It is good practice to offer applicants feedback after interviews and it is our policy to respond if requested. Feedback should be specific and honest. Panel members giving feedback must ensure that any feedback they give relates to the selection criteria for the position and that the words that they use could not be taken to infer unlawful discrimination.
12. Pre-employment checks
Reference checks must be undertaken before a formal offer of employment can be made. It must be ensured that any offer of employment given, is a ‘provisional’ one, subject to receipt of documentation as shown below.
13. References
References should only be used after interview to confirm, but not influence, a decision.
Appropriate referees are those who have direct experience of a candidate’s work, education or training,
preferably in a supervisory capacity and a reference must be obtained from the current or previous employer.
References are confidential and must be sought ‘in confidence’. Panel members must return all copies of any references with the application forms and their interview notes to the manager on completion of the recruitment process. References must only be kept in the personal file.
14. Appointment Offering the job
Applicants are offered a position once they have been approved by either owner and the offer is communicated through a letter of offer.
The offer should clearly indicate:
- new employee’s name
- nature of the job e.g. fulltime, part time, casual
- remuneration
- annual leave, sick leave, maternity/paternity leave
- terms and conditions of resignation/termination, including notice period
- instructions for returning relevant documentation (employment contract).
To comply with the Fair Work Act 2009, the Fair Work Information Statement is enclosed with the letter of offer. The Fair Work Information sheet can be directly downloaded from www.fairwork.gov.au/fwis or found through the Fair Work Ombudsman website at www.fairwork.gov.au.
In addition to the Fair Work Information Statement, the contract of employment and JKL industries ’s Privacy
should also be enclosed with the letter of offer.
15. Informing staff of the new appointment
Once the selected applicant has confirmed that they will take the position, it is necessary to notify JKL industries staff of the new hire.
When advising staff of the new hire, email the staff with the following information:
- the name of the new hire
- the job role that they will fill
- the new hire’s starting date
- instructions for staff to welcome the new hire
16. Notifying unsuccessful candidates
All unsuccessful interviewees are sent a letter to inform them that they were not successful in securing the job role. Ensure to:
- thank the applicant for their application
- express regret that JKL industries is unable to hire them at this time
- inform them that their application and personal details will be destroyed securely according to the privacy statement
- wish them well in future job
17. Induction and probation
All new staff will undergo a probationary period during which they will be introduced to the main duties and responsibilities of their post. Under the legislation, the staff member must still be provided with at least minimum entitlements and must be given at least 1 week of notice if their employment is to be terminated (provided there has been no serious misconduct).
18. Record-keeping
All records relating to the recruitment and selection procedure will be retained only for as long as is necessary (generally six months), and will be securely destroyed thereafter in accordance with JKL industries ’s privacy statement
Remuneration and Performance Appraisal Policy
Policy and Purpose
This policy establishes the framework and guidelines to be used by the organization in determining remuneration arrangements for its employees and to assist staff in understanding the organization’s position on staff remuneration.
The purpose of the policy is to:
- attract and retain employees of the required quality
- ensure the staff are appropriately compensated for the services they provide to the organization
- ensure that remuneration levels are competitive with the external market
- encourage and motivate staff to achieve the organization’s strategic business objectives
- promote and reinforce the organization’s key values and appropriate employee behaviors
- ensure a level of equity, consistency and transparency in employee
Definitions
Remuneration will comprise base salary and an annual bonus based on performance. The total of these
components make up the employee’s remuneration package.
Underlying Common Rule Award
Staff covered by the relevant underlying award, Industry Award 2010, will be paid no less than the rate of pay set out in that award for the relevant position.
Policy Coverage
The staff remuneration policy covers all employees at all levels of the organization.
Determining Base Salary Levels
Base salary levels will be determined by job evaluation. Job evaluation is the evaluation of the position from the information in the relevant position description, in terms of the level of required skills, competencies and knowledge, and criteria such as the level and impact of decision-making and authority to act.
