T-1.8.

1_v3

Details of Assessment
Term and Year Time allowed 7 Weeks
Assessment No 2 Assessment Weighting 50%
Assessment Type Employee Relations Strategy Report
Due Date Week 7 Room
Details of Subject
Qualification BSB61015 Advanced Diploma of Leadership and Management
Subject Name Human Resources
Details of Unit(s) of competency
Unit Code (s) and
BSBHRM604 Manage Employee Relations
Names
Details of Student
Student Name
College Student ID

Student Declaration: I declare that the work submitted is my

own and has not been copied or plagiarised from any person Student’s
or source. I acknowledge that I understand the requirements Signature: ____________________
to complete the assessment tasks. I am also aware of my
right to appeal. The feedback session schedule and Date: _____/_____/_________
reassessment procedure were explained to me.

Details of Assessor
Assessor’s Name Barry Miller

Assessment Outcome
Assessment
Competent Not Yet Competent Marks / 50
Result
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:

Assessor Declaration: I declare that I have conducted

a fair, valid, reliable and flexible assessment with this
student. Assessor’s
Signature: ___________________
Student attended the feedback session.
Date: _____/_____/________
Student did not attend the feedback session.

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Purpose of the Assessment

The purpose of this assessment is to assess the student in the following Competent Not Yet
learning outcomes: (C) Competent
(NYC)
1.1 Ensure employee relations strategy is consistent with organisational strategic
objectives
1.2 Develop strategies and policies through the application of a risk
management approach and extensive consultation and participation by relevant
groups and individuals
1.3 Ensure strategy and policies take account of equal opportunity, family/work
relationships and promote the absence of discrimination and/or harassment
1.4 Develop risk management strategies which take account of the withdrawal of
labour and other potential outcomes of disputes
1.5 Identify any potential areas of conflict and ensure strategies and policies take
account of the objectives of relevant groups and individuals
2.1 Negotiate awards, agreements, and contracts which balance organisational
objectives and employee rights and obligations
2.2 Identify and meet all legal and organisational requirements within the
conditions of employment
2.3 Undertake regular and timely consultation and communication with
individuals and relevant groups
2.4 Develop policies and practices to facilitate employee recruitment & retention
2.5 Provide induction programs and training to develop competence and
confidence and to ensure work is performed safely and effectively
2.6 Provide opportunities for employees to understand their role and how it
contributes to the achievement of organisational objectives
2.7 Develop, regularly review and update individual and team development plans

2.8 Evaluate and revise employee relations policies regularly

3.1 Establish processes for early intervention to identify and minimise problems
or grievances
3.2 Communicate problem solving processes to, and obtain support from, all
relevant groups and individuals
3.3 Provide training to develop competence in conflict management, negotiation
and dispute resolution
3.4 Obtain specialist advice where appropriate or where formal hearings are
required
3.5 Ensure processes are fair, equitable and consistent with all relevant awards
agreements and legislation
3.6 Ensure problem solving processes provide for external mediation and
conciliation, and arbitration where appropriate
4.1 Develop plans for the promotion of diversity within the organisation

4.2 Openly promote diversity and its benefits within the organisation

4.3 Develop education & communication plans to promote & encourage diversity
4.4 Develop and implement processes to deal with events which inhibit the
organisation from meeting its diversity objectives
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.

Resources required for this Assessment

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 Computer with relevant software applications and access to internet

 Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from your assessor.
 Please refer to the College re-assessment for more information (Student Handbook).

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EMPLOYEE RELATIONS (ER) STRATEGY REPORT

Note: The organisational details used in this assessment have been sourced (and to some extent
paraphrased) from the organisation’s website and other relevant external sources. The information
used here is solely for educational purpose.

BRIEF

The Employee Relations (ER) unit of competency has focussed on key issues in employee relations.
In this assessment you are required to review, develop and recommend some components of
employee relations strategy and report it to your manager (who in this case is your trainer). You can
either choose to use your own organisation for this assessment if you are currently working but will
need to ensure that you cover all aspects of the structure and the marking table. If you are not
currently working, use the case organisation to complete this employee relations report.

THE ORGANISATION

The organisation in this context is an Australian electricity company named ENERGEX. The company
website is at https://www.energex.com.au/.

ENERGEX is a subsidiary of Energy Queensland Limited, a State government-owned corporation.

ENERGEX builds, operates and maintains the electricity distribution network in the growing region of
South East Queensland which includes the major urban areas of Brisbane, Gold Coast, Sunshine
Coast, Logan, Ipswich, Redlands and Moreton Bay. Our electricity distribution area runs from the
NSW border north to Gympie and west to the base of the Great Dividing Range. The organisation
claims to have world-class energy products, services and expertise that allowed it to provide electricity
to homes and business for more than 100 years.

