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BSBHRM501 Manage human resource services

Assessment

Task 1- Project (Develop HR delivery strategies)

Candidate Name

Student ID

Assessor Name

Date

Performance objective

This assessment is conducted to assess your ability to determine strategies for the delivery of human resources

services.

Assessment description

In response to a provided sim니lated business scenario, you will identify human resources needs through a review of

business documentation and the external business environment and through role-played consultation with line and

senior managers. You will then develop options for delivery of human resources (HR) services (later to be formalised

in a service level agreement) and present these in a short report. You will then develop an action plan for the delivery

of HR services that includes roles and responsibilities for implementing proposed service level agreements.

Assessment instructions

Task

JKL have req니ested that you, as the newly appointed Human Reso니rces Manager, provide them with options for the

strategic delivery of human resources services to support the organisation's plans. You are required to complete five

activities.

Ac t i v i t y l

A. Identify the following hmman resources needs of JKL Industries:

(This activity must be undertaken after the consultation of service manager and sales manager).

• human rescnjrces need gathered from analysis of business documentation

• h니man resources need gathered from consultation with internal stakeholders

• human resources need gathered from a review of the external business environment

B. Identify and discuss of at least two options to meet human resources needs and discuss the risks

associated with each (relate risks to your review of external business environment), such as:

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Options to meet human resources needs, Risks associated and Return On Investment (ROI) calculation

and analysis for each option on:

a. labour market skills shortages

b. slow economic growth

c. business confidence

d. uncertainty in environmental reg니latory environment

e. recommendations to meet HR needs including recommendations for service level agreement/s

a discussion of HR strategies to deliver HR services in accordance with b니siness needs, diversity, and anti-

discrimination policy

Activity2

Prepare an action plan to communicate and implement recommendations over the next four weeks.

a. activities - you need to include the activities required to comm니nicate and promote changes,

b. timelines

c. strategies and tactics to ens니re successful implementation, inckiding monitoring activities and

technology required to collect and manage data in accordance with policies and procedures

d. reso니rces required; including financial resources and technology for comm니nication to

stakeholders (both internal and external)

e. roles and responsibilities (include roles for HR team, line managers, senior managers, external

parties, etc. as required for implementation)

Note: in Assessment Task 2, you will implement communication of the SLA to managers and

seek final agreement.

Arrange with assessor to meet and role-play meeting with Operations Manager to approve action planning

and make revisions as required.

Note: roles to be performed and/or observed by assessor.

to communicate SLAs (for implementation in Assessment Task 2), and to implement your

recommendations to meet HR requirements.

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Activity 3

Develop a service level agreement (SLA) draft in response to HR requirements identified above.

An SLA template is provided in Appendix 1. As much as possible, attempt to align the service level

agreements to the overall strategic and operational needs of the organisation. For example, develop

performance metrics related to financial or investor value, customer value, development of people or

employee value, and the value added thrᄋ니gh improvement of HR management practices and processes.

Remember to include measures related to meeting requirements of the organisation's values, code of

conduct, and legal obligations.

Activity 4 - Performance issue scenario

Using the scenario and the given table, you are required to develop an action plan to address

underperformance of team or service providers as soon as possible.

Activity 5

JKL have req니ested that ycHJ，as the newly appointed H니man Resources Manager, provide information to

their team of human resource personnel regarding human resource management and relevant legal and

compliance requirements.

Prepare and deliver an information session to the team (Assessor and other trainees).

Include the following 5 points.

1. identify the key provisions of legal and compliance requirements that apply to managing

human resources

2. summarise the organisation's code of conduct

3. explain human resource strategies and planning processes and their relationship to business

and operational plans

4. describe performance and contract management

5. explain how feedback is used to modify the delivery of human resources.

Assessment submission specification

Yo니 must complete all the above activities and s니bmit to your assessor:

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Case - JKL Industries JKL Overview

JKL Industries is an Australian owned company, selling forklifts, small trucks and spare parts to industry.

They also have a division which leases forklifts and small trucks. The company's head office is in Sydney and

JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra.

Change

After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales rights to a

range of medium and large trucks from an overseas supplier. This opportunity will provide JKL with an

advantage in range over its competitors.

