BSBLDR502 Lead and Manage Effective Workplace Relationships Learner Instructions 1

BSBLDR502 Lead and manage effective workplace relationships
Learner Instructions 1
(Plan and present workplace communication and consultation systems)
Submission details
Students Name Charmaine Cresencio
Student ID TWICC8749
Group
Assessor’s Name Shirin Vora
Assessment
Oct. 15 , 2020
Date/s
Part A: Communications planning portfolio

1. Review the scenario in Appendix 1, particularly the background to
the simulated organisation, current change issues, communication
and consultation needs, and information about your role as
Communications Consultant.Part of your Role is to provide counselling
and support to assist co-workers in resolving their work
diffrences.Consider the aspects of communication and conflict resolution
skills and how they can be applied to the case.
2. Review JKL Industries simulated business documentation, including
strategic plans and operational plans. Note what the organisation
does, how it does it, what its goals and objectives are, and who its
stakeholders and customers are.
3. Develop a draff communication strategy ( a communication strategy
is designed to hepl you and your organisation communicate
effectively and met core orgasational objectives )for meeting
organisations.
BSBLDR502 Learner Instructions 1

Version 1.0 Page 1 of 18
Communications Strategy Draft
OVERVIEW
JKL Industries is an Australian-owned company, selling forklifts, small trucks
and spare parts to industry. They also have a division that leases forklifts and
small trucks.
The company’s head office is in Sydney and has branches in Brisbane,
Melbourne, Perth, Adelaide and Canberra.
HISTORY
After 12 years in business, focusing on forklifts and small trucks, JKL Industries has
negotiated the sales rights to a range of medium and large trucks from an overseas
supplier. This opportunity will provide JKL Industries with an advantage in range over
its competitors.
Sales results over the past five years have indicated strong growth in forklift and truck
sales, which have averaged 10% sales growth per annum. The rental market has been
in decline for the past three years due to the reduced costs of these vehicles and some
taxation benefits to industries who purchase these vehicles.
Taking the sales rights opportunity will, however, entail some significant changes,
including significant changes to the current organisational structure. The company will
reposition itself to focus solely on retail sales and service and exit the rentals market,
in which forces such as competition and consumer choice reduce potential
profitability.
In accordance with the organisation’s values, JKL Industries intends (to the extent
feasible) to recruit from within the company and up-skill or re-skill existing
employees presently working in rentals who wish to remain with the company.
Given the company’s previous history of employee grievances over pay and
conditions and current plans to restructure, JKL Industries has identified poor
communications and an organisational climate of conflict as a risk to business goals.

Moving forward, the organisation intends to build and maintain a positive

organisational culture, reduce risk and achieve organisational goals through:
A. developing an effective policy framework for managing internal
communications and consultation, in accordance with organisational objectives,
business ethics, and compliance requirements
communicating and building support for organisational initiatives and objectives
managing information flow to:
Provide managers and employees with at-hand information to perform
their work responsibilities
Communicate ideas for improvement (top-down and bottom-up)
Facilitate feedback both to and from employees and management on
relevant work performance and outcomes of consultation.
COMMUNICATION AND CONSULTATION ISSUES

An internal management review of the organisation has uncovered the
following issues:
1. A lack of an overarching approach to information management that helps
to promote common understanding of team goals and organisational
values and to build strategic relationships.
1. Slow responses to internal and external customer needs.
2. Slow and ineffective communication of and implementation of ideas for
improved processes.
3. Ineffective or no use of modern communication technologies and social
platforms.
4. Inadequate consultation, resulting in risks to compliance (particularly
WHS consultation requirements) and too little bottom-up information flow
from employees to management. This latter result in poor organisational
take-up of improvement ideas identified by teams and individuals at
lower levels of the organisation and by customer-facing managers and
employees.
5. Inconsistent application by managers of grievance procedures posing a
risk to employee relations.
6. Poor sense of employee engagement, empowerment and accountability
for work performance.

