2. Unit Code: BSBHRM501
Unit Title: Manage human resource services
Assessment: Assessment 1: Develop HR delivery strategies Due
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ASSESSMENT SUBMISSION RECEIPT:
4. DIPLOMA OF BUSINESS
BSBHRM501 Manage Human Resource Services
Assessment Task 1: Develop HR delivery strategies
Performance objective
In this assessment task, you will demonstrate the skills and
knowledge required to determine strategies for the delivery of
human resources services.
Assessment description
In response to a provided simulated 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.
Candidate Instructions | Version No 2.0, Updated: 27 January
2017
6. 5. Prepare a 1–2 page report on human resources needs that
includes:
a. a discussion of human resources needs gathered from:
– analysis of business documentation
– consultation with internal stakeholders
– a review of the external business environment.
b. a discussion 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:
– labour market skills shortages
– slow economic growth
– business confidence
– uncertainty in environmental regulatory environment
c. return on investment (ROI) calculation and analysis for each
option
d. recommendations to meet HR needs including
recommendations for service level agreement/s
e. a discussion of HR strategies to deliver HR services in
accordance with business needs, diversity, and anti-
discrimination policy.
6. Prepare an action plan to communicate and implement
7. recommendations over the next four weeks. (You may use the
template provided in Appendix 3). Include:
a. timelines
b. roles and responsibilities (include roles for HR team, line
managers, senior managers, external parties, etc. as
required for implementation)
c. resources required; including financial resources and
technology for communication to stakeholders (both internal
and external)
d. strategies and tactics to ensure successful implementation,
including monitoring activities and technology
required to collect and manage data in accordance with policies
and procedures
e. 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.
Note: in Assessment Task 2, you will implement communication
of the SLA to managers and seek final agreement.
7. 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.
8. Submit all documentation by the agreed deadline and
according to the specifications outlined below. Ensure you keep
copies for your records.
9. SID_Name_AssessmentName.pdf
Where SID is replaced by your student ID, Name is replaced
with your first name and AssessmentName is
replaced with name of the assessment or task
Your assessor will be looking for:
● analytical and problem-solving skills to review business and
operational plans and to develop and evaluate human
resources strategies to support the organisational plans
● communication and negotiation skills to consult with key
stakeholders across the organisation and ensure their support
for human resources strategies
● learning skills to see that performance is managed and skills
are developed in a range of contexts
● technology skills to:
○ communicate with key stakeholders
○ support HR functions, including data collection and managing
information according to legislation and
organisational policies
● knowledge of human resources strategies and planning
processes as they relate to business and operational plans
● knowledge of performance and contract management
● knowledge of relevant legislation that applies to human
resources.
11. 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
13. following financial
year
10% (0.1) – Low risk
Restructuring HR. $800,000 $1,000,000 over next 5 years 20%
(0.2) – Low risk
Redeploying and retraining rental employees. $500,000
$3,000,000 over next 3 years 30% (0.3) – Moderate risk
Integrating HR services and recruitment. $100,000 $1,500,000
over next 3 years 10% (0.1) – Low risk
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) – Low risk
Enhancing HR services with respect to industrial
relations (IR) to enhance business partnering at
all levels.
$150,000 $500,000 for the following financial
year
20% (0.2) – Low risk
Task
JKL have requested that you, as the newly appointed Human
Resources Manager, provide them with options for the strategic
delivery of human resources
services to support the organisation’s plans.
15. 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 understanding of Australian workplace
agreements and a tendency to refer any problems to the
HR officers. This has led to conflict and dissatisfaction within
16. the work teams and is felt to be a contributing factor to
the high turnover 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.
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
functioning 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
18. Five sales consultants claimed their annual 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 result.
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 continued 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 unfair
dismissal claim and was reinstated and back paid. No action was
taken by the company with regards to the Service
Manager’s performance or behaviours.
Case 4
An administration assistant in the finance division complained
to the HR Officer that she felt uncomfortable working
around one of the male accountants as he had asked her out on