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SIMULATED BUSINESS – Sim’s Hardware 2 | P a g e Table of Contents BUSINESS PROFILE ..................................................................................................................... 5 Organisational Overview ............................................................................................................ 5 Vision Statement ...................................................................................................................... 10 Vision Statement ...................................................................................................................... 10 Australian Hardware Organisation Chart ................................................................................. 11 Risk Management Plan ............................................................................................................ 12 POLICIES, PROCEDURES, PROCESSES ....................................................................................... 18 Armed Robbery Procedures ..................................................................................................... 18 Customer Feedback Questionnaire ......................................................................................... 20 Customer service standards..................................................................................................... 21 Dealing with customer complaints .......................................................................................... 22 Department Sales Report ......................................................................................................... 24 Department Sales Report ......................................................................................................... 25 Safety ....................................................................................................................................... 26 Fire and evacuation procedures .............................................................................................. 29 Staff and customer accidents .................................................................................................. 30 Employee behaviour standards ............................................................................................... 32 EEO policy................................................................................................................................. 37 Incident Report Form ............................................................................................................... 39 Opening and Closing the Premises .......................................................................................... 40 Work Attendance ..................................................................................................................... 41 Pay rates and bonus schemes .........................................................

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SIMULATED BUSINESS – Sim’s Hardware 2 | P a g e Table of Contents BUSINESS PROFILE ............................................................................................... ...................... 5 Organisational Overview ............................................................................................... ............. 5 Vision Statement
............................................................................................... ....................... 10 Vision Statement ............................................................................................... ....................... 10 Australian Hardware Organisation Chart ................................................................................. 11 Risk Management Plan ............................................................................................... ............. 12 POLICIES, PROCEDURES, PROCESSES ....................................................................................... 18 Armed Robbery Procedures ............................................................................................... ...... 18 Customer Feedback Questionnaire ......................................................................................... 20 Customer service standards................................................................................. .................... 21 Dealing with customer complaints .......................................................................................... 22 Department Sales Report ............................................................................................... .......... 24 Department Sales Report
............................................................................................... .......... 25 Safety ............................................................................................... ........................................ 26 Fire and evacuation procedures .............................................................................................. 29 Staff and customer accidents ............................................................................................... ... 30 Employee behaviour standards ............................................................................................... 32 EEO policy..................................................................................... ............................................ 37 Incident Report Form ............................................................................................... ................ 39 Opening and Closing the Premises .......................................................................................... 40 Work Attendance ............................................................................................... ...................... 41 Pay rates and bonus schemes ...............................................................................................
... 42 Performance appraisals ............................................................................................... ............ 44 Performance Appraisal Form ........................................................................................ ....... .... 46 3 | P a g e Policies dealing with Theft ............................................................................................... ........ 53 Customer's property ............................................................................................... ................. 56 Dealing with cash, credit, cheques and EFTPOS ...................................................................... 60 Dealing with cash holding and banking procedures ................................................................ 64 Returns policy ............................................................................................... ........................... 64 Staff general security ...............................................................................................
................ 66 Stock control policy and procedures ....................................................................................... 67 Stock handling ............................................................................................... ........................... 69 Store pricing policy ............................................................................................... ................... 70 Coordinating stocktake ............................................................................................... ............. 74 Stocktake sheet ............................................................................................... ......................... 79 Shrinkage sheet ............................................................................................... ......................... 80 Discrepancy sheet ............................................................................................... ..................... 81 Mark-down Worksheet ............................................................................................... ............. 82 Store Safety Policy and Procedures ......................................................................................... 83
Store Security Policy and Procedures ...................................................................................... 93 Staff Induction Checklist ............................................................................................... ......... 113 Recruitment and Selection Policy .......................................................................................... 115 Procedure: To make a complaint ........................................................................................... 116 Grievance Policy ............................................................................................... ...................... 117 System to monitor sales performance .................................................................................. 118 COMPANY DOCUMENTS ............................................................................................... ......... 126 Head Office Financial Management Policies and Procedures Manual .................................. 126 Financial Performance 2016-2017 ......................................................................................... 139 Statement of Financial Position Ending FY2017 .................................................................... 140
Australian Hardware Marketing Plan 2017 ........................................................................... 141 4 | P a g e Business Plan ................................................................................ ............... ........................... 165 5 | P a g e BUSINESS PROFILE Organisational Overview1 With 138 stores and approximately 10,000 staff across the country, Sim’s Hardware is one of Austraila's largest hardware retailers. Sim’s Hardware provides a wide range of products at competitive prices for the purpose of
home improvement Sim’s Hardware has been a part of the Australian retail landscape from last many decades. What is now known as Sim’s Hardware opened its first store under the name of Sim's Home Goods in George St Sydney. Sim’s Home Goods initially specialised in the manufacturing and sale of small household furniture. The business quickly expanded from one to four stores across Sydney's northern and western suburbs. The stores employed the equivalent of 60 full-time staff by the beginning of 1928. All of which were either family members or friends. In 1930, the midst of the Great Depression, the demand for Sim’s Home Goods began to decline. Over the next three years, the business closed three of the big stores. In 1941, declining consumer demand in conjunction with the onset of World War II again brought Sim’s Home Goods to the brink of closure. The business immediately initiated a
6 | P a g e change process that included re-training the existing manufacturing and sales staff and modifying the company's supplier relationships and equipment to cater for new contracts. This sustained the business through the war years. In the early 1950s, the business was repositioned; this time to benefit from the housing boom by supplying wood and other hardware items. The business was re-named Sim’s Hardware and an expansion program commenced that took the business into all states over the next 10 years. The business has continued to expand to now have 138 stores and approximately 10,000 staff across the country. Products Employment
We aim to be innovative with the benefits we offer to help staff achieve the right balance between work and life. These benefits include: -site work, transition to retirement and career break be purchased through salary sacrifice for sick family members 7 | P a g e grows eave to enable our people to undertake activities in the community education and development
ng counselling services for people and their families structures and income protection insurance oyees to become part owners of Sim’s Hardware. Community Sim’s Hardware works in partnership with local community groups and sports clubs to help fundraising activities. We provide opportunities for local clubs and organisations to run produce stalls on Saturday mornings outside our stores. We also provide discounts for materials being purchased for the construction or maintenance of community facilities by community organisations.
