AssessmentManage workforce planningBSBHRM513.docx

Assessment
Manage workforce planning
BSBHRM513
Student Name
Nina Kovacova
Student ID
GBC170417
Term
5
Year
2018
Class Trainer Name
Tanya Di
Result
NYC
C
I declare that all work completed in this assessment is my own.
Student Signature
Date
Contents

Assessment Guidelines 3
Assessment Schedule 4
Task 1: Research workforce requirements and develop
workforce planning 5
Task 2: Implement actions in support of workforce planning 16
Task 3: Monitor and Evaluate workforce planning 21
Assessment methods and tasks 26
Assessment mapping summary 27
Record of Assessment Outcome 28
References / recommended resources 29
Assessment Guidelines
Assessment
You are advised to commence work on your assessment from
week 1 and must be submitted by the due date.
1. All assessment tasks must be completed and uploaded
online in RTO Manager (gbc.rtomanager.com.au) for being
marked by your assessor.
2. Please read all instructions before starting each
assessment.
3. Where you are required to submit documentation for an
assessment, it must be attached to your assessment booklet.
4. Your trainer will not be able to assist you in answering
questions. However, your trainer will address any issues
concerning questions requiring further explanation.
5. You may refer to your student learner guide/student
resources or any other relevant resource when completing your
assessment. Do not quote directly from the notes. You should
answer questions in your own words, except where it asks you
to quote.
6. You have access to computers which are equipped with
Microsoft suite of products and printing facility is available at

nominal cost
Assessment Schedule
Week
Tasks to complete
Week 1
Task 1:
Review of report
Week 2
Task 1:
Review of report
Week 3
Task 2:
Review of presentation / information briefing
Week 4
Task 2:
Review of portfolio: Staffing action plan
Week 5
Task 3:
Review of portfolio: Climate survey
Week 6
Task 3:
Review of monitoring / evaluation report
Task 1: Research workforce requirements and develop
workforce planning Performance objective
In this task you will need to:
· Demonstrate skills and knowledge necessary to research
workforce requirements within an organisational context and
· Develop workforce planning.Assessment description
In this task you will:
· Research workforce requirements,
· Review organisational strategic plans and
· Develop a report outlining your proposed workforce plan to

meet organisational strategic objectives.
Workforce planning report
Communications strategy
Risk management and contingency plan
Assessment Task 1
Staffing action plan
Workforce planning presentation
Assessment Task 2
Organisational climate survey
Evaluation
report
Assessment Task 3
Procedure
1. Study the JKL business documents on page 28.
2. Study the JKL information below
JKL Industries is an Australian-owned company selling
forklifts, small trucks and spare parts to industry, with a rental
division leasing forklifts and small trucks.
The company’s head office is in Sydney and JKL has branches
in Brisbane, Melbourne, Perth, Adelaide and Canberra.
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 for purchases of these
vehicles.
Taking the sales opportunity will, however, entail some

significant changes, including significant changes to company
structure and operations. 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.
The changes will necessarily impact workforce planning. The
company will need to ensure it has the right people with the
right skills at the right time to achieve objectives. JKL will
need to closely monitor turnover and recruitment and implement
strategies to retain skilled people and ensure critical roles are
filled. In accordance with the organisation’s values, JKL
intends (to the extent feasible) to recruit from within the
company and up skill or re skill existing rentals employees who
wish to remain with the company.
As an HR consultant, you have been contracted by JKL to
review workforce requirements and develop workforce
objectives and strategies. To complete this task, you will need
to assess factors that may affect workforce supply, such as
internal labour resources and the external labour market.
3. Study the JKL business documents in Appendix 1, on page 9.
· Study the current data on staff turnover and demographics
The company has occupied following positions: senior manager,
branch manager, line manager, sales force and customer service
and mechanics. They are focused on selling and renting small
trucks and forklifts. Based on the analysis, was found that the
main reason why employees are leaving is because unhealthy
work culture, then lack of recognition and lack of opportunities.
An another reason is also retirement mainly in senior
management.
Demographics split between women and men. The highest
representation of women it is in sale (87,5%). Overall dividing
between female and male employees is 56% for women.
· Study the projections for future workforce needs.
The company has an opportunity sell machinery from overseas
supplier
, which will create new working positions what must be

covered. They are two ways, on the one hand retrain current
employees and on the other hand hire new skilled staff, which
shouldn’t be valuable. Hire new staff is usually risky because
we never know if a new employee will be loyal and responsible.
4. Using appropriate online sources, investigate the external
environment:
a. External factors that may affect workforce supply
There are many external factors which may affect workforce
supply. Can be government policy, labour market trends,
immigration rates, graduation rates, demand and competition for
labour. As it widely known those affects change the status on
the market of workforce supply extremely. For example
graduation rates, on the market might be so many workers
educated at accounting and administration which affect their
salaries because the market is overloaded. However, there is
lack of handy and skilled people for technical positions. If
b. Relevant industrial relations information, such as modern
awards, conditions, rights and responsibilities of workers and
management
In Australia, in each state is different modern awards, JKL has
branches each in different city.
c. Relevant government policy.
Policies:
Anti-discrimination ACT
Workplace Health and Safety ACT
Licencing requirement
Dangerous goods
Equal employment opportunity legislation
5. Using the results of your review of internal and external data
and simulated business documentation, such as strategic or
operational plans, develop a workforce planning report
containing:
a. An executive summary: a short summary of the contents of
the report.
JKL industries is focusing on business in the field of selling
forklifts, small trucks. Over the last years have signalized

strong growth in forklift and truck sales, which have averaged
10% sales growth per year.
JKL industries got an opportunity to sell medium and large
trucks from overseas suppliers, dealers which will be support be
taxation benefits after vehicle purchases.
Moreover, that will bring important changes, including company
structure, procedures, planning and possibility of exiting rental
market. Those changes may negatively effect the profit and
reduce customer choice.
Consequences of changes will force workforce planning. The
organization will need the employees with specific knowledge
and skills.
JKL has two options how to solve the situation. The first one is
retrain current employees to keep the turnover on minimum
(keep employees happy, loyal and proactive) or recruit a new
staff. Also new strategy must be implement to achieve new
organization’s goals.
b. A discussion of organisational need. including current and
future situation with respect to workforce capability:
i. a description of the organisation’s requirements for a skilled
and diverse workforce
The company needs employees who will respect company’s
strategies, vision and follow the rules, working culture and
habits. The employees need to know their exact work position
following by all procedures. The company needs to plan
business future and prepare the employees for the changes in
advance to keep the working atmosphere out of fear and stress
of unknown.
The company should regularly control the performance of
employees and motivate them.
It is required to valuate employees by the skills and levels.
ii. a discussion of the data you have considered and analysis of
the impact on organisational objectives, including:
(1) internal and external labour supply predictions
internal swot

