ASSESSMENT COVER PAGE

STUDENT DETAILS / DECLARATION:

Course Name:

Unit / Subject Name: BSBHRM513 Manage workforce planning

Trainer’s Name: Assessment No: 1, 2

I declare that:
o I fully understand the context and purpose of this assessment.

o I am fully aware of the competency standard/criteria against which I will be

assessed.o I have been given fair notice of the date, time and venue for the
assessment. o I am aware of the resources I need and how the assessment will be

conducted. o I have had the appeals process and confidentiality explained to me.

o I agree that I am ready to be assessed and that all written work is my

own. o This assessment is my:

o First submission o Re-submission (Attempt ___ )

Student Name: Student ID:

Student’s Signature: Submission Date: //

ASSESSOR USE ONLY: (ACADEMIC DEPARTMENT)

Result: Assessment 1:
o Satisfactory o Not Satisfactory

Assessment 2:
o Satisfactory o Not Satisfactory

Final Assessment Result for this unit C / NYC

Feedback: Feedback is given to the student on each Yes / No

Assessment task & final outcome of the
unit

Assessor’s
Feedback:

Assessor’s Date: //
Signature:

ASSESSMENT FIRST SUBMISSION/RE-SUBMISSION RECEIPT:

It is student’s responsibility to keep the assessment submission receipt as a proof of submission of assessment tasks.
Student Name: Student ID:

Unit / Subject Code: Assessment No:

 Trainer Name: Date: //

Signature:

Assessment Cover page Page 1 of 1 Version 1.0 05/18

Assessment/evidence gathering conditions

Each assessment component is recorded as either Satisfactory (S) or Not Yet Satisfactory (NYS). A student can only achieve
competence when all assessment components listed under procedures and specifications of the assessment section are Satisfactory.
Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYS is eligible for re
assessment. Should the student fail to submit the assessment, a result outcome of Did Not Submit (DNS) will be recorded. Student should
be provided with an appropriate time frame in which to resubmit their work, according to the RTO’s re-assessment policy and procedure.
Plagiarism, cheating and collusion.
Where a trainer/assessor believes there has been an incident of academic misconduct involving plagiarism, cheating, and/or collusion,
they should report this along with reasons for the allegation. Assessors should refer to their RTO’s policy and procedures regarding
training and assessment for further information.”
When all unit’s assessment tasks have been submitted and assessed (including resubmissions), print out a copy of this unit’s Final
Results Record, included as the last page of this document. Record the result for each task and the final result for the unit as C
(Competent) or NYC (Not Yet Competent). There is also space to give the student some written feedback for the overall unit. Sign and
date the middle section, and give the sheet to the student. After discussing their results with them, the student must fill out and sign the
final section of the Record, where they acknowledge the result that you have given them.
When the student has filled out the final section of the Final Results Record, make a copy for them and retain the original with the
student’s records.

Resources required for this Assessment

• All documents must be created using Microsoft Office suites i.e., MS Word, Excel, PowerPoint

• Upon completion, submit the assessment printed copy to your trainer along with assessment coversheet. •
Refer the notes on eLearning to answer the tasks

• Any additional material will be provided by Trainer

Instructions for Students

Please read the following instructions carefully

• This assessment is to be completed according to the instructions given by your assessor.

• Students are allowed to take this assessment home.

• Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with
feedback on your work within 2 weeks of the assessment due date.

• Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given
another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.

• If you are not sure about any aspect of this assessment, please ask for clarification from your assessor. •
Please refer to the College re-assessment and re-enrolment policy for more information.

• Please provide required references of the sources, if you use any information from any sources (such as: learner book, power point
and online resources) to answer the assessment questions and make the required changes to justify that it is your own work.

1
BSBHRM513 Assessment 1
Version 1.1 04/19
Re-submission opportunities

Please read the following instructions carefully

• Students will be provided feedback on their performance by their Assessor. The feedback will indicate if you have satisfactorily
addressed the requirements of each part of this task.

• If any parts of the task are not satisfactorily completed your assessor will explain why and provide you written feedback along with
guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt/ s will be arranged at a
later time and date.

• Students have the right to appeal the outcome of assessment decisions if they feel they have been dealt with unfairly or have other
appropriate grounds for an appeal.

• Students are encouraged to consult with their assessor prior to attempting this task if they do not understand any part of this task
or if they have any learning issues or needs that may hinder them when attempting any part of the assessment.

• Please see Student Assessment, Reassessment and Repeating Unit of Competency Guidelines v1.1 for more detail.

BSBHRM513 Assessment 1
Version 1.1 04/19 Page 2

Assessment 1: Task 1 (Written Questions)

Provide answers to all of the questions below:

1. Explain how the ABS Labour Force Survey can be used by an organisation to assist in workforce planning.

The Australian Bureau of Statistics (ABS) releases Labor Force estimates every month based on data
from the Labour Force Survey. Labor Force, Australia (cat. no. 6202.0) estimates give a
complete picture of the labor market characteristics of the Australian population aged 15 and
above who are employed, underemployed, unemployed, and not in the labor force; and other
pertinent information, such as their gender, work hours, and state or territory of residence.
Original, seasonally adjusted, and trend estimates of major headline labor market variables
are included in the monthly Labour Force release. The quarterly release and the
comprehensive release both offer a variety of goods that help to better understand the health
of the labor market, such as if employment habits are changing.

2. Outline the purpose of the Labour Market Information Portal and give two examples of information included
in the Portal that can assist with workforce planning.

The Labour Market Information Portal compiles data and insights from a variety of government
sources to help you better understand local labor markets.

- View a selection of the department's reports and publications. Did you know that 78 percent of
companies that deliberately recruited an ex-offender experienced favorable results?
- View popular information like employment estimates by industry and profession, the monthly
vacancy report, in-depth industry data, employer recruiting surveys, and reports from state
labor economics departments.

3. Explain the purpose of the National Skill Needs List and how it can be used for workforce planning.

The Countrywide Skills Needs List highlights occupations with a national lack of skills. The
Australian Traineeships Incentives Programme uses the National Skills Needs List to evaluate
eligibility for a variety of rewards. The program's aim is to enhance Australia's relevant national skills
base by giving additional compensation to Australian Apprentices pursuing a Priority Occupation.
Aged care, child care, disability care workers, and enrolled nurses are among the Priority
Occupations that are eligible.

4. Outline the key provisions of the Fair Work Act 2009.

One of the most important Commonwealth legislation governing the employment of mature-age
employees is the Fair Work Act. It establishes employment terms and circumstances, as well as the
rights and obligations of employees, employers, and employee organizations in connection with such
employment. Employers and employees in the "national system" are governed by the Fair Work Act.
The applicable state industrial relations systems govern employment that is not covered by the
national industrial relations system. Non-national system employees, on the other hand, are entitled
to some benefits under the Fair Work Act.
The Act also established a compliance and enforcement framework, as well as a number of
organizations to administer it, notably Fair Work Australia (FWA) and the Fair Work Ombudsman
(FWO).

5. Outline key employment conditions addressed by the National Employment Standards.

The National Employment Standards (NES) are a set of ten basic employment terms and
conditions that apply to all employees in the national workplace relations system. Employees
outside of the national workplace relations system may be covered by parts of the NES. The
NES are minimal requirements that must be followed regardless of the conditions of any
enterprise agreements or awards.

