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1. Five key functions of a Human Resource Manager.

1. The HR Manager is responsible for employment policies and procedures,

overseeing payroll and rewards and recognition programs as well as managing
workplace safety initiatives. Along with administering employee-benefit programs,
the HR Manager role involves finding, screening, recruiting new job applicants and
developing training and development programs for all employees.

HR Manager job description and responsibilities

A standard HR Manager job description should cover in-detail the following duties
and responsibilities:

 Managing company staff, including coordinating and supporting the

recruitment process
 On boarding newcomers to the company
 Determining suitable salaries and remuneration
 Providing the necessary support systems for payroll requirements
 Developing adequate induction and training
 Supporting employee opportunities for professional development
 Managing succession planning of staff
 Assisting with the performance management and review process

2. Explain the importance of human strategic planning function and list three
practices related to the strategic planning.

2. Normally in the organisation HRM function is basic recruitment and selection,

training and development, Job Satisfaction, Motivation and rewards, however, all
those HRM functional must be aligned and correlated to the organisation goals.

According to (CIPD, 2010) strategic Human Resource Management is concerned in

explain how HRM influence organisation performance. It also affirm that strategic is
not the same as strategic plan, because strategic planning it is a regular process that
general larger companies use to defined how things going to be done. Strategic
HRM is based on HRM principal and incorporating the concept of strategic, in order
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to this, strategic HRM mean doing the task in organised and planned way that
integrates organisation objectives with policies and action sequences.

SHRM is responsible for the decision and action that determine the long-term
performance of a corporation. In the majority of organisations people are now the
biggest asset. The knowledge, skills and abilities have to be deployed and used to
the maximum effect if the organisation is to create value. It is therefore too simplistic
to say that strategic human resource management stems from the business strategy.
The two must be mutually informative. The way in which people are managed,
motivated and deployed, and the availability of skills and knowledge will all shape the
business strategy. It is now more common to find business strategies which are
inextricably linked with and incorporated into strategic HRM, defining the
management of all resources within the organisation.

3. Aim and scope of Fairwork 2009 act and its importance in strategic planning
functions.

 Fair Work Act

The Fair Work Act 2009 (the Act) is one of the primary pieces of legislation that
govern the employment relationship in most of Australia’s private workplaces. It is
the foundation of all minimum standards and regulations for employment that fall
within the national workplace system. The Act is something that employers in all
industries and with all business sizes that fall within that system should be familiar
with.

Aim and Scope

The terms and conditions for employment and rights and responsibilities for
employees and employers in relation to that employment which are outlined within
the Fair Work Act 2009 are intended to provide a balanced framework for productive
workplace relations which promotes national economic prosperity and social
inclusion for employees under the national workplace system.

It aims to do this by:

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 providing for terms and conditions for employment. 

 setting out rights and responsibilities of employees, employers and
organisations in relation to that employment
 providing for compliance with and enforcement of the Act
 providing for the administration of the Act by establishing the Fairwork
ombudsman Act.

4. Outline the ten workplace entitlements for a permanent employee of

an organisation outlined in the National Employment Standards (NES).

4. National Employment Standards (NES).

Among the Fair Work Act’s previously mentioned purposes, it includes a provision of
10 legislated National Employment Standards (NES). These minimum standards are
mandatory for employees covered by the national workplace relations system
regardless of industry, business size or unique circumstance. The purpose of these
standards is to protect minimum entitlements of employees working in Australia
under the national system regardless of their award, registered agreement or
employment contract  and as such they are unbiased and cover the following areas:

 maximum weekly hours of work

 right to request flexible working arrangements
 parental leave and related entitlements
 personal/carer’s and compassionate leave and family and domestic violence
leave
 community service leave
 annual leave
 long service leave
 public holidays
 notice of termination and redundancy pay
 Fair Work Information Statement

5. Explain which employees are covered by unfair dismissal laws and

which are not.
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5. An employee has been dismissed if the employee’s employment is terminated by

the employer, or if the employee resigns because they were forced to do so because
of the conduct of the employer (known as constructive dismissal).