8 | P a g e Environment Sim’s Hardware has a commitment to minimising our environmental impact by: friendly alternatives; and, ppropriate waste management principles. We consider social, economic, cultural and environmental risks and benefits into our business decision-making. Stores With over 130 stores nationwide there is bound to be one near you.
9 | P a g e 10 | P a g e Mission Statement Sim’s Hardware provides the best quality hardware, homewares, garden supplies and building materials from Australia and the world. Sim’s Hardware is committed to providing customers and tradespeople withvalue through everyday low prices, product quality, expert service, community engagement and environmental responsibility. Vision Statement
Within five years, Sim’s Hardware will lead the hardware and home-improvement market in Australia. 11 | P a g e Sim’s Hardware Organisation Chart 12 | P a g e Risk Management Plan Sim’s Hardware is committed to the effective management of risk, which is central to the continued growth and profitability of the company. The purpose of this policy is to ensure
that: ● appropriate systems are in place to identify – as much as is reasonably possible and practical – risks that the company faces in conducting its business ● the potential impact of identified risks are understood and appropriate limits are set to assist in the management of exposures to those risks ● responsibilities are delegated to manage the identified risks ● assurance is provided as to the effectiveness of the risk management system and risk controls ● any changes to the company’s risk profile are monitored and disclosed. This policy covers all risks that could have a material impact on the company, including those related to:
putation The Chief Financial Officer (CFO) is accountable for: ● identification and management of risks including risks in relation to all significant investment decisions ● appointing the system owners, through whom appropriate systems and procedures for the identification, reporting and management of risks are developed, implemented, maintained and reviewed 13 | P a g e ● provision of reports to the board on performance in relation to identification, assessment and management of risks, including environmental risk. Risk Management
Store managers are accountable for: ● the development, implementation, maintenance and review of appropriate policies, procedures and systems for the management of all risks within their area of responsibility ● providing assurance that the systems of risk management and internal control within their area of responsibility operate effectively in all respects. The Chief Risk Officer at each store is accountable for: ● demonstrating, through a program of assurance and review, the effectiveness of, and compliance against, those systems used to identify and manage risk ● providing an effective system for assurance, at six monthly intervals, from employees with specific delegated responsibilities under this policy ● the provision of an appropriate insurance program ● the identification of material changes to the company’s risk profile and recommending their disclosure All managers, supervisors and employees are responsible for:
● taking all reasonable and practicable steps to perform their responsibilities delegated under this policy and the related systems and procedures. Reporting For the approval of Sim’s Hardware annual financial reporting, the Chief Financial Officer states to the board in writing that: ● the declaration provided in accordance with s295A of the Corporations Act 2001 is founded on a sound system of risk management and internal control and that the system is operating effectively in all material respects in relation to financial reporting risks. 14 | P a g e The CFO provides a report to the board indicating: ● the effectiveness of the company’s risk management and internal control systems in
relation to business risks ● the effectiveness of the company’s risk management and internal control systems in relation to environmental and triple bottom line related risks. Risk Management Strategy and Plan Introduction Sim’s Hardware 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
Sim’s Hardware 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. Sim’s Hardware acknowledges 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. 15 | P a g e Key risk indicators will be identified, closely monitored and action taken where necessary,
by all employees of Sim’s Hardware. LRES Training Management Pty Ltd Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling Sim’s Hardware 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 store 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. 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. Risk Management Action Plan 16 | P a g e
17 | P a g e 18 | P a g e POLICIES, PROCEDURES, PROCESSES Armed Robbery Procedures Our company policy is to provide a safe and healthy working environment. Do not attempt to be heroic: your life is worth more than any amount of money. However, in the event of a hold up the following procedures must be followed:
Obey the offender's instructions spoken to What to do immediately after the offender has left the scene: istance if required your self at risk. ring the police 000 and contact head office where the event took place the police arrive and you will be allowed to your notify parents and family, should you be required to remain in the store ropriate forms Store safety tips
the offender doorway lephone 19 | P a g e soon as they leave you are safe have spoken with the police. ely after a hold up due to possible shock affecting you management
20 | P a g e Customer Feedback Questionnaire Dear customer, We value your comments about the kind of service you received while shopping in our store. To help us to serve you better, your responses and suggestions guide us in making key decisions regarding store operations. 1 Are our sales staff always friendly and helpful? If No, please suggest some changes you would like to see in the future. _____________________________________________________ __ _____________________________________________________ __