7. Poor general awareness of (and therefore poor support of) organisational

goals, ethics, values.
COMMUNICATION STRATEGY
Effective communication is a vital element in building a positive identity for
JKL through better awareness of its services, activities and projects,
achievements and resources. Effective communication aids internal
information flows within the organisation. By encouraging two way
communication community participation and engagement can be achieved.
JKL was instructed to proceed with its Improvement Action Plan including
the development of a Communications Plan to ensure contemporary and
effective community engagement techniques are utilised.
JKL adopted its first Communications Policy which provided the platform for
the development of this plan. JKL Communications Strategy and
Implementation Plan formalises JKL’s communication efforts, and paves
the way for a planned approach across the entire organisation. Whilst the
plan focuses on communications with external stakeholders, it also delivers
a planned approach to communications with staff and JKL, as well as
strategies to support wider staff engagement, monitoring and evaluation.
This document creates a framework to project a positive and professional
corporate image, and promote the JKL as a forward thinking, progressive
and staff focused organisation through the application of consistent
messages in a wide range of communication channels.
The plan aligns with JKL’s Communication Strategic Plan themes of

leadership and communication, and JKL’s 4 Year Delivery Program.
The plan identifies 24 recommendations, including a number of
contemporary strategies.

Key recommendations for the strategy are identified as:

• Development of a Corporate Brand Manual including refinement of JKL’s
corporate brand image and creation of a signage plan
• Creation of a rolling Content Plan (promotional plan) for all key work flows
across the organisation that impact communications both externally and
internally
• Creation of a new as a corporate publication with high visibility, ensuring
accessibility meeting Web Content Accessibility Guidelines 2.0 standards
and interactive features
• Development of a social media guide to provide a guideline for the
number of staff managing Facebook pages .
A revamped newsletter strategy which will result in redesigned printed
newsletters together with investigation of a digital record system for
communications including newsletters and an expanding use of SMS
• Internal communications strategies including the generation of the
General Manager’s Monthly Update to all staff as well as an organisation
wide commitment to work group meetings and reporting
• The creation of community engagement toolkit, a planning checklist to
ensure that the staff is well informed or consulted on major projects
• Introduction of the feedback postcard, as an evaluation tool.
OBJECTIVES AND PRINCIPLES

Four key objectives underpin the Communications Strategy and
Implementation Plan:
1. To better inform the staff of the services and activities carried out by JKL
in line with the goals outlined in company’s 4 year Delivery Program
2. To improve internal communications between staff departments and
across management levels
3. To enhance and encourage two way inclusive communication across all
members of the company
4. To drive staff participation and engagement with Company programs,
activities, and events.
STRUCTURED COMMUNICATIONS STRATEGY

It is recognised that effective communication and community engagement

provides the following benefits:
• Information is exchanged and decisions are understood
• Assists in building a positive reputation
• Exercises community leadership
• Builds networks and collaboration
• Provides ample opportunities for feedback
• Strengthens and bonds relationships with stakeholders
• Generates staff support and involvement makes for better decisions
• Helps to build resilience to adapt to changing circumstances
• Provides a platform of strength to manage crises
• Improves staff morale and job satisfaction
• Helps attract and retain employees.
COMMUNICATION PRINCIPLES
Aligns to corporate guiding . Inclusive . consultive . Liveable .

pricinples Growth . Accountable
Honest and accurate . Communication is transparent and

includes all the relevant
Purposeful . communicating on matters

important to the community .
Plain English . communication is written in plan

english
Accessible and inclusive . accessible formula
Timely .providing information and

respondind in a timely manner
Two way dialogue .feedback is encouraged on all

issues and is processed
Evaluation . by evaluating communcation efforts

continuos improvement achievable

COMMUNICATION METHOD
Mass communication
 Email
 Intranet postings
 Newsletters
 Video conferences
 Webcasts
Interactive communication
 Email addresses for Q&A
 Website pages for Q&A (e.g. discussion boards, Sharepoint)
Face-to-face communication
 Informal meetings – lunches/morning teas
 Team meetings
 1:1 meetings
 Forums/Town hall
 Information sessions
COMMUNICATION ACTION PLAN
Communication Audience Communicati Measure of Person

on effectivenes
Method
s
Frequency
email Internal Weekly Communicati

stakeholde update on is
compelling Abdraft
rs
and succinct cd
Email is approve
delivered on d
time
Internet Internal Weekly – email #Hits Abdraft

stakeholde updates and any cd
rs relevant approve
information d

Email addresses for Internal Avaible form #question Abdraft

Q&A stakeholde first formal and cd
rs meeting and comments approve
monitored time to d
daily respond
FAQS Internal Updated #hits Abdraft

stakeholde weekly based cd
# questions
rs on questions approve
rather than
d
using site
Informal Internal Weekly Level of Abdraft