A person has been unfairly dismissed when the Fair Work Commission is satisfied
that:

 the person has been dismissed

 the dismissal was harsh, unjust or unreasonable
 the dismissal was not a case of genuine redundancy
 where the employer is a small business, the dismissal was not consistent with
the Small Business Fair Dismissal Code

Who can make an unfair dismissal claim?

A person can make an unfair dismissal claim if they have:

 completed the minimum employment period

 are covered by a Modern Award (or award-based transitional instrument) or if
an enterprise agreement (or agreement-based transitional instrument) applies
to the person.

7. Explain each of the following options for sourcing a workforce.

1. Recruiting from outside the company

While the recruitment process is unique to each organization, there are 15 essential
steps of the hiring process. We’ve listed them here, but for a detailed exploration of
these steps, check out our page on Hiring Process Steps:

 Identify the hiring need

 Devise a recruitment plan
 Write a job description
 Advertise the position
 Recruit the position
 Review applications
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 Phone Interview/Initial Screening

 Interviews
 Applicant Assessment
 Background Check
 Decision
 Reference Check
 Job offer
 Hiring
 On boarding

2. Casual labours :- Casual employment is difficult to define, as the Act does not
contain a definition. Unlike part-time employment, casual employment is often not
defined in modern awards or agreements other than a casual is “an employee who is
employed and paid as such”; or “an employee who is paid and/or employed by the
hour” or “an employee whose engagement can be terminated at any time”.

8. Impact of technology on HRM and its function.

8. Impact of technology on HRM

The university professors, owners, and managers of the businesses often question
whether the HR department is usually capable of affecting the financial success of
an organisation. However, there is the necessity for noting that any firm that wishes
to remain competitive in the modern-day rapidly changing global marketplace needs
to ensure effective addressing of the issue of achieving productivity through their
staff. Of crucial importance, in this case, encompasses the role that the HR plays in
providing the effective improvement of the organisational performance. The
development of technology saw the shift in the role of HR department to more
administrative.

The advent of the internet technology has contributed significantly to the change in
the way that the HR professionals accomplish their tasks. Consequently, the HR has
become a crucial aspect relating to the web development commonly identified as an
electronic human resource (e-HR) (Looise, Ruël, & Bondarouk, 2011, pp. 121). ‘E-
HR’ has gained popularity amongst the diverse HR departments across the globe.
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Despite the assumption by several individuals that the ‘e’ refers to electronic, the
definition that is often intended often encompasses the extending, empowering and
enabling the function of the HR department.

Olivas-Lujan and Bondarouk, (2013) in their study defines e-HR as the overall HR
strategy that often focuses on lifting HR through ensuring its shift from the physical
HR department and considerably isolated HR practices, and ensure its redistribution
to the firm and its partners. E-HR thus often contribute significantly to tying and
integration of HR activities to other corporate processes that include customer
service, finance, and supply chain. The assurance of E-HR encompasses the fact
that the HR serves as the strategy’s owner and serves as the broker of services
rather than the provider.

The different organisations often exhibit firm reliance on communication.

Communication often plays a significant role in integrating the various elements of
the organisation, coordination of activities, promotes teamwork and contributes to the
production of results. One of the notable functions of the HR in the different
organisations often encompasses communicating new initiatives to the staff. The
communication efforts of the HR often occur in diverse ways. The upward
communication methods commonly adopted mainly include open-door meetings,
electronic mail, complaint procedure, and suggestion programs. On the other hand,
the downward communication approaches often occur from administration to staff,
which include the bulletin boards, orientation sessions, employee manuals and
newsletters.

Despite the fact that HR as a field often emphasises on the face-to-face interactions,
the accessibility of the internet-based technologies has contributed significantly to
the shift in the emphasis towards the considerably more efficient and productive
management associated with the switch from human to online services (Kintana,
Alonso & Olaverri, 2006, pp. 72). The contemporary era of information technology is
characterised by the presence of numerous opportunities aimed at facilitating the
capability to transfer information to the staff. The considerably essential and urgent
messages can be sent to the targeted individuals through the electronic mail system.
These individuals can, in turn, transfer the necessary information to their
subordinates in instances whereby not every staff is capable of accessing the
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system. Some of the common communication media adopted at the workplaces

often include the internet, information systems, intranets, and the human resources
information systems.