_____________________________________________________ __ 2 Are you satisfied with how our sales are processed in terms of speed, accuracy and the handling of credit or debit cards? If No, please suggest some changes you would like to see in the future. _____________________________________________________ __ _____________________________________________________ __ _____________________________________________________ __ 3 Are you impressed with the store's presentation in terms of
access in aisles and at stands, cleanliness, lighting and signage? 1-5 -10 -15 21 | P a g e -25 -35 -45
Thank you for taking the time to help us to try and improve our service to you. Your name (Optional): ___________________________________ Postcode: _______ le Customer service standards Customer service policy Excellent customer service is our number one priority and we expect customers to be treated with respect. Staff members at all times should do whatever it takes to create a happy and satisfied customer. Remember the first impression is very powerful. Once this has been formed, it takes a long time to change it. Greeting the customer Welcome all customers with "Good morning/afternoon" and
with a genuine smile and a spontaneous approach. Call customers by their name wherever possible. Always use eye contact, good body language and use facial expressions. Then leave the customer to view store merchandise for a short while before re-approaching. 22 | P a g e Making the customer welcome In a friendly professional manner, always let the customer know you are there to help. If you are busy with another customer, advise the customer you will attend to them shortly or ask another staff member to assist them. By starting a genuine conversation with a customer you are showing an interest in them and their needs. Asking open questions is a positive way to keep the conversation flowing. Product knowledge All staff members will be correctly trained in all product knowledge, as customers expect us
to educate them and inform them. It is crucial to understand the features and benefits of each garment and explain to the customer how to care for the item e.g. dry clean only, hand wash, the need for a water proofing spray. Farewell the customer Your farewell statement should be warm, friendly and genuine. You should always include the words "Thank you. Let me know how the outfit went. Enjoy your day." Always invite the customer back to the store. Your excellent customer service will always make a difference. If you reinforce the customer's purchase and make the customer feel good about the item they have purchased, then the customer will leave feeling satisfied with their purchase instead of wondering did they really need it. Good customer service is about doing a lot of little things better and about providing something different and fun to experience. Dealing with customer complaints It is a challenge to convert an unhappy customer to a satisfied
customer. Most customer complaints can be resolved at store level, and by following our Company's three step procedure, it can be done. 23 | P a g e Step 1: Manage the emotion Listen to the customer Show that you are listening by using eye contact. If need be, take notes. Never interrupt the customer while they are explaining the problem. Assure the customer you can help them. Empathise with the customer. Put yourself in the customer's shoes and show you understand and support them. Use statements such as "I understand your frustration sir/madam and I am sure we can resolve the problem." Apologise Always apologise for any inconvenience and assure the customer that you or another staff
member can help them. If you do not feel confident, call for your Supervisor. Do not make a scene. Step 2: Negotiate a solution Identify the problem by agreeing with the customer's complaint. It is paramount all staff members are correctly trained and have a sound knowledge of store policies and procedures, specifically the returns and refund policy. Assist the customer or refer the matter to the Supervisor, who will take the customer to the Supervisor's desk. Ask what they would like to see happen, rather than what they want you to do about it. Don't let the customer force you into a quick decision. Step 3: Commit to action Be positive when resolving a customer's complaint. Focus on the problem and don't dwell on what went wrong. Determine a solution which is acceptable to both customer and the Company. Some solutions available are refund, exchange or a credit note. If a resolution cannot be
found at your level, it is Company Policy that a Supervisor attends to the customer. 24 | P a g e Points to remember when dealing with angry customers are: and away from other customers Department Sales Report Department: ____________________Month: ___ Monda y Tuesda y Wednesda
y Thursda y Frida y Saturda y Sunda y Tota l Week 1 Targe t Actual + / -
Week 2 Targe t Actual + / - Week 3 Targe t 25 | P a g e Actual + / -
Week 4 Targe t Actual + / - Supervisor: ________________________________________ Equipment security Our store has purchased equipment to make the company more efficient and professional. Equipment is a valuable asset and it is the Supervisor's responsibility to ensure the following rules are adhered to: viced on a regular basis associated occupational health and safety issues
not for personal use 26 | P a g e Safety Occupational Health and Safety Commitment At The Store, working together, we aim to provide both our staff members and our customers with a safe and healthy environment. A safe working environment is not something that just happens -we all have to make it happen. What is Occupational Health and Safety (OH&S) Legislation? Occupational Health and Safety Legislation aims to protect the health, safety and welfare of people at work. It lays down general requirements, which must be met at all workplaces.