meetingslunches/mor stakeholde opportunity for engagement cd
ning teas rs informal approve
communicatio d
ns
THE EMPLOYEE RELATIONS STRATEGY
1. Enforcing Workplace Policy: Employers outline a number of their

workplace policies within an employee handbook. Human resources
training and development staff use employee handbooks for new
employee orientation and for refresher training on workplace
policies. An important workplace policy that most employee
handbooks contain is the equal employment opportunity policy.
Employee relations specialists are usually well-versed in EEO
policies and frequently refer to them in the performance of everyday
job duties, including workplace investigations.
2. Encourage effective communication among the team members: It

has been observed that poor communication leads to confusions and
misunderstandings. The communication has to be precise and
relevant. One should not play with words and be very specific about
his expectations from his fellow workers as well as the organization.
If you are not very happy with your colleague’s proposal, don’t keep
things to yourself. Voice your opinion and do express your
displeasure. It will definitely prevent a conflict among employees

later and improve the relations among them. Be straightforward.

Don’t pretend things just to please your boss. If you find anything
unacceptable, discuss with your superior but in a polite way.
3. Involve your team members: They should feel important and

indispensable for the organization. An individual must be assigned
responsibilities according to their interests and responsibilities. Don’t
impose work on them. Let them willingly accept challenges. They
must enjoy whatever they do otherwise they would end up fighting
with their superiors and fellow workers.
Grievance Policy
POLICY & PROCEDURE
Purpose
 1. The purpose of this document is to set out the JKL policy on
resolving grievances. This policy is to be used in conjunction with the
Procedures for Investigating Grievances.
 2. JKL is committed to providing a safe, harmonious, supportive and

productive environment for its staff– free from unfair treatment,
discrimination, harassment, vilification, bullying and conflict.
 3. The emphasis is on resolving problems as close as possible to the

source, and directing complaints to the most appropriate resolution
mechanism for a specific grievance.
4. It is generally presumed that the investigation of a grievance will lead to

some outcome. Once a grievance is established it is not generally
acceptable for the outcome to be “do nothing.
SCOPE

 1. This policy applies to staff who have a grievance about unfair

treatment, discrimination, harassment, victimization, vilification and/or
bullying.
 2. This policy cannot be used for a concern or complaint where there

already exists a separate review, appeal or complaint procedure.
 3. Matters specifically excluded from being dealt with under this policy
are:
a. staff misconduct and unsatisfactory performance;
b. Privacy
c. protected disclosure;
d. formal access to information requests;
e. corrupt conduct and maladministration;
f. staff recruitment, appointment, conversion, reclassification, probation,

promotion and conditions of employment for staff;
h. application, implementation or interpretation of the JKL’s Enterprise

Agreement, Australian Workplace Agreement, and other conditions of
employment;
i. workplace health and safety, workers compensation; or
j. JKL use
BACKGROUND
When someone is treated unfairly because they belong to a particular group of

people or have a particular characteristic
For example treating someone unfairly or differently because of their sex,

pregnancy, race (including colour, ethnicity and descent), disability, sexual

preference, religion, transgender, carer’s responsibilities, marital status, social

origin, political belief, employee association activity, irrelevant criminal record
or age.
Indirect discrimination occurs when there is a requirement or rule that is the

same for everyone but in effect disadvantages people from a particular group
more than people from other groups - unless the requirement is reasonable in
the circumstances.
DEFINITIONS
Grievance: Concerns or complaints about unfair treatment, discrimination,
harassment, vilification and/or bullying which are not otherwise managed
under a separate review, appeal, resolution or complaint procedure.
LEGISLATION
Anti-Discrimination Act, 1977 (NSW)
Australian Human Rights Commission Act 1986
Disability Discrimination Act, 1992 (Commonwealth)
POLICY
GENERAL PRINCIPLES OF GRIEVANCE RESOLUTION
1. The prime objective of the JKL’s Grievance Policy is to achieve a resolution

of a grievance in the context of the following principles:
a. Grievances shall be handled within an appropriate time frame and will be

treated sensitively and impartially, having due regard to procedural fairness;
b. Resolution of the grievance shall be as close as possible to the source,

unless it is serious, unlawful or not practical;
c. It is expected that all parties involved will approach proceedings with a

desire to resolve the grievance cooperatively and in good faith;
d. Individuals shall not victimize or harass other parties involved in the matter;
e. Confidentiality shall be strictly observed by all participants and at all stages