During this time ENERGEX have transformed from operating under the Brisbane City Council, the
South East Queensland Electricity Board (SEQEB) and in 1995 as a Government Owned Corporation.
When the company changed its name to ENERGEX in 1997 it signified the entry into the emerging
competitive national energy market. In 2007, the Queensland Government sold the ENERGEX Retail
business to allow for full retail competition. In July 2016, ENERGEX merged with Ergon Energy under
a new parent company Energy Queensland Ltd.

Today, the organisation provides distribution services to almost 1.4 million domestic and business
connections, delivering electricity to a population base of around 3.4 million people. This large
responsibility brings with it the challenge of maintaining sufficient capacity to supply every home and
business on the days when electricity demand is at its maximum, no matter where they are connected
in the network. To meet these expectations, Energex has built a high-performing network that consists
of property, plant and equipment assets worth about $12 billion.

These assets include in excess of:

 52,800 km of total overhead and underground lines

 670,000 poles (including both customer and streetlight poles)
 355,000 streetlights
 48,500 distribution transformers

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All of this is underpinned by technological innovation and advanced management systems which drive
efficiency, quality and safety. Many of these are nationally or internationally certified or benchmarked
to international standards. A strong commitment to future network management and enhancement
has ultimately contributed to Energex’s 40 per cent improvement in network reliability. Becoming more
resilient and better performing, its network is continuing to provide customers with a safe, efficient,
affordable, sustainable and reliable energy supply.

ENERGEX also places sustainability and corporate responsibility high on its corporate agenda
through contemporary environmental and social practices and community support. ENERGEX has
developed a strong reputation for our network asset management capabilities including specialised
engineering services, metering applications and energy solutions.

ENERGEX Vision

To set a new standard of excellence in delivering customers’ energy needs.

ENERGEX Employee Relations Vision

To create a positive employee relations climate that supports workforce safety, workforce capability,
staff engagement and a high performance customer service culture.

Purpose and Reason for Employee Relations (ER) Strategy

The purpose of the “Employee Relations Strategy” is to support the ENERGEX Vision and Values by
providing the underlying principles to employee relations within ENERGEX. The Employee Relations
function is an integral component of business operations and must be managed having regard to
corporate priorities and potential risks, costs and impact on customer service.

The ENERGEX Employee Relations Strategy must adopt an integrated management approach to
addressing employee relations issues. This approach should support employee relations options that
encourage supervisors to lead and employees to actively participate and engage in positive,
productive and safe work practices.

The principles of positive leadership, constructive relationships and meaningful consultation are
fundamental to the Employee Relations Strategy. All people management activities within ENERGEX
should align to the four key elements of the Employee Relations Strategy.

They are

1. Alignment with strategic direction

2. Governance and compliance
3. Focus on business outcomes
4. Constructive workplace relationships

The four key elements are explained in more details in ENERGEX website.

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SCENARIO AND CONTEXT

You are recently appointed as a Human Resources Manager within the HR department of ENERGEX.
The management and board of directors have asked you to prepare a new employee relations
strategy report to present in front of the directors and management. To do that you will need to
review the organisational profile, goals, mission and vision, stakeholders, annual reports, current
employment practices and strategies, and a few other policies and procedures of the organisation.
These organisational documents are provided in subject e-learning page and can also be downloaded
from the links below:

 ENERGEX Annual report -

https://www.energex.com.au/__data/assets/pdf_file/0009/283680/Annual-Report-2014-15.pdf
 ENERGEX Employee Relations Strategy – http://careers.energex.com.au/getdoc/69023c90-
625a-4aa7-87af-e23aaf58bb74/2-2_employee_relations_strategy.aspx
 ENERGEX Selection process - http://careers.energex.com.au/apply-today/selection-
process.aspx
 ENERGEX Safety policy - http://careers.energex.com.au/about-us/ENERGEX-Values/Health-
Safety---Wellbeing.aspx
 ENERGEX People Committee Charter Summary -
https://www.energex.com.au/__data/assets/pdf_file/0009/266346/People-Committee-Charter-
Summary.pdf
 ENERGEX employee benefits - http://careers.energex.com.au/your-career/ENERGEX-
advantage---benefits.aspx
 ENERGEX Diversity policy - http://careers.energex.com.au/getdoc/ce4be0aa-2569-4c90-
92a6-e46188a28fb2/EEO--Diversity-Policy.aspx
 ENERGEX Employment Agreement - http://careers.energex.com.au/getdoc/08fc19be-6f58-
410e-a83a-a5adcc63baed/EUCA-2011.aspx

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TASK INSTRUCTIONS, REQUIREMENTS AND MARKING CRITERIA

The Employment Relations Strategy Report the must follow the structure below that contains 18
tasks. Each task carries 5 marks that equals to 90 marks. Report formatting and referencing
carries the remaining 10 marks.

