BSBADM311

Maintain business resources

Learner Guide
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Table of Contents

Unit of Competency...............................................................................................................................3
Application..........................................................................................................................................3
Performance Criteria...........................................................................................................................4
Foundation Skills.................................................................................................................................5
Assessment Requirements..................................................................................................................6
1. Advise on resource requirements......................................................................................................7
1.1 – Calculate estimates of future and present business resource needs in accordance with
organisational requirements...................................................................................................................8
Business resources..............................................................................................................................8
Human resources................................................................................................................................8
Human Resource planning..................................................................................................................9
Organisational Requirements............................................................................................................10
Activity 1A.........................................................................................................................................15
1.2 – Ensure advice is clear, concise and relevant to achieve organisational requirements.................16
Giving advice.....................................................................................................................................16
Activity 1B.........................................................................................................................................18
1.3 – Provide information on the most economical and effective choice of equipment, materials and
suppliers................................................................................................................................................19
Choosing equipment, materials and suppliers..................................................................................19
Activity 1C.........................................................................................................................................21
1.4 – Identify resource shortages and possible impact on operations..................................................22
Identifying resource shortages..........................................................................................................22
Activity 1D.........................................................................................................................................24
2. Monitor resource usage and maintenance.......................................................................................25
2.1 – Ensure resource handling is in accordance with established organisational requirements
including occupational health and safety requirements.......................................................................26
Resource handling and OHS requirements.......................................................................................26
Activity 2A.........................................................................................................................................29
2.2 – Use business technology to monitor and identify the effective use of resources........................30
Identifying the effective use of resources.........................................................................................30
Monitoring the effective use of resources........................................................................................30
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Using technology...............................................................................................................................32
Activity 2B.........................................................................................................................................34
2.3 – Use consultation with individuals and teams to facilitate effective decision-making on the
appropriate allocation of resources......................................................................................................35
Resource allocation...........................................................................................................................35
Effective resource allocation.............................................................................................................35
Consulting with individuals and teams..............................................................................................36
Activity 2C.........................................................................................................................................37
2.4 – Identify and adhere to relevant policies regarding resource use in the performance of
operational tasks...................................................................................................................................38
Performing operational tasks............................................................................................................38
Activity 2D.........................................................................................................................................42
2.5 – Routinely monitor and compare resource usage with estimated requirements in budget plans.43
Monitoring resource usage...............................................................................................................43
Resource use and budget plans.........................................................................................................44
Activity 2E.........................................................................................................................................45
3. Acquire resources............................................................................................................................46
3.1 – Ensure acquisition and storage of resources is in accordance with organisational requirements,
is cost effective, and consistent with organisational timelines.............................................................47
Acquisition and storage of resources................................................................................................47
Activity 3A.........................................................................................................................................50
3.2 – Acquire resources within available timelines to meet identified requirements...........................51
Acquiring resources within timeline..................................................................................................51
Activity 3B.........................................................................................................................................53
3.3 – Review resource acquisition processes to identify improvements in future resource acquisitions
..............................................................................................................................................................54
Improving resource acquisition.........................................................................................................54
Activity 3C.........................................................................................................................................56
Summative Assessments.......................................................................................................................57
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Unit of Competency
Application

This unit describes the skills and knowledge required to determine, administer and maintain resources
and equipment to complete a variety of tasks.

It applies to individuals who are skilled operators and apply a broad range of competencies in various
work contexts. They may exercise discretion and judgement using appropriate theoretical knowledge of
business resources and their basic maintenance to provide technical advice and support to a team.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Mapping Information

BSBADM311A Maintain business resources - Equivalent unit

Unit Sector

Administration – General Administration

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Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.

1. Advise on resource 1.1 Calculate estimates of future and present business resource
requirements needs in accordance with organisational requirements
1.2 Ensure advice is clear, concise and relevant to achieve
organisational requirements
1.3 Provide information on the most economical and effective
choice of equipment, materials and suppliers
1.4 Identify resource shortages and possible impact on
operations

2. Monitor resource 2.1 Ensure resource handling is in accordance with established

usage and organisational requirements including occupational health
maintenance and safety requirements
2.2 Use business technology to monitor and identify the
effective use of resources
2.3 Use consultation with individuals and teams to facilitate
effective decision-making on the appropriate allocation of
resources
2.4 Identify and adhere to relevant policies regarding resource
use in the performance of operational tasks
2.5 Routinely monitor and compare resource usage with
estimated requirements in budget plans

3. Acquire resources 3.1 Ensure acquisition and storage of resources is in accordance

with organisational requirements, is cost effective, and
consistent with organisational timelines
3.2 Acquire resources within available timelines to meet
identified requirements
3.3 Review resource acquisition processes to identify
improvements in future resource acquisitions
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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.

Reading:

 Identifies and interprets information from a range of sources, including organisational

policies and procedures.

Writing:

 Uses clear and succinct language and appropriate layout to provide information, advice and
support materials.

Oral communication:

 Presents information or advice choosing language appropriate to the context and needs of
the audience

 Uses active listening and questioning to confirm understanding.

Numeracy:

 Selects and uses appropriate tools to aid with estimation and other resource assessment
requirements

 Uses a combination of mainly informal and some formal written mathematical equations to
represent the outcomes of the resource allocation process.

Navigate the world of work:

 Takes some personal responsibility for adherence to organisational procedures and

protocols.

Interact with others:

 Uses collaborative techniques to engage personnel in consultations and negotiations.