The following topics are addressed by the 10 NES

1. Work a maximum of 38 hours each week, plus appropriate overtime.

2. Requests for flexible working arrangements - workers can request a modification in
their working arrangements in specific circumstances.
3. Parental leave and associated benefits — each employee is entitled to up to 12 months
of unpaid leave, with the possibility to seek an additional 12 months of unpaid leave, as
well as various types of maternity, paternity, and adoption-related leave.
4. Annual vacation
- 4 weeks of paid vacation every year
- In addition, select shift employees will be given one extra week.

5. Personal/leave carer's (which includes sick leave), compassionate leave, and unpaid
family and domestic violence leave are all examples of unpaid family and domestic
violence leave
- Personal/leave carer's for ten days are compensated (includes sick leave).
- As needed, 2 days of unpaid carer's leave.
- As needed, 2 days of compassionate leave (unpaid for casuals).
- 5 days of unpaid vacation for family and domestic violence (in a 12 month
period).
6. Community service leave consists of unpaid leave for voluntary emergency activities
and up to 10 days of compensated jury duty (after 10 days, unpaid leave).
7. Long service leave — a transitory entitlement for employees defined in an appropriate
pre-modernised award until a consistent national long service leave standard is
developed.
8. Public holidays - each public holiday is followed by a paid day off, unless reasonable
requests to work are made.
9. Termination notice and redundancy pay
- Employees over 45 years old who have worked for at least two years are
entitled to up to four weeks' notice of termination (plus an additional week if
they have worked for the company for at least two years).
- On redundancy, you may be eligible for up to 16 weeks of severance
compensation, depending on your length of service.
10. The Fair Work Ombudsman can provide you with a Fair Work Information Statement.
- All new workers must be given this by their employers. It covers information
regarding the Nintendo Entertainment System (NES).
- Contemporary trophies
- Making agreements, freedom of association, and workplace rights are all
important.
- Employment was terminated.
- Individual setups for flexibility.
- Right of entrance; business transfer
- The Fair Work Commission's function
- The Fair Work Ombudsman's function
6. Explain the purpose of enterprise agreements.

Enterprise agreements and other registered agreements provide minimal employment

standards and can be used by:
- one company.
- a collection of businesses
- each specific employee (although such agreements are no longer possible).
- The award does not apply where a workplace has a recognized agreement. The
registered agreement's base pay rate, however, cannot be lower than the award's base
pay rate.
- The National Employment Standards (NES) are still in effect.
- Any provisions in the award that refer to outworkers still apply.

7. Explain the use of modern awards in workplaces.

All employees covered by the national workplace relations system are eligible for modern rewards. Modern
awards are based on an industry or occupation, and they apply to both employers and individuals who do the
task covered by the award.

8. Identify at least two examples of modern awards using the Fair Work Ombudsman website. Write down the
name of the award and the minimum wages under the award and minimum working hours.

Banking Finance and Insurance Award 2010

According to the chart below, a full-time adult employee must be paid a minimum rate for their
classification:

Level Minimum annual ($) Minimum weekly($)

1 40,955 787.60

2 44,850 862,50

3 47,372 911,00

4 49,748 956,70

5 51,766 995,50

6 57,980 1.115,00

When the legislation allows junior workers to work in the banking, financial, and insurance industries,
the junior employee will be paid a proportion of the corresponding adult weekly salary (or the hourly
rate in the case of part-time or casual employees) for their classification, as shown in the table below:

Age Percentage of adult rate (%)

16 years or less 50
 At 17 years 60

At 18 years 70

At 19 years 80

At 20 years 90

An employee who is obliged by the roster to be available for stand-by work outside of normal working
hours must be compensated at the following rate:

Days Percentage per day of the standard rate (%)

Monday to friday inclusive 2.12

Saturdays, sundays and public holidays 4.33

Business Equipment Award

The following tables provide the categories and minimum rates for adults other than trainees in clause
15 and employees receiving a supported salary in clause 20.3.

Classification Rate per week($) Annual salary ($)

Technical employee

Level 1 761.20 39.580

Level 2 790.80 41.122

Technician

Level 3 818.00 42,536

Level 4 862.50 44,849

Level 5 915.90 47,627

Level 6 966.70 50,267

Classification Rate per week($) Annual salary ($)

Salesperson Level 1 840.20 43,692

Salesperson Level 2 921.70 47,929

Salesperson Level 3 1, 066.50 55,456

Employers shall pay no less than the minimum wage for the classification in this award, less the
prescribed share of the transitional amount, beginning on the following dates:
 First full pay period on or after %

1 July 2010 80%

1 July 2011 60%

1 July 2012 40%

1 July 2013 20%

9. Outline the role of trade unions in the Australian work relations system and indicate whether employees are
required to join a union.

In the workplace, unions play a vital role:

Being able to handle workplace concerns by acting as a voice for employees and functioning as a
bargaining representative during labor discussions are just a few of the crucial duties.

Other important characteristics of unions include:

- Assisting management in resolving workplace concerns.

- Being a pro-employee advocate.
- Assuring that employers are complying with their legal requirements.
- Investigating possible violations of: workplace laws, discrimination, laws, workplace safety
laws.

10. Outline the role of the Fair Work Commission in Australia’s national workplace relations system.

The National Workplace Relations Tribunal of Australia is the Fair Work Commission. Its mission is to
assist employees and employers in creating and maintaining fair and effective work environments. The
Commission is a non-profit organization that is governed by the Fair Work Act of 2009.
It performs a variety of functions, including:
- Setting minimum salaries is one of its responsibilities.
- Modern awards are created and changed on a regular basis.
- Approving enterprise agreements and serving as an unbiased referee in disputes, such as
accusations of unjust dismissal.

11. List two sources of expert advice when seeking industrial relations advice. Include the name of the
organization and the services they provide.

Contracts employment

Employment contracts are crucial papers not just for executive level workers, but also for employees
who are protected by an employer's award and agreement. A well-drafted employment contract can be
used to not only establish important mutual expectations at the start of the employment relationship,
but also to create practical flexibility about how the relationship might evolve and change over time,
or the reasonable expectations and obligations that an employer can place on their employee once
the employment relationship has begun.

Compliance & Employee Entitlements

The National Employment Standards (NES) established in the Fair Work Act 2009 apply to employers
and workers in Australia's national workplace relations framework. The NES, together with pay rates
in current awards and minimum wage orders, establishes the legal minimums for employees of the
national workplace relations system. It is vital to ensure that your firm complies with these minimal
 legal duties, since failure to do so can result in hefty fines for employers and individuals.

12. Describe the purpose of the labour force participation rate and how it can assist in analysing the labour
force.

The labor force participation rate is derived by dividing the total number of employed employees in a
particular economy by the total number of working-age persons. It refers to the number of persons
who are working or looking for work. During a downturn in the economy, many employees become
discouraged and quit seeking for job, resulting in a lower participation rate. The participation rate would not
include the number of persons who are no longer actively looking for a job.

13. Describe the purpose of the employment to population rate and how it can assist in analysing the labour
force.

The employment-to-population ratio is a macroeconomic indicator that shows how much of an area,
municipality, or country's civilian labor force is employed compared to the total working-age
population. It is a labor and unemployment measure that is computed by dividing the number of
individuals employed by the total number of individuals of working age. The employment-to-
population ratio is 66.7 percent if 50 million individuals are employed in a region with 75 million
individuals of working age.