Sales results over the past five years have indicated strong growth in forklift and truck sales which have

averaged 10% sales growth per annum. The rental market has been in decline for the past three years due

to the reduced costs of these vehicles and some taxation benefits to industries who purchase these

vehicles.

Taking the sales opportunity will, however entail some significant changes, including significant changes to

the current organisational structure. The company will reposition itself to focus solely on retail sales and

service and exit the rentals market in which forces such as competition and consumer choice reduce

potential profitability.

In accordance with the organisation's values, JKL intends to (to the extent feasible) recruit from within the

company and upskill or reskill existing employees in rentals who wish to remain with the company.

HR role

HR will have a key role to play in the implementation of strategic and operational changes. The significant

changes to the organisation also provide an opportunity for HR to potentially restructure and certainly

rethink how it delivers services to internal clients. HR will need to consider company strategic directions,

the external business environment, and the needs of employees and managers to implement the strategy

effectively.

Options for service delivery

A number of HR service delivery options are available for discussion and analysis.

The following cost and benefits are presented for a number of possible HR service delivery options and

strategies:

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All figures are predicted for following financial year except where otherwise noted.

Expected value of financial gains = Financial gain xLikelihood of Success.

Strategic options Cost

Financial gain through

efficiencies, savings or

direct reven 니 e (witho니 t

consideration of costs)

Chance of

fail니re/Ljkelihᄋᄋd of

risk

a. Outsourcing basic HR services. $600,000 $800,000 for the following

financial year

10% (0.1)-Low risk

b. Restructuring HR. $800,000 $1,000,000 over next 5

years

20% (0.2) - Low risk

c. Redeploying and retraining rental

employees.

$500,000 $3,000,000 over next 3

years

30% (0.3) 一 Moderate

risk

d. Integrating HR services and

recruitment.

$100,000 $1,500,000 over next 3

years

10% (0.1)-Low risk

e. Enhancing HR services with respect

to performance management to

enhance business partnering at all

levels.

$100,000 $1,000,000 over next 5

years

10% (0.1)-Lowrisk

f. Enhancing HR services with respect

to industrial relations (IR) to

enhance b니siness partnering at all

levels.

$150,000 $500,000 for the following

financial year

20% (0.2) - Low risk

KL Industry's industrial relations history

JKL Industries has not had a clear industrial relations policy or strategies in the past. There has been a

tendency to manage issues on an ad hoc basis rather than drive the business through long-term industrial

relations objectives.

Responsibility for industrial relations issues has been spread between various levels of management

including the Operations Manager, Sales Manager, Service Manager and Human Resources Officers for

each branch. This has led to issues of inconsistency and allegations of unfair work practices, with team

members conf니sed as to their entitlements and 니nsure of how to resolve grievances and conflict

appropriately.

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On several occasions the union has become involved in disputes when team members have been unable to

resolve issues with their line managers.

Morale in the workplace fluctuates and is often dependent on the division manager's management style and

skill level. There have been instances of workplace conflict which have not been satisfactorily resolved and

have led to complaints of discrimination and unfair dismissal.

Employees have heard rumours of the forthcoming changes in the structure of the organisation and the

move into medium and large truck sales. There are concerns about possible redundancies but no information

from management has been forthcoming.

There has been a history of dissatisfaction within the organisation relating to pay and conditions with some

employees complaining they are not receiving the entitlements they should be.

Management skills and knowledge

The current management team has little understanding of industrial relations matters and has been

appointed to their current positions based on their abilities in sales or their technical skills.

They have limited 니nderstanding of Australian workplace agreements and a tendency to refer any problems

to the HR officers. This has led to conflict and dissatisfaction within the work teams and is felt to be a

contributing factor to the high t니mover of staff in some departments.

Management tends to be 'operations' focused and have little understanding of people management,

performance management or leadership skills; moreover, managers tend to resent any intrusion of HR into

strategic planning, recruitment and workforce planning, seeing these as business issues. HR is seen to

merely provide administrative assistance, but not to contribute to the achievement of business goals in more

direct or meaningful ways. N

The HR officers have experience in understanding and interpreting Australian Workplace Agreements from

an administrative perspective. They have limited knowledge of strategic management and have little control

over or influence in implementing industrial relations policy. As they report directly to the Division Manager,

they are f니nctiᄋning more as administration assistants than as a strategic HR resource.