Get the work done:

 Plans a range of routine tasks and required resources, accepting goals and aiming to achieve
them within allocated timeframes

 Recognises and takes responsibility for addressing predictable problems in familiar work
contexts

 Follows routine procedures for using digital technology to enter, store and retrieve
information directly relevant to role

 Understands the purpose and some specific functions of some common digital tools used in
work contexts

 Evaluates effectiveness of decisions in terms of how well they met stated goals.
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Assessment Requirements
Performance Evidence

Evidence of the ability to:

 Collect and record data on resource use

 Observe resource use over defined and operational timeframes

 Perform routine resource maintenance.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

 List the key provisions of relevant legislation

 Identify the organisational resource acquisition policies, plans and procedures

 Identify the organisational procedures for record keeping/filing systems, security and safe
recording practices.

Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered demonstrates

consistent performance of typical activities experienced in the general administration field of work and
include access to office equipment and resources.

Assessors must satisfy NVR/AQTF assessor requirements.

Links

Companion Volume implementation guides are found in VETNet -

https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10
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1. Advise on resource requirements

1.1. Calculate estimates of future and present business resource needs in accordance with
organisational requirements

1.2. Ensure advice is clear, concise and relevant to achieve organisational requirements

1.3. Provide information on the most economical and effective choice of equipment, materials and
suppliers

1.4. Identify resource shortages and possible impact on operations

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1.1 – Calculate estimates of future and present business resource needs in

accordance with organisational requirements

By the end of this chapter, the learner should be able to:

 Identify business resources

 Estimate future human resource needs

 Identify organisational requirements.

Business resources
Within business, a resource is an entity, physical or virtual, that has limited availability. These resources
are used by the organisation in order to function properly. The goal of an organisation should be to
maximise the output at the lowest possible cost by using the business resources effectively. If the
resources are not used correctly, it may lead to the failure of an organisation.

Business resources may include:

 Equipment

 Facilities

 Human resources

 Raw materials

 Software

 Stock and supplies.

Human resources
One of the business resources that gets a lot of attention when calculating the estimates of business
resources is Human Resources. Human Resources are concerned with labour and management:

Labour
Labour is a classic factor of production. Despite the advance in technology, human labour is still needed
to help process the resources into products. This is known as production labour and includes the factory
worker. Human labour also helps to use the resources to provide a service (service labour) and includes
doctors and plumbers.

Management
Management is a resource that is used to ensure that an organisation’s
productions are efficient and effective. Management also ensures that the
goals of an organisation are accomplished by monitoring and directing the
employees that are involved in the productions.
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Human Resource planning

Human Resource planning is a process in which the business and environmental forces are anticipated
by an organisation. The current and future needs of the organisation are identified through this process,
and this can help to achieve the goals of an organisation. It is a continuous process that needs to
identify the Human Resource objectives, analyse the manpower resources and create an appraisal of
Human Resource planning. The steps of this process include:

 Assessing Human Resources

 Demand forecasting

 Supply forecasting

 Matching demand and supply

 Plan of action.

Assessing Human Resources

This begins with an environmental analysis that assesses the current level of Human Resource by
analysing internal and external factors. From this, it is easier to identify strengths, weaknesses,
opportunities and threats. By doing this, a record is developed including the existing workers that are
available, their skills and a comprehensive job analysis.

Demand forecasting
In terms of quantity and quality, the future needs for Human Resource can be determined through the
process of demand forecasting. In order to achieve the level of output that is desired, demand
forecasting can meet the future personnel requirements of the organisation. Along with the current
Human Resource situation, an analysis of the organisation’s plan can lead to the estimation of the future
Human Resource need.

Supply forecasting
Using the analysis of current Human Resource and the future availability within the organisation, an
estimation of the supply of manpower can be calculated. Factors that are considered include
promotions, job enlargement and the recruitment of fresh candidates.

Matching demand and supply

This matching process ensures that supply and demands reach a
balanced position. This means that any issues regarding staffing can be
solved. Overstaffing can be just as bad as a shortage of staff, so this
process is important in gaining knowledge about the requirements within
an organisation.

Plan of action
Within the last phase of Human Resource planning, surplus and
shortages of Human Resources are the focus. Through the designation of
different activities, a Human Resource plan is developed. In order to
execute this plan, major activities are required including recruitment,
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selection, training and development. By evaluating the performance of Human Resources, it can be
checked whether the plan matches the objectives and policies. This plan should be updated if any
changes occur.

Organisational Requirements
The estimates of the present and future resource needs should be calculated in accordance with your
organisation’s requirements.

These organisational requirements may include:

 Access and equity principles and practice

 Business and performance plans

 Defined resource parameters

 Ethical standards

 Goals, objectives, plans, systems and processes

 Legal and organisational policies, guidelines and requirements

 Management and accountability channels

 Manufacturer's and operational specifications

 OHS policies, procedures and programs

 Quality and continuous improvement processes and standards

 Quality assurance and/or procedures manuals

 Security and confidentiality requirements.

Access and equity principles and practice

Although each organisation will have their own access and equity principles in place, these principles
are concerned with opening up opportunities and increasing support for everyone within the
organisation. Because not everyone will need the same level of support, these policies aim for a fair
treatment, which is not necessarily the same for everyone. Within these policies, many organisations
will aim to keep the workplace free from discrimination, victimisation and harassment.

Business and performance plans

A statement containing business goals and the plan in order to reach those goals is known as a business
plan, and it may include the organisation’s background information. For individuals and teams within an
organisation, a structured approach to ensure the desired level of performance is used. This is known as
performance planning. When estimating current and
future resources, your organisation’s business and
performance planning needs to be taken into
consideration.
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Defined resource parameters

Within business, the roles and resources used to process the work within a business plan are known as
resource parameters. Roles represent skills sets; the required expertise needed to complete a set of
activities. Resources may be assigned to multiple roles because they have multiple skill sets. The actual
instances of the performers of work within the whole process are represented by resources. They may
be assigned to specific activities, a role, a specific set of work according to certain characteristics or a
combination of the three. When calculating the estimates of current or future resources, the defined
resource parameters of your organisation need to be carefully considered.