of the grievance procedure; and
f. Complainants and respondents will be informed of the outcomes where

appropriate.
Principles of Procedural Fairness and Natural Justice
2. JKL recognizes that staff, students and affiliates who work have the legal
and ethical right to:
a. raise any concern or complaint related to unfair treatment, discrimination,

harassment, vilification, bullying and other such issues;
b. have that concern, problem, complaint or grievance dealt with confidentially,

fairly, effectively and within an appropriate timeframe
c. have the support of another person throughout the grievance process:
d. make a request as to the gender of the investigator where appropriate.
3. Investigators shall observe the rules of natural justice in any action taken in
relation to a complaint. This includes:
a. informing all parties of the procedure being followed and providing them
with copies of relevant policies and guidelines;
b. explaining to the complainant that the requirements of procedural fairness

mean that their identity may be disclosed to the respondent;
c. informing the respondent of any allegation made against them, and allowing
time for a response;
d. providing the respondent with the opportunity to state their case, providing
an explanation or putting forward a defence;
e. conducting a factual investigation of the allegation, interviewing all parties

and considering all relevant information; and

f. acting fairly, impartially and without bias by considering all relevant

information and any mitigating factors.
Conflict of Interest
4. Where it can be demonstrated that there is a conflict of interest or there
may be a potential perceived conflict of interest:
a. an investigator should refer the matter immediately to an alternative

investigator or the next level of management; and
b. a complainant or respondent may request an alternate investigator.
PROCEDURE/S
7.1 Preliminary Steps
7.1.1 Attempt to resolve the grievance directly
If the employee feels comfortable in doing so, they should attempt to address
the issue directly with the person(s) involved in the grievance. The employee
may find the other person was not aware of their grievance and the matter can
be resolved directly.
7.1.2 Report the grievance to management If the employee does not feel
comfortable talking to the person(s) involved, or they have tried to and it was
ineffective in resolving the grievance, or if there is no other person involved in
the grievance, the employee should report the grievance in the first instance to
their line-manager.
After reporting a grievance, the line- Manager will use reasonable endeavours
to conduct an initial meeting with the employee to:
 Obtain information about the employee’s personal grievance and what

they consider will resolve it;
 Explain how the personal grievance procedure works; and
 Decide if they are the appropriate person to handle the grievance. This
includes· considering whether they have the necessary authority and
can deal with the grievance in an impartial manner. If the line-manager
feels they cannot effectively handle the employee’s personal grievance

they will refer the matter to the HR Manager or another more

appropriate supervisor.
7.2 Step 1 - Informal Procedure
A range of informal actions can often resolve the grievances. Such actions will
depend on the individual circumstances of the grievance. Possible actions
include, but are not limited to:
 The line-manager discussing the issue with the person against whom
the complaint is made; and/or
 The line-manager facilitating a meeting between the parties in an
attempt to resolve the issue and move forward.
Many personal grievances are able to be resolved through the informal

procedure. However, in circumstances where the line-manager considers the
informal procedure is not appropriate, and the grievance is sufficiently serious,
the grievance may be escalated to the next stage – more formal procedures.
7.3 Step 2 - Formal Procedures
The step involves a formal investigation of the grievance and a decision about
appropriate actions and outcomes. In the first instance, this will be undertaken
by the HR Manager.
The investigation generally involves collecting information about the grievance

and then making a finding based on the available information. Once a finding
is made, the HR Manager will make recommendations about the grievance.
7.4 Step 3 – Appeal
If the employee is dissatisfied with the outcome of the formal investigation,

they may appeal the decision to the President.
7.5 Referral to an external mediator
Where all parties to the grievance agree that mediation may be appropriate in
resolving the grievance, the grievance may be referred to an external
mediator.

PART B:PRESENTATION TO THE SENIOR MANAGEMENT

TEAM
Research, plan and deliver a 10–15 minute presentation to senior
managers on your proposed communications planning.
1. Prepare a business presentation in response to the issues
described in the scenario.