14. Outline two forecasting models that can assist with identifying future workforce needs.

Trend Analysis

Because it uses previous personnel data to produce future staffing estimates, trend analysis is better suited
to an existing firm. This establishes a link between past and future employment requirements by employing
an operational index, which is a performance or financial statistic.

Ratio Analysis

A ratio analysis forecasting methodology is frequently used by young businesses or those with fewer than
five years of historical personnel data. Ratio analysis employs causative factors, which may be connected to
and used to forecast future workforce requirements. A company may identify production or sales volume as a
causative element and calculate that it requires one customer service representative for every five clients or
one manufacturing line worker for every 5,000 widgets, for example. Forecasting sets demand at 100 people
for each if predictions show the company will handle 500 clients or create 500,000 widgets in the future year.

BSBHRM513 Assessment 1
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Assessment 1: Task 2 Develop a workforce plan project

Task summary
This assessment task requires you to conduct research and develop a workforce action plan for King Edward VII
College. You will also be required to communicate the rationale for, as well as objectives of, the plan to the
CEO, then seek feedback, as well as support, for the plan.
This task will be completed in the simulated work environment at your RTO.

Required
• King Edward VII College Selection and induction policy and procedure
• King Edward VII College Strategic & Operational Plan
• King Edward VII College Workforce Information 2017
• Workforce Action Plan Template
• Access to a meeting space and role play participant (your assessor)

Carefully read the following:

King Edward VII College has been operating for 5 years. The College is based in the Melbourne CBD and it
offers a range of courses in management, marketing, human resources and international business. It currently
has around 500 students enrolled across all of its courses. The College is very popular due to its competitive
pricing structure, innovative teaching methods and state of the art facilities.

Due to the success of the College, the College plans to establish two additional campuses, one in Brisbane and
one in Sydney. The Brisbane campus will commence in October 2017 and Sydney in early 2018. Campus
locations are already in place, with the process being overseen mainly by the CEO and 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.

All other staff functions will be completed by existing staff at the Sydney campus, until such time as student
numbers increase substantially. It is anticipated that maximum student numbers at the new campuses will be up
to 50 students per campus.

The College currently employs 24 staff members. That includes the CEO, a Marketing Manager and a
Marketing Assistant, Human Resources Manager, Finance Manager, Administration Manager, Office
Assistant, Receptionist, Academic Manager, Student Services Officer and approximately 14 trainers.

Information about the staff, including employment status, age, gender and cultural background is provided in the
workforce information document.

All staff are employed via individual contracts and there is no enterprise agreement in place.

BSBHRM513 Assessment 1
Version 1.1 04/19 Page 4

Complete the following activities:

1. Research workforce requirements

Review the scenario information, as well as the Strategic Plan and Workforce Information provided to you.
Identify sources of information that you can use to research workforce supply in the education sector as in the
scenario information and as indicated below.

Using the scenario information, the Strategic Plan and the workforce information provided to you, as well as the
information sources you have identified, make notes in relation to:
• The organisation’s requirements for a skilled and diverse workforce as reflected in its strategic
objectives.
• Workforce issues as identified in the Strategic Plan and that must be reflected in workforce objectives.
 • Workforce objectives that are required to meet the overall strategic objectives.
• Workforce characteristics of King Edward VII College staff, including employment status, age, gender and
culture.
• Assessment of staff turnover rate and whether the rate is acceptable or not.
• Factors affecting workforce supply, including economic conditions, industry trends, skills and labour
shortages, unemployment rate and competition for workers. Your analysis should be both general, as well
as specific to the education sector within which King Edward VII College operates.
• The industrial relations framework that applies to King Edward VII College workforce. Your notes should be
comprehensive, as you will need to use them to complete the workforce plan template that you have been
provided with.

Introduction
The college of King Edward VII has been in operation for five years. The college, which is located in
Melbourne's CBD, provides a variety of management, marketing, human resources, and international
business courses. It presently has roughly 500 students enrolled in all of its programs.
The primary goal is to provide excellent preparation administrations that meet the demands of pupils.
The preparation is acknowledged, and it is certified to satisfy professional standards. Courses are
designed by highly experienced instructors with extensive training expertise in order to achieve teaching
and learning excellence, flexibility, and individual fulfillment.

Objectives
- Be a trailblazer in professional training and management.
- Maintain a high-quality educational experience for students.
- Set up and maintain an excellent structure to assist consumers and employees.
- Be highly motivated, high-performing, beneficial, and accountable.

Environment
Internal Environment

- Uncertainty about what students require.

- Trainers/instructors with less experience and expertise.
- Learning and assessment resources of poor quality.
- Age, gender, and race are all vastly different.

External Environment

- Changes in government laws have an effect on students.

- Changes in government strategy have had negative consequences.
- New industrial developments that appear to have an impact on the college's background.
- Other trainers might pose a threat.

Future Workforce needs

- Trainers who are effective and knowledgeable.
- Build a multicultural environment.

Gap Analysis
The fundamental goal of King Edward VII College is to build and maintain a high-quality infrastructure
that supports customers and employees in order to become a leader in vocational education and training.
These goals will be met if the college administration creates state-of-the-art campuses in Brisbane and
Sydney by implementing effective operational strategies. In order to make King Edward VII Institution the
leader in the vocational and training market, the college must acquire competent employees and
administration to efficiently administer those two campuses through a suitable operational strategy.
Identify the gaps between Melbourne and Sydney. Each campus requires six workers. One works as a
receptionist, one as a student services officer, and four as trainers.
 2. Develop workforce action plan
Using your research and the notes you have made, you are now required to develop your workforce plan. Your
assessor will provide you with a template for developing the workforce plan. In summary, the workforce plan you
develop must address:
• Purpose of the workforce plan
• Strategic objectives and key workforce requirements
• External environment analysis to identify external factors that impact on the company and its
workforce
• Industrial relations relating to the education and training industry, as well as King Edward VII College •
Analysis of current workforce characteristics and profile using workforce information provided. • Future
workforce needs
• Gap analysis to identify the gaps between future workforce need and existing workers • Workforce plan
objectives, including attracting and retaining skilled staff and workforce diversity and cross-cultural
management.
• Key workforce plan issues and actions.
• Communication and consultation strategy to assist with organisational changes.
• Contingency plans so as to ensure that the organization can access skilled labour in the event of
unplanned events.
Key workforce plan issues and actions

Issue/need Action Outcomes Resources Timelines

New recruitments Advertisements Recruiting competent HR 6 months (end 2021)

workers to increase Interviews
production.

Workforce training Arrange training Developing a Training manager 6 months (end 2021)
programs competent and Resource person
professional HR
workforce.

Increase diversity Diverse interview Boost productivity HR manager 6 months (end 2021)
panel and creativity. Diversity training

Workforce motivation Set up a reward Employee of the Finance director 6 months (end 2021)
programs recognition Month, for example, HR manager
programme motivates employees
to work more.

Consultation and Communication Strategy

Audience Key message Delivery method Date/duration of Location

session (if
applicable)

Senior management Notify upper Business Proposal A week Lecture room at

management of the Melbourne Campus
WFP's outcome.
Senior executives will
need to understand
how workforce
planning connect to
the business.

Line management Provide line Meetings As required Lecture room at

managers with Melbourne Campus
updates on the
implementation of
WFP strategy.
Line managers will
need to understand
 the overarching
strategy as well as
how to engage in
shorter-term and unit
planning, as well as
how to integrate
personnel planning
into operations.

