Professional Documents
Culture Documents
King Edward VII College has been operating for five years. The college is based in the
Melbourne CBD, with about 500 students enrolled. It offers a range of courses in
management, marketing, human resources and international business. Courses are offered
at all levels from Certificate II to Graduate Diploma. The college is very popular due to its
competitive pricing structure, innovative teaching methods and state of the art facilities.
Due to its success, the college plans to establish two additional campuses, one in Brisbane
and one in Sydney. The Brisbane campus will commence operating in January 2020 and
Sydney in mid-2020. Campus locations are already in place, with the process being
overseen mainly by the CEO and the Finance Manager. No staff have been employed as
yet, but it is anticipated that each campus will require a receptionist, a student services
officer and 4 trainers. Existing staff at the Melbourne campus will complete all other staff
functions until such time as student numbers increase substantially. It is anticipated that
maximum student numbers will be up to 50 students at each of the new campuses.
The College currently employs 24 staff members including the CEO, a Marketing Manager
and Marketing Assistant, Human Resources Manager, Finance Manager, Administration
Manager, Office Assistant, Receptionist, Academic Manager, Student Services Officer, and
approximately 14 trainers.
Further details regarding the above staff, as well as the staff turnover statistics, are provided
in the Workforce Information document.
King Edward VII College understands the overall importance of strategic planning for human
resources and, given the company’s expansion plans, a Human Resources Strategic Plan is
now required.
Executive Summary
Established in 2010, King Edward VII College is a Registered Training Organisation (RTO)
that provides training to students in business and management.
Our principal purpose is to provide high quality training services to satisfy students’ needs.
Our training is nationally recognised and accredited to meet vocational and educational
standards. Courses are designed by highly qualified staff with extensive industry and training
experience to achieve teaching and learning excellence, flexibility and personal satisfaction.
We draw on our established relationships with industry and other stakeholders to ensure that
our courses are appropriate to the demands of our clients and consistently meet their
expectations.
Quality is maintained in compliance with the national VET Quality Framework and through
our continuous improvement system.
A key objective is to develop the required knowledge and skills for clients to be job ready
and competently undertake their chosen role in a wide range of business areas.
Mission
King Edward VII College provides high quality industry training that engenders participation
and achievement.
Strategic Objectives
King Edward VII College has two broad segments to its target market, consisting of people
wishing to gain entry to the industry, as well as people already working in business and
management who want to formalise or develop their skills.
Building effective leadership and management skills of managers has been identified as
particularly important. We also intend to capitalise on market needs for delivery of blended
(classroom and online), as well as on-line courses.
There are many training providers in our sector and King Edward VII seeks to offer a point of
difference through our competitive pricing structure, innovative teaching methods and state
of the art facilities.
Marketing Strategies
Students make their RTO selection decisions based on the reputation of the organisation,
quality of courses, pricing, employment options and personal recommendations, amongst
other factors.
Our strong vocational emphasis and continual industry consultation will ensure our courses
are appropriate to develop the skills and knowledge currently demanded by employers and
students.
Our market decisions are based on extensive and continuous market research, targeting
market segments and clients within industry. We collect our data from a variety of sources,
including current and potential clients, VET and business sectors, competitors, media and
government along with many others.
Situation Analysis
Strengths Weaknesses
● Price, value and quality ● Focus on business and management courses
● Clear understanding of student only
requirements ● Substantial investment in Sydney and
● Delivery mode suitable for client Brisbane meaning large financial outlay
requirements ● Ageing workforce for senior management
● High quality learning and positions
assessment materials ● High staff turnover of trainers
● Committed to quality ethical practice ● Difficulty in finding skilled trainers and
● Ability to adapt to changing market assessors
conditions ● Lack of leadership and management skills of
● Effective and practical policies and existing workforce
procedures ● Lack of diversity in workforce
● Competitive pricing ● Human resources policies still in their infancy,
● Friendly organisational culture for example, recruitment process not making
● Level of available finance for full use of technology advances e.g. social
investment media, no formal performance management
system in place, no employer
branding/employer of choice initiatives.
Opportunities Threats
● Potential for offshore delivery ● Changes in Industry legislation affecting
● Target market experiencing growth students
● To target other States and Territories ● Possible adverse effects of government policy
● Current portfolio of courses popular changes
in target markets ● High level of competition from other training
● Potential to apply for Government providers in relation to target market plus
funding competition for staff
● Instances of other RTO’s bad practice creating
Operational Priorities
The following table identifies the operational priorities we plan to achieve in pursuit of our
strategic objectives.
