BSBMGT616 Develop and Implement Strategic Plan

Task 2
b) Code of conduct
Responsibility
It is our responsibility to care about our clients and respect the trust they giveus by
choosing us as their agents. It is our responsibility to be worthy of thistrust. It is our
responsibility to be loyal to our clients. We accept that we are responsible for our
attitude, our knowledge and our skills and, therefore, our level of success.In our
careers we accept that we are responsible for the culture in our offices.
Understanding
We understand our system and the duty of our role. We care about our clients, our
colleagues and our profession. We know how important it is to listen and to
communicate. We strive to be good listeners and good communicators.We strive to
see the obvious by sifting through many complexities. We help others do the same.
We understand that when our clients understand us, when they know and see that
we care about them, we will never be short of clients.
Truth
We believe in being truthful with ourselves and with others. We do not believe in
misleading or deceptive conduct, no matter what the reason. We believe honesty is
the only way to succeed in business - in the long term. We are here for the long
term.
Employees are expected to apply themselves earnestly to the interests of the
Company. Employees are expected to foster the business of the company through
courtesy, promptness and helpfulness in dealing with customers, suppliers, the
public, shareholders and others on the company’s behalf. Employees should act in
the performance of their duties in the capacity and manner authorised by the
company and with regards to the company’s responsibilities to its customers and
shareholders.
Legislation
1. Employees shall observe all relevant communications and written instructions
of the company and shall obey every application instruction given by a person
having authority to give an order or instruction.
2. The law of Australia and those countries, in which the company operates,
shall be observed.
3. Employees shall not knowingly participate in or allow the company to become
involved, directly or indirectly, in any illegal activity or transaction. If in doubt,
advice should be sought from the employees manager.
4. Employees shall not seek or accept any bribe, commission or procurement
fee, or share commission with a person in connection with an activity or
transaction arising in the course of the business of the company, or
concerning a service rendered by the company.
(Reference: Bayside Call Centre Code of Conduct)
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BSBMGT616 Develop and Implement Strategic Plan

c)Objective c)Strategies d)Roles d)Responsibilitie f) Timeframe

s

To promote an -Improve the Human Overview for the 1 week

ergonomics office Resource staff welfare and
environment in equipment by manager and apply
the workplace. changing the Call centre ergonomics
stationary chair manager principal in the
to ergonomic workplace.
chair.
-Develop a
policy on
ergonomic
principles
-Provide
training
programs for
staff
Learn about the Provide training Human Provide 1 months
proper use of and assistance Resource counselling for
equipment, on the correct manager and IT the reference of
tools, and ways to manager the staff.
machine handling
controls. workplace
equipment.
Allow Encourage an Human Assign job 2 weeks
employees employee who Resource rotation
engaged in has been Manager
highly repetitive keyboarding for
tasks the an hour to
opportunity for perform other
frequent, short, tasks such as
alternative work filing, copying,
activities and or returning
breaks. phone calls

e) Key performance indicator

- Increase in reports and observations of new ergonomic actions attempted from staff
- Increase in adjustments made with tools and machines.
-Workers report greater benefits—more comfort/energy, less fatigue, tasks are
"easier," less tension/discomfort at the end of workday.
- Workers and managers are more receptive to further ergonomic improvements.
-Fewer workers voluntary quit from difficulty/feeling "worn down" or "worn out."

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BSBMGT616 Develop and Implement Strategic Plan

-Morale improves ("Company is concerned," "better place to work")/workers report

company is concerned about their well-being. Number of helpful recommendations
for ergonomic improvements increases.
- Managers exhibit longer-term perspective.
-Low absentees and improvement in job satisfaction

g) Consideration of co-operative ventures

OSHA offers the following cooperative programs under which businesses, labor
groups and other organizations can work cooperatively with the Agency to help
prevent ergonomic-related injuries.
-On-site Consultation Program offers free and confidential advice to small and
medium-sized businesses in all states across the country, with priority given to high-
hazard workstations. Consultants from state agencies or universities work with
employers to identify ergonomic and other workplace hazards, provide advice on
compliance with OSHA standards and assist in establishing safety and health
management systems.
-Safety and Health Achievement Recognition Program (SHARP)

h) Cost-benefit analysis is the amount of time it takes for the benefits to pay back
on the cost of investment. It includes factors outside of investment such as savings
from injuries prevented.
Reviewing other cost factors showed the old system has the potential for employees
injuring themselves from health issues. By changing to the new system a direct cost
avoidance from potential sprains ($30,000) and back strain ($33,000) was $63,000
over a year. The cost-benefit is the cost of equipment divided by the estimated
benefits for one year. The saving benefits are injury savings plus increased
productivity over the year. In this case increased productivity is
$69/day*365days/year=$25,185.00/year.
Total Cost of Equipment $53,800

Total Saving Benefits

Cost Benefit

Accounting for injuries prevailed

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BSBMGT616 Develop and Implement Strategic Plan