Ethical standards
Unethical business practices give little consideration
for the cultural and social impacts and can
include:
 Using cheap foreign workers

 Bribing local Government councillors

 Covering up pollution incidents

 Insider trading.

Although many businesses refer to ethical business practice, this is a term that is not clearly defined,
and Australian consumers struggle to understand this concept. An Australian ethical business code of
practice has been developed in order to support the local Australian workforce, with minimal social,
cultural and environmental impacts. This can be found at www.natalt.org.

This code of practice suggests that a business should:

 Commit to the Australian nation, its interests and its people

 Represent its products, services, terms and conditions clearly, honestly, and accurately

 Communicate with the wider community respectfully and courteously

 Take responsibility for environmental, social and cultural impacts of choices made by
employees

 Have growth targets that are environmentally, socially and culturally responsible

 Invest in community programs that support Australian interests

 Take a pro-active stance towards up-skilling (invest in apprenticeships for economically

disadvantaged Australians

 Ensure that the majority of shareholders are Australian citizens

 Provide a cultural working environment that encourages a healthy work-life balance

 Maintain appropriate security policies and practices to safeguard employee and

customer personal information.
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Goals, objectives, plans, systems and processes

The goals, objectives, plans, systems and processes of an organisation will depend on the type of
business and what is needed from it. These will need to be taken into consideration when estimating
current and future resources.

Goals establish where an organisation intends to go and how to get there.

Objectives include the specific steps the organisation will need to take in order to reach each goal.

Plans set the direction for something, a system, and continue to guide the system to follow that
direction.

Systems can generate economic benefit and refer to the supply of goods and services.

Processes are events within an organisation that have the purpose of reaching a goal

and are often completed in several steps.

Legal and organisational policies, guidelines and requirements

Legal policies that are currently in place include:
 Australian Competition and Consumer Commission (ACCC)

 Australian Taxation Office (Tax Office)

 Australian Reinsurance Pool Corporation (ARPC)

 Australian Securities and Investments Commission

(ASIC)

 Inspector-General of Taxation (IGT)

 Australian Prudential Regulation Authority (APRA)

 Corporations and Markets Advisory Committee

(CAMAC)

 Productivity Commission.

The ACCC follows the main federal law, the Competition and Consumer Act 2010 (CCA), and ensures fair
trading for organisations and their customers. Good business practices for a fair an efficient marketplace
are promoted. The information that has been discussed can be found at www.accc.gov.au.

Management and accountability channels

Accountability is concerned with whom, within an organisation, is responsible for the activities and the
money of the organisation.
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Manufacturer's and operational specifications

The manufacturer’s specification is the information of what is needed to produce a certain product.
These should be referred to when estimating future resource needs.

OHS policies, procedures and programs

An organisation should have a health and safety program that reflects the needs of the workplace. This
should be reviewed and updated on a regular basis. In order to be effective, the policy should be
consistent and relevant. In relation to calculating the current and future resource needs of your
organisation, the OHS policies should be taken into account.

Quality and continuous improvement processes and standards

A continuous improvement process is an ongoing attempt to improve an organisation’s products or
services. Feedback from the process and customers are evaluated against the organisational goals. This
is considered to be part of the organisation’s system. From this, quality of the products or services can
be continually monitored. This needs to be taken into consideration when estimating resources.

Quality assurance and/or procedures manuals

The variety of policies and procedures that assist an organisation to manage its money are brought
together in one document called a financial procedures manual. It helps to control the finances of an
organisation, ensuring accuracy, timeliness and completeness of financial data. The procedures manual
will be dependent on the needs and structure of your organisation; there is no one model.

Within a procedures manual, the typical content headings include:

 Controls on expenditure

 Exercising budgetary control

 Trustees’ financial responsibilities

 Controls on financial assets

 Controls on physical assets

 Controls on human resources.

These will need to be considered when estimating future resource

needs.

Security and confidentiality requirements

When calculating current and future business needs, especially in relation to staffing, personal records
and documents may be handled.
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Sensitive personal information can include:

 Bank account details

 Photos

 Credit history

 Criminal records

 Sexual preferences

 Race

 Political opinions.

If so, the handling of such documents must be done so securely and confidentially.

The way this is done will differ between organisations, but things that should be
considered include:
 How to correctly collect and use such data

 How to keep this information securely

 Ensure the employees know about the use of their personal information

 Keeping the information correct and up-to-date

 Giving access to personal

information.
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Activity 1A
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1.2 – Ensure advice is clear, concise and relevant to achieve organisational

requirements

By the end of this chapter, the learner should be able to:

 Identify ways to give advice

 Deliver a presentation

 Outline resource requirements in an email.

Giving advice
When considering resources within your organisation, relevant information needs to be sourced from a
variety of places first.

For example:
 Catalogues

 Advertising materials

 Suppliers.

From this, a summary of the relevant information will need to be presented to the appropriate people.

This could be done through:

 An email

 A written report

 A verbal presentation.

Constructing an email
When constructing an email to outline the resource requirements within your
organisation, you need to consider the following:
 Think before you write

 Create a draft message

 Make sure it sounds professional

 Ensure it is only sent to those that it concerns

 Keep the email focused on the subject at hand

 Use correct spelling

 Use appropriate grammar

 Proofread emails before sending.

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Writing a report
When writing a report to explain the resource requirements within your organisation,
you need to consider the following:
 Who you are writing to

 What you are trying to say

 How to be clear and brief

 How to structure it correctly

 Use correct grammar, spelling and punctuation

 Get someone to proofread it.

Giving a presentation
A presentation should be done with extra care as they can often lead to miscommunication.

When giving a presentation to your employees regarding the organisation’s resource

requirements think about the following:
 How to present information

 How to include visual aids

 Limit the number of slides

 Make it easy to read and follow

 Speak clearly and not too fast

 Face the audience

 Rehearse.

