BSBHRM602

TASK 1

Question 1
What drives strategic human resource management and what activities might
need to be undertaken as part of strategic human resource management?

Examples are:

• determining the number of staff and the skill sets required to meet organisational
objectives
• identifying effective methods for recruiting new staff
• determining how to best use employees’ skill sets
• motivating employees to reach productivity targets
• developing accountability systems
• remuneration
• ensuring compliance with legal requirements.

Question 2
Describe four key human resource practices and functions required by an organisation to ensure that
it meets its key objectives.

• job analysis, evaluation and classification to identify necessary skills

• job and work design to clarify work performance, scheduling and relations
• recruitment and selection to find and hire the right people for the right job
• induction, training and development to socialise staff and update their skills and
careers
• skills audit to know what skills and abilities staff possess
• performance management to develop, evaluate motivate and discipline staff
• managing compensation to ensure payment and benefits are adequate.

Question 3
Explain at least two reasons why it is important for managers to understand human resource
strategic direction, objectives and targets.

• Knowing the organisation’s strategic direction helps leaders plan the HR

operations of an organisation.
• An organisation’s HR strategic objectives establish how it wants to manage
its human resources.
• A strategic HR plan helps to establish objectives and set goals for human
resources in an organisation.
• The HR strategic direction, objectives and targets provide more detailed
information that shows how human resources help the organisation achieve its
objectives.

Question 4
Describe three trends and emerging practices that may have an impact on human resource
management in an organisation.

• Casualisation
• Globalisation
• Workplace flexibility
• Generational diversity
• Impact of acquisitions, mergers and downsizing
• Social media

Question 5
To identify an organisation’s strategic human resource objectives, what sources would you consult
within the organisation?

• the organisation’s strategic plan

• senior management.

Question 6
Explain how you keep up-to-date with changes in workplace legislation and regulations.

We can keep up-to-date with changes by joining industry/professional networks or

subscribing to Fair Work Australia newsletters and emails, industry bodies and unions
for their regular updates.

Question 7
Explain how you will consult with relevant managers to identify their human resource needs and
preferences.

Consultation could be via a survey or questionnaire, focus groups, team meetings

and individual meetings focused on discussion of requirements.

Question 8
How will you gain agreement from managers for the strategic human resources plan?

Communication and consultation with managers is required, with the objectives for the
strategic human resource plan being clearly articulated.

Question 9
What potential costs and benefits are associated with the provision of an internet-based recruitment
system?

-Costs might include the cost of writing web content, job descriptions and advertisements for the web page;
and costs associated with fielding enquiries and sorting through applications.

-Benefits may include the speed to market of advertising and receiving applications, the ability to build a pool
of potential candidates, and the ability to advertise internally and externally as required.

Question 10
How can you ensure the strategic plan’s style of writing matches its purpose and audience?

-Ensure the language used helps to communicate the information clearly and
concisely to members of the audience, taking into account their different skills and
knowledge.

-Use plain English,

-Provide explanations for complex ideas or financials
-Use diagrams and graphs to present detailed information

Question 11
Organisations need to have a ready supply of labour to ensure it can meet its objectives – outline
three possible options for sourcing labour.

• Internal recruitment
• Graduates and interns
• Recruitment agencies
• Advertising for external candidates
• Offshoring operations or functions
• Outsourcing functions
• Contractors and casuals to meet specialist or specific needs for a set period

Question 12
Describe at least two systems, devices or applications of technology that may affect job roles in an
organisation. Explain the possible impact.

• The automation of production lines can affect the need for labour (both numbers
and skill levels).
• Implementing a new management information system can affect job roles –
employees may need training.
• Implementing new employee systems for performance review, learning and
development, payroll, leave management or employee self-service may require
training of employees and managers/supervisors.
• Training may be required for use of new computers, phones and mobile devices.

