A productivity index of 110% means that a company’s labor costs would have been 10% higher if it had not made production improvements. Now refer to the Income Statement in Digby’s Annual Report. The direct labor costs for Digby were $32,486. These labor costs could have been $20,000 higher if investments in training that increased productivity had not been made. What was the productivity index for Digby that led to such savings?
Select: 1
155.4%
44.6%
161.6%
38.4%
Investing $1,500,000 in TQM’s Channel Support Systems initiative will at a minimum increase demand for your products 1.7% in this and in all future rounds. (Refer to the TQM Initiative worksheet in the CompXM Decisions menu.) Looking at the Round 0 Inquirer for Andrews, last year’s sales were $163,189,230. Assuming similar sales next year, the 1.7% increase in demand will provide $2,774,217 of additional revenue. With the overall contribution margin of 34.1%, after direct costs this revenue will add $946,008 to the bottom line. For simplicity, assume that the demand increase and margins will remain at last year’s levels. How long will it take to achieve payback on the initial $1,500,000 TQM investment, rounded to the nearest month?
Select: 1
6 months
13 months
TQM investment will not have a significant financial impact
19 months
Bam’s product manager is under pressure to increase market share, but is uncertain about how to make the product more competitive. The product is reasonably well-positioned in the Thrift segment and enjoys relatively high awareness and accessibility. Which of the following would most likely result in a quick increase in market share?
Select: 1
Re-position the product to the ideal spot within the segment
Lower the unit selling price to the bottom limit of the segment price range
Increase the unit contribution margin by decreasing the MTBF
Increase awareness by 5%
According to information found on the production analysis page of the Inquirer, Chester sold 1126 units of Cat in the current year. Assuming that Cat maintains a constant market share, all the units of Cat are sold in the Nano market segment and the growth rate remains constant, how many years will it be before Cat will not be able to meet future demand unless the company adds production capacity? Exclude any existing inventory.
Select: 1
3 year(s)
1 year(s)
2 year(s)
4 year(s)
Which description best fits Andrews? For clarity:

– A differentiator competes through good designs, high awareness, and easy accessibility.
– A cost leader competes on price by reducing costs and passing the savings to customers.
– A broad player competes in all parts of the market.
– A niche player competes in selected parts of the market.

Which of these four statements best describes your company’s current strategy?
Select: 1
Andrews is a niche differentiator
Andrews is a broad differentiator
Andrews is a niche cost leader
Andrews is a broad cost leader
Deal is a product of the Digby company. Digby’s sales forecast for Deal is 1853 units. Digby wants to have an extra 10% of units on hand above and beyond their forecast in case sales are better than expected. (They would risk the possibility of excess inventory carrying charges rather than risk lost profits on a stock out.) Taking current inventory into account, what will Deal’s Production After Adjustment have to be in order to have a 10% reserve of units available for sale?
Select: 1
2038 units
1793 units
1608 units
1853 units
Chester’s Elite product Cell has an awareness of 72%. Chester’s Cell product manager for the Elite segment is determined to have more awareness for Cell than Andrews’ Elite product Art. She knows that the first $1M in promotion generates 22% new awareness, the second million adds 23% more and the third million adds another 5%. She also knows one-third of Cell’s existing awareness is lost every year. Assuming that Art’s awareness stays the same next year (77%), out of the promotion budgets below, what is the minimum Chester’s Elite product manager should spend in promotion to earn more awareness than Andrews’ Art product?
Select: 1
1M
2M
Nothing
3M
Bit is a product of the Baldwin company which is primarily in the Nano segment, but is also sold in another segment. Baldwin starts to create their sales forecast by assuming all policies (R&D, Marketing, and Production) for all competitors are equal this year over last. For this question assume that all 699 of units of Bit are sold in the Nano segment. If the competitive environment remains unchanged what will be the Bit product’s demand next year (in 000’s)?
Select: 1
1594
797
699
748
In order to sell a product at a profit the product must be priced higher than the total of what it costs you to build the unit, plus period expenses, and plus overhead.

At the end of last year the broad cost leader Baldwin had an Elite product Bolt. Use the Inquirer’s Production Analysis to find Bolt’s production cost, (labor+materials). Exclude possible inventory carrying costs. Assume period expenses and overhead total 1/2 of their production cost. What is the minimum price the product could have been sold for to cover the unit cost, period expenses, and overhead?
Select: 1
$32.18
$10.73
$21.45
$35.00
Looking forward to next year, if Chester’s current cash balance is $20,201 (000) and cash flows from operations next period are unchanged from this period, and Chester takes ONLY the following actions relating to cash flows from investing and financing activities:

Issues 100 (000) shares of stock at the current stock price
Issues $400 (000) in bonds
Retires $10,000 (000) in debt

Which of the following activities will expose Chester to the most risk of needing an emergency loan?
Select: 1
Pays a $5.00 per share dividend
Liquidates the entire inventory
Purchases assets at a cost of $25,000 (000)
Sells $10,000 (000) of their long-term assets

 

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Use the SWOT Analysis worksheet provided to complete this assignment.

Review the SWOT Analysis PowerPoint® presentation prior to completing this assignment.

Based on the review of the Stevens District Hospital strategic planning scenario, conduct a SWOT analysis to generate a list of perceived strengths, weaknesses, opportunities, and threats for the hospital.

• Strengths and weaknesses are traits internal to the hospital (i.e., strong physician loyalty to hospital, aging building, and availability of financial resources).
• Opportunities and threats are external to the hospital, such as a mall facility available for lease or a competitor hospital opening two physician practices in your market.

Write a 700- to 1,050-word analysis that incorporates the key components of a SWOT analysis for the scenario described in Week One to generate a list of perceived strengths, weaknesses, opportunities, and threats. The analysis will include the following:

• Analyze the purpose of conducting the analysis in the context of the scenario.
• Analyze the limitations and advantages of conducting a SWOT analysis on your own (vs. with a group of stakeholders).
• Use the table provided to record your analysis of the information from the strategic planning scenario and generate two factors for each of the SWOT categories (strengths, weaknesses, opportunities, and threats).

Cite at least 1 peer-reviewed, scholarly, or similar references to support your assignment.

Format your assignment according to APA guidelines

 

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HR Case Assignment

Case 1
Pay Decisions at Performance Sports
Page 352 (Chapter 9 )

Read the Case Study entitled, “Pay Decisions at Performance Sports” on pages 352 in Chapter 9. Then, answer all of the questions at the end of the case.

Case 2
Evaluate the Work/Life Climate in Your Company
Pages 413 (Chapter 11 )

Read the Case Study entitled, “Evaluate the Work/Life Climate in Your Company” on pages 413 in Chapter 11. Then, answer all of the questions at the end of the case. Each Agree/Disagree statement MUST be explained to get points. Also, reveal the conclusion based on your score and explain what your score means.