While JKL Industries has policies and procedures relating to workplace behaviours and values, employees

are not provided with written copies of procedures nor are they trained in values，behaviours, codes of

practice or workplace cultural issues. Many employees are confused about their rights and entitlements at

work and are not clear on who they shᄋ니Id speak to if they have a problem.

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Conflict situations

Some examples of industrial relations issues are detailed below.

Case Conflict situation

Case 1 An apprentice mechanic complained to the union that he was left unsupervised for up to five

hours several days per week.

The union investigated the matter and found it to be substantiated. Management claimed it

was a temporary rostering issue caused by the resignation of senior mechanics and would be

rectified. The apprentice was satisfied with the response and the rosters were adj니sted.

Case 2 Five sales cons니Itants claimed their anrmal bonus was calculated incorrectly. Management

asked the payroll department to review the payments and was advised it was correct. The

sales consultants felt they had been misled by confusing contracts detailing the bonus

arrangements and had, in fact earned their bonuses. Management did not respond. Three

sales consultants resigned as a res니It.

Case 3 The mechanics and apprentices in the NSW branch complained to management about

excessive hours of work. They were told that the business did not have the resources to hire

extra staff and they would have to work the overtime. The mechanics contin니ed to do the

overtime for two months and then complained again. One mechanic refused to work more

overtime and was dismissed summarily by the Service Manager, Norm Johnston. He lodged

an 니nfair dismissal claim and was reinstated and back paid. No action was taken by the

company with regards to the Service Manager's performance or behaviᄋ니rs.

Case 4 An administration assistant in the finance division complained to the HR Officer that she felt

니ncomf이"table working around one of the male accountants as he had asked her out on

several occasions. When she said no, she felt like he singled her out for the worst jobs in the

office, was rude to her in front of other staff and made comments in public about her weight

The HR officer told her she was being overly sensitive and should be flattered to have been

asked o니t. She was told to be more of a team player. The administrative assistant then

complained to the Finance and Administration Manager and was told there was nothing he

could do. She resigned from the company.

Case 5 Management decided to restructure the sales department which involved redundancies. They

did not involve the union or offer any type of counselling or personal meetings. Employees

were informed by letter and were paid the minimum payᄋ니ts they were entitled to. There was

no discussion with remaining staff and morale became extremely low. Within two months,

management had replaced the team members made redundant with new workers.

Task

JKL have requested that yᄋ니，as the newly appointed Human Resᄋ니rces Manager, provide them with options

for the strategic delivery of h니man rescMjrces services to support the organisation's plans.

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Activityl

C. Identify the following human resources needs of JKL Industries:

(This activity must be undertaken after the consultation of service manager and sales manager).

1 human resources need gathered

from analysis of business

documentation

2 human resources need gathered

from consultation with internal

stakeholders

3 human resources need gathered

from a review of the external

b니siness environment

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D. Identify and discuss of at least two options to meet human resources needs and discuss the risks

associated with each (relate risks to your review of external business environment), such as:

Options to meet human

resources needs

Risks associated Return On Investment (ROI)

calculation and analysis for each

option

1 f. labour market skills

shortages

g. slow economic

growth

h. business confidence

i. uncertainty in

environmental

regulatory

environment

1 recommendations to

meet HR needs

including

recommendations for

service level

agreement/s

2 a disajssion of HR

strategies to deliver HR

services in accordance

with business needs,

diversity, and anti-

discrimination policy

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Activity2

Prepare an action plan to communicate and implement recommendations over the next four weeks.

f. activities - you need to include the activities required to communicate and promote changes,

to communicate SLAs (for implementation in Assessment Task 2), and to implement your

recommendations to meet HR requirements.

g. timelines

h. strategies and tactics to ensure successful implementation, including monitoring activities and

technology required to collect and manage data in accordance with policies and procedures

i. resources required; including financial resources and technology for communication to

stakeholders (both internal and external)

j. roles and responsibilities (include roles for HR team, line managers, senior managers, external

parties, etc. as required for implementation)

Note: in Assessment Task 2, yo니 will implement communication of the SLA to managers and

seek final agreement.