1. Company introduction, overview and description

2. Company’s mission statement and organizational objectives
3. Brief on the existing “Employee relations strategy Statements” and develop TWO new
strategy statements for the company
4. Brief on existing “Recruitment and Selection strategy” and develop TWO new strategies for
the company
5. Brief on existing “Employee Benefits of the organisation” and develop TWO new strategies
for the company
6. Brief on existing “Employee Safety and well being” and develop TWO new practices for the
company
7. Brief on existing “Performance development and training Strategy” and develop TWO new
development and training strategies for the company
8. Develop TWO new employment related “Risk Management Strategies” for the company.
Use risk analysis matrix
9. Discuss strategies for collective employment agreements, contracts and Awards
10. Highlight on TWO “existing conflict and negotiation situation” that you have identified. You
may need to do research for this Task. Provide solutions to both situations
11. Based on the conflict and negotiation suggestions that you created for the company, create
an internal advertisement poster for all employees and management
12. Brief on existing of diversity policy and develop TWO new policy points of diversity for the
company
13. Develop a “communication plan to promote diversity” and its benefits. Consider creating an
internal poster advertisement for employee awareness
14. Brief on existing “work-life balance practices” and develop TWO new practices for the
company
15. Develop an “Induction Program” for new employee on-boarding for the company
16. Develop an “Individual Development Plan” and an “Team Development Plan” for employees
of the company
17. Brief on existing “external party mediations and arbitrations” and develop TWO new ideas
for arbitrations for the company using the existing legislation
18. Brief on existing “Termination and disciplinary process” and develop a new process for fair
disciplinary and dismissal decision making

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ENERGEX

E M P L O Y M E N T R E L AT I O N S ( E R ) S T R AT E G Y R E P O R T

REPORTED BY

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TABLE OF CONTENTS

CONTENT PAGES

Company introduction, overview and description

Company’s mission statement and organizational objectives

Existing “Employee relations strategy Statements” and develop TWO new strategy
statements

Existing “Recruitment and Selection strategy” and develop TWO new strategies

Existing “Employee Benefits of the organisation” and develop TWO new strategies

Existing “Employee Safety and well being” and develop TWO new practices

Existing “Performance development and training Strategy” and develop TWO new
development and training strategies

Develop TWO new employment related “Risk Management Strategies”

Discuss strategies for collective employment agreements, contracts and Awards

Identify TWO “existing conflict and negotiation situation” and solutions to both situations

Create a communication process ( as an internal advertisement poster) for all employees

and management

Existing of diversity policy and develop TWO new policy points of diversity

Develop a “communication plan to promote diversity” and its benefits. Create an internal
poster advertisement for employee awareness

Existing “work-life balance practices” and develop TWO new practices for the company

Develop an “Induction Program” for new employee on-boarding for the company

Develop an “Individual Development Plan” and an “Team Development Plan” for

employees of the company

Existing “external party mediations and arbitrations” and develop TWO new ideas for
arbitrations for the company using the existing legislation

Existing “Termination and disciplinary process” and develop two new ideas for fair
disciplinary and dismissal decision making

APPENDIX 1 (references and external resources)

You are required to update and adjust the page numbers and topics based on the amount of their content and
the responses made to each task. Actual tasks follow after this page. Use a heading/title for each of the elements
of table in your report.

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INTRODCUTION

This section should provide information on company background, description, stakeholders and
current vision and mission statements.

ORGANISATIONAL OBJECTIVES FOR EMPLOYEE RELATIONS

This section should objectives for employee relations. In other words, the section should explain why
the organisation needs to have a detailed employee relations strategy.

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EXISTING “EMPLOYEE RELATIONS STRATEGY” AND DEVELOP TWO NEW STRATEGIES

This section should brief on the existing “employee relations strategy statements” that the ENRGEX
currently have in place and you are also required to develop two new strategies for the company.

Existing:

New Strategy 1:

New Strategy 2:

EXISTING “RECRUITMENT AND SELECTION STRATEGY” AND DEVELOP TWO NEW

STRATEGIES

This section should brief on the existing “recruitment and selection strategy” that the ENRGEX
currently have in place and you are also required to develop two new strategies for the company.

