Hr 1 3 1500


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Hr 1 3 1500

  1. 1. Assessment 1 Specifications: 1. Who would you consult with to establish the requirements of the position and to ensure the work is allocated appropriately and cost-effectively? Please provide justifications. (approximately 4 sentences) I would consult with HR specialist who is in charge of the recruitment. This is because HR specialist can develop and execute recruiting plans, including job description, rewards and recruitmentschedule. Moreover, HR specialists often have network through association memberships, trade groups, industry contacts and employees (Williams et al., 1997). It will be more efficient to seek help from HR specialist. 2. Develop a brief work plan in accordance with the operational plans for the Case Study job position and input from your consultation. Ensure that your work plan covered agreed standards (e.g. code of conduct and objectives) and KPIs for the position. You may use the table provided below. Remember that you aim is to allocate work in a way that is efficient (not wasting time), cost effective (working within budget) and outcome focused (getting the job done). Please ensure your table below meets these aims. Work Plan Template Position Start Date Task/Activity/ Details Timeline Company Standards and KPIs
  2. 2. Responsibilities for the Position Weekly Answered all Done with courtesy Less 5% of the calls are missed. telephone enquiries and have directed Picks up the phone within 3 calls and recorded rings. messages accurately. Recorded detailed and easy to understand messages with return call information. Directed at least 95% customers to the right person. Weekly Input all relevant Done with accuracy Less 2% of the data is wrong or data in the computer and have filed all missed. Timely forwarded and system necessary worksheets saved backups of completed in a clear and easy to worksheets. access way. Daily Delivered and Done with patience, Fewer 2% of the daily mails, distributed mails, accuracy and a faxes and packages are delayed, faxes and packages timely manner. sent to the wrong recipients or lost. 3. Conduct a risk analysis of the position in accordance with the legal requirements and the organisational risk management plan. You may use the template provided below. Three examples have been given; please give at least 6 risk factors. Risk Analysis and Management Plan Risk Factor Impact Impact Probability Priority Proposed Description (Low, (Low, (Low, Actions/Solutions Medium, Medium, Medium,
  3. 3. High) High) High) The employee may L/M L (if M incur more costs interview than budgeted. was E.g. not being able thorough to meet customer and enquiries and an training extra person is was therefore needed. provided) The employee may H L (if the assurance perform lower process is importance of quality process has been than expectations in place assurance process. defined and is in and lead to and the place? violations of the employee quality assurance has been process, causing familiar certain damage. with it in 1. Estimated costs 2. A quality Give more training and evaluate work load. H Highlight the training) L (if a use a different version control system and train control the employee to be system is familiar with the expressions from established conventional version. the conventional control system The employee may L/M wording and 3. Has version ) been established? version of phrases, M Establish a version ones in the department and the company, causing confusion. The employee may M/H L (if a serious behaviour serious backgroun provide contacts or misconducts misconducts that d research recommendations from harm the safety of of the previous employers or peers and the employee schools for background 4. Theft and other L Ask the employee to
  4. 4. company. research. is conducted properly.) 5. Breach of Confidence The employee may M/H L L/M Highlight trainings and intentionally or educations about the unintentionally importance of disclose confidentiality for the confidential employee. information to others and jeopardise the interests of this company. 6. Professional negligence The employee may L/M L L Talk to the employee perform generally about the significance to the expectations and consequences of the but sometimes professional negligence may conduct and timely review the professional performance of the negligence, which employee. reduces the overall efficiency of the department. 4. Provide a list of steps of training process for employee in this position and describe the content of training for this employee. 1. Orientation. For the new employee, orientation is crucial for the success of the new employee because data shows that about 60% of employees who used to quit did so in the first 10 days in a company (Farias et al., 2003). Orientation will show her the history, mission and goal of the company, key members in the company, key members in the department that she will work for, mission and importance of the department to the company, and personnel rules and regulations of the company.