Job evaluation will be carried out by owners,
The underlying principles of job evaluation include:
- salary levels will be paid no less than the rate of pay set out in the relevant underlying award, Industry Award 2010
- salary levels are to be benchmarked on an annual basis (as part of the annual budgeting process) against the external market using salary surveys to establish competitiveness with similar positions in the external market
- if the job changes as determined by a job evaluation, the base level remuneration should be altered to
reflect the change in the employee’s role and responsibilities
- decisions on broad salary increases (those that apply to all employees), such as CPI or cost of living based increases will be made on an annual basis by the owners
- staff will have the opportunity to raise remuneration issues at six monthly performance review meetings with their
Staff Performance Plans
Staff will be provided with individual performance plans/work plans for the subsequent financial year. For new employees, a performance plan will be provided at the end of the probation period (first three months of employment). In further years, work plans are agreed upon after the July/August performance review has been conducted.
The performance plans/work plans set out the role that the position is expected to play in the organization achieving its strategic plans and objectives; the actions or activities required to achieve those objectives; and the criteria or standards used to assess the achievement of the objectives. In addition to business plans outcomes, the performance/work plans will include specific project and personal development goals.
Updated/authorised
2018-Owner JKL industries
Work Health and Safety Policy (WHS/OHS)
JKL industries recognizes its responsibility to provide a healthy and safe working environment for employees, contractors, clients and visitors. JKL industries is committed to the continued wellbeing of its employees and to ensuring that all employees are safe from injury and health risks whilst undertaking work-related duties, including home-based work.
Objectives
In order to ensure a healthy and safe working environment, JKL industries will:
- undertake risk assessments and implement procedures to adequately manage any risks in the working environment
- provide written procedures and instructions for safe working practices
- ensure compliance with all relevant legislation
- maintain safe systems of work including the work premises and environment
- provide appropriate support, instruction, training and supervision to employees to ensure safe working practices.
Relevant Legislation
- Work Health and Safety Act 2012
- Dangerous Goods Act 1985 (Vic)
Both of these Acts are administered by WorkSafe Victoria.
Responsibility and Authority
The business owners are ultimately responsible for ensuring that safe systems of work are established, implemented and maintained.
The business owners are responsible for:
- the effective implementation and regular review of WHS procedures
- consultation with employees regarding health and safety issues and changes to legislation and/or working practices which may affect the health, safety or welfare of employee
- providing and maintaining a safe system of working practices
- providing support, training, and supervision to employees to ensure safe and healthy workplace practices are carried out, including relevant first aid training where appropriate
- the provision of adequate resources for employees to meet the WHS commitment, including an up-to- date first aid
Individual employees are responsible for:
- following all WHS policies and procedures
- ensuring they report all potential and actual risks to partners or managers/supervisors
- taking care to protect their own health and safety and that of their colleagues at work
- ensuring their own or others’ health and safety is not adversely affected by the consumption of drugs
or alcohol
- encouraging others to follow healthy and safe working practices in the
Policy Implementation and Review
This policy will be reviewed regularly by JKL industries owners to ensure compliance with legislation, industry standards and organisational changes.
Updated/authorised
2018 – Owner JKL industries
JKL industries privacy statement
JKL industries collects personal information from prospective employees for the purposes of administering a recruitment process.
We use the personal information of JKL industries staff for the purposes of administering their employment with JKL industries. This may include using and disclosing personal information for:
- general management of employment
- performance management (misconduct, grievance, probation)
- financial, legal, security, information technology and communications matters related to a staff
member’s employment.
Personal information collected by JKL industries is treated as confidential. JKL industries will treat your personal information in accordance to the following:
- JKL industries collects the personal information provided by you to assist JKL industries in assessing your suitability for the vacancies
- JKL industries may disclose your personal information collected to assist JKL industries staff involved in assessing your application, referees and other third parties involved in assisting JKL industries with the recruitment process and if you are a successful applicant, to those involved in the JKL industries induction process.