(2) external conditions, for example, government policy
(3) organisational future demand and predictive techniques
used.
c. Recommended actions:
i. Your proposed objectives for the modification of the
workforce and retention of the workforce in line with strategic
objectives through FY 2017–18. Ensure you develop objectives
for sourcing skilled labour and promoting from within by:
(1) developing skills and organisational capability
(2) retaining skilled labour
(3) promoting workforce diversity.
ii. Your proposed strategies for realising each of the objectives
above.
iii. Your proposed process for developing detailed targets
consistent with objectives in consultation with managers.
6. Develop a communication strategy using the template
provided in Appendix 2:
a. Plan communication and consultation activities to be
undertaken to communicate, and seek approval and endorsement
for, proposed workforce planning measures from stakeholders,
including:
i. senior management
ii. line management
iii. workers.
b. Include in your communication strategy a broad plan to
communicate implementation of the workforce plan to senior
management.
Note: This communication activity will be planned in detail and
undertaken in Assessment Task 2.
7. Develop a risk management and contingency plan using the
template provided in Appendix 3. Assess risk and develop
contingency planning for the three workforce objectives and
strategies discussed in your report. At least one risk

management and contingency plan must be in response to an
extreme situation.
8. Submit all documentation as per specifications below. Please
keep copies for your records.
Note: For Assessment Tasks 2 and 3, you will need to refer to
work submitted for this assessment task.
Specifications
You must provide:
· a workforce planning report – refer to Appendix 1 and
procedures 1-4
· a communication strategy – Appendix 2, refer to procedure 5
· a risk management and contingency plan – Appendix 3, refer
to procedure 6.
Your assessor will be looking for evidence of:
· communication and leadership skills to:
· explain the need for change
· gain senior management support for workforce planning
initiatives
· literacy skills to read and write reports and succinct workforce
plans
· numeracy skills to work with data and predictions about
labour supply information
· analytical skills to review data according to the needs of the
organisation
· technology skills to:
· communicate with key stakeholders
· support HR functions, including data collection and managing
information according to legislation and organisational policies
· knowledge of current information about external labour supply
relevant to the specific industry or skill requirements of the
organisation
· labour force analysis and forecasting techniques.
Appendix 1: Workforce Data
The following staff turnover and demographics data was

gathered from the JKL accounting and payroll system and HR
management system.
Na zaklade analyzacie dat bolo zistene nasledujuce:
· hlavny problem odchodu zamestnancov je nezdrava pracovna
kultura
blizsim skumanim bolo zistene ze zamestnanci travia vela casu
sedenim za pracovnou stanicou (sales a customer service)
zdokonalit situaciu je potrebne zmenit vybavenie kancelarii,
hlavne pracovne stoly za vyskovo nastavitelne s moznostou
praci v stoji taktiez telefony pridat moznost handfree
vsetky sklady, haly a kancelarie su bez relaxacnych zon-
navrhujeme zariadit relaxacnu a hernu miestnost kde
zamestnanci mohou sa zrelaxovat napr. Po stresujucom
telefonate od klienta alebo po hektickej priprave v sklade
· second of main problems is lack of recognition, zamestnaci
citia ze su nedocevany
navrhujeme reviziu benefitov co zn. Odmeny za predcasy, za
vernost zamestnavatelovi napr. Tyzden dovolenky naviac, alebo
permanetka do fitka alebo wellness
· treti hlavny problem je nedostatok moznosti co rozumieme ako
nedostatok moznosti vzdelavania, dostat sa na lepsiu poziciu,
moznost rastu,
do buducna spolocnosti bude potrebne preskolit zamestnancov
pre nove obchodne prilezitosti
Current HR workforce turnover and demographic dataTurnover
FY 2016–17 (29%)
Position
Number exits
Number staff
Reasons for leaving
Senior manager
1

4
1. Retirement
2. Other opportunities
Branch manager
2
6
1. Retirement
Line manager
3
18
1. Lack of opportunity
2. Unhealthy work culture
3. Retirement
Sales force and customer service
25
80
2. Lack of recognition
Mechanic
10
32
1. Better opportunities elsewhere
3. Unhealthy work cultureDemographics FY 2016–17
Position
Number
Number women
Number Aboriginal or Torres Strait Islander
Senior manager
4
0
0
Branch manager
6

0
0
Line manager
12
2
0
80
70
0
Mechanic
32
3
0
Future needsFY 2017–18
Position
Number
Probability of successful filling of position
Senior manager
4
0.9
Branch manager
6
0.9
Line manager
12
0.9
Sales force
84
0.8
Mechanic
34
0.7FY 2018–19

Position
Number
Senior manager
4
0.8
Branch manager
6
0.8
Line manager
12
0.8
Sales force
90
0.7
Mechanic
36
0.6FY 2019–20
Position
Number
Senior manager
4
0.8
Branch manager
6
0.8
Line manager
12
0.8
Sales force
102
0.7
Mechanic
38
0.5

Workforce requirements (historical data and projected
data)Sales force
The sales force is critical for achieving revenue targets.
Revenue is closely correlated with average staff levels at each
location (R2= 0.9782). Future staff requirements (x) have been
calculated by substitution into the regression equation
(y=0.3717x +0.2175)
Financial year
Numbers of sales/customer service personnel
Revenue
($ millions)
FY 2012–13
80 (5 locations)
32
FY 2013–14
85 (5 locations)
34
FY 2014–15
80 (5 locations)
32
FY 2015–16
80
36
FY 2016–17
78
29
FY 2017–18
84 required to support projected revenue across 6 locations
32*
FY 2018–19
90 required
35*

FY 2019–20
102 required
40*
*Projected sales
Mechanics
As the business expands, more mechanics will be needed to
satisfy demand.
Financial year
Numbers mechanics required
FY 2012–13
25
FY 2013–14
30
FY 2014–15
30
FY 2015–16
30
FY 2016–17
32
FY 2017–18
38*
FY 2018–19
42*
FY 2019–20
45*
*Projected requirements
The business has red-flagged sourcing skilled mechanics with
advanced IT and technical skills as a potential risk area for the
business.