  5. 5. 2. Apprenticeship. At this step, a senior staff in the department will be asked to guide the new employee to get familiar with her job through introduction, instruction and personaldemonstrations. The senior staff will show the new employee how to answer customers’ calls politely and accurately direct them to the right person and other tasks. 3. Internship. The new employee will have a period of internship, cooperating with this senior staff to master all tasks. 3. Evaluation of training. The training results of the employee will be evaluated by the senior staff and the manager to determine whether the new employee is qualified for the official work. 5. Describe how you will review and evaluate this employee’s performance on a continuous basis. Please refer to the five steps in your text. 1. Define the results I want to achieve and foster an open environment for honest communication. 2. Set goals and objectives for the employee to achieve. 3. Document the performance expectations for the employee. 4. Create and apply a performance view form of the employee. 5. Gather feedback from all parties such as colleagues, HRs and customers if possible. Reference Farias, L.L.,Travassos, G. H., &Rocha, A.R. (2003). Managing Organizational Risk Knowledge. Journal of Universal Computer Science, 9 (7): 670-681 Williams,C.R., Walker, J.A., Dorofee, A. J. (1997).Putting Risk Management into Practice.IEEE Software, 14 (3): 75-81.
  6. 6. Assessment 2 (Word Count: 597) Specifications 1. Please write a conversation describing the feedback in which you will provide to Linda. For example, summarise what you would say and in what context you would approach her. As a supervisor, I will approach to Linda and ask her whether she has time to join me in lunch. Then I may take her to a nearby cafeteria and pay for the lunch (within a certain budget). Under that relaxing and private circumstance, I will unfold the conversation with her because this can protect Linda’s privacy and relationships with colleagues and avoid influences on other sales members (Ackley& Bailey, 1995). Firstly, I will ask about her recent feelings and thoughts about our work, including the team environment, the reasonableness of our sales target, and recent relationships with customers and so on. Second, I will share the feedback with Linda in a direct and objective way, but will not express any negative comments or criticismbecause I’d like to listen to her explanation first. Third, I will encourage her to make improvements and give suggestions for her to overcome obstacles if needed. 2. What steps for formal feedback and coaching should you take with respect to managing Linda’s performance? You may use the table below: Description Services and Contribution Timefram Type of Do I need On-the-job to better e documentatio assistance
  7. 7. coaching performance n and from HR topics/method ? maintaining specialists records ? Y/N s methods One week Mutual Trust Enhance the This is the Informal Building day-to-day foundation for records will be mutual trust coaching N taken. relationship with the employee Half a day Opening a Clarify the This is the Records will coaching reason for first step for be taken on the meeting arranging the formal daily schedule. meeting N feedback and coaching. Getting Gain This can lead One hour Feedback of agreement agreements the employee or less the employee and to recognize will be understanding the recorded of the significance formally for employee of his/her better performance Y evaluation. issue. Half a day Exploring Maximize the This can push Alternative number of the employee will be ways for choices for the to consider recorded and improvement employee the documented advantages for future use. s and disadvantages of alternative ways for improvements Alternatives Y
  8. 8. . Choosing an Help the This can One hour Records will alternative employee to provide a or less be taken and choose an standard for documented alternative and the employee for future gain his/her to make evaluation of commitment to improvement the fulfilment. act. N with commitment. Handling Turn excuses This can show One hour excuses from the support for employee into the employee encouragement and inspire just to remind him/her to the employee examine the to not make performance. N informally, the excuses or less Records will be taken again. Providing Provide Positive and Feedback positive, timely continuous and enhance feedback Records will Y feedback can conducive On-going performance. be taken. 3. Who might you advise about Linda’s performance and why? I might seek advice from HR specialist and senior sales manager because HR specialist can offer staff performance management advice while senior sales manager may providegood advice to improve Linda’s sales performance. 4. Give three examples of how you can reinforce good performance. Please fill in the table below: Reward/Reinforcement Examples to Linda Description and Justification