Action plan

Activity Timeline Strategy/application of

policy (if relevant) Resources

Person

(role and

responsibilities)

Policy

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Activity Timeline Strategy/application of policy (if relevant)

Resources

Person

(role and

responsibilities)

Policy

1. Arrange with assessor to meet and role-play meeting with Operations Manager to approve action

planning and make revisions as required.

Note: roles to be performed and/or observed by assessor.

Activity 3

Develop a service level agreement (SLA) draft in response to HR req니irements identified above.

An SLA template is provided in Appendix 1. As much as possible, attempt to align the service level

agreements to the overall strategic and operational needs of the organisation. For example, develop

performance metrics related to financial or investor value, customer value, development of people or

employee value, and the vakie added thrcnjgh improvement of HR management practices and processes.

Remember to include measures related to meeting requirements of the organisation's vakies, code of

conduct, and legal obligations.

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Service Level Agreement Template

General information

Purpose

<State the reason, goals or objectives of the SLA>

Vision

<State the core values to be realised and the aspiratiᄋnal goal>

Service performance

Mission

<State the core activity of functions to be carried out or facilitated by the SLA>

Scope

<State the process/area/business unit the SLA is intended to apply to. State key stakeholders affected〉

Hours of operations

<lf applicable to SLA, state hours of operation between which services will be provided>

Performance expectations

Service cxpecta tio ns

<State key expectations and metrics〉

Service Process/Area Expectation Performance metric Performance

monitoring schedule

Workirifj assiimptians

<State any assumptions the SLA is subject to>

Service constraints

<State the service constraints, for example services the SLA does not cover that may be assumed, any

legitimate reason why service could fail such as power outages, etc.>

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Seiyice level agreement maintenance

<State the process for review and periodic modification of SLA as needed>

Terms of agreement

<State the beginning and ending date of SLA, any conditions that must be fulfilled by client〉

Periodic quality reviews

<State summary of sched니le for review. State agenda or terms of reference for the review, i.e., what aspects

of the SLA will be open to review?>

Issue resolution

<State process for res이니tion of issues>

Signatures to agreement

Activity 4 - Action planning

Using the scenario and the given table, you are required to develop an action plan to address

underperformance of team or service providers as soon as possible.

Performance issue scenario

You have completed a q니ality assurance a니dit for a service agreement with a recruitment provider.

The audit revealed that the service provider (PeoplePower) is not providing service at an adequate level:

• Recruitment process is taking too long.

• On several occasions, the service provider has failed to complete the three required reference

checks, delaying the appointments as the reference checks are a requirement for appointment 니nder

the organisation's recruitment policy. The service provider states that other organisations only

require two and the extra check provides a burden on their ability to act within the timeframes of the

service agreement.

• There is confusion over coordinating roles of the service provider and the organisation.

• The provider is providing incorrect information on benefits and rewards and remuneration policy to

employees.

• Training of personnel (as stipulated in SLA) is inadequate to business needs.

The poor performance of the service provider has been impacting on the morale of employees and

Provider

Client/s

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Using the following table, you are required to develop an action plan to address underperformance

of team or service providers as soon as possible.

Action plan

Activity Timeline Strategy/application of policy (if relevant)

Resources Person

(role and responsibilities)

Policy

ethics/legal requirements

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Activity 5 - Information session

JKL have requested that you, as the newly appointed Human Resources Manager, provide information to

their team of h니man resource personnel regarding human resource management and relevant legal and

compliance requirements.

Prepare and deliver an information session to the team (Assessor and other trainees).

Include the following 5 points.

1. Identify the key provisions of legal and compliance requirements that apply to managing

human resources

2. Summarise the organisation's code of conduct

3. Explain human resource strategies and planning processes and their relationship to business

and operational plans

4. Describe performance and contract management

5. Explain how feedback is used to modify the delivery of human resᄋ니rces.

Use the following table to note down the points you cover during the information session

Time Information description By Whom

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