The Legislation covers self-employed people as well as employees, employers, students, contractors and visitors. The company will at all times provide a safe working environment To do this we will provide: employees, contractors, visitors and customers maintain and improve the health, safety and welfare of all employees -going safety training for all employees for injured workers …
Learner Guide BSBWRK520 MANAGE EMPLOYEE RELATIONS This learner guide is copyright protected and belongs to: Developed by Enhance Your Future Pty Ltd 2 BSBWRK520 - Manage employee relations
Developed by Enhance Your Future Pty Ltd 3 BSBWRK520 - Manage employee relations TABLE OF CONTENTS TABLE OF CONTENTS.......................................................................... .. ................................................... 3 UNIT INTRODUCTION ............................................................................................... .............................. 5 ABOUT THIS RESOURCE ............................................................................................... ........................... 5 ABOUT ASSESSMENT ............................................................................................... .................................. 6 ELEMENTS AND PERFORMANCE CRITERIA ...................................................................................... 8 PERFORMANCE AND KNOWLEDGE EVIDENCE ............................................................................... 10 PERFORMANCE EVIDENCE ............................................................................................... .................... 10 KNOWLEDGE EVIDENCE ...............................................................................................
......................... 10 ASSESSMENT CONDITIONS ............................................................................................... ..................... 12 PRE-REQUISITES ..................................................................................... .......... ........................................ 12 TOPIC 1 – DEVELOP EMPLOYEE AND INDUSTRIAL RELATIONS POLICIES AND PLANS ........ 13 ANALYSE EXISTING EMPLOYEE RELATIONS PERFORMANCE IN RELATION TO WORKFORCE OBJECTIVES ............................................................................................... ....................... 17 EVALUATE OPTIONS IN TERMS OF COST-BENEFIT, RISK- ANALYSIS AND CURRENT LEGISLATIVE REQUIREMENTS ............................................................................................... .............. 19 KEY FEATURES OF RELEVANT INDUSTRIAL RELATIONS LEGISLATION OR REGULATIONS .......................................... 24 Key sources of expert industrial relations advice ............................................................................................... .......................... 24 Fair Work Ombudsman ............................................................................................... ........................................................... 24
Employee entitlements ............................................................................................... ................................................................ 24 Pay ............................................................................................... ............................................................................................ 24 Awards and agreements ............................................................................................... ............................................................. 25 Leave ............................................................................................... ......................................................................................... 25 Ending employment ............................................................................................... .................................................................... 25 Best practice for small business ............................................................................................... ................................................... 26 Employing people with a disability ............................................................................................... ............................................. 26 Employing Indigenous Australians ............................................................................................... ............................................ 27 Paid parental leave ............................................................................................... ..................................................................... 27 The Fair Work Commission ............................................................................................... ..................................................... 27 The Fair Work system ............................................................................................... .............................................................. 28 The Workplace Gender Equality Agency ...............................................................................................
.................................. 29 Trade unions ............................................................................................... .............................................................................. 30 Employer bodies/associations ............................................................................................... ..................................................... 30 IDENTIFY THE SKILLS AND KNOWLEDGE NEEDED BY MANAGEMENT AND THE WORKFORCE TO EFFECTIVELY IMPLEMENT THESE STRATEGIES AND POLICIES .............. 32 TOPIC 2 - IMPLEMENT EMPLOYEE RELATIONS POLICIES AND PLANS .................................... 35 DEVELOP AN IMPLEMENTATION PLAN AND A CONTINGENCY PLAN FOR THE EMPLOYEE RELATIONS POLICIES AND STRATEGIES ........................................................................................... 35 MAKE ARRANGEMENTS FOR TRAINING AND DEVELOPMENT FOR IDENTIFIED NEEDS TO SUPPORT THE EMPLOYEE RELATIONS PLAN .................................................................................. 37 THE TRAINER ............................................................................................... ............................................................................... 37 TRAINING DELIVERY ............................................................................................... ................................................................. 38