I selected the most interesting and applicable cases for the class. Please be sure to back up your answers to both of these cases with facts from the textbook. Please number each of your answers. This is very important so that I understand which questions you are responding to. Remember, it is quality that counts so be brief, thorough, and to the point. Good Luck!

Please be sure to back up your answers to both of these cases with facts from the textbook (please use APA format). Your case reports should have a minimum of 1000 words combined (500 words each). Please submit your case reports as Word documents (or both case reports as one Word document). Please number each of your answers, so that I understand which questions you are responding to.

 

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Assessment

 

Manage workforce planning

BSBHRM513

 

Student Name	Nina Kovacova
Student ID	GBC170417	Term	5	Year	2018
Class Trainer Name	Tanya Di
Result	NYC	C
I declare that all work completed in this assessment is my own.
Student Signature		Date

 

Contents Assessment Guidelines 3 Assessment Schedule 4 Task 1: Research workforce requirements and develop workforce planning 5 Task 2: Implement actions in support of workforce planning 16 Task 3: Monitor and Evaluate workforce planning 21 Assessment methods and tasks 26 Assessment mapping summary 27 Record of Assessment Outcome 28 References / recommended resources 29

Assessment Guidelines

 

Assessment

You are advised to commence work on your assessment from week 1 and must be submitted by the due date.

 

1.       All assessment tasks must be completed and uploaded online in RTO Manager (gbc.rtomanager.com.au) for being marked by your assessor.

2.       Please read all instructions before starting each assessment.

3.       Where you are required to submit documentation for an assessment, it must be attached to your assessment booklet.

4.       Your trainer will not be able to assist you in answering questions. However, your trainer will address any issues concerning questions requiring further explanation.

5.       You may refer to your student learner guide/student resources or any other relevant resource when completing your assessment. Do not quote directly from the notes. You should answer questions in your own words, except where it asks you to quote.

6.       You have access to computers which are equipped with Microsoft suite of products and printing facility is available at nominal cost

 

Assessment Schedule

Week	Tasks to complete
Week 1	Task 1: Review of report
Week 2	Task 1: Review of report
Week 3	Task 2: Review of presentation / information briefing
Week 4	Task 2: Review of portfolio: Staffing action plan
Week 5	Task 3: Review of portfolio: Climate survey
Week 6	Task 3: Review of monitoring / evaluation report

 

Task 1: Research workforce requirements and develop workforce planning

Performance objective

In this task you will need to:

· Demonstrate skills and knowledge necessary to research workforce requirements within an organisational context and

· Develop workforce planning.

Assessment description

In this task you will:

· Research workforce requirements,

· Review organisational strategic plans and

· Develop a report outlining your proposed workforce plan to meet organisational strategic objectives.

Workforce planning report

Communications strategy

Risk management and contingency plan

Assessment Task 1

Staffing action plan

Workforce planning presentation

 

Assessment Task 2

Organisational climate survey

Evaluation report

Assessment Task 3

 

Procedure

1. Study the JKL business documents on page 28.

2. Study the JKL information below

JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts to industry, with a rental division leasing forklifts and small trucks. The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra. 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 for purchases of these vehicles. Taking the sales opportunity will, however, entail some significant changes, including significant changes to company structure and operations. 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. The changes will necessarily impact workforce planning. The company will need to ensure it has the right people with the right skills at the right time to achieve objectives. JKL will need to closely monitor turnover and recruitment and implement strategies to retain skilled people and ensure critical roles are filled. In accordance with the organisation’s values, JKL intends (to the extent feasible) to recruit from within the company and up skill or re skill existing rentals employees who wish to remain with the company. As an HR consultant, you have been contracted by JKL to review workforce requirements and develop workforce objectives and strategies. To complete this task, you will need to assess factors that may affect workforce supply, such as internal labour resources and the external labour market.

3. Study the JKL business documents in Appendix 1, on page 9.

· Study the current data on staff turnover and demographics

The company has occupied following positions: senior manager, branch manager, line manager, sales force and customer service and mechanics. They are focused on selling and renting small trucks and forklifts. Based on the analysis, was found that the main reason why employees are leaving is because unhealthy work culture, then lack of recognition and lack of opportunities. An another reason is also retirement mainly in senior management.

Demographics split between women and men. The highest representation of women it is in sale (87,5%). Overall dividing between female and male employees is 56% for women.

· Study the projections for future workforce needs.

The company has an opportunity sell machinery from overseas supplier

, which will create new working positions what must be covered. They are two ways, on the one hand retrain current employees and on the other hand hire new skilled staff, which shouldn’t be valuable. Hire new staff is usually risky because we never know if a new employee will be loyal and responsible.

4. Using appropriate online sources, investigate the external environment:

a. External factors that may affect workforce supply

There are many external factors which may affect workforce supply. Can be government policy, labour market trends, immigration rates, graduation rates, demand and competition for labour. As it widely known those affects change the status on the market of workforce supply extremely. For example graduation rates, on the market might be so many workers educated at accounting and administration which affect their salaries because the market is overloaded. However, there is lack of handy and skilled people for technical positions. If

b. Relevant industrial relations information, such as modern awards, conditions, rights and responsibilities of workers and management

In Australia, in each state is different modern awards, JKL has branches each in different city.

c. Relevant government policy.

Policies:

Anti-discrimination ACT

Workplace Health and Safety ACT

Licencing requirement

Dangerous goods

Equal employment opportunity legislation

5. Using the results of your review of internal and external data and simulated business documentation, such as strategic or operational plans, develop a workforce planning report containing:

a. An executive summary: a short summary of the contents of the report.

JKL industries is focusing on business in the field of selling forklifts, small trucks. Over the last years have signalized strong growth in forklift and truck sales, which have averaged 10% sales growth per year.

JKL industries got an opportunity to sell medium and large trucks from overseas suppliers, dealers which will be support be taxation benefits after vehicle purchases.

Moreover, that will bring important changes, including company structure, procedures, planning and possibility of exiting rental market. Those changes may negatively effect the profit and reduce customer choice.

Consequences of changes will force workforce planning. The organization will need the employees with specific knowledge and skills.

JKL has two options how to solve the situation. The first one is retrain current employees to keep the turnover on minimum (keep employees happy, loyal and proactive) or recruit a new staff. Also new strategy must be implement to achieve new organization’s goals.

 

b. A discussion of organisational need. including current and future situation with respect to workforce capability:

i. a description of the organisation’s requirements for a skilled and diverse workforce

The company needs employees who will respect company’s strategies, vision and follow the rules, working culture and habits. The employees need to know their exact work position following by all procedures. The company needs to plan business future and prepare the employees for the changes in advance to keep the working atmosphere out of fear and stress of unknown.