Workers Work will need to Intranet posts As required Internet to send

know what rules and E-mails emails.
processes have
changed.

Contingency plans for workplace planning

Unplanned or extreme event Contingency Action

Motivation, Maintenance and Retention
College hire its own HR function which will not only
align the organizational strategy but also motivate
the employees who will be more aware of their roles
in the organisation. Rotation policy moving of
employees from sales to rental division so employee
can be provided with different task with more
challenge. This will also motivate employees.

Separation The strategy will be communicated in advance both

in a policy
training and policy manual and would be emulated
reliably.

Hiring King Edward College should use the external

recruitment sources by publicizing their need in
periodicals and using audio-visual media sources.

3. Agree on workforce action plan

This part of the assessment requires you to meet with the CEO (role-played by your assessor) to discuss the
workforce plan you have developed, seek input, as well as approval and endorsement of your plan. Your
assessor will advise you of the meeting time and place.

Before the meeting, email your plan and briefing report to the CEO (your assessor).
Your email should seek agreement and support for the objectives and proposed performance indicators. Print
off a copy of your workforce plan to provide to your assessor at the meeting.

Participate in the meeting with the CEO to discuss your report and workforce plan. During the
meeting, you will need to demonstrate effective communication skills including:

• Asking questions to identify required information

• Responding to questions as required
• Using active listening techniques to confirm information

During the meeting your assessor will provide feedback on your plan.
Role-play
Me: Hello Peter, I appreciate the opportunity to discuss with you this workforce that I have developed.
CEO: Hello Marina, I’m here to listen, how can I help you?
ME: Yes, for sure. I'd like to know if any adjustments need to be made to the action plan. What
recommendations do you have?
CEO: As the organization moves forward, the following strategies will be used to establish and sustain
a healthy organizational culture, decrease risk, and accomplish organizational goals:
- Develop a policy framework for managing internal communications and consultation that is
aligned with the organization's goals, business ethics, and compliance needs.
- Developing and communicating support for organizational activities and goals.
- Managing information flow so that managers and staff have the information they need to
accomplish their jobs.
- Share your suggestions for improvement (top-down and bottom-up).
ME: And what about the diversity of the workforce?
CEO: The following are some of an organization's criteria for a trained and diversified workforce:
- Recruit and maintain a qualified workforce
- Increase public sector capacity
- Provide strategic leadership - fulfill regional demands
- Ensure a productive and adaptable public sector
ME: Oh I got it.
CEO: And there are also several policies that may be utilized to encourage diversity in the
workplace:
- EEO and anti-discrimination policies.
- Training.
- Creating a holiday calendar that is culturally varied.
- Improved accessibility for those with disabilities.
ME: Perfect, I will make sure to include all of your suggestions. Thank you so much !
CEO: Nice, thank you. Have a nice working ahead.
ME: Hope to see you again Peter.
CEO: Definitely.
ME: Good bye !

4. After the meeting, update your plan incorporating your assessor’s feedback into it, then send to your
assessor following the meeting and email it to your assessor.
You should also attach a copy of the briefing report.

UPDATE Action Plan

Introduction
The college of King Edward VII has been in operation for five years. The college, which is located in
Melbourne's CBD, provides a variety of management, marketing, human resources, and international
business courses. It presently has roughly 500 students enrolled in all of its programs.
The primary goal is to provide excellent preparation administrations that meet the demands of pupils.
The preparation is acknowledged, and it is certified to satisfy professional standards. Courses are
designed by highly experienced instructors with extensive training expertise in order to achieve teaching
and learning excellence, flexibility, and individual fulfillment.

Objectives
- Be a trailblazer in professional training and management.
- Maintain a high-quality educational experience for students.
- Set up and maintain an excellent structure to assist consumers and employees.
- Be highly motivated, high-performing, beneficial, and accountable.

Environment
Internal Environment

- Uncertainty about what students require.

- Trainers/instructors with less experience and expertise.
 - Learning and assessment resources of poor quality.
- Age, gender, and race are all vastly different.

External Environment

- Changes in government laws have an effect on students.

- Changes in government strategy have had negative consequences.
- New industrial developments that appear to have an impact on the college's background.
- Other trainers might pose a threat.
There are a number of policies that may be implemented to increase worker diversity.
• EEO and anti-discrimination policies
•Training.
•Creating a holiday calendar that reflects a variety of cultures.
•Improved accessibility for people who are disabled.

Future Workforce needs

- Trainers who are effective and knowledgeable.
- Build a multicultural environment.
- More students on a campus with strong trainer teaching methods, price structure, and state-of-
the-art facilities are key workforce segments vital to fulfilling the organization's strategy and
purpose. Also, success in building a college with a high reputation would encourage more
parents to send their children to study here.
- These workforce divisions demand certain behaviors/skills, with the development of effective
leadership and management abilities among managers being particularly critical.

Gap Analysis
The fundamental goal of King Edward VII College is to build and maintain a high-quality infrastructure
that supports customers and employees in order to become a leader in vocational education and training.
These goals will be met if the college administration creates state-of-the-art campuses in Brisbane and
Sydney by implementing effective operational strategies. In order to make King Edward VII Institution the
leader in the vocational and training market, the college must acquire competent employees and
administration to efficiently administer those two campuses through a suitable operational strategy.
Identify the gaps between Melbourne and Sydney. Each campus requires six workers. One works as a
receptionist, one as a student services officer, and four as trainers.

Workplace Plan Objectives

Issue/need Action Outcomes Resources Timelines

High staff turnover Create an effective Become a preferred HR End 2021

within the first six orientation and employer
months of induction program
employment that supports and
develops new
employees.

Increase diversity Identify a variety of Diversifying the Training manager End 2021
within the workforce media outlets where workforce. Increase Resource person
job openings can be the percentage of HR
publicized. females in the
Examine your organization by 20%.
possibilities for
working
arrangements that are
more flexible.

Building internal Determine each Those factors are HR manager End 2021
 capacity through a employee's useful in retaining Diversity training
strong learning professional skilled employees.
program development needs In the first year,
and establish a turnover was cut by at
structured least 10%.
professional Professional
development satisfaction among
program. employees.

Succession Planning Appoint mentors to Staffing Strategic HR manager End 2021

assist new Skills Development
employees. and Organizational
Capability Objectives
(Succession
Planning).

Consultation and Communication Strategy

Audience Key message Delivery method Date/duration of Location

session (if
applicable)

Senior management Notify upper Business Proposal A week Lecture room at

management of the Melbourne Campus
WFP's outcome.
Senior executives will
need to understand
how workforce
planning connect to
the business.

Line management Provide line Meetings As required Lecture room at

managers with Melbourne Campus
updates on the
implementation of
WFP strategy.
Line managers will
need to understand
the overarching
strategy as well as
how to engage in
shorter-term and unit
planning, as well as
how to integrate
personnel planning
into operations.

Workers Work will need to Intranet posts As required Internet to send

know what rules and E-mails emails.
processes have
changed.

Contingency plans for workplace planning

Unplanned or extreme event Contingency Action

Unexpected personnel shortages as a result of Keeping a pool of casual, temporary, and/or contract
accidents, sickness, or strikes workers on hand to complement or replace your
permanent staff for a limited time.

Financial budget loss It is possible that the number of pupils will increase
unexpectedly. Make sure you have a sound financial
strategy in place. minimizing overcosting and
 focusing on the cost-effectiveness of each need.