Existing:

New Strategy 1:

New Strategy 2:

EXISTING “EMPLOYEE BENEFITS” AND DEVELOP TWO NEW STRATEGIES

This section should brief on the existing “employee benefits” that the ENRGEX currently have in place
and you are also required to develop two new strategies for the company.

Existing:

New Strategy 1:

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New Strategy 2:

EXISTING “EMPLOYEE SAFETY AND WELL BEING” AND DEVELOP TWO NEW PRACTICES

This section should brief on the existing “Employee safety and wellbeing” practices that the ENRGEX
currently have in place and you are also required to develop two new practices for the company.

Existing:

New Practice 1:

New Practice 2:

EXISTING “PERFORMANCE DEVELOPMENT AND TRAINING STRATEGY” AND DEVELOP TWO

STRATEGIES

This section should brief on the existing “performance development and training strategy” that the
ENRGEX currently have in place and you are also required to develop two new strategies for the
company.

Existing:

New Strategy 1:

New Strategy 2:

CURRENT ER RISKS AND DEVELOP TWO NEW “RISK MANAGEMENT STRATEGIES”

In this section you are required to identify two existing risks of employee relations (ER) that
ENERGEX have, analyse them and develop two new employment related “risk management

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strategies” using the risk analysis matrix template below using the two guides provided after the
template:

Risk Analysis Matrix

 Likelihood Rare Unlikely Possible Likely Almost

Impact (1) (2) (3) (4) Certain (5)

Catastrophic (5)

Major (4)

Moderate (3)

Minor (2)

Insignificant (1)

Risk Management Strategies for the risks

1.

2.

Guides to Risk Analysis and Management

 Rating Likelihood of Occurrence

Almost Certain 5 The threat is expected to occur within the target period
Likely 4 The threat is likely to occur within the target period
Possible 3 The threat may occur within the target period
Unlikely 2 The threat could occur some time in the target period
Rare 1 The threat may occur in exceptional circumstances

Then an appropriate
 If the consequences would
consequence rating is
Threaten the survival of not only the program but also the agency, Catastrophic
possibly causing major problems for Clients and for a large part of

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the Australian Public Service

Threaten the survival or continued effective function of the
program or project and require top level management or ministerial Major
intervention
Not threaten the program but would mean that the program could
Moderate
be subject to significant review or changed ways of operating
Threaten the efficiency or effectiveness of some aspect of the
Minor
program but would be dealt with internally
Negligible impact on the program or the reputation of the agency Insignificant

STRATEGIES FOR COLLECTIVE EMPLOYMENT AGREEMENTS, CONTRACTS AND AWARDS

In this section you are required to analyse ENERGEX practices to “Awards and Agreements”. To
analyse and identify current Awards and Agreements of the industry, you will need to visit FAIRWORK
Commission’s website at www.fairwork.gov.au. Discuss the strategies you are proposing in regards to
collective employment agreements, contracts and awards for ENERGEX. Your strategies must be fair
in regards to employee rights and obligations.

Collective Current:
Employment
Agreements Proposed:

Individual Current:
Agreements
Proposed:

Modern Awards Current:

Proposed:

TWO “EXISTING CONFLICT AND NEGOTIATION SITUATIONS” IDENTIFIED AND SOLUTIONS

TO BOTH ER PROBLEMS

In this section you are required to research and highlight on two “existing conflict and negotiation
situations” (such as employee grievances, collective bargaining, pay issues, etc) that ENERGEX may
have. You may need to do research on Internet, newspapers, and industry magazines for this task.
Provide solutions and intervention methods to both situations using a communications process that
you will prepare. You must also consider employee concerns in the communication process. The last
part in this task includes a formal email to employees and union groups to obtain their support in this
communication process.

ER Problem 1:

ER Problem 2:

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Communications Process (Use bullet points in sequence for the process):

Formal Email to obtain support from employees, union groups and specialists:
<Organisation name>
<Date>
Subject: Requesting feedback and support for Employee Relations Strategy
To: All Union Members, Individually contracted employees and ER Specialists
Dear Employees, Teams and ER Specialists,

<Insert your name>

<Insert your position>

INTERNAL ADVERTISEMENT POSTER FOR CONFLICT RESOLUTION

Based on the conflict and negotiation situations identified and the communication process that you
created earlier, create an internal advertisement poster for all employees and management

Paste Internal Advertisement Poster:

EXISTING DIVERSITY PRACTICES AND DEVELOP TWO NEW DIVERSITY PRACTICES

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This section should list some of the existing “diversity practices” that the ENRGEX currently have in
place and you are also required to develop two new “diversity practices” for the company. Also create
an internal poster advertisement for employee awareness.