  9. 9. 1. Regular positive feedback Positive feedback can encouragean employee to achieve more (Ackley& Bailey, 1995). 2. Empower sales team members to cheer for their work Celebrations to their achievements can boost their motivation, including Linda. 3. Offer employees’ with benefits that can reduce stress For female staff like Linda, a reward of manicures, massage and so on can help relieve her tension. 5. What can you do if Linda continues to perform below expectation? Please give three examples (e.g. disciplinary process) 1. A meeting for all sales staff will be held to rephrase and highlight the probable level of misconducts to remind staff like Linda to reflect on her behaviour. 2.I will haveinformal discussion with Linda to show her the consequences and significance of continuing the performance. 3. Consider suspension with the help from HR specialists. 6. Assume that there is another serious customer complaint about Linda and you decided to terminate her employment. Please specify the necessary documentation/requirements for the termination of Linda. 1. I will inform Linda about her risks of being dismissed. 2. If Linda is unable/unwilling to improve her performance, I will use progressive discipline warning form to document each step. 3. I will then hold an employment termination meeting and complete the employment ending checklist. References Ackley, G.E.& Bailey, J.S. (1995). Teaching Performance Management Using Behaviour Analysis. The Behaviour Analyst. 18(1): 73 – 81
  10. 10. Assessment 3 1. Summarise the laws governing unlawful dismissal of an employee in a small and large organisation. Please fill in the table below Lawful dismissal in a small organisation (fewer than 15 employees) Lawful dismissal in a large organisation The Small Business Fair Dismissal Code can Different from small enterprises, employees be applied to employers of small business in of larger businesses (with more than 15 the workplace relations system of Australia. employees) are able to make a claim for According to this Code, business with fewer unfair dismissal in the first 6 months than 15 employees can be identified as a following their engagement. Meanwhile, small business. there is no statutory code like Small Business Fair Dismissal Code for larger businesses. The Code regulates that in the first 12 months following their engagement, employees of a According to the Fair Work Bill, less small business cannot make a claim for unfair exclusion from the unfair dismissal dismissal. provisions is made. Moreover, employers of larger businesses cannot dismiss an employee A fair dismissal means when an employee is dismissed after this period while the employer abides by the Code. In normal cases, the employer must explain a valid reason why the employee is at risk of being dismissed to the employee.The reason must be based on the employee’s capacity or conduct for this job. Besides, dismissal of an employee without notice or warning is considered to be fair when the employer has reasonable grounds for the dismissal, that is, when conducts of the employee are serious to justify immediate dismissal. Such misconducts include theft, fraud, OHS procedures and violence (SRC Commission, 2014). due to reasons from economic, technological, structural or similar aspects.
  11. 11. 2. Please give one example of how each of the following legislation relate to managing staff performance. Please fill in the table below: Relevant Legislation 1. OHS Relation to Staff Performance Example Occupational safety and health (OSH) performance is closely linked to staff performance. For example, workplace bullying is considered as one of the hazard to OSH and employee morale will be jeopardized by such hazards. But positive OSH indicators, such as opportunities to training and education for employees, will boost employees’ initiatives in problem solving. 2. Environmental Issues Environmental issues in workplace greatly influence employees’ eagerness and motivation to do the job, as well as their overall attitude about work. For example, when employees are in an environment full of pungent smells from ecologically unfriendly painting, they tend to perceive the workplace as a negative place and will not work hard and stay long. 3. Equal Opportunities In terms of effects of Equal Opportunities Legislation on staff performance, an example is the “gender-neutral” non-discriminatory systems for payment adopted by many enterprises. This “gender-neutral” notion helps women gain equal opportunities through work and thus become more active and productive.
  12. 12. 4. Industrial Relations For example, if an enterprise adopts workplace practices in a way that employees can be involved more efficiently and frequently, the productivity of employees can be increased. 5. Anti-discrimination The anti-discrimination legislation promotes workplace equality and protects employees from discrimination. For example, the employer is prohibited from discriminating against staff based on physical or mental disability of staff.This can protect employees from unfair dismissal or bullying due to their disability, such as pregnancy and depression. 6. Relevant Awards The Relevant Awards lawsare also closely related to the staff performance. For example, the modern award can cover all employers and employees in an industry and ensure the occupation-based minimum employment standards. Other awards can serve as incentives to improve the staff performance, such as bonus. 7. Certificated Agreements Certificated enterprise agreementsset out conditions of employment of staff at workplaces. For example, the certificated agreements of enterprises will provide a pay rate no less than that in the relevant modern award, which can ensure the loyalty of staff to some degrees. References SRC Commission. (2014). Positive Performance Indicators.Australia Government
  13. 13. Comcare.Retrieved from