Failure of technology It is possible that the number of pupils will increase

unexpectedly. Make sure you have a sound financial
strategy in place. minimizing overcosting and
focusing on the cost-effectiveness of each need.

Natural calamity Employees and clients are subjected to a monthly

exercise for natural disasters, as well as regular
safety checks.

Email to CEO

To: Peter Davidson - CEO

From: HR manager

Subject: Update workforce action plan

Dear Peter,

I'm sending you this email to introduce and summarize the latest update to the workforce action plan, and I'm
hoping for your approval. The finalized workforce action plan is provided. Please have a look at it, examine it,
and give us your thoughts.

Please contact me as soon as possible if you have any questions or requests.

Best regards,

HR manager

Assessment 1: Task 3 Diversity objectives implementation

project

Review the following information from the Workforce Plan:

Issue/need Action Outcomes Resources Timelines
 Attract and retain a Update recruitment, Organisational Human End 2016
diverse workforce/be selection and capacity to fill resources
known as an induction procedures vacancies
employer of choice to increase
regarding diversity diversity of employees

Acknowledging Develop a calendar of Various important Human End 2016

and celebrating events dates and cultural resources
calendar days that events are advertised
relate to and
workplace diversity celebrated

Complete the following activities:

1. Update recruitment, selection and induction policy to increase diversity

Review the scenario information above, as well as the recruitment, selection and induction process for King
Edward VII College.
Research best practice for increasing diversity through improved recruitment and selection practices. Update
the recruitment, selection and induction policy and procedure to reflect best practice procedures for increasing
diversity in recruitment and selection.
Send the updated recruitment, selection and induction policy to your assessor via email. In your covering email,
you should outline the importance of diversity in recruitment and selection as well as key changes made to the
policy and procedure.

This is something that the HR department can help with.

All applicants are questioned, and based on their answer to the questions, the selection panel selects the best
applicant.

Recruitment and Selection Policy and Procedures

Purpose
The Staff Recruitment Policy was created to guarantee that King Edward VII College Australia hires the finest
potential employees and contractors for all open jobs. This policy governs the hiring of all employees and
contractors.

Policy Statement
- King Edward VII College is dedicated to providing our community with high-quality programs and services. To
help us reach this goal, we understand how critical it is to hire the highest qualified candidate for every open
position. By publicly posting all empty posts, King Edward VII College will guarantee that it has the best
chance of attracting the finest available employees.
- All necessary steps will be taken by King Edward VII College to ensure that candidates may be securely
entrusted with the responsibilities of their employment.
- All open positions at King Edward VII College will be advertised internally to current employees to encourage
career progress and involvement.
- King Edward VII College is an equal opportunity employer committed to providing a harassment-free and
discrimination-free workplace.
- All recruiting and selection methods and judgments will reflect King Edward VII College's commitment to equal
opportunity by evaluating all possible applicants on the basis of their skills, knowledge, credentials, and
capabilities.
- King Edward VII College does not discriminate against students based on their age, gender, marital status,
race, religion, physical ability, or political beliefs.

Responsibilities

The CEO is in charge of putting this policy in place and keeping track of its effectiveness.
Managers and supervisors are responsible for ensuring that: they are aware with the recruiting rules and
processes, and that they adhere to them;
All jobs have current position descriptions that define role requirements and selection criteria.
The Human Resources Department is responsible for ensuring that:
- All managers understand their roles in the recruiting and selection process.
 - Managers get ongoing help and direction on challenges relating to recruiting and selection.

Procedures

Pre-recruitment activities
The Recruiting Manager must get approval from the CEO for the posts before beginning the recruiting process.
Managers should provide particular needs for the role when defining recruiting needs, such as:
- Timelines: When does the position holder need to be on the job?
- Where will the person holding the role be based?
- Managers must also stipulate where the College's name must be omitted from the recruiting campaign
in order to keep the organization's recruitment efforts a secret.

Direct Internal Appointments and Promotions

When a Manager desires to promote an employee who fits the precise selection criteria for a vacant internal
job, the appointment must be approved by the CEO, and the approval must be given to the Human Resources
Team. King Edward VII College Australia will guarantee that all workers who have indicated interest in the role
and hold the necessary abilities have been properly considered.

Internal Advertising
All positions at King Edward VII College Australia will be advertised internally whenever possible.
Exceptions to this rule may occur when:
- The position is of such a specialized nature that appropriate skills are not available within the
organization; the position is of such a specialized nature that appropriate skills are not available within
the organization;
- or the position is of such a specialized nature that appropriate skills are not available within the direct
appointment or promotion into the empty job is required.
Human Resources will publicize the open post internally after the empty post has been approved. The
following should be included in internal advertisements:
- Position title
- Outline of the position
- Skills required for the role
- Closing date for applications

For recognition, consideration, and processing, all internal applicants should provide a current copy of their
CV, together with a cover letter, to the appropriate manager.
Internal candidates with the appropriate abilities, credentials, and work-related experience shall be interviewed
for the post by the relevant Manager or Supervisor, as mentioned in the internal advertising.

External Advertising
When a post cannot be filled internally or when conducting parallel internal and external recruitment efforts is
suitable, the open post should be posted externally. All of these roles will be marketed through appropriate
networks, websites, or recruiting consultancies.
The Human Resources Team will draft a suitable job advertising for the position and send it to the relevant
Manager, as well as the CEO, for assessment and approval. The Human Resources Department will be in
charge of placing the advertising as well as monitoring and compiling the applications that are received.

Screening Applicants
The HR staff will transmit all applications to managers for shortlisting once they have been received.
Resumes must be reviewed against the job description in order to determine their fit for the specific post.
Applicants who are found to be suitable for an interview will be notified in writing of the date and time of the
interview. Candidates who do not get a response will be notified in writing.

Conducting Interviews
The interview process is overseen by a selection panel that includes the CEO or their nominee, as well as the
position's appropriate manager or supervisor.
If necessary, the selection panel may additionally include the Human Resources Manager or Human
Resources Officer.
Prior to the interviews, a list of questions based on the job criteria must be created.
 Reference checking
Managers must perform at least two reference checks before making an offer of employment to an applicant, if
at all practicable.
For future reference, the results of the reference checks should be added to the candidate's application.
Such records kept by an organization are subject to the Federal Privacy Legislation.

New Starter Paperwork

If an internal applicant is chosen, the Manager must inform the successful applicant as well as their manager.
If an external applicant is chosen, the Manager must give the candidate a verbal offer. The Recruiting Manager
must notify the Human Resources Team and give confirmation of the CEO's consent before starting or
transferring an inside employee.
All recruitment documentation should be completed and returned to the Human Resources Team for filing by
the Recruiting Manager. The successful candidate will get a formal offer letter from the Human Resources
Department. All job offers will be confirmed with a standard letter of offer, which will include the employee's
start date, pay, position, and terms and conditions of employment.
All rejected candidates will be notified after the Human Resources Team has received the candidate's signed
letter of offer. If an external recruiting agency was engaged, the HR department will inform the agency, which
will then inform the rejected candidates. The Recruiting Manager is in charge of working with Human
Resources to ensure that the new employee has all of the appropriate paperwork, equipment, and access
credentials.
The Human Resources Department will provide the new employee an induction package to complete.