Question 13
Company B is a large national confectionery manufacturer and its headquarters are in Melbourne. It
has previously been the market leader, but over the last few years its market share has been declining
due to overseas competition. Company B plans to relocate its head office to Brisbane to take
advantage of less expensive overheads, and perhaps to reduce its manufacturing operations in
Sydney and Melbourne. There are rumours that it may be taken over by a UK-based multinational.
Some staff have already been offered redundancies, especially in middle management positions.

a. Define the company’s corporate strategy.

b. What potential issues and/or problems might the company face in the near future?
c. Prepare an appropriate HR strategy for the organisation for the next one to two years.

a. Company B appears to have a cost reduction strategy.

b. Company B’s main problem will be finding suitable staff in their new location –
many staff may not want to relocate, and the cost of redundancies and
relocations could be prohibitive. Closing its manufacturing locations may lead
 to a lack of product and therefore sales. Rumours about what it is doing may
mean it loses its best staff to other organisations.
c. The HR strategy might relate to:
- enhancing employee commitment and minimising the loss of the best people
- emphasising the achievement of performance targets
- attracting and retaining the right people.
TASK 2
1. Explain how you will identify appropriate people to work with you on the strategic HR plan’s
implementation.

Discussions with senior management can help to identify the right people to work on
the implementation, such as managers directly affected by the changes to be
implemented, specialist HR people, consultants and those with expertise in HR service
delivery and plan implementation.

2. Identify four types of data needed to develop a new HR budget. Why is it necessary to collect this
data?

• Projected labour figures for period of the budget

• Actual costs incurred in the current year
• New benefits/programs planned
• Changes to policy, strategy, laws or business regulations

Data needs to be collected to enable planners and financial experts to see where
funds are needed and the level of funding required. This then allows them to
determine where the funds will come from.

3. Identify and explain one of the hurdles to effective monitoring and review.

1. Lack of resources
− Managers being unable to get the expert help needed at the right time;
− Necessary equipment is not available when needed;
− Technology does not support the implementation;
− Insufficient team members to deal with risks or communication.

2. Lack of planning before the implementation begins,

− Insufficient detail related to risks.
− Incorrect or incomplete information about the project
− Absence of accurate and timely reporting is crucial for managers and
stakeholders making decisions in relation to the implementation.

4. Provide two examples of how government policy impacts HR strategies.

• Changes to workplace relations legislation, such as new working conditions, and changes to taxation
and superannuation could impact how the organisation pays its people.
• Changes to rules on immigration could impact the use of skilled overseas (non-Australian) workers
(visas).
• Changes to competition legislation may affect business and reduce opportunities, which reduce access
to funds to complete a project.
• Changes to taxation and superannuation may impact payroll costs, thus increasing overall costs for the
organisation.

5. What changes to internal and external factors could result in the need to modify or refine an HR plan?
Provide an example of each.

•A change in business opportunity could open new markets and divert funds away from the HR strategies being
introduced.
•Lack of skilled people for a new project may require HR to redirect resources away from the project to recruit
new employees.
•New legislation could make an HR strategy invalid or irrelevant.
•Management may no longer have the capacity to manage the HR strategies being introduced.
6. Develop a process for evaluating the overall effectiveness of HR strategies and services.

− Review the strategic HR plan to identify objectives, proposed outcomes and deliverables.
− Review the implementation plan to identify time lines for the introduction of strategies.
− Review performance measures applied to HR strategies and services.
− Gather data on how HR strategies and services are performing (use a survey of managers and
employees, focus groups, request feedback from managers, etc.)
− Analyse the data to determine how HR has contributed to organisational performance.

7. Explain how you will monitor the progress of the strategic HR plan’s implementation.

• Asking for feedback from those involved in the implementation

• Reports from HR systems on usage, error rates in documentation and advice given
• Costs associated with delivering the HR strategies/services

8. Identify and explain two reasons why you might need to adapt the strategic HR plan.

• Changes to legislation such as workplace relations legislation could require changes to training and
development services.
• The introduction of a new strategy, such as a merger, may mean new HR strategies must be developed
to accommodate the organisational strategy.

9. Identify at least three pieces of legislation relevant to the operations of an organisation you are
familiar with. Explain the relevance of the legislation to human resources.

• Fair Work Act 2009 (Cth)

• Work Health and Safety Act 2011(Cth) or existing state/territory WHS legislative requirements

• Privacy Act 1988 (Cth)

• The Australian Privacy Principles

• Various Commonwealth and state/territory equal opportunity and anti-discrimination legislation

These legislations dictate how the employment relationship is managed and the types of policies and
procedures necessary for maintaining good working relations, including working conditions, health and safety,
anti-discrimination, harassment, privacy and equal opportunity.