- If you do not provide JKL industries with the information requested, JKL industries will be limited in our ability to assess your suitability for the position you are applying for or, for successful applicants, to finalise your
- If you provide personal information during a recruitment process and are unsuccessful in securing the position, we will destroy your personal records 6 months after the application date. Interview records are kept for 6 months in the event of a dispute relating to JKL industries ’s selection
- Personal information provided by you for the purposes of processing payroll are stored securely and are only accessed for the purposes of processing payroll and Australian Taxation Office reporting. They are only accessible by the business
Performance Criteria
| ELEMENT | PERFORMANCE CRITERIA |
| Elements describe the essential outcomes. | Performance criteria describe the performance needed to demonstrate achievement of the element. |
| 1 Determine strategies for delivery of human resource services | 1.1 Analyse business strategy and operational plans to determine human resource requirements
1.2 Review external business environment and likely impact on organisation’s human resource requirements 1.3 Consult line and senior managers to identify human resource needs in their areas 1.4 Review organisation’s requirements for diversity in the workforce 1.5 Develop options for delivery of human resource services that comply with legislative requirements, organisational policies and business goals 1.6 Develop and agree on strategies and action plans for delivery of human resource services 1.7 Agree and document roles and responsibilities of human resource team, line managers, and external contractors |
| 2 Manage the delivery of human resource services | 2.1 Develop and communicate information about human resource strategies and services to internal and external stakeholders
2.2 Develop and negotiate service agreements between the human resource team, service providers and client groups 2.3 Document and communicate service specifications, performance standards and timeframes 2.4 Identify and arrange training support if required 2.5 Agree on, and arrange monitoring of quality assurance processes 2.6 Ensure that services are delivered by appropriate providers, according to service agreements and operational plans |
| ELEMENT | PERFORMANCE CRITERIA |
| 2.7 Identify and rectify underperformance of human resource team or service providers
2.8 Identify appropriate return on investment of providing human resource services |
|
| 3 Evaluate human resource service delivery | 3.1 Establish systems for gathering and storing information needed to provide human resource services
3.2 Survey clients to determine level of satisfaction 3.3 Capture ongoing client feedback for the review processes 3.4 Analyse feedback and surveys and recommend changes to service delivery 3.5 Obtain approvals to variations in service delivery from appropriate managers 3.6 Support agreed change processes across the organisation |
| 4 Manage integration of business ethics in human resource practices | 4.1 Ensure personal behaviour is consistently ethical and reflects values of the organisation
4.2 Ensure code of conduct is observed across the organisation, and its expectations are incorporated in human resource policies and practices 4.3 Observe confidentiality requirements in dealing with all human resource information 4.4 Deal promptly with unethical behaviour 4.5 Ensure all persons responsible for human resource functions understand requirements regarding their ethical behaviour |
Foundation Skills
| This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance. | ||
| Skill | Performance
Criteria |
Description |
| Reading | 1.1, 1.2, 1.4-
1.6, 2.6, 2.8, 3.4, 4.2, 4.3 |
Critically evaluates and applies content from a range of structurally complex texts |
| Writing | 1.5, 1.7, 2.1-
2.3, 3.1, 3.3 |
Develops a range of documentation using tone, structure and language suited to context and audience |
| Oral Communication | 1.3, 2.2, 3.2 | Asks questions to gather information and listens carefully to evaluate information
Uses appropriate vocabulary and tone in negotiations |
| Numeracy | 2.3, 2.8 | Makes basic calculations to ensure work output meets predetermined timeframes
Selects from an expanding range of mathematical strategies when analysing investment policies |
| Navigate the world of work | 1.1, 1.2, 1.4,
1.5, 2.6, 4.1, 4.2, 4.3 |
Considers and adheres to organisational policies and procedures when developing plans and strategies
Monitors adherence to legislative and organisational requirements Appreciates the implications of ethical, legal and regulatory responsibilities related to own work Considers own role in terms of its contribution to broader goals of the work environment |
| Interact with others | 2.1-2.3, 2.5,
2.7, 3.5, 4.4, 4.5 |