Internet

The internet if often viewed as an information technology that often focuses more on
software, messaging capabilities, and data transmission systems. The internet as
well encompasses the innovative aspect of the business which mainly focuses on
harmonising the practices within the community of firms linked electronically. The
use of internet has resulted in the emergence of numerous business opportunities
within the different firms. The opportunities mainly encompass the capability to
overcome cost and geographical barriers to new markets besides improvement of
the service delivery to the clients, restructuring of the relationships besides
promoting the ability to share the considerably scarce information and enable
applications.

9.Human Resources Strategic planning process.

9. There are four major steps of Strategic HR planning (Luenendonk, 2017):

 Assessment of Current HR capacity

This is the first step in the HR planning. In step, HR managers analyse the current
employees and analyse the strengths and weaknesses. Manager HR also finds out if
they need more employees to support their organisational goals or do they need to
down size the man power in the organisation.

 Forecasting HR requirements

The next step is to assess the future requirement of man force in the company. If
they need more, they have to hire, on the other hand if their productivity goes higher
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by going man-power to machines, then, they have fire or at least keep the same
number of employees in the organisation depending on the overall organisational
goal.

 Gap Analysis

Keeping the right number of employees is very important in the organisation.

Therefore, they have to keep the balance between the demand and supply of labour
force in the organisation.

 Developing HR strategies to support overall organisational strategy

The final step is to develop the HR strategy to support the overall organisational
goal. In this steps HR integrates its plan with organisations.

10. Three areas that can be included in the strategic planning process.

10. Evaluating Supply

Evaluating the supply of employees includes a two-prong process: evaluating

internal staff, which will occur as you are forecasting your staffing needs, as well as
external staff. Externally, you need to evaluate the demographics of the workforce
that is available. This can include factors such as education, mobility, the
unemployment rate and state and federal government laws and regulations that can
affect your industry, your business, existing and potential employees. Evaluating all
of these factors helps you determine if you have access to the number and types of
employees you need to fill your staffing forecasts.
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If your small business does not have the resources to conduct an external
evaluation, contact a local community college, university, workforce development
program or economic planning group. Many of these entities use state or federal
dollars to compile statistics on the local workforce in an effort to recruit new
businesses and expand local enterprises.

Balance Supply and Demand

The final element of the human resources planning model is to determine how you
are going to balance the demand you have for employees with the supply of
employees available. If you have a shortage of employees, this will determine what
type of recruiting efforts your business will participate in to attract the employees it
needs to fill needs within the company. It also requires you to balance your full-time
and part-time needs. If you have a surplus of employees, this requires you to
consider employee layoffs, retirements and situations where employees may need to
be demoted or moved into a lateral position rather than receiving a promotion.

References

Dutta, P (2017). The Purpose and Process of Human Resource Planning. Retrieved from:

https://bizfluent.com/about-6167285-purpose-process-human-resource-planning.html

Luesnendonk, M (2017). Human Resource Planning. Retrieved from:

https://www.cleverism.com/lexicon/human-resource-planning/

Post, J (2018). What is a PEST Analysis? Business news daily. Retrieved from:

https://www.businessnewsdaily.com/5512-pest-analysis-definition-examples-
templates.html

Kenton, W (2020). Cost-Benefit Analysis. Retrieved from:

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https://www.investopedia.com/terms/c/cost-benefitanalysis.asp

Foxall, D (2017). How to Conduct a HRMS cost benefit analysis in four steps. Retrieved from:

https://www.hrmsworld.com/hrms-cost-benefit-analysis.html

Flouris, T & Yilmaz, AK (2010). The Risk Management Framework to Strategic Human
Resource Management. Internal Research Journal of Finance and Economics. Retrieved
from:

https://www.strimgroup.com/wp-
content/uploads/pdf/RiskMgmtFramework_to_StrategicHRM.pdf

Gupta, M (2015). The Five Major Strategic Challenges for Hr. Strategic Thinking. Retrieved
from:

http://www.strategicthinking.eu/the-five-major-strategic-challenges-for-hr/

Queensland Government. Monitor and review the strategy. Retrieved from:

https://www.forgov.qld.gov.au/monitor-and-review-strategy

Fairwork Act 2009, Australia.