Whichever way you choose to give your advice, it needs to be clear, concise and relevant.
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Activity 1B
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1.3 – Provide information on the most economical and effective choice of

equipment, materials and suppliers

By the end of this chapter, the learner should be able to:

 Choose items for your organisation

 Identify items for consideration regarding suppliers

 Consider the advantages of different suppliers.

Choosing equipment, materials and suppliers

When choosing the equipment, materials and suppliers for your organisation, many factors will need to
be considered. The factors that are most important will be dependent on the organisation itself.

Equipment
Things to consider when choosing equipment:
 What will it be used for?

 Where will it be kept?

 Who will use it?

 What training will be needed?

 What risks may occur?

The equipment you decide on must:

 Be safe to use

 Conform to relevant standards

 Provide clear instructions.

Materials
When deciding on materials for your organisation’s needs, you need to ensure that they will meet the
performance requirements.

For example, does it need to be:

 Cheap?

 Light?

 Strong?

 Thermal?

Another thing to take into consideration is the cost of your chosen materials. This should
be within your budget. Take care to spot any hidden costs that there may be.
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Suppliers
Things to consider when finding suppliers:
 Price

 Value for money

 Quality

 Reliability

 Speed and flexibility

 Good communication and service

 Security.

Value for money

It is important to remember that the lowest price is not always the best value for money. You should
aim for a balance between cost, reliability, quality and service. The price you are willing to pay needs to
be figured out.

Quality
Your supplies should be consistently high in quality. Customers will blame poor quality on your
organisation, not your suppliers.

Reliability
If your customers are relying on your organisation, you need to be able to rely on your suppliers. If they
let you down, then you have to let your customers down.

Speed and flexibility

If your supplier is flexible, then you can respond to your customers’ changing demands quickly. Also, any
sudden emergencies can be dealt with efficiently. In order to avoid tying up too much working capital in
your stock, frequent small orders may be necessary. Your supplier needs to cater for this.

Good communication and service

A good supplier should be in touch regularly, deliver supplies on time
and be honest with you. If they can’t deliver something, they should
inform you immediately. A supply should want to know you as an
organisation and be willing to improve and serve you better in the
future.

Security
You should ensure your suppliers have a sufficient cash flow. This will
ensure they can deliver what you want when you need it. You need to
be sure they will not go out of business.
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Activity 1C
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1.4 – Identify resource shortages and possible impact on operations

By the end of this chapter, the learner should be able to:

 Identify reasons for staff shortages

 Identify potential impacts of staff shortages

 Identify ways to resolve staff shortages.

Identifying resource shortages

To recap, resources may include:
 Equipment

 Facilities

 Human resources

 Raw materials

 Software

 Stock and supplies.

Shortage of staff/skills
This could happen when:
 The current level of staff cannot handle a short-term increase in the demands

 There is a loss of experienced staff

 Staff change jobs as the competitors offer them more money

 The existing staff do not have the required skills to keep up with the organisational
changes.

This could be resolved by:

 Introducing extra shifts

 Offering overtime

 Employing temporary/seasonal staff

 Reviewing current pay and reward systems to make sure

they are competitive

 Investing in training programs

 Offering incentives for staff to suggest potential recruits.

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Shortage of stock and supplies

This could happen when:
 Your supplier has a shortage

 Your stock counting and replenishment procedures are flawed

 There is a shortage of working capital, limiting the monthly ordering

 The less important materials are over-bought.

This could be resolved by:

 Keeping track of stock levels

 Ensuring all employees are following the same procedure

 Avoiding human errors.

What impact will these shortages have on operations?

A shortage of staff will impact the organisation in many ways, including:
 The desired amount of products/services may not be met

 You may lose potential sales and/or customers

 The quality of the product/service may be compromised

 Existing staff may have too much pressure

 Overworked staff may ‘burn out’ and leave.

Shortages of stock and supplies could affect the organisation

in many ways, including:
 The direct loss of a potential sale

 A decrease in customer satisfaction

 The possibility of a customer not returning.

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Activity 1D
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2. Monitor resource usage and maintenance

2.1. Ensure resource handling is in accordance with established organisational requirements

including occupational health and safety requirements

2.2. Use business technology to monitor and identify the effective use of resources

2.3. Use consultation with individuals and teams to facilitate effective decision-making on the
appropriate allocation of resources

2.4. Identify and adhere to relevant policies regarding resource use in the performance of
operational tasks

2.5. Routinely monitor and compare resource usage with estimated requirements in budget plans
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2.1 – Ensure resource handling is in accordance with established organisational

requirements including occupational health and safety requirements

By the end of this chapter, the learner should be able to:

 Identify examples of health and safety requirements

 Handle equipment correctly.

Resource handling and OHS requirements

Resource handling is concerned with how efficiently an organisation can use resources when it is
deemed necessary. These resources may include human skills, technology and financial resources. In
relation to Occupational Health and Safety requirements, resource handling involves the physical act of
handling equipment within the workplace.

One of the best ways to retain staff and maximise the productivity of your business is to create a safe
working environment. There should be no potential health and safety problems for employees or
customers. A solid understanding of the OHS laws will help avoid costs caused by workplace injury or
illnesses. This will help set your organisation up with a strong foundation to achieve long-term success.

Under legislation, your organisational will be required to provide:

 Information, instruction, training and supervision

 Safe systems of work

 Safe premises

 Safe machinery and materials

 A suitable working environment and facilities.

OHS laws are also known as Work Health and Safety (WHS) laws. Examples of these laws
can be found at: www.business.gov.au.