ABN 94 134 836 454 - RTO Provider 91707 - CRICOS Code
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Level 4, 56-58 York Street, Sydney NSW 2000 Australia
Tel: +61 2 92794949 Email: [email protected]
Web: www.georgebrown.nsw.edu.au
BSBHRM13 Manage workforce planning v1.2 240918
Page 15 of 54Appendix 2: Communication Strategy
Communication objectives:
(aligned to workforce objectives and organisational strategic
goals)
· developing skills and organisational capability
· retaining skilled labour
· promoting workforce diversity
Audience:(characteristics/receptivity to message)
Message:
Strategy: media, approach, rationale:
(why it will communicate message and meet objectives)
Resources/budget:(if applicable, estimate)

Person:
Appendix 3: Risk Management and Contingency Plan
Workforce objectives:
Risk likelihood:
Risk consequence:

Workforce objective:
Risk mitigation strategy or contingency plan:

Task 2: Implement actions in support of workforce planning
Performance objective
This task requires you to demonstrate skills and knowledge
necessary to implement initiatives to support workforce
planning.Assessment description
Using the workforce planning report you developed in
Assessment Task 1, you will develop a staffing action plan to
implement long-term strategies. You will then partially
implement the communication strategy developed in Assessment
Task 1 to support workforce planning objectives and facilitate
organisational change.
Assessment Task 1
Assessment Task 2
Evaluation
report
Assessment Task 3

Procedure
1. Review the JKL simulated business documents provided by
your assessor and the scenario below.
You are an HR consultant contracted by JKL to review
workforce planning, implement activities to manage workforce
planning, and evaluate workforce planning effectiveness.
The broad recommendations proposed in your report to JKL
management have been accepted in principle. You now need to
plan the implementation of your proposed strategies over the
current financial year, 2017–18.
You will implement part of your communication plan by
presenting and explaining your implementation plan to senior
management to gain their acceptance and support.
It is now the beginning of Quarter 2 FY 2017–18. . You will
need to plan and schedule activities to implement your
management strategies for workforce planning over the next six
months.
2. Review the staffing information in Appendix 1 for FY 2017–
18.
3. Applying strategies developed in Assessment Task 1 (and
documented in a report, communication strategy and
contingency plan)and using the template provided in Appendix
2, prepare a staffing plan for FY 2017–18.
a. Ensure your plan includes implementation of strategies for:
i. recruitment and sourcing skilled labour
ii. retention of skilled labour
iii. promoting diversity
iv. succession planning
v. ensuring the workplace exemplifies and is promoted as an
Employer of Choice.

Note: Your staffing plan will need to be more detailed and
specific than your description of overall strategies in your
report in Assessment Task 1. For example, if your overall, long-
term retention strategies include promotion from within, you
will need to show how this will be implemented in the current
period to meet staffing needs, specify who will be responsible,
what resources may be required, dates, specific actions to
promote long-term strategies and reduce risk. To demonstrate
your ability to apply general and longer-term strategies and
objectives to current operational problems, your staffing action
plan should be broadly consistent with the strategies you
developed in Assessment Task 1.
4. Plan to deliver a presentation to senior management to
explain and gain support for your workforce planning and your
completed staffing action plan. Ensure your presentation:
a. exemplifies strategies to win support and overcome resistance
to change from managers
b. outlines approaches to overcoming resistance to change and
managing change so that managers may use these in turn among
their own staff
c. explains the need for workforce planning with respect to:
i. external labour supply and characteristics
ii. specific present and future needs of the organisation for
skilled labour
d. explains staffing action plan and specific application of
broad, longer-term strategies in the current period.
5. Arrange with your assessor to deliver your presentation.
6. Deliver your presentation and:
a. use effective communication skills to build support from
senior management
b. be prepared to answer questions and defend your workforce
planning, staffing action plan and associated strategies.
7. Submit all documentation as per specifications below. Please
Note: For Assessment Task 3, you will need to refer to work
submitted for this assessment task.Specifications

You must:
· submit your staffing action plan – Appendix 2, refer to
procedure 3
· deliver your workforce planning and strategies presentation –
refer to procedure 4, 5, 6
· submit evidence of your presentation, for example,
presentation notes, slides, etc. – refer to procedure 4
initiatives
plans
· technology skills to communicate with key stakeholders
organisation.
Appendix 1 – Staffing information FY 2017–18
Role
Sydney
Melbourne
Brisbane
Perth
Adelaide
Canberra
Senior manager
Current: 4
Required: 4
Exiting: 1
-
-
-
-
-
Branch manager

Current: 1
Required: 1
Exiting: 0
Current: 1
Required: 1
Exiting: 0
Current: 1
Required: 1
Exiting: 1
Current: 1
Required: 1
Exiting: 0
Current: 1
Required: 1
Exiting: 0
Current: 1
Required: 1
Exiting: 1
Line manager
(service, sales)
Current: 2
Required: 2
Exiting: 1
Current: 2
Required: 2
Exiting: 0
Current: 2
Required: 2
Exiting: 1
Current: 2
Required: 2
Exiting:1
Current: 2
Required: 2
Exiting: 0
Current: 2

Required: 2
Exiting: 0
Sales force
Current: 10
Required: 15
Exiting: 3
Current: 9
Required: 15
Exiting: 3
Current: 9
Required: 15
Exiting: 2
Current: 9
Required: 13
Exiting: 3
Current: 9
Required: 13
Exiting: 3
Current: 9
Required: 13
Exiting: 3
Rental customer service (redundant)
Current: 5
Required: 0
Exiting: 1
Current: 4
Required: 0
Exiting: 1
Current: 4
Required: 0
Exiting: 1
Current: 4
Required: 0
Exiting: 2
Current: 4
Required: 0

Exiting: 1
Current: 4
Required: 0
Exiting: 2
Mechanic
Current: 7
Required: 8
Exiting: 2
Current: 5
Required: 6
Exiting: 2
Current: 5
Required: 6
Exiting: 1
Current: 5
Required: 6
Exiting: 2
Current: 5
Required: 6
Exiting: 1
Current: 5
Required: 6
Exiting: 2
Mechanic’s apprentice
0
1
1
1
0
0
Appendix 2: Staffing action plan Template
Staffing objectives:

Activity:
(staffing move, promotion, new hire, etc.)
Timeline
Strategy/rationale
Resources
Person

Checklist
Position
Staffing target for FY 2017–18
Actual (as per staffing action plan)
Achieved
Senior manager
Branch manager
Line manager (service, sales)
Sales force
Mechanic
Task 3: Monitor and Evaluate workforce planning Performance
objective
This task requires you to demonstrate skills and knowledge
required to monitor and evaluate the implementation of
workforce planning.Assessment description
Using the workforce planning you developed in Assessment
Task 1, you will monitor and evaluate the effectiveness of your
workforce planning against your objectives. To perform this
task, you will develop an internal survey, and review and
analyse performance data.