Jan 20 Provide information sessions showcasing the Identify at least 50 potential sign ups
College (Melbourne and Sydney)
Fit out Sydney campus ready for student Sydney campus ready for operation
admissions in February.
Interview staff for commencement in Feb.
March 20 Develop an online learning platform for all All courses offered on-line by end 2020.
courses Increase student numbers by 12%
April 20 Identify suitable location for Brisbane campus Location identified and lease taken out
May 20 Fit out Brisbane campus ready for student Brisbane campus ready for operation
admission in June.
Interview staff for commencement in June.
July 20 Conduct annual internal audit Audit conducted and continuous
improvement identified
Nov 20 Staff performance reviews All staff performance reviews conducted
Feb 21 Undertake scoping study for possible Scoping study completed by June 2021
offshore campus and decision made as to whether to
proceed
July 21 Conduct annual internal audit Audit conducted and continuous
improvement identified
Nov 21 Staff performance reviews All staff performance reviews conducted
The following section identifies the associated risks in pursuit of our strategic objectives and
how we will deal with them.
Strategic Objectives
Risk Shortage of, and difficulty in recruiting, appropriate qualified, skilled trainers and
assessors and other key staff
Development of workforce plan
Offer attractive salary packages, including full-time contracts to trainers and assessors
Development of further HR policies and procedures
Provide opportunities for career progression
Develop stimulating and enjoyable working environments
Commitment to training and development
Commitment to professional development
Succession planning to deal with ageing workforce
Related to Strategic Objectives: 1 & 4
Responsibility: CEO
Workforce Development
Over the duration of this plan it is projected that student enrolments will increase at least
10% per annum. It is anticipated that the increase in enrolments will be accommodated by
employing extra human resources. Appropriately qualified and experienced training and
assessment as well as support and administration staff will be appointed.
Enrolments will be monitored on an ongoing basis and a formal review of this plan will be
undertaken every six months. During the review the management will decide if the levels of
human resources are appropriate for the level of enrolments.
Trainers and assessors as well as administrative and support staff will be employed part
time on casual contracts initially. However, as it has been difficult to find appropriately skilled
trainers and assessors, it is hoped to offer at least two full-time contracts in the near future.
Lack of skilled trainers and assessors is a key issue. Key skills required are high level
knowledge and skills in adult learning and the design and development of assessment tools.
The following criteria will be employed as a guide for deciding the level of human resources
compared to enrolments. These projections are a guide only and may be adjusted through
time.
Introduction
Priorities
List priorities.
Workforce development
Objective: Develop and implement more effective performance management for staff
Workforce Skilling
Objectives:
Objectives:
Introduction
List and discuss a range of possible strategies. A minimum of five should be discussed in
approximately a paragraph each
(when) (measurement)
Purpose
This policy applies to all workers at King Edward VII College. To outline the necessary steps
taken to ensure the continued safety of the work environment for all students, staff and
others participating in any activities within the premises or under the employment of King
Edward VII College.
All employees as well as King Edward VII College are responsible for ensuring a healthy and
safe workplace.
Definitions
A hazard is any potentially dangerous situation within the work environment.
Incident means an event or circumstance that leads – or could have lead - to unintended or
unnecessary harm during a person’s participation in work with King Edward VII College.
An injury is any incident that causes harm to a person during their participation in work
activities with King Edward VII College.
Overview
King Edward VII College recognises the importance of providing a safe and healthy
environment for staff, contractors and visitors during their participation in work.
King Edward VII College aspires for excellence in workplace health and safety and is
committed to providing an environment which is free from risks and conducive to the
productivity and efficiency needs of its staff and others.
3. Staff responsibility
3.1 All staff including managers have a responsibility to work safely; take all reasonable
care for their own health and safety; and always consider the health and safety of
others who may be affected by their actions.
3.2 When staff are undertaking work from home or at an off-site location, the staff
member is responsible for ensuring the environment they enter into is free from risk
and occupational health and safety hazards.
5. Records
5.1 Appropriate records of the organisation’s risk management strategy, workplace
hazards and workplace injuries will be accurately maintained at all times.
● The Operations Manager will complete the Hazard Register for all
identified hazards.
3. Workplace incidents
Steps Responsibility
3.1 Workplace incidents All staff
● If an incident occurs in the workplace any persons attending to the
incident or witness to the incident are to fill in a Workplace Incident
Form. Operations