The company should regularly control the performance of employees and motivate them.

It is required to valuate employees by the skills and levels.

ii. a discussion of the data you have considered and analysis of the impact on organisational objectives, including:

(1) internal and external labour supply predictions

internal swot

(2) external conditions, for example, government policy

 

(3) organisational future demand and predictive techniques used.

 

 

c. Recommended actions:

i. Your proposed objectives for the modification of the workforce and retention of the workforce in line with strategic objectives through FY 2017–18. Ensure you develop objectives for sourcing skilled labour and promoting from within by:

(1) developing skills and organisational capability

(2) retaining skilled labour

(3) promoting workforce diversity.

ii. Your proposed strategies for realising each of the objectives above.

iii. Your proposed process for developing detailed targets consistent with objectives in consultation with managers.

6. Develop a communication strategy using the template provided in Appendix 2:

a. Plan communication and consultation activities to be undertaken to communicate, and seek approval and endorsement for, proposed workforce planning measures from stakeholders, including:

i. senior management

ii. line management

iii. workers.

b. Include in your communication strategy a broad plan to communicate implementation of the workforce plan to senior management.

Note: This communication activity will be planned in detail and undertaken in Assessment Task 2.

7. Develop a risk management and contingency plan using the template provided in Appendix 3. Assess risk and develop contingency planning for the three workforce objectives and strategies discussed in your report. At least one risk management and contingency plan must be in response to an extreme situation.

8. Submit all documentation as per specifications below. Please keep copies for your records.

Note: For Assessment Tasks 2 and 3, you will need to refer to work submitted for this assessment task.

 

 

Specifications

You must provide:

· a workforce planning report – refer to Appendix 1 and procedures 1-4

· a communication strategy – Appendix 2, refer to procedure 5

· a risk management and contingency plan – Appendix 3, refer to procedure 6.

Your assessor will be looking for evidence of:

· communication and leadership skills to:

· explain the need for change

· gain senior management support for workforce planning initiatives

· literacy skills to read and write reports and succinct workforce plans

· numeracy skills to work with data and predictions about labour supply information

· analytical skills to review data according to the needs of the organisation

· technology skills to:

· communicate with key stakeholders

· support HR functions, including data collection and managing information according to legislation and organisational policies

· knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation

· labour force analysis and forecasting techniques.

Appendix 1: Workforce Data

The following staff turnover and demographics data was gathered from the JKL accounting and payroll system and HR management system.

Na zaklade analyzacie dat bolo zistene nasledujuce:

· hlavny problem odchodu zamestnancov je nezdrava pracovna kultura

blizsim skumanim bolo zistene ze zamestnanci travia vela casu sedenim za pracovnou stanicou (sales a customer service)

zdokonalit situaciu je potrebne zmenit vybavenie kancelarii, hlavne pracovne stoly za vyskovo nastavitelne s moznostou praci v stoji taktiez telefony pridat moznost handfree

vsetky sklady, haly a kancelarie su bez relaxacnych zon- navrhujeme zariadit relaxacnu a hernu miestnost kde zamestnanci mohou sa zrelaxovat napr. Po stresujucom telefonate od klienta alebo po hektickej priprave v sklade

· second of main problems is lack of recognition, zamestnaci citia ze su nedocevany

navrhujeme reviziu benefitov co zn. Odmeny za predcasy, za vernost zamestnavatelovi napr. Tyzden dovolenky naviac, alebo permanetka do fitka alebo wellness

· treti hlavny problem je nedostatok moznosti co rozumieme ako nedostatok moznosti vzdelavania, dostat sa na lepsiu poziciu, moznost rastu,

do buducna spolocnosti bude potrebne preskolit zamestnancov pre nove obchodne prilezitosti

 

 

 

Current HR workforce turnover and demographic data

Turnover FY 2016–17 (29%)

Position	Number exits	Number staff	Reasons for leaving
Senior manager	1	4	1. Retirement 2. Other opportunities
Branch manager	2	6	1. Retirement 2. Other opportunities
Line manager	3	18	1. Lack of opportunity 2. Unhealthy work culture 3. Retirement
Sales force and customer service	25	80	1. Lack of opportunity 2. Lack of recognition 3. Unhealthy work culture
Mechanic	10	32	1. Better opportunities elsewhere 2. Lack of recognition 3. Unhealthy work culture

Demographics FY 2016–17

Position	Number	Number women	Number Aboriginal or Torres Strait Islander
Senior manager	4	0	0
Branch manager	6	0	0
Line manager	12	2	0
Sales force and customer service	80	70	0
Mechanic	32	3	0

 

 

Future needs

FY 2017–18

Position	Number	Probability of successful filling of position
Senior manager	4	0.9
Branch manager	6	0.9
Line manager	12	0.9
Sales force	84	0.8
Mechanic	34	0.7

FY 2018–19

Position	Number	Probability of successful filling of position
Senior manager	4	0.8
Branch manager	6	0.8
Line manager	12	0.8
Sales force	90	0.7
Mechanic	36	0.6

FY 2019–20

Position	Number	Probability of successful filling of position
Senior manager	4	0.8
Branch manager	6	0.8
Line manager	12	0.8
Sales force	102	0.7
Mechanic	38	0.5

 

Workforce requirements (historical data and projected data)

Sales force

The sales force is critical for achieving revenue targets. Revenue is closely correlated with average staff levels at each location (R2= 0.9782). Future staff requirements (x) have been calculated by substitution into the regression equation (y=0.3717x +0.2175)

 

 

Financial year	Numbers of sales/customer service personnel	Revenue ($ millions)
FY 2012–13	80 (5 locations)	32
FY 2013–14	85 (5 locations)	34
FY 2014–15	80 (5 locations)	32
FY 2015–16	80	36
FY 2016–17	78	29
FY 2017–18	84 required to support projected revenue across 6 locations	32*
FY 2018–19	90 required	35*
FY 2019–20	102 required	40*

 

*Projected sales

 

Mechanics

As the business expands, more mechanics will be needed to satisfy demand.

Financial year	Numbers mechanics required
FY 2012–13	25
FY 2013–14	30
FY 2014–15	30
FY 2015–16	30
FY 2016–17	32
FY 2017–18	38*
FY 2018–19	42*
FY 2019–20	45*

*Projected requirements

The business has red-flagged sourcing skilled mechanics with advanced IT and technical skills as a potential risk area for the business.