Assessment Task 1
Assessment Task 2
Evaluation
report
Assessment Task 3
Procedure
1. Review the JKL simulated business documents provided by
your assessor and the scenario below.
You are an external consultant contracted to develop, implement
and review workforce planning at JKL.
You now need to evaluate the implementation of your workforce
planning. You will need to review the effects of actual trends in
the JKL workforce, review the external environment, survey the
workforce and develop an evaluation report for senior
management.
2. Using the information provided in Appendix 1, review
workforce trends at JKL with regard to exiting employees.
3. Review the external environment for:
a. trends in labour supply that may affect demand
b. review relevant government policy
c. industrial relations and industrial relations legislation,
including identification of relevant modern awards, conditions,
and rights and responsibilities of workers and management.
4. Develop a survey to gauge organisational climate:
a. worker satisfaction and reasons for satisfaction levels
b. worker intentions to retire, exit, pursue internal and external
opportunities and reasons
Note: Design your survey to gather necessary data while
protecting privacy and fair treatment of individual employees

under relevant company policy and legislation. Include a short
statement on the intention of the survey, how the data will be
used and how it will be stored.
5. Submit your survey to your assessor. Your assessor will
supply organisational climate data.
6. Using information gathered from steps 2 through 5 and your
workforce plan strategies and objectives developed in
Assessment Task 1 and implemented in Assessment Task 2,
review and revise your objectives and strategies.
7. Prepare a report for senior management to:
a. evaluate the internal and external workforce trends and their
effect on organisational objectives
b. build support for your recommendations.
Include in your report:
a. An executive summary.
b. A discussion of internal and external data, including:
i. internal labour trends
ii. external supply
iii. government policy
iv. industrial relations and modern awards
v. climate survey results.
c. Evaluation of the effectiveness of workforce planning and
change processes against objectives and targets. Use
information from Appendix 1 and refer to the objectives and
targets you developed and implemented in Assessment Tasks 1
and 2.
d. Recommendations for changes to objectives and strategies to
achieve organisational objectives or, if achieved, contribute to
continuous improvement. Ensure your recommendations are
supported by your discussion of internal and external data.
8. Submit documentation as per specifications below. Please
Specifications

You must provide:
· an organisational climate survey – refer to Appendix 1 and
procedures 1-5
· an evaluation report – refer to procedure 6, 7.
initiatives
plans
· numeracy skills to work with data and predictions about
labour supply information
· analytical skills to review data according to the needs of the
organisation
· technology skills to:
· communicate with key stakeholders
· support HR functions, including data collection and managing
information according to legislation and organisational policies
organisation.
Appendix 1: Scenario – Workforce Data
Current HR workforce trends Turnover FY 2016–17 (29%)
Position
Number exits
Number staff
Reasons for leaving
Senior manager

1
4
1. Retirement
Branch manager
2
6
1. Retirement
Line manager
3
18
3. Retirement
25
80
Mechanic
10
32
3. Unhealthy work cultureDemographics FY 2016–17
Position
Number
Number women
Senior manager
4
0
0
Branch manager

6
0
0
Line manager
18
2
0
Sales force
80
70
0
Mechanic
32
3
0
Turnover FY 2017–18 (20%)
Position
Number exits
Number staff
Reasons for leaving
Senior manager
1
4
1. Retirement
Branch manager
2
6
1. Retirement
Line manager
3
12
2. Retirement
Sale force

15
84
1. Better opportunities
2. Pay
Mechanic
8
38
2. Personal reasonsDemographics FY 2017–18
Position
Number
Number women
Senior manager
4
1
0
Branch manager
6
1
0
Line manager
12
2
0
Sales force
84
73
1
Mechanic
38
5
0
Mechanic’s apprentice
8

3
1
Workforce planning scorecard FY 2017–18
Objective
Targets
Result
Provide required training to meet workforce needs
Deliver training to up skill rental employees
See Assessment Task 2 staffing action plan
Recruit
Conduct workforce planning thru FY 2016–17
See Assessment Task 1 report
Complete implementation of staff planning for
FY 2014–15
See Assessment Task 2
Conduct skills audits and needs analysis for all roles to be filled
by recruitment strategy
Completed
Ensure all critical roles are filled to meet revenue targets
Become an Employer of Choice
Provide personal development plans for all employees
60% completed
Retain managerial talent through rewards, promotion and
training
Manage performance and adherence to organisational values
Complete twice-yearly performance reviews
75% managers compliant

Communicate organisational values and code of conduct
80% employees and managers state they are aware of values and
code
Build culture of excellence: eliminate discrimination and
promote diversity in workforce
Hiring practices reviewed
Manager training completed
Promote levels of diversity in workplace proportional to
percentage of population
Aboriginal representation in sales force and mechanics
apprenticeships increased from 0 to 1 in each category;
3 of 8 mechanics apprenticeships are women
Simulated Business: JKL Industries
Business and strategic planning FY 2014–152
Mission2
Vision2
Company values2
Strategic planning2
Operational plan5
Human resources5
Office requirements6
Operating capital requirements7
Insurance requirements7
Operational workflow7
Operating hours8
Risk management strategy and plan9
Introduction9
Guiding principles9
Responsibility and authority9
Risk management framework9
Definitions10
JKL risk management action plan11

JKL policies and procedures12
Code of conduct12
Legislative requirements12
Health, safety and rehabilitation policy13
Workplace harassment, victimisation and bullying policy13
Anti-discrimination and equal opportunity policy14
Privacy policy15
Recordkeeping policy16
Recordkeeping procedures17
Vocational education and training, apprenticeships and
traineeships policy17
Performance management policy18Business and strategic
planning FY 2014–15
Mission
JKL Industries is an Australian owned company selling
forklifts, small trucks and spare parts to industry. We deliver
value to customers and investors through our highly trained,
motivated, and expert workforce.
Vision
JKL Industries believes in developing and unlocking the
potential of its people to allow the company to become the
leading supplier of forklifts, small, medium and large trucks in
Australia.
Company values
· Performance excellence
· Value for investors, customers and employees
· Personal and professional development
· Diversity
· Sustainability.
Strategic planning
Goals
Strategic objectives