Records and Correspondence

All inquiries about the position should be sent to reception, and all applications should be marked
"Confidential" and sent to the HR Team.
The basic records of the hiring procedure must be kept. Information concerning position descriptions given,
applications received (including applicants' names, addresses, and phone numbers), a list of candidates who
were short-listed and interviewed, and a record that applicants were notified of the results should all be kept in
the records. Prior to the shortlisting of final acceptable applications, letters or emails of acknowledgement
should be sent to all candidates.
All applications will be placed in the Staff Recruiting File at the CEO's officer once the recruitment process is
completed for a period of five years.

2. Develop a diversity calendar for 2017

Review the scenario information above.
Research important dates for diversity and cultural events occurring in 2017 in Sydney.
Identify at least 6 important dates and develop a calendar of events. For each event, identify how the
College will celebrate that day or event.
Your calendar may be developed in any format, as long as it addresses the above content requirements. When
you have completed your calendar, send it via email to your assessor, explaining the purpose of the calendar
and advising staff to note the dates in their calendar.

Six important dates and a calendar of events 2021 How to College will celebrate that day or event

Quantifying the reach of Australian drug diversion program The college will commemorate the occasion by delivering a
for offences. lecture on the Australian diversion program for criminal
Thu, Jan 13, 3:00pm offenses.
Lecture Room 122, Randwick, NSW

Catering for diverse needs in the Community Languages Invite people from other cultures to share their traditions.
classroom -Liverpool
Tue, Feb 2, 5:30pm Liverpool Public Library, Liverpool,
NSW

Catering for diverse needs in the Community Languages Play the “stereotypes game”.
classroom - Parramat Tue,
Jan 25, 1:30pm NSW Department of Education Office,
Parramatta, NSW

Catering for diverse needs in the Community Languages Provide a five-minute update on diversity-related activities
Classroom - Dulwich and events in the company and/or the greater community
 Wed, Jan 19, 2:00pm Seaview Street hall, Dulwich Hill, at the start of regularly scheduled meetings. Other
NSW suggestions may include diversity-related books, recipes,
movies, plays, and so on.

Access All Areas – Ensuring diversity of voices in Integrate Diversity Appreciation Month-long discussions
placemaking and activities about diversity are incorporated into training
Wed, Jan 5, 12:00am Harbourside Room, Museum of sessions.
Contemporary Art Australia, The Rocks, NSW

Vivid Ideas at Chatswood Chase - BandB highway - future Make a list of suggested readings relating to embracing
proofing diversity diversity and post it online, then have monthly meetings to
Sun, Jan 9, 10:30am Chatswood Chase Sydney, discuss the readings.
Chatswood, NSW

BSBHRM513 Assessment 1
Version 1.1 04/19 Page 7

Assessment 1 Checklist

Student’s name:

Did the student: Completed Comments

successfully

Yes No

Task 1

Question 1

Question 2

Question 3

Question 4

Question 5

Question 6

Question 7

Question 8
 Question 9

Question 10

Question 11

Question 12

Question 13

Question 14

Task 2

Analyse King Edward VII’s requirements for a skilled

and diverse workforce through a review of the Strategic
Plan and scenario information?

Analyse workforce information to identify staff turnover

and demographics including age, gender, employment
status and cultural background?

Identify and assess external factors for their influence

on workforce supply for King Edward VII College?

Develop workforce objectives and strategies that align

with strategic objectives and address attracting and
retaining a skilled workforce, including addressing staff
turnover

BSBHRM513 Assessment 1
Version 1.1 04/19 Page 8

Develop workforce objectives and strategies that align

with strategic objectives and address workforce
diversity and cross cultural management

Develop performance indicators for workforce plan

actions?

Develop and document contingency plans?

Demonstrate effective communication skills?

Confirm support for workforce plan including objectives

and targets?

Task 3

Demonstrate the ability to implement workforce

planning initiatives to achieve diversity goals?

Demonstrate the ability to review workforce plan

requirements?

Demonstrate the ability to research and

develop required documentation?

Demonstrate the ability to share information with staff?

Task Outcome: Satisfactory ◻ Not Satisfactory ◻

 Assessor name:

Assessor signature:

Date:

BSBHRM513 Assessment 1
Version 1.1 04/19 Page 9

Assessment 2: Task 1 Workforce planning implementation

project

In this assessment task you are required to implement a number of actions from the Workforce Plan for King
Edward VII College to assist in meeting agreed objectives for training, redeployment and redundancy, as well as
succession planning and being an employer of choice.
This task will be completed in the simulated work environment at your RTO.

Review the following information from the Workforce Plan:

Issue/need Action Outcomes Resources Timelines

Ageing Succession planning to Organisational Human End 2016

workforce, ensure that key roles capacity to fill resources
general attrition are identified. vacancies as they
Nominate internal arise
candidates who can fill
the roles.
Develop a training plan
for identified individuals.

No formal policies Develop a retirement Formal processes Human End 2016

and procedures in and redeployment in place for resources
place for policy retirement and
retirement and redeployment
redeployment.

Complete the following activities:

1. Implement succession planning program

Assume that it has been identified that a critical position within the College is the Human Resources Manager.
That means that if this position is vacant, it would have a significant impact on the organisation. While it has
been identified that there is no shortage of Human Resources professionals, it is considered that the
specialized nature of human resources within the College means it would be preferable to develop the talent
from within.

Assume that a current employee, Jackie Smith, has been identified as an employee with potential for the role.
Jackie has recently returned to the workforce and is working in an administration role. However, prior to leaving
the workforce to bring up her children, Jackie was working in a human resources officer role. Jackie applied for
the administration position as she only wanted to work part-time. However, it has been identified over time that
Jackie may like to move into a full-time position and it has identified that she has the potential to do this.
Jackie has recently completed a self-assessment against a role competencies statement in order to identify
areas that she would need to develop in. Review the role competencies statement provided to you.

Your task is to develop a career development plan for Jackie using the Career Development Plan Template
provided to you.

Career Development Plan Template

Start date Completion date Skill,experience, How will this be Provider e.g.
knowledge to be gained? e.g. on the workplace educator,
gained job experience, university,
formal/informal coach/mentor etc
seminars/courses,
coaching/mentoring
etc

20/06/21 25/07/21 HR Tech Workshop Today's generation Joshbersin Academy

(Skills and and new trends are
Knowledge) constantly changing,
so this HR Tech
Workshop will provide
a good understanding
of today's new
insights by coaching
about the field of
technologies, allowing
HR professionals to
be more competent
and sufficient in
dealing with
employees,
particularly when
using new
technology. This
program will assist
participants in making
sense of the cluttered
HR technology
landscape so that
they can make
smarter decisions.

26/07/21 26/10/21 Human Resource This short course is TAFE AOT

Management well-suited mentoring Accredited Online
Information system for entities with a Training
and services training well-recognized,
(Knowledge and sound theoretical
experience) knowledge base in
human resource
administration/human
resource information
systems (HRIS) and
who are capable of
planning, carrying
out, and evaluating
their own labor and/or
the work of a team
using a variety of
specialized technical
and managerial
systems.