Occupational health and safety requirements may include:

 Decision-making delegations

 Equipment use

 First aid kit

 Medical attention

 Reporting requirements

 Site access.
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Decision-making delegations
Within an organisation, it is not possible for management to carry out every task. In order to achieve
organisational goals and objectives, management must rely on others to help. In relation to handling
resources, management must assign the correct people to the correct roles. Consider heavy lifting; what
sort of employee should be given this job?

Equipment use
When handling equipment, it must be done so in the correct manner.

Make sure:
 It is installed properly

 Employees use it carefully

 It is maintained regularly

 Employees are trained to use it correctly.

First aid kit

There are 5 steps proposed to help minimise workplace risks and respond to emergencies
better. These can be found at www.business.gov.au and include:
 Conducting a first aid assessment of your business

 Ensuring you have enough trained first aiders to cover

absences

 Making sure the first aid equipment is easy to find

 Running first aid drills and procedures

 Identifying areas of increased risk.

Medical attention
The employer is responsible for any injuries that occur on the job and
must take full responsibility for the safety of the employees. Regardless
of how it happened, if an injury occurs within the workplace; the
employer is responsible for providing immediate and follow-up medical
attention. Any workplace injuries must be reported correctly too. For
example, if an employee is hurt whilst carrying stock, the employer must
ensure that medical attention is provided and it is recorded
appropriately.
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Reporting requirements
The Health and Safety requirements within your workplace should be reported properly. Employees
should know what is required from them and their employer in order to follow Health and Safety
requirements. Ways in which this can be ensured include:

 Posters around the workplace

 Regular training

 Information booklets.

Site access
Within the process of handling resources, if anyone requires access to a worksite, this must be done so
correctly.
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Activity 2A
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2.2 – Use business technology to monitor and identify the effective use of
resources

By the end of this chapter, the learner should be able to:

 Identify the effective use of resources

 Monitor the use of a resource with the help of technology.

Identifying the effective use of resources

The resources within your organisation are extremely important and should be used effectively.

To ensure you make optimum use of your business resources you should:
 Learn everything about your resources

 Use resources in an appropriate manner

 Treat your resources with respect

 Handle resources with care

 Make sure to maintain your resources correctly

 Turn off resources such as computers

 Continuously analyse how you use your resources and think

of ways to be more effective.

Monitoring the effective use of resources

The resources that should be monitored within the workplace
include:
 Equipment

 Stock

 Assets

 Staff.

Equipment
By monitoring the use of the equipment within your organisation, you can ensure the correct people are
using it. Only staff that are allocated and trained to use specific equipment should be doing so. Also, if
the usage is being recorded and monitored, any breakdowns that occur will be known immediately,
meaning the appropriate repairs can be done as quickly as possible. This will save the organisation time
and can help predict any future maintenance that may be required. If your organisation keeps a
maintenance log for its equipment, this should be kept up-to-date. When using and monitoring the
usage of equipment within your organisation, the OHS policy should be carefully considered. The
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equipment should be maintained correctly, and staff should be thoroughly trained before attempting to
use it.

The appropriate personal protective equipment (PPE) should be provided and used at all times, and
safety signs and posters should be visible. Any accidents or injuries that do occur should be reported
according to your organisation’s policy.

Stock
The stock that your business has is another resource that should be monitored correctly. Stock levels
should be recorded effectively in order to know when to restock and when to order more stock. It is a
good idea to have a specific person in charge in recording and monitoring stock. Within large
organisations, this would not be appropriate, and a small team may be required. Stock should be
treated carefully, as it represents the money held in the business.

The types of stock that will need monitoring include:

 Raw materials

 Consumables

 Finished goods.

Stock records can be done manually or by using a computer, and the budget allocation should be
referred to regularly.

Assets
Assets are items belonging to an organisation that are considered as being
valuable. Assets are thought to generate cash flow and can include
property, investments and vehicles. When considering the use of company
cars, this should be monitored appropriately. As an employer, you should
know where your company cars are at any given time, what they are being
used for and who has them. A controversial way to this would be through
the use of a tracking device. Many people consider this to be too intrusive.
As an employer, trust is required if allowing employees to use company
assets. Another option to monitor the use of a company car includes a
detailed logbook that is filled in regularly by the employee. By keeping log
books, you will ensure you have accurate records on who was driving the
vehicle at a specific time on a specific day. Employees will need to provide
journey details including where they went and why they went there. From
this, the mileage and fuel consumption can also be monitored. In today’s
technologically advanced world, there is even an application for mobile
phones that allows employers to keep track of the usage of company cars.

Staff
Your employees are also your business resources; they should be monitored appropriately in order to
keep a check on the quality and quantity of their work. The hours that your employees work should be
carefully monitored.
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This can be done by using:

 Rotas

 Timesheets

 Clocking in devices.

Other things that may be monitored include:

 Computer usage

 Websites visited

 Emails received and sent

 Telephone calls

 The location of employees through tracking devices

 The employees through video surveillance.

Employers should inform their employees that their work will be monitored and ensure they do so in
accordance with laws that are put in place to protect workers.

Using technology
A variety of technology is used within organisations in order to control and monitor the use of resources
on a regular basis. They ensure that the purchasing, storing, movement and usage of the business
resources are effectively monitored. The records that are kept for the resource use within an
organisation should be kept accurate and up-to-date. The whole process should be done within the
particular organisation’s policies and procedures.

Business technology may include:

 Computers

 Computer applications

o databases

o spreadsheets

 Modems

o internet

o intranet

o emails

 Personal schedules

o diaries

o logbooks

o timesheets
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 Photocopiers

o keeping records.

To ensure the effective use of resources within an organisation, each employee should know their own
resource requirements. Within your organisation, there may be policies in place to ensure effective
allocation, control and monitoring of the business resources.
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Activity 2B
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2.3 – Use consultation with individuals and teams to facilitate effective

decision-making on the appropriate allocation of resources

By the end of this chapter, the learner should be able to:

 Define resource allocation

 Undertake the resource allocation process

 Consult with individuals and teams regarding resource allocation

 Involve employees in the decision making process.