Operational objectives
Provide value to investors and owners
Increase overall profitability by 10% over next three years
Reduce costs through negotiations with suppliers
Reduce costs through HR management efficiencies
Increase revenue by through providing increased customer value
Exit underperforming markets; JKL will withdraw from the
rental market and close the rental division within the next 18
months
HR partners with business to help business achieve financial
goals
HR completes scan of external conditions and market/industry
forces impacting competitiveness and capability development
Provide value to customers
JKL will continue to sell and service forklifts and expand their
market share by 7% within the next 12–18 months
Provide quality customer service
JKL will expand existing branches to include the sale of
medium and large trucks within 18 months
HR partners with business to help business meet customer needs
HR partners with front line managers to help them meet the
needs of customers through motivated, competent and well-
equipped staff
Develop workforce potential
Provide required training to meet workforce needs
Deliver training to upskill rental employees

Recruit
Conduct workforce planning through FY 16–17
Complete implementation of staff planning for FY 2014–15
Conduct skills audits and needs analysis for all roles to be filled
by recruitment strategy
Ensure all critical roles are filled to meet revenue targets
Become an Employer of Choice
Provide personal development plans for all employees
Retain managerial talent through rewards, promotion and
training
Provide best in industry programs incentives and HR services
Complete twice-yearly performance reviews
Communicate organisational values and code of conduct
Build culture of excellence: eliminate discrimination and
promote diversity in workforce
Promote levels of diversity in workplace proportional to

percentage of population
Continuously improve operations and management efficiency
Monitor performance in all areas of strategy and operational
efficiency
Monitor management inputs, such as completion of reporting
and coaching requirements
Monitor stock turns of forklifts, trucks, etc.
Monitor HR service delivery efficiencyOperational plan
JKL intends to implement operational plans to realise strategic
objectives. Key aspects to operations include human resources
and workforce planning, performance management, physical and
financial resources and workflow.
Human resources
The organisation is currently using a HR business partner model
with a human resources officer aligned to each of the three key
business areas: sales, fleet rentals, and service.
JKL employees over 190 personnel in the following categories
(see organisation chart).
The Managing Director reports to a Board of Directors and is
based in the Sydney head office, along with the Operations
Manager, HR Department and the Finance and Administration
team. The HR Manager reports to the Operations Manager and
heads up the HR centres of excellence that include recruitment,
learning and development, and employee relations and services.
At each of the state-based sites there is a branch office
consisting of an office building, warehouse, service department
and sales office. The HR officers (Business Partners) report to
both the HR Manager at head office and their respective
managers in the branches.
A summary of human resources at each location in FY 2013–14

appears below:
Sydney head office
Personnel:
· 30 full-time and casual sales and customer service people (10
sales consultants; 5 rental consultants; 5 mechanics; 3
apprentices, 3 HR officers; 3 administrative assistants
· accounts manager and 2 accountants
· senior management team (3) + 1 branch manager (operations
manager, HR manager, finance and administration manager)
· CEO and managing directors.
Branches
Each branch employs the following personnel:
· 30 full-time and casual sales and customer service people (9
sales consultants; 4 rental consultants; 5 mechanics; 3
apprentices, 3 HR officers; 3 administrative assistants
· branch manager.
Office requirements
Sydney Head office
· size: 15,000 square metres (~70% space available for sales and
rentals; ~25 available for servicing)
· large mezzanine office space (occupied by Senior Management
Team)
· loading bay with large capacity.
Branches
· average size: 12,000 square metres (~70% space available for
sales and rentals; ~25 available for servicing)
· large mezzanine open-plan office space with separate access
(was previously rented out to a telemarketing company)
· loading bay with large capacity.
Operating capital requirements
JKL requires approximately $13 million in working capital to
sustain the business and ensure it meets all opening and ongoing

financial obligations.
Operational expenses
Wages, salaries
$6,000,000
Consultancy fees
$150,000
Communication expenses
$120,000
Marketing
$2,400,000
Premises expenses
$3,000,000
Insurance
$356,000
Depreciation and amortisation
$540,000
Office supplies
$180,000
Training
$180,000
Total expenses
$12,926,000
Insurance requirements
JKL will have to incur costs for business liability insurance.
The estimated cost for this requirement is $356,000 per year.
Operational workflow Sales
1. Negotiate with suppliers.
2. Receive and warehouse products.
3. Provide service and information to customers.
4. Receive payment.
5. Arrange delivery of items (if required).Rentals
1. Conduct market research to determine needs.
3. Receive and warehouse rental products.

4. Provide service and information to rental customers.
5. Receive payment.
6. Arrange delivery of items (if required).Service
1. Conduct market research to determine needs.
3. Receive and warehouse service supplies.
4. Provide service and information to service customers.
5. Receive payment.
JKL accepts cash, EFTPOS and major credit cards. Credit terms
are available for trades.
Operating hours
JKL operates Monday to Friday from 9 am to 5 pm. JKL will be
operational yearround except federal and state holidays (as they
apply to each branch). Risk management strategy and plan
Introduction
JKL recognises that risk management is an essential component
of good management practice and is committed to the proactive
management of risks across the organisation. The strategy is
designed to:
· identify, evaluate, control and manage risks, including
environmental risks
· ensure potential threats and opportunities are identified and
managed
· inform store management, partners and staff members about
their roles, responsibilities and reporting procedures with
regards to risk management
· ensure risk management is an integral part of planning at all
levels of the organisation.
Guiding principles
JKL is committed to achieving its vision, business objectives
and quality objectives. This will be achieved through the
proactive management of risk at all levels of the organisation.
JKLacknowledges that embracing innovative ideas and practices

carries with it risks, but that these are identifiable and
measurable and therefore capable of being subject to realistic
risk mitigation processes.
Responsibility and authority
Store managers/partners have responsibility for ensuring that
risk management is in place.
Managers/partners have the responsibility of reviewing the Risk
Action Plan (outlined in the table at the end of this document)
on a monthly basis.
Staff support and implement policies approved by the partners.
Key risk indicators will be identified, closely monitored and
action taken where necessary, by all employees of JKL.
Risk management framework
This framework encompasses a number of elements that
together facilitate an effective and efficient operation, enabling
JKL to respond to a variety of operational, financial,
commercial and strategic risks. These elements include:
· Policies and procedures: A series of policies underpin the
internal control process.
· Reporting: Decisions to rectify problems are made at regular
meetings of the partners and management.
· Business planning and budgeting: The business planning and
budgeting process is used to set objectives, agree on action
plans and allocate resources. Progress towards meeting business
plan objectives is monitored regularly by the partners.
Contingency planning is undertaken as required.
· Risk management review: The partners are required to report
monthly.
· External audit: The final audit of financial statements is
controlled by an external chartered accountant who provides
feedback to the partners.
Definitions
Risks are identified on a scale of likelihood of occurring in the