Risk Assessment
Risk Identification
/ Financial loss
/ Physical injury (to staff, customers, suppliers, members of the public, etc)
/ Loss of /damage to organisations equipment or facilities
Inadvertent or deliberate breach of legislation, policy, or ethical standards
Misuse of public resources, or corruption
/ Legal liability
/ Damage to the organisations reputation or the reputation of individuals

Risk Quantification
Risk type Likelihood Consequences Overall ratio
Financial loss 2 (most transaction 3 (financial loss Medium
are done through and reputation of
online) centre affected)
Physical injury 1 (less physical work 1 (minor physical Low
is involved) injury is likely to
happen)
Loss / damage to 3 (might damage the 2 (minor issue Medium
facilities / phone, loss of which just to fix
equipment stationeries which are those are
all assets of company damaged or buy
at some time) what are lost)
Breach of 1 (minimum wages 4 (huge financial High
legislation / policy not achieved in paying loss in terms of
the salaries) legalities)
Damage to 4 (will probably occur, 4 (extensive loss Extreme
reputation especially when of customers due
customers didn’t to reputation)
receive satisfied
services and

Risk Treatment
1. list down the assets and facilities in the company and make sure they are all in the
right place at the right time.
2. make sure all the pays of the employees fulfil the requirement of minimum wages.

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BSBMGT616 Develop and Implement Strategic Plan

3. set up a Standard Operation Procedures as a guideline for the employees to

answer the questions from customers.

ASSESSING AND ANALYZING RISK

Ways to determine the likelihood and potential consequences of each hazard
include:
• looking at other similar workplaces or similar processes;
• looking at the workplace’s previous incident and injury reports and data for call
centres;
• consulting with employees and safety and health representatives (if any)

MONITORING AND REVIEW OF CONTROL MEASURES

Deciding on and implementing a risk control measure is not the end of the risk
management process. It is important to constantly monitor and review control
measures to ensure they continue to prevent or control exposure to hazards or
hazardous work practices.
A risk management process should be conducted as an ongoing process because
workplaces are usually constantly changing environments with new hazards being
introduced; for example, when new equipment is introduced or the work environment
or standards are changed.
In determining the frequency of the monitoring and review processes, consider such
things as:
• the level of risk (high-risk hazards need more frequent assessments); and
• the type of work practice or plant involved (there may be particular stages in the life
of a piece of equipment
where more frequent assessments are appropriate).
i) The company can consult expert such as The Pennsylvania Foundry Association.
(2003). It has a developed Ergonomics Training Modules through a Susan Harwood
Grant which can give consultation regarding the ergonomics issues in the workplace.
Ergonomics for Plant and Office Personnel can also be consulted as it is suitable for
any work setting, it helps identifying problems, analyze tasks and offers simple
solutions to workstations.
j) Performance indicators can be used to measure the performance of each staff and
giving appropriate feedback will help to improve the staff performance. Training
program can be conducted for all the staff to improve the work productivity and
especially for those underperformance staff, their performance can be evaluated and
monitored. Survey from can also be collected from the customers to review the

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BSBMGT616 Develop and Implement Strategic Plan

performance of the staff and inspect the quality of services provided by each call
centre representatives.
Each workplace should:
• have a planned program of inspections and maintenance;
• undertake a review each time the work environment changes; and
• regularly review the process for hazard identification, risk assessment and risk
control to ensure it is effective.

k) Determine the effectiveness of your intervention

A variety of techniques can be used to measure the effectiveness and benefits of
the ergonomic program. Compare the following data before and after the
intervention:
-job analyses
-checklists
-symptom surveys
-employee absentee rates
-turnover rates
-workers’ compensation costs
-productivity indicators
-quality of services provided by the staff and call centres’ representatives
SWOT Analysis
Strengths: The availability of knowledgeable, efficient and trustable call staffs in
order to solve customers’ problems.
Weaknesses: Repetitive jobs stopping new intakes of staffs as they are afraid of
boring and inconvenient timings job.
Opportunities: Good company cultures to cultivate the staffs in providing services
where exceed customers’ expectation.
Threats: Lesser fresh graduates are willing to work in a call centre due to the
increase of competition.

PESTLE Analysis
Political: Government support in building infrastructures.
Economic: Raise in Minimum Wages.

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BSBMGT616 Develop and Implement Strategic Plan

Social: The trend of sexual equality is getting serious and serious among the society
nowadays, promoting the equality between men and women as well as eliminating
the discrimination on the basis of sex. Sex Discrimination Act 1984 is the act which
gives effect to Australia’s obligations under the Convention on the Elimination of All
Forms of Discrimination Against Women and certain aspects of the International
Labor Organisation (ILO) Convention 156.
Technological: the advancement of technology in the modern era allows the
customer services to be conducted through online, mobile applications as well as
Artificial Intelligence to answer the Frequently Asked Questions.

References
1. https://ablis.business.gov.au/service/wa/code-of-practice-occupational-health-and-safety-
in-call-centres/17397
2. https://www.bplans.com/call_center_business_plan/strategy_and_implementation_summa
ry_fc.php
3. https://www.osha.gov/SLTC/ergonomics/training.html

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