10. Identify the steps required to undertake a cost-benefit analysis of these options. Explain the concept
of a cost-benefit analysis as part of the effective provision of HR services.

A cost–benefit analysis is required to begin the evaluation of HR service provision requirements or

opportunities.

To determine whether the benefits outweigh the costs, total implementation costs and monetary-valued total
benefits must be identified and calculated for comparison. Compare them by dividing the total costs by the
benefits.

Should the costs outweigh the benefits and the HR service provision option is to be implemented, a risk analysis
and assessment will help to identify strategies to manage costs and maximise benefits.

The findings from a cost–benefit analysis can be used by the HR team to calculate how long it will take to reach
the break-even point, where the benefits have repaid the costs, by calculating the payback period.
11.Explain three changes in circumstances that might prompt you to adapt your human resources
strategic plan.

• Changes to business strategy

• Changes to legislation including workplace relations, WHS, taxation, superannuation
• Changes in management capability
• Changes to workforce capability and skill level
• Lack of available expertise in delivering HR services
• Changes to available resourcing, including time, finance, people and systems
• The projected performance is not meeting planned performance, such as deadlines not being met or
activities exceeding budget
12.Consider an organisation you are familiar with. Assume you are the HR manager and you have been
asked by one of the organisation’s managers to provide advice on how to evaluate the performance of a
plan against the plan’s stated objectives. Develop a checklist of actions the manager can use to
effectively undertake this task.

− Identify who will use the evaluation and review of the plan.
− Identify why the evaluation needs to be undertaken.
− Clearly articulate the plan you will evaluate, including its outcomes and deliverables.
− Identify the performance measures.
− Seek clarification from the project manager as to what stage/phase the project is up to.
− Develop a set of evaluation questions.
− Identify the stakeholders you will interview for feedback.
− Identify the reports and other information you will need for your evaluation.
− Develop a time line for your evaluation.
− Consider how you will maintain the integrity of the data you gather.
− Consider how you will collate and present the data.
− Collect the data you need including interviews, surveys, reports and focus groups.
− Analyse the data.
− Write your evaluation and review.
− Disseminate the review to relevant stakeholders.
Task 3

A ONE-PAGE REPORT ON STRATEGIC DIRECTION AND OBJECTIVES

Introduction

This report provides information collected from the current business plan to identify HR services to implement the
innovation strategy, regarding costs, requirements and risks.
The principal goal of the company is to develop a range of tools to enhance the customer’s online shopping experience.
The report will comment on the prospects of the company and make recommendations that would improve the workforce
performance.

Strategic direction and objectives

BizOps Enterprises has decided to focus in three principal aspects:

Financial stability
Market position
Hiring the right people

Scope:

Objectives Targets
Equal employment opportunity and diversity Improving quality of opportunity and diversity amongst
the workforce
Human resource information systems Implementation and updating system
Induction Developing and improving the induction process using
e-learning and mobile learning technologies
Industrial relations Identification of the root cause of grievances
Job analysis and design The roles and responsibilities required
OHS Any changes in legislation or policies procedures
Performance management Processes and practices
Professional development Training
Recruitment and selection The right number of employees
The skills
Remuneration Pay
Reward
Staff retention and succession planning The allocation of HR budget
Communication of plans and activities
Measurement of success

A PEST ANALYSIS

PEST analysis is stand for Political, Economic, Social and Technological respects analysis.
Political
Political analysis will concern some points refer to the local politics in New South Wales/ Australia, which would
affect the BizOps operation. The BizOps enterprise in New South Wales has no obvious policy risks, but it still
need to care about the compliance.

Economic
Economic analysis will look at the overall economic condition in the country. In this case, there is no significant
economic recession. Also, the local economy is positive and would bring some benefits (increase the amount of
customers) to contribute business`s profits.
Social
Social analysis will base on the analysis of local people`s ages, genders and preference, the amount of aging
people are large around the store. BizOps would set their target customers as knowledgeable and technical
people, who are mostly keeping attention on innovative products.
Technological
Technological analysis is the area to address the promotion and new products in the market. As a matter of fact,
it is known that BizOps needs technology improvement and innovation resulting in better products with a lower
impact on the environment. As this happens, their environmentally conscious customers will want to upgrade
their products. Thus, this would be a potential risk for business` future development.