 

ABN 94 134 836 454 – RTO Provider 91707 – CRICOS Code 03208D   Level 4, 56-58 York Street, Sydney NSW 2000 Australia Tel: +61 2 92794949 Email: info@georgebrown.nsw.edu.au Web: www.georgebrown.nsw.edu.au

BSBHRM13 Manage workforce planning v1.2 240918

Page 15 of 54

Appendix 2: Communication Strategy

Communication objectives: (aligned to workforce objectives and organisational strategic goals) · developing skills and organisational capability · retaining skilled labour · promoting workforce diversity
Audience: (characteristics/receptivity to message)	Message:	Strategy: media, approach, rationale: (why it will communicate message and meet objectives)	Resources/budget: (if applicable, estimate)	Person:

 

 

Appendix 3: Risk Management and Contingency Plan

Workforce objectives:	Risk likelihood:	Risk consequence:

 

Workforce objective:
Risk mitigation strategy or contingency plan:

 

 

Workforce objective:
Risk mitigation strategy or contingency plan:

 

 

Workforce objective:
Risk mitigation strategy or contingency plan:

Task 2: Implement actions in support of workforce planning

Performance objective

This task requires you to demonstrate skills and knowledge necessary to implement initiatives to support workforce planning.

Assessment description

Using the workforce planning report you developed in Assessment Task 1, you will develop a staffing action plan to implement long-term strategies. You will then partially implement the communication strategy developed in Assessment Task 1 to support workforce planning objectives and facilitate organisational change.

 

Workforce planning report

Communications strategy

Risk management and contingency plan

Assessment Task 1

Staffing action plan

Workforce planning presentation

 

Assessment Task 2

Organisational climate survey

Evaluation report

Assessment Task 3

Procedure

1. Review the JKL simulated business documents provided by your assessor and the scenario below.

You are an HR consultant contracted by JKL to review workforce planning, implement activities to manage workforce planning, and evaluate workforce planning effectiveness. The broad recommendations proposed in your report to JKL management have been accepted in principle. You now need to plan the implementation of your proposed strategies over the current financial year, 2017–18. You will implement part of your communication plan by presenting and explaining your implementation plan to senior management to gain their acceptance and support. It is now the beginning of Quarter 2 FY 2017–18. . You will need to plan and schedule activities to implement your management strategies for workforce planning over the next six months.

2. Review the staffing information in Appendix 1 for FY 2017–18.

3. Applying strategies developed in Assessment Task 1 (and documented in a report, communication strategy and contingency plan)and using the template provided in Appendix 2, prepare a staffing plan for FY 2017–18.

a. Ensure your plan includes implementation of strategies for:

i. recruitment and sourcing skilled labour

ii. retention of skilled labour

iii. promoting diversity

iv. succession planning

v. ensuring the workplace exemplifies and is promoted as an Employer of Choice.

Note: Your staffing plan will need to be more detailed and specific than your description of overall strategies in your report in Assessment Task 1. For example, if your overall, long-term retention strategies include promotion from within, you will need to show how this will be implemented in the current period to meet staffing needs, specify who will be responsible, what resources may be required, dates, specific actions to promote long-term strategies and reduce risk. To demonstrate your ability to apply general and longer-term strategies and objectives to current operational problems, your staffing action plan should be broadly consistent with the strategies you developed in Assessment Task 1.

4. Plan to deliver a presentation to senior management to explain and gain support for your workforce planning and your completed staffing action plan. Ensure your presentation:

a. exemplifies strategies to win support and overcome resistance to change from managers

b. outlines approaches to overcoming resistance to change and managing change so that managers may use these in turn among their own staff

c. explains the need for workforce planning with respect to:

i. external labour supply and characteristics

ii. specific present and future needs of the organisation for skilled labour

d. explains staffing action plan and specific application of broad, longer-term strategies in the current period.

5. Arrange with your assessor to deliver your presentation.

6. Deliver your presentation and:

a. use effective communication skills to build support from senior management

b. be prepared to answer questions and defend your workforce planning, staffing action plan and associated strategies.

7. Submit all documentation as per specifications below. Please keep copies for your records.

Note: For Assessment Task 3, you will need to refer to work submitted for this assessment task.

Specifications

You must:

· submit your staffing action plan – Appendix 2, refer to procedure 3

· deliver your workforce planning and strategies presentation – refer to procedure 4, 5, 6

· submit evidence of your presentation, for example, presentation notes, slides, etc. – refer to procedure 4

Your assessor will be looking for evidence of:

· communication and leadership skills to:

· explain the need for change

· gain senior management support for workforce planning initiatives

· literacy skills to read and write reports and succinct workforce plans

· technology skills to communicate with key stakeholders

· knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation.

Appendix 1 – Staffing information FY 2017–18

Role	Sydney	Melbourne	Brisbane	Perth	Adelaide	Canberra
Senior manager	Current: 4 Required: 4 Exiting: 1	–	–	–	–	–
Branch manager	Current: 1 Required: 1 Exiting: 0	Current: 1 Required: 1 Exiting: 0	Current: 1 Required: 1 Exiting: 1	Current: 1 Required: 1 Exiting: 0	Current: 1 Required: 1 Exiting: 0	Current: 1 Required: 1 Exiting: 1
Line manager (service, sales)	Current: 2 Required: 2 Exiting: 1	Current: 2 Required: 2 Exiting: 0	Current: 2 Required: 2 Exiting: 1	Current: 2 Required: 2 Exiting:1	Current: 2 Required: 2 Exiting: 0	Current: 2 Required: 2 Exiting: 0
Sales force	Current: 10 Required: 15 Exiting: 3	Current: 9 Required: 15 Exiting: 3	Current: 9 Required: 15 Exiting: 2	Current: 9 Required: 13 Exiting: 3	Current: 9 Required: 13 Exiting: 3	Current: 9 Required: 13 Exiting: 3
Rental customer service (redundant)	Current: 5 Required: 0 Exiting: 1	Current: 4 Required: 0 Exiting: 1	Current: 4 Required: 0 Exiting: 1	Current: 4 Required: 0 Exiting: 2	Current: 4 Required: 0 Exiting: 1	Current: 4 Required: 0 Exiting: 2
Mechanic	Current: 7 Required: 8 Exiting: 2	Current: 5 Required: 6 Exiting: 2	Current: 5 Required: 6 Exiting: 1	Current: 5 Required: 6 Exiting: 2	Current: 5 Required: 6 Exiting: 1	Current: 5 Required: 6 Exiting: 2
Mechanic’s apprentice	0	1	1	1	0	0

 

 

 

Appendix 2: Staffing action plan Template

Staffing objectives:

 

Activity: (staffing move, promotion, ne	Timeline	Strategy/rationale	Resources	Person

 

Checklist

Position	Staffing target for FY 2017–18	Actual (as per staffing action plan)	Achieved
Senior manager
Branch manager
Line manager (service, sales)
Sales force
Mechanic

 

Task 3: Monitor and Evaluate workforce planning

Performance objective

This task requires you to demonstrate skills and knowledge required to monitor and evaluate the implementation of workforce planning.