TRAINING SCHEDULING ............................................................................................... ............................................................ 39 UNDERTAKE ASSOCIATED EMPLOYEE RELATIONS ACTIVITIES TO REACH AGREEMENT ON CHANGES REQUIRED BY THE ORGANISATIONAL POLICIES OR IMPLEMENTATION PLAN ............................................................................................... ............................................................. 40 KEY FEATURES OF ENTERPRISE AND WORKPLACE BARGAINING PROCESSES ................................................................ 41 Developed by Enhance Your Future Pty Ltd 4 BSBWRK520 - Manage employee relations REVIEW EMPLOYEE RELATIONS POLICIES AND PLANS TO ESTABLISH WHETHER THEY ARE MEETING THEIR INTENDED OUTCOMES ............................................................................... 47 TOPIC 3 - MANAGE NEGOTIATIONS TO RESOLVE CONFLICT ..................................................... 49 IDENTIFY, AND WHERE POSSIBLE ALLEVIATE OR ELIMINATE, SOURCES OF CONFLICT OR
GRIEVANCE ACCORDING TO LEGAL REQUIREMENTS ................................................................. 52 OBTAIN EXPERT OR SPECIALIST ADVICE AND/OR REFER TO PRECEDENTS, IF REQUIRED ............................................................................................... ....................................................................... 57 DETERMINE DESIRED NEGOTIATION OUTCOMES, NEGOTIATION STRATEGY AND NEGOTIATION TIMEFRAMES ............................................................................................... ................ 59 DOCUMENT, AND IF NECESSARY CERTIFY, THE AGREED OUTCOMES WITH THE RELEVANT JURISDICTION ............................................................................................... ..................... 64 TAKE REMEDIAL ACTION WHERE GROUPS OR INDIVIDUALS FAIL TO ABIDE BY AGREEMENTS ............................................................................................... ............................................ 66 TOPIC 4 – FURTHER INFORMATION ............................................................................................... .... 68
KEY FEATURES OF RELEVANT ENTITIES IN THE CURRENT AUSTRALIAN INDUSTRIAL RELATIONS SYSTEM, INCLUDING COURTS AND TRIBUNALS, TRADE UNIONS AND EMPLOYER BODIES ............................................................................................... .................................. 68 COURTS AND TRIBUNALS ............................................................................................... .......................................................... 68 Australia’s workplace relations laws ............................................................................................... .......................................... 68 Industrial Relations Australia ............................................................................................... ................................................... 69 Industrial Relations Court of Australia ............................................................................................... ..................................... 70 Trade unions ............................................................................................... .............................................................................. 70 Employer bodies/associations ............................................................................................... ..................................................... 70 KEY FEATURES OF RELEVANT ORGANISATIONAL POLICIES AND PROCEDURES ........................................................... 71 KEY FEATURES OF ORGANISATIONAL OBJECTIVES ............................................................................................... .............. 72
SUMMARY ............................................................................................... .................................................... 74 REFERENCES ............................................................................................... ............................................. 75 Developed by Enhance Your Future Pty Ltd 5 BSBWRK520 - Manage employee relations UNIT INTRODUCTION This resource covers the unit BSBWRK520 - Manage employee relations. This unit describes the skills and knowledge required to manage employee and industrial relations matters in an organisation. It involves developing and implementing employee and industrial relations policies and plans and managing conflict resolution negotiations. It applies to those who are authorised to oversee industrial relations and manage conflict and
grievances in an organisation. They will have a sound theoretical knowledge base in human resources management and industrial relations as well as current knowledge of industrial relations trends and legislation. No licensing, legislative or certification requirements apply to this unit at the time of publication. About This Resource This resource brings together information to develop your knowledge about this unit. The information is designed to reflect the requirements of the unit and uses headings to makes it easier to follow. You should read through this resource to develop your knowledge in preparation for your assessment. At the back of the resource are a list of references you may find useful to review. As a student it is important to extend your learning and to search out textbooks, internet sites, talk to people at work and read newspaper articles and journals
which can provide additional learning material. Your trainer may include additional information and provide activities, PowerPoint slide presentations, and assessments in class to support your learning. Developed by Enhance Your Future Pty Ltd 6 BSBWRK520 - Manage employee relations About Assessment Throughout your training we are committed to your learning by providing a training and assessment framework that ensures the knowledge gained through training is translated into practical on the job improvements. You are going to be assessed for: activities that apply to a
workplace environment. these on the job. You will receive an overall result of Competent or Not Yet Competent for the assessment of this unit. The assessment is a competency based assessment, which has no pass or fail. You are either competent or not yet competent. Not Yet Competent means that you still are in the process of understanding and acquiring the skills and knowledge required to be marked competent. The assessment process is made up of a number of assessment methods. You are required to achieve a satisfactory result in each of these to be deemed competent overall. All of your assessment and training is provided as a positive learning tool. Your trainer/assessor will guide your learning and provide feedback on your responses to the assessment. For valid and reliable assessment of this unit, a range of assessment methods
will be used to assess practical skills and knowledge. Your assessment may be conducted through a combination of the following methods: Developed by Enhance Your Future Pty Ltd 7 BSBWRK520 - Manage employee relations The assessment tool for this unit should be completed within the specified time period following the delivery of the unit. If you feel you are not yet ready for assessment, discuss this with your trainer/assessor.