A ONE-PAGE REPORT ON FUTURE LABOUR NEEDS

As part of HR strategic planning process, it is essential to identify the future labour needs and skill requirements so that the
necessary action can be carried out to ensure that BizOps has sufficient people with the right skills in the workforce.

BizOps Competency Number of Department

Committed staff
High quality and Critical thinking 195 HR
Innovative product Creative thinking Financial operations
solutions Problem solving Business operations
Delivering speedy and Collaboration 195 HR
personalised service Communication Retail operations
Social skills Business operations
Providing clean and Information/Media and 195 Retail operations
green products and technology green solutions Business operations
services
Continuous improvement Leadership 105 HR
processes Retail operations
Business operations

If necessary, assuming labour needs the Business and Human Resource Plan to mitigate some consequence:

Insufficient staff if only some of the existing workforce move to new site
Production errors and delays is staff have not been adequately trained in the new processes
Frustration amongst staff and managers, impacting on motivation and levels of engagement
Shortfalls in achieving production targets
Failure to achieve the organisational goal

Employing a range of recruitment options:

Hiring casual labour

Hiring new graduates or trainees
Employing off-shore workers
Outsourcing and using contractors or consultants

AN ENGAGEMENT AND COMMUNICATION PLAN

Rolls and
Stakeholders Message Methods Time frame Outcome results
responsibility
Stage 1 Information Gathering
Managers Budget Report HR Manager Various Retrieving
Finances existing data
Sales
Operation
MD HR
HR Specialist
Employee Questionnaires Survey HR Manager Beginning of Data related to
the Project job description
Stage 2 Information Gathering
MD HR Draft report Meeting HR Manager During project Trying seek
writing approval

A DRAFT HUMAN RESOURCES STRATEGIC PLAN, INCLUDING RESPONSES TO ALL TASKS.

Strategic directions, objectives and targets

BizOps Enterprises has decided to focus in three principal aspects:

Financial stability
Market position
Hiring the right people

Objectives Targets
Equal employment opportunity and diversity Improving quality of opportunity and diversity amongst the
workforce
Human resource information systems Implementation and updating system
Induction Developing and improving the induction process using e-
learning and mobile learning technologies
Industrial relations Identification of the root cause of grievances
Job analysis and design The roles and responsibilities required
OHS Any changes in legislation or policies procedures
Performance management Processes and practices
Professional development Training
Recruitment and selection The right number of employees
The skills
Remuneration Pay
Reward
Staff retention and succession planning The allocation of HR budget
Communication of plans and activities
Measurement of success

Action plan

Developing an action plan for BizOps may help the process of incorporating and embedding research based into the
organization. This document includes a step by step guide on how to develop and maintain and action plan, a template
action plan, and some sample goals/objectives over a period of time.

Activity:
Renew the current business plan, to implement HR services to implement the innovation strategy,
regarding costs, requirements and risks.

Objective for information search Financial stability

Market position
Hiring the right people

Step to take Summarizing and taking notes

Information required( Consulting Information Source
with managers : Financial Actual business plan Organisational charts
operations, Business operations, Market position Number of workers required
HR, Retails operations) Pricing strategy Working hours
Value to customer Workers’ locations, if relevant
Growth potential Job roles and responsibilities
Insurance Level of knowledge and skills
Risk Management required
Legal considerations
Data collection methods Face to face meetings, either individually or in groups
Group presentations
Questionaries
Telephone or video-conferencing

HR training

BizOps Competency Amount of Department

Committed staff
High quality and Critical thinking All HR
Innovative product Creative thinking Financial operations
solutions Problem solving Business operations
Delivering speedy and Collaboration All HR
personalised service Communication Retail operations
Social skills Business operations
 Providing clean and Information/Media and All Retail operations
green products and technology green solutions Business operations
services
Continuous improvement Leadership All HR
processes Retail operations
Business operations