Assessment description

Using the workforce planning you developed in Assessment Task 1, you will monitor and evaluate the effectiveness of your workforce planning against your objectives. To perform this task, you will develop an internal survey, and review and analyse performance data.

 

Workforce planning report

Communications strategy

Risk management and contingency plan

Assessment Task 1

Staffing action plan

Workforce planning presentation

 

Assessment Task 2

Organisational climate survey

Evaluation report

Assessment Task 3

 

Procedure

1. Review the JKL simulated business documents provided by your assessor and the scenario below.

You are an external consultant contracted to develop, implement and review workforce planning at JKL. You now need to evaluate the implementation of your workforce planning. You will need to review the effects of actual trends in the JKL workforce, review the external environment, survey the workforce and develop an evaluation report for senior management.

2. Using the information provided in Appendix 1, review workforce trends at JKL with regard to exiting employees.

3. Review the external environment for:

a. trends in labour supply that may affect demand

b. review relevant government policy

c. industrial relations and industrial relations legislation, including identification of relevant modern awards, conditions, and rights and responsibilities of workers and management.

4. Develop a survey to gauge organisational climate:

a. worker satisfaction and reasons for satisfaction levels

b. worker intentions to retire, exit, pursue internal and external opportunities and reasons

Note: Design your survey to gather necessary data while protecting privacy and fair treatment of individual employees under relevant company policy and legislation. Include a short statement on the intention of the survey, how the data will be used and how it will be stored.

5. Submit your survey to your assessor. Your assessor will supply organisational climate data.

6. Uuate the internal and external workforce trends and their effect on organisational objectives

b. build support for your recommendations.

Include in your report:

a. An executive summary.

b. A discussion of internal and external data, including:

i. internal labour trends

ii. external supply

iii. government policy

iv. industrial relations and modern awards

v. climate survey results.

c. Evaluation of the effectiveness of workforce planning and change processes against objectives and targets. Use information from Appendix 1 and refer to the objectives and targets you developed and implemented in Assessment Tasks 1 and 2.

d. Recommendations for changes to objectives and strategies to achieve organisational objectives or, if achieved, contribute to continuous improvement. Ensure your recommendations are supported by your discussion of internal and external data.

8. Submit documentation as per specifications below. Please keep copies for your records.

Specifications

You must provide:

· an organisational climate survey – refer to Appendix 1 and procedures 1-5

· an evaluation report – refer to procedure 6, 7.

Your assessor will be looking for evidence of:

· communication and leadership skills to:

· explain the need for including data collection and managing information according to legislation and organisational policies

· knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation.

Appendix 1: Scenario – Workforce Data

Current HR workforce trends

Turnover FY 2016–17 (29%)

Position	Number exits	Number staff	Reasons for leaving
Senior manager	1	4	1. Retirement 2. Other opportunities
Branch manager	2	6	1. Retirement 2. Other opportunities
Line manager	3	18	1. Lack of opportunity 2. Unhealthy work culture 3. Retirement
Sales force and customer service	25	80	1. Lack of opportunity 2. Lack of recognition 3. Unhealthy work culture
Mechanic	10	32	1. Better opportunities elsewhere 2. Lack of recognition 3. Unhealthy work culture

Demographics FY 2016–17

Position	Number	Number women	Number Aboriginal or Torres Strait Islander
Senior manager	4	0	0
Branch manager	6	0	0
Line manager	18	2	0
Sales force	80	70	0
Mechanic	32	3	0

 

Turnover FY 2017–18 (20%)

Position	Number exits	Number staff	Reasons for leaving
Senior manager	1	4	1. Retirement 2. Other opportunities
Branch manager	2	6	1. Retirement 2. Other opportunities
Line manager	3	12	1. Other opportunities 2. Retirement
Sale force	15	84	1. Better opportunities 2. Pay 3. Lack of opportunity
Mechanic	8	38	1. Better opportunities elsewhere 2. Personal reasons

Demographics FY 2017–18

Position	Number	Number women	Number Aboriginal or Torres Strait Islander
Senior manager	4	1	0
Branch manager	6	1	0
Line manager	12	2	0
Sales force	84	73	1
Mechanic	38	5	0
Mechanic’s apprentice	8	3	1

 

Workforce planning scorecard FY 2017–18

Objective	Targets	Result
Provide required training to meet workforce needs	Deliver training to up skill rental employees	See Assessment Task 2 staffing action plan
Recruit	Conduct workforce planning thru FY 2016–17	See Assessment Task 1 report
	Complete implementation of staff planning for FY 2014–15	See Assessment Task 2
	Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy	Completed
	Ensure all critical roles are filled to meet revenue targets	See Assessment Task 2 staffing action plan
Become an Employer of Choice	Provide personal development plans for all employees	60% completed
	Retain managerial talent through rewards, promotion and training	See Assessment Task 2 staffing action plan
Manage performance and adherence to organisational values	Complete twice-yearly performance reviews	75% managers compliant
	Communicate organisational values and code of conduct	80% employees and managers state they are aware of values and code
	Build culture of excellence: eliminate discrimination and promote diversity in workforce	Hiring practices reviewed Manager training completed
	Promote levels of diversity in workplace proportional to percentage of population	Aboriginal representation in sales force and mechanics apprenticeships increased from 0 to 1 in each category; 3 of 8 mechanics apprenticeships are women

 

 

Simulated Business: JKL Industries

Business and strategic planning FY 2014–15 2

Mission 2

Vision 2

Company values 2

Strategic planning 2

Operational plan 5

Human resources 5

Office requirements 6

Operating capital requirements 7

Insurance requirements 7

Operational workflow 7

Operating hours 8

Risk management strategy and plan 9

Introduction 9

Guiding principles 9

Responsibility and authority 9

Risk management framework 9

Definitions 10

JKL risk management action plan 11

JKL policies and procedures 12

Code of conduct 12

Legislative requirements 12

Health, safety and rehabilitation policy 13

Workplace harassment, victimisation and bullying policy 13

Anti-discrimination and equal opportunity policy 14

Privacy policy 15

Recordkeeping policy 16

Recordkeeping procedures 17

Vocational education and training, apprenticeships and traineeships policy 17

Performance management policy 18

Business and strategic planning FY 2014–15

Mission

JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce.

Vision

JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia.

Company values

· Performance excellence

· Value for investors, customers and employees

· Personal and professional development

· Diversity

· Sustainability.