To be successful in this unit, you will need to relate your learning to your workplace. You may be required to demonstrate your skills and be observed by your assessor in your workplace environment. Some units provide for a simulated work environment, and your trainer and assessor will outline the requirements in these instances. Developed by Enhance Your Future Pty Ltd 8 BSBWRK520 - Manage employee relations ELEMENTS AND PERFORMANCE CRITERIA 1. Develop employee and industrial relations policies and plans 1.1 Analyse strategic plans and operational plans to determine long term
employee relations in accordance with organisational objectives 1.2 Analyse existing employee relations performance in relation to workforce objectives 1.3 Evaluate options in terms of cost-benefit, risk-analysis and current legislative requirements 1.4 Work with relevant internal stakeholders to develop industrial relations policies and plans 1.5 Identify the skills and knowledge needed by management and the workforce to effectively implement these strategies and policies 2. Implement employee relations policies and plans 2.1 Develop an implementation plan and a contingency plan for the employee relations policies and strategies 2.2 Make arrangements for training and development for identified needs
to support the employee relations plan 2.3 Undertake associated employee relations activities to reach agreement on changes required by the organisational policies or implementation plan 2.4 Document procedures for addressing grievances and conflict 2.5 Identify and communicate key procedures for addressing grievances and conflict to stakeholders 2.6 Review employee relations policies and plans to establish whether they are meeting their intended outcomes 3. Manage negotiations to resolve conflict 3.1 Develop and deliver training to individuals in conflict- management techniques and procedures 3.2 Identify, and where possible alleviate or eliminate, sources of conflict or grievance according to legal requirements
3.3 Evaluate documentation and other information sources to clarify issues in dispute and ensure completeness, balance and relevance 3.4 Obtain expert or specialist advice and/or refer to precedents, if required 3.5 Determine desired negotiation outcomes, negotiation strategy and negotiation timeframes Developed by Enhance Your Future Pty Ltd 9 BSBWRK520 - Manage employee relations 3.6 Advocate the organisation s position in negotiation with the view to reaching a resolution that aligns to organisational objectives 3.7 Document, and if necessary certify, the agreed outcomes with the relevant jurisdiction 3.8 Take remedial action where groups or individuals fail to abide by
agreements Developed by Enhance Your Future Pty Ltd 10 BSBWRK520 - Manage employee relations PERFORMANCE AND KNOW LEDGE EVIDENCE This describes the essential knowledge and skills and their level required for this unit. Performance Evidence Evidence of the ability to: -term employee relations objectives and current employee relations performance th others to develop and review industrial relations policies and plans relations policies plan and organise training
and development for self and staff eliminating and dealing with grievances and disputes -resolution techniques the organisation’s position during negotiations and documenting, implementing and following up agreements. Note: If a specific volume or frequency is not stated, then evidence must be provided at least once. Knowledge Evidence The candidate must be able to demonstrate the following knowledge to effectively complete the tasks outlined in the elements and performance criteria of this unit, and to manage tasks and reasonably foreseeable contingencies in the context of the work role: es of relevant industrial relations legislation or regulations
processes industrial relations system, Developed by Enhance Your Future Pty Ltd 11 BSBWRK520 - Manage employee relations including courts and tribunals, trade unions and employer bodies procedures y features of organisational objectives Developed by Enhance Your Future Pty Ltd 12 BSBWRK520 - Manage employee relations ASSESSMENT CONDITION S Assessment must be conducted in a safe environment where
evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development workplace relations field of work and include access to: elevant workplace documentation and resources Assessors of this unit must satisfy the requirements for assessors in applicable vocational education and training legislation, frameworks and/or standards. PRE-REQUISITES This unit must be assessed after the following pre-requisite unit: There are no pre-requisites for this unit. Developed by Enhance Your Future Pty Ltd 13
BSBWRK520 - Manage employee relations TOPIC 1 – DEVELOP EMPLOYEE AND INDUSTRIAL RELAT IONS POLICIES AND PLANS Welcome to the unit BSBWRK520 - Manage employee relations. This unit describes the skills and knowledge required to manage employee and industrial relations matters in an organisation. It involves developing and implementing employee and industrial relations policies and plans and managing conflict resolution negotiations. It applies to those who are authorised to oversee industrial relations and manage conflict and grievances in an organisation. They will have a sound theoretical knowledge base in human resources management and industrial relations as well as current knowledge of industrial relations trends and legislation. No licensing, legislative or certification requirements apply to
this unit at the time of publication. In this unit you will learn how to: s to resolve conflict Let’s begin! Developed by Enhance Your Future Pty Ltd 14 BSBWRK520 - Manage employee relations Analyse strategic plans and operational plans to determine long term employee relations in accordance with organisational objectives Industrial relations is the balance between people feeling nurtured and capable of doing their jobs and people performing to meet strategic and operational objectives. Every business thrives on
the strength of its employee base so taking a long-term approach to developing, managing and retaining employees, provides more reliability and stability and reduces risks. In order to do this, you will need to analyse both the strategic and operational plans to determine the long-term employee relations that have existed in the past. This will help you to identify where changes need to be made and where things can stay the same. If previous employee relations have been good, then there may be little change required, but, if there have been issues, they may need to be changed. There are two approaches to determining long-term employee objectives – firstly setting the goals and integrating or adding these to other strategic and operational plans. Alternatively, you can set the plans and identify the industry relations goals and workforce need to support these plans. Some of the objectives you might aim to develop through targeting industrial relations
management include: satisfaction, commitment retention and re-engagement bodies responsibilities and the benefits and bonuses that may accompany these In order for these goals to be successful, they need to be aligned with the businesses goals, objectives, values, mission and general approach to business so that the people that fill the roles and conduct the business do so with appropriate training, support and consistency. It might help to think of industrial relations as being independent with the goals of the business.