next 12 months and assigned an impact or consequence of the
risk as high, medium or low. High includes either a significant
shortfall of around 40% in achieving budget or a significant
reduction in ability to function in such a way as to achieve
company goals. Medium includes either a shortfall of budget of
between 10% and 20% or some reduction in function, and low
indicates minor reductions in achieving budget or minimal
reduction in performance.
Appendix 2: Staffing action plan Template
Simulated Business: JKL Industries Risk management strategy
and plan
© 2015 Innovation and Business Industry Skills Council Ltd
1st edition version: 1
BSBHRM513 Manage workforce planning Page 1 of
1st edition version: 1 © 2015 Innovation and Business
Industry Skills Council Ltd
Page 2 of BSBHRM513 Manage workforce planning
BSBHRM513 Manage workforce planning Page 40 of
JKL risk management action plan
Risk
Risk likelihood
Risk impact
Controls
Monitoring
Timelines
Responsible
JKL fails to meet revenue goals
Medium
high
Tightly plan and manage skills and capability
Scorecard results
Financial statements
Monthly and quarterly reporting

Managers at each level
JKL fails to expand market share
Medium
High
Regular training
Revenue figures
Customer
JKL fails to recruit and retain staff in areas of critical need
(management, salesforce, mechanics)
Medium
High
Take steps to become an Employer of Choice (steps TBD)
Plan strategic approach to workforce and staffing for three years
in alignment with organisational goals
Consult to complete shorter term (yearly staffing plans in
business partnership with relevant managers in alignment with
workforce strategic planning)
HRMS statistics:
· training numbers
· recruitment figures
· turnover
Internal climate survey results
JKL fails to comply with legislative requirements
Low
High
Regular review of legislative environment and relevant policies
HRMS statistics:
· demographics
Audit results

Internal climate survey results
Individual staff and contractors
Simulated Business: JKL Industries Risk management strategy
and plan
References / recommended resources Online resources
© 2014 Innovation and Business Industry Skills Council Ltd
1st edition version: 1
BSBHRM513A Manage workforce planning Page 11 of
BSBHRM513 Manage workforce planning v1.1
Page 54 of JKL policies and procedures
JKL has a number of policies and procedures to support its core
values and to ensure compliance with legislative requirements.
Code of conduct
JKL Industries acknowledges its role as a responsible corporate
citizen. JKL’s success will result not simply from satisfying
specific equipment needs for a quality product at reasonable
prices, but from conducting its business with integrity and in
accordance with the core values of the organisation.
Employees and officers of JKL are expected to:
· respect and support the core values of the organisation:
· performance excellence
· value for investors, customers and employees
· personal and professional development
· diversity
· sustainability
· respect others and treat others (colleagues, managers, reports,
clients, customers and organisational stakeholders) with fairness
· act in accordance with relevant legislation, standards and
industry codes of practice
· act honestly to protect the reputation of JKL; avoid the fact or
appearance of conflict of interest

· protect the privacy of others in accordance with organisational
privacy and recordkeeping policies.
Legislative requirements
It is company policy to comply in all respects with local,
state/territory, and federal government legislation. The relevant
legislation that needs to be complied with includes:
· Competition and Consumer Act 2010
· Disability Discrimination Act 1992
· Workplace Gender Equality Act 2012 (Cwth)
· Fair Work Act 2009
· Freedom of Information Act 1982
· Privacy Act 1988
· Racial Discrimination Act 1975
· Safety, Rehabilitation and Compensation Act 1988
· Sex Discrimination Act 1984
· state and territory health and safety legislation.
JKL’s policy of compliance with legislation requires each
employee to understand the legislation relevant to their
position.
Managers and employees of JKL are expected to conduct their
operations in a manner consistent with all relevant legislation.
Relevant legislation is available for reference through senior
management, HR or via access to the internet. State legislation
and summary notes are accessed on state government websites.
A guide to accessing federal and state legislation, court
decisions, key national and state bodies and research tools is
available at:
· Parliament of Australia, ‘Key internet links on Australian
law’, viewed March 2014,
<http://www.aph.gov.au/About_Parliament/Parliamentary_Depa
rtments/
Parliamentary_Library/Browse_by_Topic/Auslaw>.
Health, safety and rehabilitation policy
The purpose of this policy is to state the organisation’s

commitment to reducing and managing health and safety risks,
and delivering workers’ compensation and rehabilitation and
first aid training.
This policy applies to all officers, employees and contractors of
JKL.
Applicable legislation includes:
· Safety, Rehabilitation and Compensation Act 1988 (Cwlth)
· Work Health and Safety Act 2011 (NSW)
· state health and safety Acts that apply to each branch (check
your state’s legislation)
· Workers’ Compensation Act 1987 (NSW)
· Workplace Injury Management and Workers’ Compensation
Act 1988 (NSW).
The JKL health, safety and rehabilitation policy are displayed in
all work locations. JKL’s commitment to the work health and
safety is further detailed as part of the JKL Work Health and
Safety Management Standards.
Workplace harassment, victimisation and bullying policy
The purpose of this policy is to underscore the organisation’s
commitment to the elimination of all forms of bullying and
harassment in the workplace. All employees have the right to
conduct their work within a fair, supportive, high-performance
environment.
Harassment, victimisation and bullying in the workplace are
illegal and such actions are not tolerated by JKL.
Staff members found to be harassing or bullying other members
of staff or customers will face disciplinary action ranging from
counselling and performance management to summary
dismissal.
JKL.
Relevant legislation may include, but is not limited to:

· Anti-Discrimination Act 1977 (NSW).
Anti-discrimination and equal opportunity policy
The purpose of this policy is to underscore the organisation’s
commitment to the fair treatment of all personnel and
customers.
JKL Industries values the diversity of its team, clients and
communities and respects the rights of individuals and groups to
operate in an environment free of discrimination.
Access and equity (diversity and anti-discrimination) is
fundamental to the operations of JKL. It is embedded in
policies, practices and forward planning.
JKL recognises the importance of diversity in achieving our
vision.
JKL understands the business environment and actively assists
customers to reach their optimum potential. Our primary
objective is to be solution-oriented and focused on customer
needs. JKL recognises that valuing diversity is pivotal to
achieving its vision.
A welcoming, supportive environment will be provided leading
to positive learning and employment, and individuals having the
opportunity to reach their optimum potential.
At JKL, anyone engaged in employment or the provision or
receipt of training and/or services has the right to operate in an
environment that is free from discrimination on the grounds of:
age; breastfeeding; disability; industrial activity; lawful sexual
activity; marital status; physical features; political belief or
activity; pregnancy; race; religious belief or activity; sex;
gender identity; sexual orientation; parental or carer status;
employment activity; or personal association with any
individuals with these characteristics.
Procedures are in place for handling any grievances including
complaints of discrimination, unfair treatment or harassment.
Complaints will be taken seriously and every effort will be
made to resolve them quickly, impartially, empathically and

with appropriate confidentiality. Victimisation of complainant/s
and witness/es is illegal. Complaints may also be lodged with a
relevant government agency or regulatory body.
JKL.
· Anti-Discrimination Act 1977 (NSW).
JKL is committed to upholding affirmative action, equal
opportunity and anti-discrimination legislation. This legislation
is detailed at:
· ‘Legislation’, Australian Human Rights and Equal
Opportunities Commission, viewed March 2014,
<http://www.humanrights.gov.au/our-work/legal/
legislation>.
Privacy policy
The purpose of this policy is to outline JKL’s commitment to
protecting the right to privacy of both employees and
customers.
Customer information is treated under the following rules.
Collection
Organisations must ensure that individuals are aware their
personal information is being collected, why, who it might be
passed on to and that they can ask the organisation what
personal information it holds about them.
Use
Personal information may not be collected unless it is necessary
for an organisation’s activities and must only be used for the
purpose it was collected.
Data
quality
Organisations must take steps to ensure that the personal

information they collect is accurate, complete and up-to-date.
Data
security
An organisation must take reasonable steps to protect the
personal information it holds from misuse and loss and from
unauthorised access, modification or disclosure.
Openness
An organisation must have a policy document outlining its
information handling practices and make this available to
anyone who asks.
Access and correction
Generally, an organisation must give an individual access to
personal information it holds about the individual on request.
Identifiers
Generally, an organisation must not adopt, use or disclose an
identifier that has been assigned by a Commonwealth
government agency.
Anonymity
Organisations must give people the option to interact
anonymously whenever it is lawful and practicable to do so
Transborder
data flows
An organisation can only transfer personal information to a
recipient in a foreign country in circumstances where the
information will have appropriate protection.
Sensitive information
Sensitive information (such as about someone’s health, political
opinions or sexual preference), may only be collected with the
consent of the individual (unless a public interest exception
applies).
JKL takes care to respect employees to privacy and fully
complies with our obligations under relevant legislation.
Employee records are exempt from the Privacy Act. Records
include:
· employee records and personnel files
· referee reports

· workplace surveillance and monitoring.
Although such records are exempt from the Privacy Act, JKL
commits to protecting the privacy of employees through:
· providing access to own records where available or practicable
for correction
· undertaking not to pass on data to others or external parties
except for the strict purposes of undertaking JKL business or
without express permission.
JKL.
· Privacy Act 1988
· Privacy Amendment (Private Sector) Act 2000.
Recordkeeping policy
The purpose of this policy is to outline the organisation’s
approach to recordkeeping.
At JKL, records management systems are based on developing
and implementing recordkeeping policies, procedures, and
practices to meet the operational needs of the organisation and
that comply with externally imposed standards such as
legislation.
Implementation strategies for recordkeeping systems include:
· ensuring the system to meets all of the operational and
strategic needs of JKL
· documenting the system (see procedures)
· training personnel to create and store records
· setting standards for recordkeeping and monitoring the use of
systems
· ensuring all legislative requirements are met, including for
retention periods.
JKL adheres to the Australian and international standard for
recordkeeping, AS ISO 15489: 2002 Records Management.
JKL.

· Privacy Act 1988
· anti-discrimination legislation.
Recordkeeping proceduresFile management
Create a personal subfolder within the server (using your name
as the subfolder name) to hold your day-to-day working files.
Do not store company data on your C: drive (i.e. do not save
work only to your computer, rather than to the network) unless
absolutely necessary. Company data should be stored in the
appropriate server drive. Unlike the servers which are backed
up automatically, data on your own computer is not backed up
and your work may be lost if you experience a system crash.
If you use a laptop and require access to files offsite, you will
be set up with remote access to server files away from the
office.
When documents are completed, they should be saved to the
appropriate ‘completed work’ folder in your department.
To ensure privacy, all employee records and information
gathered from employees must only be used for the stated
purpose of collection and must be kept on a secure HRMS
server.Filenames
Filename should include authors last name, title of report (or
abbreviated title of report), and date of submission.Back-ups
Back-up copies of all electronic files on the server are made
twice weekly.
If you spend an extended time away from the office network
using a laptop, it is your responsibility to ensure local copies of
company files are backed up.
Vocational education and training, apprenticeships and
traineeships policy
The purpose of this policy is to underscore JKL’s commitment
to developing workforce capability and developing its people.
JKL is committed to providing young and new graduates in
gaining employment in the industry. Apprentices and trainees
are rostered on each shift with at least one vocationally

competent person who supervises the apprentice/trainee’s work
and performance of duties.
JKL directs all clients to the relevant guide to apprenticeships
and traineeships and the relevant government websites.
· Australian Apprenticeships, viewed March 2014,
<http://www.australianapprenticeships.gov.au/>.
JKL.
Performance management policy
The purpose of this policy is to underscore JKL’s commitment
to monitoring performance, developing workforce capability
and developing its people.
Performance reviews should be held twice yearly by managers.
Performance should be monitored against agreed KPIs and
feedback provided on a regular basis.
JKL.
· Privacy Act 1988
· anti-discrimination legislation
· equal employment opportunity legislation.
Assessment methods and tasks
Methods of assessment
Through consultation with industry, the following assessment
methods have been deemed appropriate for this unit.
Role-play
· Assessment Task 2: Student presents workforce planning to
senior management (in role of HR consultant).
Written report
· Assessment Task 1: Student prepares research report.
· Assessment Task 3: Student prepares evaluation report.
Presentation and observation