Strategic planning

Goals	Strategic objectives	Operational objectives
Provide value to investors and owners	Increase overall profitability by 10% over next three years	Reduce costs through negotiations with suppliers
		Reduce costs through HR management efficiencies
		Increase revenue by through providing increased customer value
		Exit underperforming markets; JKL will withdraw from the rental market and close the rental division within the next 18 months
	HR partners with business to help business achieve financial goals	HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development
Provide value to customers	JKL will continue to sell and service forklifts and expand their market share by 7% within the next 12–18 months	Provide quality customer service
		JKL will expand existing branches to include the sale of medium and large trucks within 18 months
	HR partners with business to help business meet customer needs	HR partners with front line managers to help them meet the needs of customers through motivated, competent and well- equipped staff
Develop workforce potential	Provide required training to meet workforce needs	Deliver training to upskill rental employees
	Recruit	Conduct workforce planning through FY 16–17
		Complete implementation of staff planning for FY 2014–15
		Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy
		Ensure all critical roles are filled to meet revenue targets
	Become an Employer of Choice	Provide personal development plans for all employees
		Retain managerial talent through rewards, promotion and training
		Provide best in industry programs incentives and HR services
	Manage performance and adherence to organisational values	Complete twice-yearly performance reviews
		Communicate organisational values and code of conduct
		Build culture of excellence: eliminate discrimination and promote diversity in workforce
		Promote levels of diversity in workplace proportional to percentage of population
Continuously improve operations and management efficiency	Monitor performance in all areas of strategy and operational efficiency	Monitor management inputs, such as completion of reporting and coaching requirements
		Monitor stock turns of forklifts, trucks, etc.
		Monitor HR service delivery efficiency

Operational plan

JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources and workforce planning, performance management, physical and financial resources and workflow.

Human resources

The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: sales, fleet rentals, and service.

JKL employees over 190 personnel in the following categories (see organisation chart).

 

The Managing Director reports to a Board of Directors and is based in the Sydney head office, along with the Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to the Operations Manager and heads up the HR centres of excellence that include recruitment, learning and development, and employee relations and services. At each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The HR officers (Business Partners) report to both the HR Manager at head office and their respective managers in the branches.

A summary of human resources at each location in FY 2013–14 appears below:

Sydney head office

Personnel: · 30 full-time and casual sales and customer service people (10 sales consultants; 5 rental consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants · accounts manager and 2 accountants · senior management team (3) + 1 branch manager (operations manager, HR manager, finance and administration manager) · CEO and managing directors.

 

Branches

Each branch employs the following personnel: · 30 full-time and casual sales and customer service people (9 sales consultants; 4 rental consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants · branch manager.

 

Office requirements

Sydney Head office

· size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) · large mezzanine office space (occupied by Senior Management Team) · loading bay with large capacity.

 

Branches

· average size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) · large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company) · loading bay with large capacity.

 

Operating capital requirements

JKL requires approximately $13 million in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations.

Operational expenses
Wages, salaries	$6,000,000
Consultancy fees	$150,000
Communication expenses	$120,000
Marketing	$2,400,000
Premises expenses	$3,000,000
Insurance	$356,000
Depreciation and amortisation	$540,000
Office supplies	$180,000
Training	$180,000
Total expenses	$12,926,000

Insurance requirements

JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year.

Operational workflow

Sales

1. Negotiate with suppliers.

2. Receive and warehouse products.

3. Provide service and information to customers.

4. Receive payment.

5. Arrange delivery of items (if required).

Rentals

1. Conduct market research to determine needs.

2. Negotiate with suppliers.

3. Receive and warehouse rental products.

4. Provide service and information to rental customers.

5. Receive payment.

6. Arrange delivery of items (if required).

Service

1. Conduct market research to determine needs.

2. Negotiate with suppliers.

3. Receive and warehouse service supplies.

4. Provide service and information to service customers.

5. Receive payment.

JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.

Operating hours

JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational yearround except federal and state holidays (as they apply to each branch).

Risk management strategy and plan

Introduction

JKL recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to:

· identify, evaluate, control and manage risks, including environmental risks

· ensure potential threats and opportunities are identified and managed

· inform store management, partners and staff members about their roles, responsibilities and reporting procedures with regards to risk management

· ensure risk management is an integral part of planning at all levels of the organisation.

Guiding principles

JKL is committed to achieving its vision, business objectives and quality objectives. This will be achieved through the proactive management of risk at all levels of the organisation. JKL acknowledges that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes.

Responsibility and authority

Store managers/partners have responsibility for ensuring that risk management is in place.

Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of this document) on a monthly basis.

Staff support and implement policies approved by the partners.

Key risk indicators will be identified, closely monitored and action taken where necessary, by all employees of JKL.

Risk management framework

This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling JKL to respond to a variety of operational, financial, commercial and strategic risks. These elements include:

· Policies and procedures: A series of policies underpin the internal control process.

· Reporting: Decisions to rectify problems are made at regular meetings of the partners and management.

· Business planning and budgeting: The business planning and budgeting process is used to set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the partners. Contingency planning is undertaken as required.

· Risk management review: The partners are required to report monthly.

· External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the partners.

Definitions

Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or consequence of the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function in such a way as to achieve company goals. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function, and low indicates minor reductions in achieving budget or minimal reduction in performance.

 

Appendix 2: Staffing action plan Template

Simulated Business: JKL Industries Risk management strategy and plan

 

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JKL risk management action plan

Risk	Risk likelihood	Risk impact	Controls	Monitoring	Timelines	Responsible
JKL fails to meet revenue goals	Medium	high	Tightly plan and manage skills and capability	Scorecard results Financial statements	Monthly and quarterly reporting	Managers at each level
JKL fails to expand market share	Medium	High	Manage performance and adherence to organisational values Regular training	Revenue figures Customer	Monthly and quarterly reporting	Managers at each level
JKL fails to recruit and retain staff in areas of critical need (management, salesforce, mechanics)	Medium	High	Manage performance and adherence to organisational values Take steps to become an Employer of Choice (steps TBD) Plan strategic approach to workforce and staffing for three years in alignment with organisational goals Consult to complete shorter term (yearly staffing plans in business partnership with relevant managers in alignment with workforce strategic planning)	HRMS statistics: · training numbers · recruitment figures · turnover Internal climate survey results	Monthly and quarterly reporting	Managers at each level
JKL fails to comply with legislative requirements	Low	High	Manage performance and adherence to organisational values Regular review of legislative environment and relevant policies	HRMS statistics: · demographics Audit results Internal climate survey results	Monthly and quarterly reporting	Managers at each level Individual staff and contractors

Simulated Business: JKL Industries Risk management strategy and plan

References / recommended resources Online resources

 

© 2014 Innovation and Business Industry Skills Council Ltd 1st edition version: 1

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JKL policies and procedures

JKL has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements.

Code of conduct

JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation.

Employees and officers of JKL are expected to:

· respect and support the core values of the organisation:

· performance excellence

· value for investors, customers and employees

· personal and professional development

· diversity

· sustainability

· respect others and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness

· act in accordance with relevant legislation, standards and industry codes of practice

· act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest

· protect the privacy of others in accordance with organisational privacy and recordkeeping policies.