COMMUNICATIONS STRATEGY
OVERVIEW
. JKL Industries is an Australia-owned
company,sellling forklits,small trucks and
spare parts to industry.They also have a
division that leses forklits and small trucks.
. The companys head office is in Sdney and
has branches in Brisbane,
Melbourne,Perth,Adelaide and Canberra.
Moving forward, the organisation intends to
build and maintain a positive organisational
culture, reduce risk and achieve organisational
goals through:
• Developing an effective policy framework
for managing internal communications and
consultation, in accordance with
organisational objectives, business ethics,
and compliance requirements
• communicating and building support for
organisational initiatives and objectives

• Provide managers and employees with at-

hand information to perform their work
responsibilities
• Communicate ideas for improvement (top-
down and bottom-up)
Facilitate feedback both to and from
employees and management on relevant work
performance and outcomes of consultation
COMMUNICATION AND
CONSULTATION ISSUES
• A lack of an overarching approach to
information management that helps to
promote common understanding of team
goals and organisational values and to
build strategic relationships.
• Slow responses to internal and external
customer needs.
• Slow and ineffective communication of
and implementation of ideas for improved
processes.

• Ineffective or no use of modern

communication technologies and social
platforms.
• Inadequate consultation, resulting in risks
to compliance (particularly WHS
consultation requirements) and too little
bottom-up information flow from
employees to management. This latter
result in poor organisational take-up of
improvement ideas identified by teams and
individuals at lower levels of the
organisation and by customer-facing
managers and employees.
• Inconsistent application by managers of
grievance procedures posing a risk to
employee relations.
• Poor sense of employee engagement,
empowerment and accountability for work
performance.
• Poor general awareness of (and therefore
poor support of) organisational goals,
ethics, values.
COMMUNICATION STRATEGY

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BSBLDR502 Lead and manage effective workplace relationships

Students Name Charmaine Cresencio

Assessor’s Name Shirin Vora

Part A: Communications planning portfolio

BSBLDR502 Learner Instructions 1

Communications Strategy Draft

BSBLDR502 Learner Instructions 1

Moving forward, the organisation intends to build and maintain a positive

COMMUNICATION AND CONSULTATION ISSUES

BSBLDR502 Learner Instructions 1

7. Poor general awareness of (and therefore poor support of) organisational

The plan aligns with JKL’s Communication Strategic Plan themes of

BSBLDR502 Learner Instructions 1

Key recommendations for the strategy are identified as:

OBJECTIVES AND PRINCIPLES

STRUCTURED COMMUNICATIONS STRATEGY

BSBLDR502 Learner Instructions 1

It is recognised that effective communication and community engagement

Aligns to corporate guiding . Inclusive . consultive . Liveable .

Honest and accurate . Communication is transparent and

Purposeful . communicating on matters

Plain English . communication is written in plan

Accessible and inclusive . accessible formula

Timely .providing information and

Two way dialogue .feedback is encouraged on all

Evaluation . by evaluating communcation efforts

BSBLDR502 Learner Instructions 1

COMMUNICATION ACTION PLAN

Communication Audience Communicati Measure of Person

email Internal Weekly Communicati

Internet Internal Weekly – email #Hits Abdraft

BSBLDR502 Learner Instructions 1

Email addresses for Internal Avaible form #question Abdraft

FAQS Internal Updated #hits Abdraft

Informal Internal Weekly Level of Abdraft

THE EMPLOYEE RELATIONS STRATEGY

1. Enforcing Workplace Policy: Employers outline a number of their

2. Encourage effective communication among the team members: It

BSBLDR502 Learner Instructions 1

later and improve the relations among them. Be straightforward.

3. Involve your team members: They should feel important and

 2. JKL is committed to providing a safe, harmonious, supportive and

 3. The emphasis is on resolving problems as close as possible to the

4. It is generally presumed that the investigation of a grievance will lead to

BSBLDR502 Learner Instructions 1

 1. This policy applies to staff who have a grievance about unfair

 2. This policy cannot be used for a concern or complaint where there

a. staff misconduct and unsatisfactory performance;

d. formal access to information requests;

e. corrupt conduct and maladministration;

f. staff recruitment, appointment, conversion, reclassification, probation,

h. application, implementation or interpretation of the JKL’s Enterprise

i. workplace health and safety, workers compensation; or

When someone is treated unfairly because they belong to a particular group of

For example treating someone unfairly or differently because of their sex,

BSBLDR502 Learner Instructions 1

preference, religion, transgender, carer’s responsibilities, marital status, social

Indirect discrimination occurs when there is a requirement or rule that is the

Anti-Discrimination Act, 1977 (NSW)

Australian Human Rights Commission Act 1986

Disability Discrimination Act, 1992 (Commonwealth)

1. The prime objective of the JKL’s Grievance Policy is to achieve a resolution