Developed by Enhance Your Future Pty Ltd 15 BSBWRK520 - Manage employee relations There are many business problem-solving and planning tools that can be used to analyse the goals for industrial relations and you may have heard of or used these in the past. These tools and their approach is about incremental change on evolving basis and over a long period of time. You might consider: TOOL What is it? PROs CONs LEARN MORE SWOT Analysis Strengths, Weaknesses, Opportunities and Threats. Some businesses also analyse opportunities from weaknesses and threats to strength. Can be used on multiple business
areas Quick – can be brainstormed in a few minutes and added to with time You don’t need any special skills to contribute Can be used one- to-one, in small and big teams Can be too broad in some applications Can be difficult to use with people who find self- criticism difficult http://www.l eadershipvict oria.org/docs /plugin_swot- template.pdf PEST Analysis Political, Environmental, Socio-Cultural and Technological – investigates four
areas of the business and the impact of and opportunity for change in each area Quick to use across the four core functions of every business Can be integrated into triple-bottom line reporting and evaluation Can be used to strengthen SWOT analysis Particularly useful for transformational change as it looks at the areas of influence and conflict Some skills of analysis are needed to unpack changes and improvements and embed across the four areas Occurs
infrequently Some preparation required Needs a leader or team directing the collection of evidence http://www. mindtools.co m/pages/artic le/newTMC_ 09.htm The Five Whys A system for root cause analysis. Participants take a problem that is occurring and ask “Why” five times with the other party involved in In time-and-place review and adjustment Easy to use and understand. Addresses problems at a
lower level as a Only one problem at a time Can be difficult to do with people who have language barriers http://www.i sixsigma.com /tools- templates/cau se- effect/determ ine-root- cause-5- whys/ http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.mindtools.com/pages/article/newTMC_09.htm http://www.mindtools.com/pages/article/newTMC_09.htm http://www.mindtools.com/pages/article/newTMC_09.htm http://www.mindtools.com/pages/article/newTMC_09.htm http://www.mindtools.com/pages/article/newTMC_09.htm
http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ Developed by Enhance Your Future Pty Ltd 16 BSBWRK520 - Manage employee relations discussion giving reasons each time. form of intervention Positive results are magnified across business at a higher level Cheap
Can cause a period of downtime each time a problem occurs Only works on team-centric problems These approaches take what you have done in the past and break down why you did not achieve the goals that you want to achieve in this current year or future. Each of these investigates a range of business variables and take information from a range of sources and across a number of business management areas and tracks patterns of weakness. The Five Whys is the most responsive system as it is used in time and place, whereas the PEST analysis is a more long-term review and takes data over a large period of time into consideration. They are not specific to problems with employees but look at the big picture goals instead. It is good business practice to use a number of different methods of review as built-in features of your industrial relations.
Developed by Enhance Your Future Pty Ltd 17 BSBWRK520 - Manage employee relations Analyse existing employee relations performance in relation to workforce objectives As part of a systematic business review, you should also review your employee relations using a range of measurements for past and predicted future performance. Predicted future performance assumes that if nothing changes the problems multiply – they will not stay the same. It is important to remember that employee dissatisfaction and motivation are states that are unpredictable in different people. There are internal and external influences on whilst there are many ways you can manage the internal influence these feelings are interdependent on what happens in the employee's employee life too.
There a number of measures that you can use to help you to determine the likely internal influences on achievement: External studies – planned and unplanned and committees … Scanned with CamScanner Scanned with CamScanner Scanned with CamScanner
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BSBWRK510 Manage employee relations Learner Guide P a g e | 2 BSBWRK510 Manage employee relations P a g e | 3 Table of Contents Table of Contents ............................................................................................... .......................... 3 Unit of Competency ............................................................................................... ......................... 7
Performance Criteria ............................................................................................... ........................ 8 Foundation Skills ............................................................................................... .............................. 9 Assessment Requirements ............................................................................................... ............. 10 Housekeeping Items ............................................................................................... .......................... 11 Objectives ............................................................................................... .......................................... 11 1. Develop employee and industrial relations policies and plans ................................................. 12 1.1 – Analyse strategic plans and operational plans to determine long term employee relations .. 13 Strategic Plans ........................................................................................... .... ................................ 13 Operational Plans ............................................................................................... ........................... 13 Employee relations
............................................................................................... ........................ 13 Employee communication ............................................................................................... ............. 14 Employee involvement ............................................................................................... .................. 15 Employee discipline ............................................................................................... ....................... 15 Employee rights ............................................................................................... ............................. 16 Employee satisfaction ............................................................................................... .................... 16 Activity 1A ............................................................................................... ...................................... 17 1.2 – Analyse existing employee relations performance in relation to workforce objectives ......... 18 Performance systems ............................................................................................... ..................... 18 Activity 1B .................................................................................... ...........
...................................... 20 1.3 – Evaluate options in terms of cost-benefit, risk-analysis and current legislative requirements ............................................................................................... ........................................................... 21 Cost- benefit.................................................................................... ............................................... 21 Risk analysis ............................................................................................... ................................... 21 Developing risk management ............................................................................................... ........ 22 Providing information ............................................................................................... .................... 23 Legislative requirements ............................................................................................... ................ 24 Fair Work Act ............................................................................................... ................................. 24 Agreement types ............................................................................... ................ ............................ 24
Updates 2014 ............................................................................................... ................................. 25 National Employment Standards ............................................................................................... ... 25 Discrimination – protected attributes .......................................................................................... 27 P a g e | 4 Unacceptable workplace behaviours ............................................................................................ 28 Activity 1C ............................................................................................... ...................................... 29 1.4 – Work with the management team to develop industrial relations policies and plans ............ 30 Policies and plans ............................................................................................... ........................... 30 Site, enterprise and statutory requirements ................................................................................ 30 Enterprise agreements ...............................................................................................