Resource allocation
The process of resource allocation is concerned with determining how to use the resources that are
available in the best possible way. Ideally, resources should be allocated in a way that helps to minimise
the costs whilst maximising the profits. Although the process may vary, it is typically done using a
strategic planning method. This will ensure a structured process with established guidelines in order to
help a business achieve its goals. Within the process of resource allocation; materials, equipment and
labour are scheduled and used in a way that will achieve the identified goal. For example, the tasks you
allocate to your employees should be designed in a way that ensures the highest levels of production
can be achieved.

The correct allocation and use of resources can:

 Limit waste

 Save money

 Generate high production rates

 Produce more finished goods

 Be the key to the success of your organisation.

Effective resource allocation

Through careful resource allocation, an organisation can ensure they can make exactly what the
customer wants in a cheap and efficient way. By establishing a strategic plan, costly mistakes can be
avoided.

The process of resource allocation includes:

 Deciding on future goals and objectives

 Outlining any critical deadlines

 Creating an appropriate budget

 Allocating tasks to staff appropriately

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 Training staff properly

 Preventing over allocation or staff burnout.

By ensuring that these things are carefully considered, effective resource allocation can be achieved.

Consulting with individuals and teams

When allocating resources, employees should be involved as resources sometimes need to be
distributed among tasks and departments.

When involving employees in decision-making, you should:

 Encourage discussion

 Give feedback

 Have regular staff meetings

 Encourage active participation from everyone

 Suggest meetings between teams and departments

 Communicate regularly using newsletters

 Trust and empower your employees

 Draw upon skills, knowledge and talent of your employees

 Offer regular training

 Appreciate your staff

 Consider giving rewards for good decision-making.

By involving your staff in the allocation of resources it

can:
 Lead to greater motivation all round

 Save time

 Save money

 Increase productivity

 Give employees a positive attitude

 Increase job satisfaction

 Improve workplace relationships.

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Activity 2C
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2.4 – Identify and adhere to relevant policies regarding resource use in the
performance of operational tasks

By the end of this chapter, the learner should be able to:

 Define an operational task

 Identify policies regarding resource use

 Identify a policy in their organisation that is related to resource usage.

Performing operational tasks

An operational task takes resources and transforms them into the desired goods. They often involve one
or more elements and are considered to be critical. These tasks should be valued as more important
than any other organisational activity. As these tasks are related to production, they should be allocated
to staff that are only concerned with the production process. For example, non-operational activities
such as cleaning and implementing new processes, only impact on moving an organisation forward; they
are not involved in the production process. If possible, operational and non-operational tasks should be
separated, allowing time, effort and focus to concentrate on the more important operational tasks.
Operational tasks should be completed within adherence to the policies that are in place regarding
resource use.

These policies regarding resource use may

include:
 Budgeting limits

 Ordering procedures

 Purchasing authorities

 Recruitment and personnel

 Time management

 Transport/travel policies.

Budgeting limits
Creating a budget is extremely important for an organisation as it allows financial control. Essentially, a
budget is a financial plan for the future looking at the estimation of the revenues and costs needed to
achieve organisation goals. A budget translates organisational plans into money and is completed in one
of two ways: incremental budgeting or zero-based budgeting.

Incremental budgeting uses the figures of the previous year and adds on the percentage of inflation.
Although this is an easy, time-saving method, it is often inaccurate.

Zero-based budgeting ignores the past figures and starts from scratch. It looks at the activities that are
proposed for the year and produces a detailed an accurate budget. However, this method takes a lot
more time and effort to complete.
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A budget also acts as a way to:

 Plan how you can achieve your objectives

 Measure performance

 Cope with adverse situations.

Why budget?
 It gives people a target to work towards

 It tells you how much money you need and when you will need it

 It acts as a communication, monitoring and controlling tool

 It makes you consider the implications of your planning

 It allows you to monitor income and expenditure and allows you to identify any
problems.

So, when carrying out operational tasks, the budget that has been in place needs to be carefully
considered and followed. Staff should be aware of the budget in place and adhere to it as closely as
possible.

Ordering procedures
Within business, an order is considered to be the spoken or written intention to engage in a transaction.
An order applies when selling or buying products or services. There are two ways to place or accept an
order: spoken or commercially.

Spoken orders
Spoken orders can be accepted or given by an organisation. After your organisation has placed a spoken
order, the seller will expect immediate payment and will issue a receipt afterwards.

Examples of spoken orders include:

 Taking your items to a till in the supermarket

 Placing a food order in a restaurant

 Filling your car with fuel.

Commercial orders
Using various business documents, an agreement is
negotiated, recorded and carried out and a commercial order
can take place. This agreement is a form of contract, and once
it has been confirmed, an organisation can record actual
purchase or sale orders.
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In order to complete a commercial order in order to buy products, an organisation must

complete the following:
 Search for sellers

 Check price, availability and delivery costs

 Place order

 Check condition when product is received

 Pay the invoice by cash, cheque or electronically

 Record the purchase.

These orders are often recorded in order to identify costs and revenues, allowing an organisation to
show what purchases have required what costs. So, when carrying out operational tasks, the ordering
procedures of your organisation should be taken into consideration.

Purchasing authorities
Authority usually starts at the highest level of management and flows to the bottom. Purchasing
authority includes the power to use and allocate resources and place orders in relation to these. If you
give authority to an employee, they should know exactly what that means, what it entails and how to
use it correctly. If they are responsible for purchasing and placing orders, that means they can do so
without needed approval. However, if necessary, the orders should be checked for accuracy and
authorised by the appropriate personnel. Purchasing authority should be considered when carrying out
operational tasks.

Recruitment and personnel

Personnel relates to the people that are already employed within your organisation to do a particular
job or operational task.