List Existing Policy Practices:

New Diversity Practice 1:

New Diversity Practice 2:

DEVELOP A “COMMUNICATION PLAN TO PROMOTE DIVERSITY” AND IT’S BENEFITS.

CONSIDER CREATING AN INTERNAL POSTER ADVERTISEMENT FOR EMPLOYEE
AWARENESS

Based on the diversity practices suggested earlier you are required to communicate those practices to
ENERGEX employees. In this task you are required to create an internal advertisement poster for
“creating awareness for promoting diversity” to all employees and management

Internal poster advertisement (Internal communications) for employee awareness:

EXISTING “WORK-LIFE BALANCE PRACTICES” AND DEVELOP TWO NEW PRACTICES

This section should list some of the existing “work-life balance practices” that the ENRGEX currently
have in place and you are also required to develop two new practices for the company.

List Existing Practices:

New “Work-Life Balance” Practice 1:

New “Work-Life Balance” Practice 2:

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DEVELOP AN “INDUCTION PROGRAM”

In this section you are required to develop an induction program for new employee on-boarding within
the organisation. Your induction program should list the employee induction activities in a sequence.
Add more rows to include more points.

Induction Element Name What is to be covered in this element?

“INDIVIDUAL DEVELOPMENT PLAN” AND “TEAM DEVELOPMENT PLAN” FOR ENERGEX

EMPLOYEES

In this section you are required to develop an “individual development plan” and a “team development
plan” for employees of the company. You are not supposed to copy paste a template here but to
prepare a process for individual and team development plan. You will need to sequence the points for
both the development plans.

Individual Development Plan:

Team Development Plan:

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EXISTING “EXTERNAL PARTY MEDIATIONS AND ARBITRATIONS” AND DEVELOP TWO NEW
IDEAS FOR ARBITRATIONS

This section should list some of the existing “external party mediations and arbitrations” that the
ENRGEX currently may have in place and you are also required to propose two new “ideas for
arbitrations” for the company.

Existing External party Meditations:

Proposed idea of Arbitration 1:

Proposed idea of Arbitration 2:

BRIEF ON EXISTING “TERMINATION AND DISCIPLINARY PROCESS” AND DEVELOP A NEW

PROCESS FOR FAIR DISCIPLINARY AND DISMISSAL DECISION MAKING

This section should list some of the existing “termination and disciplinary process” that the ENRGEX
currently may have in place and you are also required to propose two new ideas (one for each) on
“termination and disciplinary process” for the company. Your proposed ideas must align with the
relevant Award, Agreements and the “FAIRWORK Act 2009”.

Existing termination and disciplinary process:

Proposed idea for a Fair Disciplinary Process:

Proposed idea for a Fair Termination Process:

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APPENDIX 1 (EXTERNAL RESOURCES & REFERENCES)

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ASSESSMENT CRTIERIA (For Trainer use only)

CONTENT Marks Mark

Allocated Received
Company introduction, overview and description 2.5
Company’s mission statement and organizational objectives 2.5
Brief on the existing “Employee relations strategy Statements” and 2.5
develop TWO new strategy statements for the company
Brief on existing “Recruitment and Selection strategy” and develop 2.5
TWO new strategies for the company
Brief on existing “Employee Benefits of the organisation” and develop 2.5
TWO new strategies for the company
Brief on existing “Employee Safety and well being” and develop TWO 2.5
new practices for the company
Brief on existing “Performance development and training Strategy” and 2.5
develop TWO new development and training strategies for the
company
Develop TWO new employment related “Risk Management Strategies” 2.5
for the company. Use risk analysis matrix
Discuss strategies for collective employment agreements, contracts 2.5
and Awards
Highlight on TWO “existing conflict and negotiation situation” that you 2.5
have identified. You may need to do research for this Task. Provide
solutions to both situations
Based on the conflict and negotiation suggestions that you created for 2.5
the company, create an internal advertisement poster for all
employees and management
Brief on existing of diversity policy and develop TWO new policy points 2.5
of diversity for the company
Develop a “communication plan to promote diversity” and its benefits. 2.5
Consider creating an internal poster advertisement for employee
awareness
Brief on existing “work-life balance practices” and develop TWO new 2.5
practices for the company
Develop an “Induction Program” for new employee on-boarding for the 2.5
company
Develop an “Individual Development Plan” and an “Team Development 2.5
Plan” for employees of the company
Brief on existing “external party mediations and arbitrations” and 2.5
develop TWO new ideas for arbitrations for the company using the
existing legislation
Brief on existing “Termination and disciplinary process” and develop a 2.5
new process for fair disciplinary and dismissal decision making
Report formatting, Structure, Language, Grammar and Referencing 5
Total 50

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