Legislative requirements

It is company policy to comply in all respects with local, state/territory, and federal government legislation. The relevant legislation that needs to be complied with includes:

· Competition and Consumer Act 2010

· Disability Discrimination Act 1992

· Workplace Gender Equality Act 2012 (Cwth)

· Fair Work Act 2009

· Freedom of Information Act 1982

· Privacy Act 1988

· Racial Discrimination Act 1975

· Safety, Rehabilitation and Compensation Act 1988

· Sex Discrimination Act 1984

· state and territory health and safety legislation.

JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to their position.

Managers and employees of JKL are expected to conduct their operations in a manner consistent with all relevant legislation.

Relevant legislation is available for reference through senior management, HR or via access to the internet. State legislation and summary notes are accessed on state government websites.

A guide to accessing federal and state legislation, court decisions, key national and state bodies and research tools is available at:

· Parliament of Australia, ‘Key internet links on Australian law’, viewed March 2014, <http://www.aph.gov.au/About_Parliament/Parliamentary_Departments/ Parliamentary_Library/Browse_by_Topic/Auslaw>.

Health, safety and rehabilitation policy

The purpose of this policy is to state the organisation’s commitment to reducing and managing health and safety risks, and delivering workers’ compensation and rehabilitation and first aid training.

This policy applies to all officers, employees and contractors of JKL.

Applicable legislation includes:

· Safety, Rehabilitation and Compensation Act 1988 (Cwlth)

· Work Health and Safety Act 2011 (NSW)

· state health and safety Acts that apply to each branch (check your state’s legislation)

· Workers’ Compensation Act 1987 (NSW)

· Workplace Injury Management and Workers’ Compensation Act 1988 (NSW).

The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the work health and safety is further detailed as part of the JKL Work Health and Safety Management Standards.

Workplace harassment, victimisation and bullying policy

The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high-performance environment.

Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL.

Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Disability Discrimination Act 1992

· Workplace Gender Equality Act 2012 (Cwth)

· Racial Discrimination Act 1975

· Sex Discrimination Act 1984

· Anti-Discrimination Act 1977 (NSW).

Anti-discrimination and equal opportunity policy

The purpose of this policy is to underscore the organisation’s commitment to the fair treatment of all personnel and customers.

JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination.

Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL. It is embedded in policies, practices and forward planning.

JKL recognises the importance of diversity in achieving our vision.

JKL understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision.

A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential.

At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of:

age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender identity; sexual orientation; parental or carer status; employment activity; or personal association with any individuals with these characteristics.

Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is illegal. Complaints may also be lodged with a relevant government agency or regulatory body.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Disability Discrimination Act 1992

· Workplace Gender Equality Act 2012 (Cwth)

· Racial Discrimination Act 1975

· Sex Discrimination Act 1984

· Anti-Discrimination Act 1977 (NSW).

JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This legislation is detailed at:

· ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed March 2014, <http://www.humanrights.gov.au/our-work/legal/ legislation>.

Privacy policy

The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees and customers.

Customer information is treated under the following rules.

Collection	Organisations must ensure that individuals are aware their personal information is being collected, why, who it might be passed on to and that they can ask the organisation what personal information it holds about them.
Use	Personal information may not be collected unless it is necessary for an organisation’s activities and must only be used for the purpose it was collected.
Data quality	Organisations must take steps to ensure that the personal information they collect is accurate, complete and up-to-date.
Data security	An organisation must take reasonable steps to protect the personal information it holds from misuse and loss and from unauthorised access, modification or disclosure.
Openness	An organisation must have a policy document outlining its information handling practices and make this available to anyone who asks.
Access and correction	Generally, an organisation must give an individual access to personal information it holds about the individual on request.
Identifiers	Generally, an organisation must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency.
Anonymity	Organisations must give people the option to interact anonymously whenever it is lawful and practicable to do so
Transborder data flows	An organisation can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection.
Sensitive information	Sensitive information (such as about someone’s health, political opinions or sexual preference), may only be collected with the consent of the individual (unless a public interest exception applies).

JKL takes care to respect employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include:

· employee records and personnel files

· referee reports

· workplace surveillance and monitoring.

Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees through:

· providing access to own records where available or practicable for correction

· undertaking not to pass on data to others or external parties except for the strict purposes of undertaking JKL business or without express permission.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Privacy Act 1988

· Privacy Amendment (Private Sector) Act 2000.

Recordkeeping policy

The purpose of this policy is to outline the organisation’s approach to recordkeeping.

At JKL, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation.

Implementation strategies for recordkeeping systems include:

· ensuring the system to meets all of the operational and strategic needs of JKL

· documenting the system (see procedures)

· training personnel to create and store records

· setting standards for recordkeeping and monitoring the use of systems

· ensuring all legislative requirements are met, including for retention periods.

JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records Management.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Privacy Act 1988

· anti-discrimination legislation.

Recordkeeping procedures

File management

Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files.

Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash.

If you use a laptop and require access to files offsite, you will be set up with remote access to server files away from the office.

When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your department.

To ensure privacy, all employee records and information gathered from employees must only be used for the stated purpose of collection and must be kept on a secure HRMS server.

Filenames

Filename should include authors last name, title of report (or abbreviated title of report), and date of submission.

Back-ups

Back-up copies of all electronic files on the server are made twice weekly.

If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up.

Vocational education and training, apprenticeships and traineeships policy

The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and developing its people.

JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices and trainees are rostered on each shift with at least one vocationally competent person who supervises the apprentice/trainee’s work and performance of duties.

JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government websites.

· Australian Apprenticeships, viewed March 2014, <http://www.australianapprenticeships.gov.au/>.

This policy applies to all officers, employees and contractors of JKL.

Performance management policy

The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing workforce capability and developing its people.

Performance reviews should be held twice yearly by managers. Performance should be monitored against agreed KPIs and feedback provided on a regular basis.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Privacy Act 1988

· anti-discrimination legislation

· equal employment opportunity legislation.

 

 

Assessment methods and tasks

Methods of assessment	Through consultation with industry, the following assessment methods have been deemed appropriate for this unit.
Role-play	· Assessment Task 2: Student presents workforce planning to senior management (in role of HR consultant).
Written report	· Assessment Task 1: Student prepares research report. · Assessment Task 3: Student prepares evaluation report.
Presentation and observation	· Assessment Task 2: Student presents workforce planning to senior management.
Portfolio of work/ simulation	· Assessment Task 1: Student submits communication strategy, contingency plan. · Assessment Task 2: Student submits staffing action plan. · Assessment Task 3: Student submits employee satisfaction survey (climate survey).