When carrying out operational tasks, you need to be sure you have enough staff to complete the
required task in the correct amount of time. If you don’t have enough personnel, you may need to
recruit more staff. Recruitment is the cost-effective process of hiring people that are best qualified for a
particular job or task.

The process involves:

 Identifying the requirements of a specific job or task

 Attracting possible employees

 Selecting possible applications

 Screening the chosen applicants

 Deciding and hiring the applicant that is qualified accordingly

 Integrating the new employee into your organisation.

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When carrying out operational tasks, you need to determine whether you have enough personnel to do
so. If not, you may need to recruit more in order to reach goals and achieve targets.

Time management
When carrying out operational tasks, time management is an important aspect to consider. By planning
and controlling the amount of time spent completing a specific task, effectiveness, efficiency and
productivity can be increased.

Ways to ensure good time management can include:

 Keeping a schedule to record your weekly activities

 Knowing what you can do in a specific time frame

 Being disciplined

 Assigning activities a certain amount of time

 Allowing for interruptions

 Planning your days

 Blocking out distractions

 Making lists

 Taking breaks

 Prioritising important tasks

 Delegating appropriate tasks to

others

 Knowing deadlines

 Using calendars

 Stopping when you need to.

Transport/travel policies
When carrying out the operational tasks within your organisation, the transport and/or travel policies
should be considered carefully. The policies that exist within your organisation may actually differ to
other organisations. However, the aim of transport and travel policies to ensure that the operational
tasks are done so in a responsible manner that takes the environment into consideration.

For example, if five members of your staff are all visiting the same place in relation to a specific task, it
would be inconsiderate and irresponsible to allow them to travel separately. A car share would be more
appropriate. It is important to know what policies are in place within your organisation.
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Activity 2D
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2.5 – Routinely monitor and compare resource usage with estimated

requirements in budget plans

By the end of this chapter, the learner should be able to:

 Monitor resource usage

 Consider relevant questions during the monitoring process

 Summarise a budget plan

 Compare resource usage with the requirements of a budget plan.

Monitoring resource usage

Resource usage within an organisation should be monitored regularly. Something cannot be managed
unless it is measured and monitored initially.

The monitoring of resource use within an organisation can help to:

 Identify waste and how the organisation is affected

 Identify where savings can be made

 Identify possible problems

 Monitor performance

 Monitor the progress of the organisation

 Use resources more efficiently.

When considering the monitoring process, you should ask yourself:

 What are you monitoring?

 Why are you monitoring it?

 How will you gather data?

 How often will you collect data?

 How will you store your data?

 What will you do with the information you find out?

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Resource use and budget plans

Budget plans
A budget plan is used as a control mechanism to plan your spending in order to reach the desired
financial goal. A budget plan looks at the monthly income and expenditure of an organisation in order to
demonstrate where money has gone. They should be visited regularly in order to keep the organisation
on track. Budget plans should be accurate, and you need to ensure you can stick to it. You may be
required to split your budget between different departments within your organisation.

For example:
 Marketing

 Production

 Sales.

In relation to resource use, a budget plan allows for the performance of the organisation to be
monitored and therefore, the resources can be allocated to the appropriate project. Similarly, the
resources should be allocated and used in adherence to the budget plan that is in place within the
organisation. A budget plan allows for financial control within an organisation, allowing for the effective
use of resources. This can lead to improved profits and reduced costs.

It is important to monitor resource usage and compare it to the requirements within the
budget plan because:
 Any shortages will be identified and can be rectified

 The cost of resources needs to stay within the budget

 Places in which savings can be made will be identified.

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Activity 2E
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3. Acquire resources  

3.1. Ensure acquisition and storage of resources is in accordance with organisational requirements,
is cost effective, and consistent with organisational timelines

3.2. Acquire resources within available timelines to meet identified requirements

3.3. Review resource acquisition processes to identify improvements in future resource acquisitions
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3.1 – Ensure acquisition and storage of resources is in accordance with

organisational requirements, is cost effective, and consistent with
organisational timelines

By the end of this chapter, the learner should be able to:

 Summarise resource acquisition

 Store the correct amount of stock

 Meet organisational requirements within their work role.

Acquisition and storage of resources

Resource acquisition
A resource’s life cycle begins with the acquisition process. By defining what the particular project needs
in order to be completed, an estimate of the necessary amount can be identified. From this, an
organisation can begin to acquire the correct resources in the appropriate quantities. An organisation
also needs to know when the project requires to be completed by in order to successfully allocate the
resources to meet the specific needs.

Initially, the assets, resources and personnel that will be needed to complete the project should be
outlined. From this, an organisation needs to know the appropriate way to acquire the resources that
they need. This may involve assigning certain responsibilities to your employees in order to be
successful in acquiring your required resources. It may also be defining the plans for any equipment,
training or facilities involved in the project. Any possible constraints should be identified beforehand,
along with a backup plan. If resources are acquired quickly and efficiently, then the performance of the
organisation can be improved. In order to avoid any waste, the resources that are required should be
used immediately.

Resource storage
It is difficult to know how much stock your organisation should keep. The amount of stock you decide to
keep will depend on the nature of your organisation, the type of stock involved and how much space
you have to store stock.

Should you keep little or lots of stock?

Advantages of keeping little or no stock include:
 Efficiency

 Flexibility

 You only have what you need

 Storage costs are low

 Products can be updated and developed

without wasting stock.
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Disadvantages of keeping little or no stock include:

 The possibility of running out of stock if there is an error in the system

 The complication of meeting your stock needs, this can also become expensive

 It leaves you dependent on your suppliers.

Advantages of keeping lots of stock include:

 You will never run out

 It is easy to manage

 Management costs remain low

 It may save your organisation money if you buy in bulk.