· Assessment Task 2: Student presents workforce planning to
senior management.
Portfolio of work/ simulation
· Assessment Task 1: Student submits communication strategy,
contingency plan.
· Assessment Task 2: Student submits staffing action plan.
· Assessment Task 3: Student submits employee satisfaction
survey (climate survey).
Assessment mapping summary
Assessment Task
Description
Assessment
number
Assessment method/s
Elements/
PCs*
Performance
evidence**
Knowledge
evidence***
Research workforce requirements and develop workforce
planning
In response to a simulated business, the student will research
workforce requirements, review organisational strategic plans
and develop a report outlining a proposed workforce plan to
meet organisational strategic objectives.
1
Review of report
1.1–1.3, 2.1–2.8, 4.2, 4.6
1–4
1–3
Implement actions in support of workforce planning
Using the workforce plan developed in Assessment Task 1, the
student will develop a staffing action plan to implement
strategies. The student will then partially implement the
communication strategy developed as part of the workforce

planning to support workforce planning objectives and facilitate
organisational change.
2
Review of presentation/information briefing
Review of portfolio: Staffing action plan
2.6, 2.7, 3.1–3.5
2, 4
1
Monitor and evaluate workforce planning
Using the workforce planning developed in Assessment Tasks 1
and 2, the student will monitor and evaluate the effectiveness of
the workforce planning against objectives. To perform this task,
the student will develop an internal survey, and review and
analyse performance data.
3
Review of portfolio: Climate survey
Review of monitoring/ evaluation report
1.1, 2.7, 4.1–4.7
1–3
* Elements and Performance Criteria are numbered using the
Unit of Competency numbering system.
** Obtain number from previous table ‘Performance Evidence’
*** Obtain number from previous table ‘Knowledge Evidence’
References / recommended resources
Manage workforce planning – BSBHRM513, 2015, 1st Edition,
Version 1, Innovation and Business Industry Skills Council Ltd
Australia, East Melbourne, VIC, AustraliaPrinted resources
· Anthony, W., Kacmar K., and Perrewe, P., 2010, Human
Resources Management: A Strategic Approach, 6th edn, South
Western Educational Publishing, Cincinnati.
· Bechet, T. P., 2008, Strategic staffing: a comprehensive
system for effective workforce planning, 2nd edn, AMACOM,
USA.
· Cole, K., 2001, Supervision: the theory and practice of first-

line management, Pearson Education Australia, NSW.
· Compton, R., Morrissey, W. and Nankervis, A., 2014,
Effective Recruitment and Selection Practices, 6th edn, CCH
Australia, Sydney.
· Johnson, S., 2001, Meeting the challenge of change, Eastern
House, Croydon.
· Kramar, R., Bartram, T., De Cieri H., Noe, R., Hollenbeck, J.,
Gerhart, B., and Wright, P., 2013, Human resource management
in Australia, 5th edn, McGraw-Hill Australia.
· Standards Australia, 2009, AS/NZS ISO 31000:2009 Risk
management – principles and guidelines, Standards Australia.
· Standards Australia, 2009, HB 299-2008 Workforce planning.
· Ulrich, D., Younger, J., Brockbank, W., and Ulrich, M., 2012,
HR from the outside in: six competencies for the future of
human resources, McGraw-Hill, USA.Online resources
Websites:
· Human Capital HR Awards Australia, viewed November 2017,
<http://www.hrawards.com.au>.
· People Pulse, viewed November 2017,
<http://www.peoplepulse.com.au>.
Documents within websites:
· Australian Bureau of Statistics, ‘Statistics by topic’,
Australian Bureau of Statistics, viewed November 2017,
<http://www.abs.gov.au/AUSSTATS/[email protected]/viewcont
ent?readform&view=ProductsbyTopic&Action=expandwithhead
er&Num=1>.
· Australian Government, 2011, ‘Workplace diversity strategy
2011–13’, Department of Immigration and Citizenship, viewed
November 2017,
<http://www.immi.gov.au/about/plans/workplace-
diversity/workplace_diversity_strategy_2011-2013.pdf>.
· Innovation and Business Skills Australia (IBSA), ‘Skilling
Australians: Workforce development case study: SCU study and
rewards program’, IBSA, viewed November 2017,
<https://www.ibsa.org.au/sites/default/files/media/SCU%20WD
%20Case%20Study.pdf>.

· Innovation and Business Skills Australia (IBSA), 2013,
‘NCVER data: enrolments and qualifications issued in IBSA
qualifications 2008–2011’, IBSA, viewed November 2017,
<https://www.ibsa.org.au/sites/default/files/media/NCVER%20d
ata%202013%20-%20enrolments.pdf>.
· NSW Business Chamber, 2012, ‘Calculating staff turnover’,
WorkplaceInfo, viewed November 2017,
<http://www.workplaceinfo.com.au/recruitment/pre-
employment/calculating-staff-turnover>.
· Phillips J. and Phillips, P., 2010, ‘Measuring return on
investment in HR a global initiative for HR strategy’, ROI
Institute, viewed November 2017,
<http://www.roiinstitute.net/>
· Queensland Government, 2014, ‘How to develop a succession
plan’, Business and industry portal, viewed November 2017,
<http://www.business.qld.gov.au/business/exiting-
business/succession-planning/develop-succession-plan>.
· South Australian Government, 2012, Employer resource kit, a
guide to workforce planning and development, available online,
Skills For All, viewed November 2017,
<http://www.skills.sa.gov.au/ >.
· South Australian Government, Workforce planning in your
business, available online, Business, industry and trade, viewed
November 2017, <http://www.sa.gov.au/topics/business-
industry-and-trade/employing-people/workforce-planning-in-
your-business>.
· Yu, S., Bretherton, T., and Schutz, H., 2012, Vocational
trajectories within the Australian labour market, available
online, National Centre for Vocational Education Research
(NCVER), viewed November 2017, <http://www.ncver.edu.au/
wps/wcm/connect/637e0326-02f5-4955-b98c-
8b8284934992/Vocational-trajectories-
2557.pdf?MOD=AJPERES&CACHEID=637e0326-02f5-4955-
b98c-8b8284934992>.

Managing Director
Operations Manager
Sales
Manager
Rentals Manager
Service Manager
Sales Consultants
Administrative Assistants
Finance and Administration Manager
Customer service Consultatnts
Human Resources Officer (BP)

Mechanics
Accounts Manager
Accountants
Apprentices
Branch Managers
HR
Manager and Senior Business Partner
Centres of Excellence

4 5 6 7 9 10 11 12 13 14 15 16 17
2 2.4 2.4 2.8 3.3 3.7 4 4.4000000000000004
4.9000000000000004 5.4 6 6.4 6.8
Number of staff at location
Sales ($M)

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