27/10/21 30/11/21 The Wellbeing At This program, John Payne

Work Program delves developed in Academy, Inc
deeply into the collaboration with La
important elements Trobe University,
that go into creating a delves into John
comprehensive Payne's framework.
wellbeing program: Wellbeing at Work
mental resilience, begins by
 physical health and differentiating the
nutrition, financial progress of employee
fitness, and family well-being and
and community informing individuals
involvement. The about workforce and
program includes a corporate upgrades. It
selection of worldwide focuses more on
stories that teach us workplace integrity
about the world and dignity.
(knowledge)

01/12/21 01/02/22 Performance It proposes to John Payne

Management employees a Academy, Inc
Reimagined historical context for
Workshop (Skills, performance
experience, and K management and a
nowledge) fresh foundation for
reinventing
procedures. It
provides insights into
how aspects
influence
organizational
cultures, coaches
what sprints could
face, and sparks
debate on how we
really implement
these improvements.
It focuses on present
performance
management systems
and identifies areas
that may (and must!)
be improved, as well
as providing the
opportunity for the
planet to reimagine
itself.

02/02/22 20/04/2022 People as The People as a Blue Cross Shapphire

Competitive Competitive
Advantage Program Advantage Program
(Knowledge) is divided into six
modules, each of
which contains a
range of theoretical
knowledge on career
development and how
to win prizes for
professional
advancement.

21/04/2022 20/06/22 Human Resource This course will TAFE AOT

Technology largely focus on Accredited Online
Workshop mentoring persons Training
with new
technological trends
that reveal the use of
electronics in dealing
with employees,
particularly with
specific compliance
issues such as
analyzing
assessments and
submitting
compliance
submissions to higher
quarters.
 1
BSBHRM513 Assessment 2
Version 1.1 04/19

The opportunities that you identify for Jackie should include a range of opportunities including job
assignments that develop a candidate’s competencies, coaching and mentoring and formal training. The
career development plan you develop should include at least six opportunities to be completed over the
upcoming 12 months.

2. Develop a redundancy and redeployment procedure

Assume that it has been identified that there is no formal process in place within King Edward VII College for
redundancy and deployment. Previously, redundancies or redeployments have not been identified as issues in
the workforce plan, but now a formal process is required.

Your role is to develop a King Edward VII policy and procedure that addresses procedures for redundancy and
redeployment.

As a minimum your policy should include:

• Introduction
• Aim of policy
• Key principles
• Definitions of redeployment and redundancy
• Redeployment procedure
• Redundancy procedure, including entitlements as per the Fair Work Act

Introduction
The King Edward VII college's human resources manager is a crucial role.

Aim of Policy
To ensure that all employees are informed of the situation.

Key principles
They are briefly detailed in the following paragraphs: Accountability:
. The Action Board rightly recognizes our responsibility for our ideas, feelings, attitudes, words, actions, and emotions.

Definitions of redeployment and redundancy

The transfer of an employee to another job within the same organization or a 'related entity' is known as
redeploymentRedeployment can be broadly defined as the transfer of anemployee to another job within the same
organisation or an associated entity. The term "redundancy" refers to when an employer no longer requires that a task
be completed by anybody. The transfer of an employee to another job within the same organization or a related
company is known as redeployment.

Redeployment procedure
The transfer of an employee to another job within the same organization or an allied company is known as
redeployment
Redundancy procedure, including entitlements as per the Fair Work Act
Because there is no promise of another work, the option to apply for other positions by competing with other job
seekers does not constitute redeployment.
 BSBHRM513 Assessment 2
Version 1.0 04/18 Page 2

Assessment 2: Task 2 Workforce plan review and evaluation

briefing
Task summary
This assessment task requires you in the role of Human Resources Manager for King Edward VII College to
review the workforce plan, as well as evaluate workforce trends. You will be required to develop a briefing report
on your review and evaluation.

This task will be completed in the simulated work environment at your RTO.

Required
• Workforce Information 2017
• Workforce Information 2018
• Workforce plan review and evaluation report template
• Focus group results
• Exit interview results

Complete the following activities:

1. Develop a survey
Assume that, as part of the monitoring strategies that have been implemented as part of the workforce plan in
the scenario, you are required to develop an organisational climate survey. While the organisational climate
survey is designed to seek feedback in relation to the new initiatives outlined in the workforce plan, the intention
is to also gain feedback on overall employee satisfaction to assist with future workforce planning initiatives.

Design a survey using SurveyMonkey that:

• Includes at least 12 questions about general satisfaction with the workplace.
• Includes at least eight questions about satisfaction with new initiatives.
• allows employees to provide an answer based on a five point scale.
You may use the following link to assist you in designing your questionnaire:
http://workplaceinfo.com.au/hr-management/communication-in-the-workplace/climate-surveys

When you have completed your survey, send the link to the survey to all staff (your assessor) outlining the
purpose of the survey, as well as an appropriate deadline for completing the survey.

Survey

King Edward VII College

Employee’s Satisfaction Survey
We're looking forward to hearing from you.
Let us know what you think in the comments section.

Thank you!

Date: 10/06/2021

HR Department

1. Do you feel secure at your workplace?

a. Strongly agree
b. Agree
c. Neutral
 d. Disagree
e. Strongly disagree
2. Do you feel comfortable approaching management with questions?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
3. Do you always feel under extreme stress?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
4. Do you believe your workplace is stressful and competitive?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
5. Are you satisfied with your salary?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
6. Do you believe the training is well-planned and yields positive results?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
7. Is there an inclusive work atmosphere where employees of all levels are valued?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
8. Do you believe the organization will provide you with the resources you need to excel in your job?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
9. Are you happy with your working conditions?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
10. Do you believe that building two more locations will help the company and you develop together?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
11. Do you believe that group training is required?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
12. Do you believe that individualized training in each area will help you become more competitive?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
 e. Strongly disagree
13. If you have the ability, everyone here is encouraged to apply for higher positions.
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
14. Do you believe you'll receive the support you need to make it through all of these changes?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
15. Is there a program or policy in place at our company (for example, carer's leave) that allows us to effortlessly
balance our personal and professional obligations?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
16. Is it true that increasing the company will help it?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
17. Is the online survey understandable?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
18. Are you content with your work-from-home situation?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
19. Do you feel at ease with the use of Internet technologies and systems?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
20. In light of everything, how pleased are you with your employment and any additional problems you'd want to
bring up?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

Thank you for your time! We appreciate your participation in completing our Feedback Form. Have a good
day!

Search:

http://workplaceinfo.com.au/hr-management/communication-in-the-workplace/climatesurveys

https://www.heflo.com/blog/hr/organizational-climate-survey-questions/

https://hr-survey.com/EmployeeClimate.htm
BSBHRM513 Assessment 2
Version 1.0 04/18 Page 3

EMAIL
10/06/2021
Dear team,
Please see the attachment for the employee satisfaction survey. Please contact us, we'd like to hear from you.
so that we may develop every day, since we value the input of our employees in light of the company's impending
expansion of our College.
HR will examine your response in the hopes of resolving some issues at the college. As a result, your opinion is quite
valuable. We'd like you to be a part of the changes we'll make.
Thank you for your patience and valuable feedback.

Best regards,
HR manager

2. Develop a workforce plan review and evaluation briefing report

For this part of the assessment task you are required to develop a workforce plan review and evaluation
report. Your assessor will provide you with a template to use.
Your report should be written in clear and concise English and address the following components. • An
analysis of workforce information data
Review the workforce information for King Edward VII 2018 provided to you and compare it to the 2017
data to identify:
o Current staff turnover rate
o Workforce characteristics, including age, gender and cultural background.
o Comparison with 2018 data to identify changes and to assess performance against 2017 data.

• A review of external trends

Using the Labour Market Information Portal, review current employment projections for Australia, as well
as for the Australian education and training sector.
Based on your review of the data, identify labour supply trends and areas of undersupply or oversupply
relevant to the College and the likely impact of these trends on the demand for labour in relation to the
College’s workforce.