Disadvantages of keeping lots of stock include:

 The cost to store and insure your stock will be high

 The possibility of certain goods perishing

 Before it gets chance to be used, stock may become obsolete

 It leaves your capital tied up.

Things to consider when deciding on how much stock to

keep could include:
 Is the stock expensive to buy and store?

 Is any of your stock perishable?

 Will it be easy to get more?

 How reliable is your supply?

 Do you get discount for buying in bulk?

Within your organisation, the process of acquiring and storing

stock will be specific to you. Whatever way you decide to do it, the process should be cost-effective and
consistent with the specific timelines of your organisation. The process should also be carried out in
accordance with any organisational requirements that are in place.
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The requirements are discussed in Chapter 1.1 but to recap, they may include:
 Access and equity principles and practice

 Business and performance plans

 Defined resource parameters

 Ethical standards

 Goals, objectives, plans, systems and processes

 Legal and organisational policies, guidelines and requirements

 Management and accountability channels

 Manufacturer's and operational specifications

 OHS policies, procedures and programs

 Quality and continuous improvement processes and standards

 Quality assurance and/or procedures manuals

 Security and confidentiality requirements.

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Activity 3A
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3.2 – Acquire resources within available timelines to meet identified

requirements

By the end of this chapter, the learner should be able to:

 Outline the application of a timeline in their organisation

 Use timelines to acquire resources.

Acquiring resources within timeline

In order to meet requirements, the process of acquiring resources needs to be completed within the
available timelines.

What is a timeline?
Within business, it is essential that you plan ahead. A timeline is something used by an organisation to
plan the future tasks that need to be completed in order to meet the demands and requirements of the
organisation. A timeline uses a suitable scale that marks out the specific tasks needed in order to
complete a project within the identified requirements of the organisation. The tasks along the timeline
should be marked out in the sequence the steps should be completed. Throughout the process, your
timeline should be followed, looked at regularly and checked off when completed.

Acquiring resources
Acquiring resources may include buying, obtaining, renting or borrowing resources that are needed in
order for your organisation to function. You may need to acquire resources from a variety of sources,
but it is important to do this effectively as the cost may be affected.

The way in which you acquire your resources will depend on their:
 Size

 Value

 Nature.

Resources that will need acquiring include:

 Materials

 Equipment

 People

 Premises.
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When acquiring your resource, you should first consider who supplies them and what their terms and
conditions may include. Acquiring small items that are low in value is straightforward. However, large,
expensive items are more complicated to acquire. These may require a formal document, known as a
purchase order, in order to be ordered. They may need to be approved in relation to budget by the
appropriate people. The process of acquiring your resources should be done in an efficient way, in order
to stick to the timelines put in place to meet the requirements of the organisation.
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Activity 3B
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3.3 – Review resource acquisition processes to identify improvements in future

resource acquisitions

By the end of this chapter, the learner should be able to:

 Identify resource acquisition processes in their organisation

 Improve resource acquisition processes after a review.

Improving resource acquisition

The way in which you acquire your resources needs to be regularly reviewed in order to identify any
improvements that can be made. Improving your resource acquisition process could lead to more
money being saved, more deadlines being met and more sales.

Resource acquisition processes may include:

 Contracted supplier ordering

 Internal approvals

 Non-tendered processes

 Periodic forecasts

 Tendered processes.

Contracted supplier ordering

Contracted supplier ordering is the acquiring of resources using
suppliers that you have a contract with. A contract is a formal agreement and understanding and, in this
case, concerns the process of acquiring resources.

Internal approvals
Some processes of resource acquisition need to be approved by the appropriate person within the
organisation. This may vary between organisations, but the employees should know who this person is.
This is to ensure that the budget is considered and that only the resources needed are ordered.

Non-tendered processes
Non-tendered processes of resource acquisition involve the organisation contacting potential suppliers
and asking for quotes. This process allows for the best deal to be sought out and can often include the
leasing of equipment and purchasing discounted resources. This process requires the use of a purchase
order form.

Periodic forecasts
Periodic forecasts can determine future trends using previous data. In relation to resource acquisition,
they can help to determine what resources to acquire in regards to the organisation’s demand and the
cost of production. Periodic forecasts can help to allocate budgets and resources for the future of the
organisation.
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Tendered processes
The tendered process of resource acquisition includes the supplier contacting an organisation in
response to an advert. This is only appropriate for large organisations as there needs to be a large
amount of money involved in order to attract the suppliers.

They will outline:

 What services or products they can offer

 What discounts or bonuses are available

 The terms and conditions of the offer.

How can the resource acquisition process be improved?

Your organisation should regularly review their suppliers and consider their:
 Price

 Reliability

 Service

 Stability

 Location

 Competency.

Competent suppliers should:

 Offer you the latest products and services

 Have well-trained employees

 Be able to offer you attractive financial terms

 Have a realistic attitude

 Want to help your organisation to grow.

When considering the location of your supplier, look at the delivery charges. By having a supplier that is
closer to your organisation, these delivery costs can be reduced. Also, closer suppliers can often mean
more flexible ordering. If you need resources quickly, a closer supplier will be handy. It could be a good
idea to have a few smaller suppliers. This would provide your organisation with back up for acquiring
resources and may also increase the business profile. By having a few suppliers, rather than a lot, your
organisation can create closer relationships with their suppliers whilst reducing the administrative costs.
In order to keep the efficiency of your resource acquisition process, ensure you disassociate your
organisation from any troublesome suppliers quickly.
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Activity 3C
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Summative Assessments
At the end of your Learner Workbook, you will find the Summative Assessments.

This includes:

 Skills Activity

 Knowledge Activity

 Performance Activity.

This holistically assesses your understanding and application of the skills, knowledge and performance
requirements for this unit. Once this is completed, you will have finished this unit and be ready to move
onto the next one – well done!