Recognises the importance of taking audience, purpose and contextual factors into account when making decisions about what to communicate to whom, why and how
Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction |
| Get the work done | 1.1, 1.2, 1.5,
1.6, 2.4, 2.6, 2.7, 3.1, 4.3 |
Develops plans for complex, high-impact activities with organisational implications
Uses systematic, analytical processes to solve problems in complex, non-routine situations Uses analytical processes to decide on a course of action, establishing criteria for deciding between options, and seeking input and advice from others Uses digital technologies and systems safely, legally and ethically when gathering, storing and accessing information |
Assessment methods and tasks
| Methods of assessment | Through consultation with industry, the following assessment methods have been deemed appropriate for this unit |
| Role-play/ demonstration | Assessment Task 1: Student role-plays consultation skills with line and senior managers
Assessment Task 2: Student demonstrates ability to communicate to internal stakeholders in presentation |
| Written report | Assessment Task 1: Student prepares a short report on delivery options
Assessment Task 3: Student prepares evaluation report |
| Examination/test | Assessment Task 4: Student answers general knowledge and scenario-based questions on business ethics related to HR service delivery |
| Presentation and observation | Assessment Task 2: Student demonstrates consultation, management and delivery skills through business presentation |
| Portfolio of work/ Simulation | Assessment Task 1: Student prepares action plan for delivery of services
Assessment Task 2: Student develops service level agreement for presentation and discussion Assessment Task 3: Student develops survey |
Assessment mapping summary
|
Assessment Task |
Description |
Assessment number |
Assessment method/s |
Elements/ PCs* | Performance evidence** | Knowledge evidence*** |
| Develop HR delivery strategies | In response to a simulated business scenario, the student will identify human resources needs through a review of documentation, and the external business environment and role-play consultation with line and senior managers. The student will develop options for delivery of HR services (later to be formalised in a service level agreement) and present these in a short report. The student will then develop an action plan for the delivery of HR services that includes roles and responsibilities for implementing proposed service level agreements. | 1 | Role-plays Report
Portfolio of work (action plan) |
1.1–1.7,
2.1–2.6, 2.8 |
1, 2,
4 |
|
| Deliver HR services | In response to a simulated business scenario and following on from work undertaken in Assessment Task 1, the student will communicate information on HR strategies, SLA, performance standards and potential ROI. The student will also identify and manage underperformance through development of a coaching/performance management action plan. | 2 | Role-play/ Presentation and observation
Portfolio of work (SLA) (coaching/ performance management plan) |
2.1–2.8 | 1, 2,
3 |
|
Assessment Task |
Description |
Assessment number |
Assessment method/s |
Elements/ PCs* | Performance evidence** | Knowledge evidence*** |
| Evaluate HR service delivery | In response to a simulated business scenario and following on from work undertaken in assessment tasks 1 and 2, the student will seek feedback on HR service delivery and develop an evaluation report on performance. | 3 | Report
Portfolio of work (client survey) |
2.7, 2.8,
3.1–3.6, 4.2 |
1, 2 | |
| Integrate business ethics in HR practices | The student will reflect on simulated business scenarios and answer a series of questions. | 4 | Written exam/ test | 4.1, 4.2,
4.3, 4.4, 4.5 |
1, 2, 3,
4, 5 |
* Elements and Performance Criteria are numbered using the Unit of Competency numbering system.
** Obtain number from previous table ‘Performance Evidence’
*** Obtain number from previous table ‘Knowledge Evidence’
References / recommended resources
Manage Human Resources Service – BSBHRM501, 2015, 1st Edition, Version 1, Innovation and Business Industry Skills Council Ltd Australia, East Melbourne, VIC, Australia
The post Task 1: Develop HR delivery strategies Performance objective In this assessment task, you will demonstrate the skills and knowledge required to determine strategies for the delivery of human resources services. Assessment description In response to a provided simulated business scenario, you will identify human resources needs through a review of business documentation and the external business environment and through role-played consultation with line and senior managers. You will then develop options for delivery of human resources(HR) services (later to be formalized in a service level agreement) and present these in a short report. You will then develop an action plan appeared first on Essaylink.
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