• A review of government policy

Identify at least two government policy initiatives that affect labour demand and supply. Outline each of
 the policy initiatives that you have identified and how it affects labour demand and supply.

• An analysis of focus group results.

Assume that, in addition to the survey you developed, you have already conducted a focus group to
determine employee’s satisfaction. Review all of the comments from the focus group and comment on
overall employee satisfaction, as well as areas of need that should be considered as part of an ongoing
review of workforce planning objectives.

• Analysis of exit interviews.

Review all of the comments from the exit interviews and comment on reasons for leaving and that should
be considered as part of an ongoing review of workforce planning objectives.

• Effectiveness of the workforce plan

Based on your analysis above, evaluate the effectiveness of the workforce plan in terms of the objectives
specified in the scenario information.
Identify changes required to objectives and document at least two new objectives and actions for the
upcoming year.

Send your briefing report to the CEO (your assessor) via email including a brief outline of the purpose of the
report in your email.

Introduction

The strategy will help the institution respond strategically to its workforce concerns as we collaborate with the
community to develop a high-quality workforce. The results of this data are compared to current labor market
statistics and existing government policies on employee satisfaction to see if these policies have an impact on the
rate of employee turnover.

In this report, an assumption is made about the supposed focus group outcomes, which examines the remarks of
the group's workers to determine their degree of satisfaction with the planned strategies to reduce employee
turnover at King Edward VII College.

Analysis of Workforce information data

Analyse the workforce data for King Edward VII 2018 and compare it to the 2017 data to determine the overall
rate of staff turnover at King Edward VII as of the end of 2018, which was 40% compared to the previous year
2017, when the overall turnover rate was 65%. During the year 2018, 40 percent of workers left, with 30 percent
being both academic and trainers, compared to 50% in 2017. According to data, male employees make up 60%
of the total of twenty workers at the college, while female employees make up 40%. Nine of the 12 male
employees are from Australia, one is from Somalia, one is from France, and one is from Germany, and their ages
vary from 27 to 61. All of the female staff at the institution are Australians, with the exception of one who is from
the United Kingdom, and their ages range from 22 to 59.

Review of External Trends

Based on the data, labor supply patterns and regions of undersupply or oversupply relevant to the College were
discovered, as well as the expected influence of these patterns on labor demand in connection to the College's
workforce, such as:

The demand for adult and community education, as well as the growth in part-time employees and non-teaching
employees, are driving job prospects in the education and training sector. In this setting, increasing rates of job
opportunities are seen among college teaching staff, while the number of non-teaching staff members falls.
However, due to the growing number of students enrolling in colleges and the growing number of instructors, the
number of science operation officers groups, professors' assistants, school officers, and cleaners rises among the
non-teaching personnel. The department of education and training indicates that school administrators do not
need as many as school officials and cleaners, hence there are few jobs available.

According to the current employment estimates for Australia, the country's employment rate is expected to
expand by 7.1% or 886,100, during the next five years to May 2023, according to the Labour Market Information
Portal. The analysis also reveals that there are far more undocumented work possibilities produced through
turnover than those produced by net employment growth. According to employment statistics, there are around
four to five million job changes per year. Healthcare and social assistance are focusing on providing the largest
number of job possibilities, with over 250,300 expected to be created. Construction is second, with over 118,800
 expected to be created, and education and training is third, with over 106,600 expected to be created.

Review of Government policy

Government policy initiatives that affect labour demand and supply:

1) Since the 1970s, Australia's labor policy reforms, often known as labor market deregulations, have presented
greater risks to the country's labor market. For example, since this time, successive administrations have been
accused of enacting a slew of legislation and regulations aimed at weakening labor union rules, sometimes
known as anti-union measures.
2) Regarding the handling of casual employees, the Fair Work Act of 2009 was passed. According to the Act, all
casual workers who have worked for 12 months or more are considered long-term casual employees and are
entitled to additional benefits such as 12 months of unpaid maternity leave and the ability to negotiate for
flexible work arrangements. Furthermore, under the Act, any casual person who has worked consistently for six
months has the same rights as a permanent employee when it comes to unjust dismissal. The rule has enraged
companies, who are now unwilling to hire temporary laborers due to increasing costs and fewer working hours
but higher earnings.

Analysis of focus group results

A focus group was formed to evaluate the happiness of King Edward VII employees, according to the study.

Unstructured performance reviews, a weak incentive system, and minimal contact between staff and
management are some of the reasons why some employees opted to quit the institution, while others said that
they are occasionally called upon to execute duties that are above their understanding. The high employee
turnover rate is due to the stressful work environment, with some employees having no defined duties to
perform and others complaining about too much work due to a lack of support workers at King Edward VII.
Some workers believe they have valuable work experience with the company since their efforts have been
rewarded by the production of high-quality pupils, giving them the impression that the people they work for are
the same people they work with.

Enhancing better communication within teams, as well as improved communication and collaboration
throughout the institution, are some areas that should be examined as part of the assessment of workforce
planning objectives. Better communication within groups and throughout the business is a critical technique for
forming a stronger team and achieving higher performance.

Analysis of exit interviews

After reviewing all of the departure interviews and comments on reasons for departing King Edward VII, the
majority of these workers stated that the College should create tactics to encourage staff to stay and pay raises
to keep them

Effectiveness of the workforce plan

Based on your study, the efficacy of the workforce plan in terms of the objectives given in the scenario
information may be characterized as poor performance at the workforce plan with significant room for
improvement. Based on this interview, the institution is a better place to work, but there is a need for a pay
raise and complete execution of plans, as well as the execution of numerous training and development plans
for staff. For the coming year, we've added two additional goals and actions:

1. Staff development and training to ensure high-quality skills

2. Establish an awards program to encourage employees to stay with the company.

Email with completed workforce plan review and evaluation report attached

Dear Peter,

I'm providing a quick report in order to assess and evaluate King Edward VII College's finished workforce
strategy.

Please do not hesitate to contact me if you have any queries.

 Regards,

HR manager

BSBHRM513 Assessment 2
Version 1.0 04/18 Page 4

Assessment 2 Checklist

Student’s name:

Did the student: Completed Comments

successfully

Yes No

Task 1

Demonstrate the ability to implement a succession

planning program?

Demonstrate the ability to identify gaps in a candidate’s

skills, knowledge and experience against the job role?
 Demonstrate the ability to identify relevant learning and
development opportunities and documenting in a
career development plan?

Demonstrate the ability to implement actions to meet

the objectives for redundancy and redeployment by
developing a redundancy and redeployment policy and
procedure?

Task 2

Analyse updated workforce information against

previous year to determine changes in existing
employees and workforce?

Analyse labour supply trends and comment on areas of

undersupply or oversupply as relevant to King Edward
VII College?

Analyse labour trends on demand for labour and their

impact on King Edward VII College?

Review government policy and its impact on labour

demand and supply and take into account in identifying
changes to workforce plans?

Evaluate the effectiveness of workforce plan objectives

as evidenced by the analysis of employee and
workforce changes?

Recommend revised objectives and strategies based

on analysis of all data and external environment and
government policies?

Task Outcome: Satisfactory ◻ Not Satisfactory ◻

Assessor name:

Assessor signature:

Date:

BSBHRM513 Assessment 2
Version 1.0 04/18 Page 5