 

Assessment mapping summary

Assessment Task	Description	Assessment number	Assessment method/s	Elements/ PCs*	Performance evidence**	Knowledge evidence***
Research workforce requirements and develop workforce planning	In response to a simulated business, the student will research workforce requirements, review organisational strategic plans and develop a report outlining a proposed workforce plan to meet organisational strategic objectives.	1	Review of report	1.1–1.3, 2.1–2.8, 4.2, 4.6	1–4	1–3
Implement actions in support of workforce planning	Using the workforce plan developed in Assessment Task 1, the student will develop a staffing action plan to implement strategies. The student will then partially implement the communication strategy developed as part of the workforce planning to support workforce planning objectives and facilitate organisational change.	2	Review of presentation/information briefing Review of portfolio: Staffing action plan	2.6, 2.7, 3.1–3.5	2, 4	1
Monitor and evaluate workforce planning	Using the workforce planning developed in Assessment Tasks 1 and 2, the student will monitor and evaluate the effectiveness of the workforce planning against objectives. To perform this task, the student will develop an internal survey, and review and analyse performance data.	3	Review of portfolio: Climate survey Review of monitoring/ evaluation report	1.1, 2.7, 4.1–4.7		1–3

 

* 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 workforce planning – BSBHRM513, 2015, 1st Edition, Version 1, Innovation and Business Industry Skills Council Ltd Australia, East Melbourne, VIC, Australia

Printed resources

· Anthony, W., Kacmar K., and Perrewe, P., 2010, Human Resources Management: A Strategic Approach, 6th edn, South Western Educational Publishing, Cincinnati.

· Bechet, T. P., 2008, Strategic staffing: a comprehensive system for effective workforce planning, 2nd edn, AMACOM, USA.

· Cole, K., 2001, Supervision: the theory and practice of first-line management, Pearson Education Australia, NSW.

· Compton, R., Morrissey, W. and Nankervis, A., 2014, Effective Recruitment and Selection Practices, 6th edn, CCH Australia, Sydney.

· Johnson, S., 2001, Meeting the challenge of change, Eastern House, Croydon.

· Kramar, R., Bartram, T., De Cieri H., Noe, R., Hollenbeck, J., Gerhart, B., and Wright, P., 2013, Human resource management in Australia, 5th edn, McGraw-Hill Australia.

· Standards Australia, 2009, AS/NZS ISO 31000:2009 Risk management – principles and guidelines, Standards Australia.

· Standards Australia, 2009, HB 299-2008 Workforce planning.

· Ulrich, D., Younger, J., Brockbank, W., and Ulrich, M., 2012, HR from the outside in: six competencies for the future of human resources, McGraw-Hill, USA.

Online resources

Websites:

· Human Capital HR Awards Australia, viewed November 2017, <http://www.hrawards.com.au>.

· People Pulse, viewed November 2017, <http://www.peoplepulse.com.au>.

Documents within websites:

· Australian Bureau of Statistics, ‘Statistics by topic’, Australian Bureau of Statistics, viewed November 2017, <http://www.abs.gov.au/AUSSTATS/abs@.nsf/viewcontent?readform&view=ProductsbyTopic&Action=expandwithheader&Num=1>.

· Australian Government, 2011, ‘Workplace diversity strategy 2011–13’, Department of Immigration and Citizenship, viewed November 2017, <http://www.immi.gov.au/about/plans/workplace-diversity/workplace_diversity_strategy_2011-2013.pdf>.

· Innovation and Business Skills Australia (IBSA), ‘Skilling Australians: Workforce development case study: SCU study and rewards program’, IBSA, viewed November 2017, <https://www.ibsa.org.au/sites/default/files/media/SCU%20WD%20Case%20Study.pdf>.

· Innovation and Business Skills Australia (IBSA), 2013, ‘NCVER data: enrolments and qualifications issued in IBSA qualifications 2008–2011’, IBSA, viewed November 2017, <https://www.ibsa.org.au/sites/default/files/media/NCVER%20data%202013%20-%20enrolments.pdf>.

· NSW Business Chamber, 2012, ‘Calculating staff turnover’, WorkplaceInfo, viewed November 2017, <http://www.workplaceinfo.com.au/recruitment/pre-employment/calculating-staff-turnover>.

· Phillips J. and Phillips, P., 2010, ‘Measuring return on investment in HR a global initiative for HR strategy’, ROI Institute, viewed November 2017, <http://www.roiinstitute.net/>

· Queensland Government, 2014, ‘How to develop a succession plan’, Business and industry portal, viewed November 2017, <http://www.business.qld.gov.au/business/exiting-business/succession-planning/develop-succession-plan>.

· South Australian Government, 2012, Employer resource kit, a guide to workforce planning and development, available online, Skills For All, viewed November 2017, <http://www.skills.sa.gov.au/ >.

· South Australian Government, Workforce planning in your business, available online, Business, industry and trade, viewed November 2017, <http://www.sa.gov.au/topics/business-industry-and-trade/employing-people/workforce-planning-in-your-business>.

· Yu, S., Bretherton, T., and Schutz, H., 2012, Vocational trajectories within the Australian labour market, available online, National Centre for Vocational Education Research (NCVER), viewed November 2017, <http://www.ncver.edu.au/ wps/wcm/connect/637e0326-02f5-4955-b98c-8b8284934992/Vocational-trajectories-2557.pdf?MOD=AJPERES&CACHEID=637e0326-02f5-4955-b98c-8b8284934992>.

Managing Director

Operations Manager

Sales Mager

entals nager

ervic Manager

Sales Consultants

Administrative Assistants

Finance and Administration Manager

Customer service Consultatnts

Human Resources Officer (BP)

Human Resources Officer (BP)

Administrative Assistants

Mechanics

Accounts Manager

Human Resources Officer (BP)

Administrative Assistants

Accountants

Apprentices

Branch Managers

HR Manager and Senior Business Partner

Centres of Excellence

4 5 6 7 9 10 11 12 13 14 15 16 17 2 2.4 2.4 2.8 3.3 3.7 4 4.4000000000000004 4.9000000000000004 5.4 6 6.4 6.8

Number of staff at location

Sales ($M)

 

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INSTRUCTIONS

Assignment 2: Motivating Employees

 

Motivating employees is of paramount concern for leaders and managers. Organizations seeking to implement significant changes must take into account the effects of employee motivation and morale on the change process.

Research the importance of motivating employees.

Based on your research, address the following:

· Explain why motivating employees is an elevated leader/manager concern in an increasingly outsourced and virtual business world.

·

· Use your textbook, appropriate trade journals, and academic peer-reviewed journal articles to support your argument.

·

Write a 3–4-page paper in Word format. Note: The title page, references, and appendices are not included in the page count.

 

Apply APA standards to citation of sources

Write your responses in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; display accurate spelling, grammar, and punctuation.

 

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