Cost-benefit training program

Competency Cost Benefits

Critical thinking AUD250/pp Help to develop high quality and
Creative thinking 2 days’ workshop Innovative product solutions
Problem solving
Collaboration AUD250/pp Help to deliver speedy and
Communication 1 day workshop personalised service
Social skills
Information/Media and AUD380/pp Help to provide clean and green
technology green 3 days’ workshop products and services
solutions
Leadership AUD380/pp Help to have continuous
3 days’ workshop improvement processes
Technology and systems to support HR programs

Technology may be used to support:

Non-human HR services such as payroll administration and e-learning

Performance management processes, using automated reminders and documentation to support the interaction
between a manager and employee
Training and development to plan, record and manage training records and activities
Some technology is available ‘off-the-shelf’ and generic packages can be purchased. These include systems such as:
Learning Management Systems
Employee record systems
Payroll administration

Schedule for implementation

2016 2017 2018 2019 2020

Improving quality of opportunity and diversity

amongst the workforce
Implementation and updating system

Developing and improving the induction

process using e-learning and mobile learning
technologies

Pay
Reward
The allocation of HR budget
Communication of plans and activities
Measurement of success

Budget

Type of contract Current workforce ( revenue 100% Future workforce

this year) ( revenue 115% this year)
Full-time 700 105
Part-time 300 45
Casual 200 30
Contract 100 15
Total 1300 195
Total Request for the next year is 1495

Based on the organization changes the company need a budget:

Competency Cost Type of contract Amount

Employees Budget AUD
Critical thinking AUD250/pp Full-time and 1150 287,500
Creative thinking 2 days’ workshop part time
Problem solving
Collaboration AUD250/pp All 1495 373,750
Communication 1 day workshop
Social skills
Information/Media and AUD380/pp All 1495 568,100
technology green solutions 3 days’ workshop
Leadership AUD380/pp Full-time, part 1265 480,700
3 days’ workshop time and
contract
Total 1,710,050
 Monitoring and review

Plan Monitoring Schedule -2017

Timeline Action Responsible party

Financial Operations
January 15th Previous year’s activity reporting cycle ends Retail operations
HR

Financial Operations
February 15th Coordinating organizations status reports due Retail operations
HR

Financial Operations
March 15th Annual mitigation meeting Retail operations
HR

Financial Operations
Plan amendments/updates shall be added to
April 15th Retail operations
plan
HR

Risk management plan

Context:
A risk management plan is a documentation that a project manager prepares to foresee risks, estimate impacts and
define responses to issues:

Identification and analysis

Priority Risk Likelihood Impact Level of risk

Outsourced Recruiter could fail to deliver

B 3 Medium
recruitment the recruitment campaign

Occupational Health Environmental

C 2 Medium
and Safety Personal injury or death
Abuse
Reputation in the community
Employee supervision C 3 Medium
Release of personal
information
Discriminatory practices
Hiring unsuitable or unsafe
Hiring B 3 Medium
candidates
"Wrongful" hiring
Compensation and
Financial abuse C 3 Medium
benefits
Abuse
Employee conduct Reputation in the community B 3 Medium

Risk control/ treatment

 Activity: Identify the controls to mitigates risk in the HR plan strategic
Risks Recruiter could fail to deliver the recruitment campaign
Environmental and Personal injury or death
Abuse, reputation in the community, Release of personal information
Discriminatory practices
Hiring unsuitable or unsafe candidates,"Wrongful" hiring, Financial abuse
Control measures/ Control measure Strength Weakness
treatments Hiring overseas candidates Skill employees whom Time management
can do the training

Continuous auditory Policies and procedures Time management

Release of information
Continuous communication Internal documentation Release of information
/legislation access
Impact of risk/s on Unable to recruit the staff needed
areas outside your Increased pressure on internal HR team
responsibility Inability to meet targets ( HR targets and production targets)

Personnel involved Gina Harris

Chang Lin
Nancy Tooket

Expected Reduce the probability of things going wrong

outcomes of risk Minimal impact on the delivery of the HR strategic objectives and targets
treatment plan

Post implementation improvement:

Setup
Piloting
Intrgration
Post-support
Continuous improvement

Conclusion
BizOps Enterprise wants to develop an innovation strategy to ensure the organisation’s sustainability and ensure the
workforce is able to implement this strategy. We have decided to review the business plan and adapt strategies would
increase the sales and the top of mind into the market, improving the workforce strategic.