................... 30 Continuous operation of agreements ........................................................................................... 31 1.5 – Identify the skills and knowledge needed by management and the workforce to effectively implement these strategies and policies .......................................................................................... 34 Skills and knowledge required ............................................................................................... ....... 34 Management skills ............................................................................................... ......................... 35 Activity 1D ............................................................................................... ...................................... 36 2. Implement employee relations policies and plans ................................................................... 37 2.1 – Develop an implementation plan and a contingency plan for the employee relations policies and strategies ............................................................................................... ..................................... 38 Business plans .................................................................................... ...........
................................ 38 Implementation plans ............................................................................................... .................... 38 Communication ............................................................................................... .............................. 38 Trends ............................................................................................... ............................................ 39 Failures ............................................................................................... ........................................... 39 Contingency planning ............................................................................................... .................... 40 Activity 2A ............................................................................................... ..................................... 42 2.2 – Make arrangements for training and development for identified needs to support the employee relations plan ............................................................................................... .................... 43 Training ............................................................................................... .......................................... 43
Formalise the acceptance of training ........................................................................................... 43 Possible conflicts ............................................................................................... ............................ 44 Ease of access ............................................................................................... ................................. 44 2.3 – Undertake associated employee relations activities to reach agreement on changes required by the organisational policies or implementation plan .................................................................... 45 Involvement practices ............................................................................................... .................... 45 Communication practices ............................................................................................... .............. 45 Problem solving practices ............................................................................................... .............. 46 Financial practices ............................................................................................... .......................... 46 Activity 2B
............................................................................................... ...................................... 47 P a g e | 5 2.4 – Ensure procedures for addressing grievances and conflict to stakeholdersare properly documented ............................................................................................... ....................................... 48 Grievances ............................................................................................... ...................................... 48 Documenting the process ............................................................................................... .............. 48 2.5 – Communicate key issues about procedures for addressing grievances and conflict to stakeholders ............................................................................................... ....................................... 49 Dealing with grievances ............................................................................................... ................. 49 Policy statement ............................................................................................... ............................ 49
Stages ............................................................................................... ............................................. 49 Timeframe ............................................................................................... ...................................... 50 Representation......................................................................... ..................................................... 50 Monitoring and reviewing ............................................................................................... .............. 50 Activity 2C ............................................................................................... ...................................... 51 2.6 Review employee relations policies and plans to establish whether they are meeting their intended outcomes ............................................................................................... ............................ 52 Trial 360 degree feedback ............................................................................................... .............. 52 Ask the staff ............................................................................................... ................................... 52 Conducting surveys
............................................................................................... ........................ 53 Anonymity ............................................................................................... ...................................... 54 Online surveys ............................................................................................... ................................ 54 Encouragement from management .............................................................................................. 54 Incentives ............................................................................................... ....................................... 54 Activity 2D ............................................................................................... ...................................... 55 3. Manage negotiations to resolve conflict .................................................................................. 56 3.1 – Train individuals in conflict management techniques and procedures ................................... 57 Conflict ............................................................................................... ........................................... 57 Effective conflict resolution ............................................................................................... ........... 58
Collaborating ............................................................................................... .................................. 60 Competing ............................................................................................... ...................................... 60 Compromising ............................................................................................... ................................ 61 Accommodating ............................................................................................... ............................. 62 Avoiding ............................................................................................... ......................................... 62 Creating communicative atmospheres ......................................................................................... 63 Defuse emotions ............................................................................................... ............................ 63 Setting ground rules ............................................................................................... ....................... 63 P a g e | 6
Choosing the time and place ............................................................................................... ......... 65 Activity 3A ............................................................................................... ..................................... 66 3.2 – Identify, and where possible alleviate or eliminate, sources of conflict or grievance according to legal requirements ............................................................................................... ......................... 67 Alleviating conflict ............................................................................................... .......................... 67 Collective disputes ............................................................................................... ......................... 69 Activity 3B ............................................................................................... ...................................... 71 3.3 – Check documentation and other information sources to clarify issues in disputes ................ 72 Checking documentation ............................................................................................... ............... 72 3.4 – Obtain expert or specialist advice and/or refer to precedents, if required............................. 75
Specialist advice ............................................................................................... ............................. 75 3.5 – Determine desired negotiation outcomes, negotiation strategy and negotiation timeframes ............................................................................................... ........................................................... 76 Negotiation ............................................................................................... .................................... 76 3.6 – Advocate the organisation’s position in negotiation to obtain agreement ............................. 78 Advocate the organisation’s position ........................................................................................... 78 3.7 – Document, and if necessary certify, the agreed outcomes with the relevant jurisdiction...... 79 Certify the agreed outcomes ............................................................................................... ......... 79 Contract differences ............................................................................................... ...................... 79 Federal industrial laws ...............................................................................................
................... 79 Activity 3D ............................................................................................... ..................................... 81 3.8 – Implement agreements ............................................................................................... ............. 82 Smooth implementation ............................................................................................... ................ 82 3.9 – Take remedial action where groups or individuals fail to abide by agreements ..................... 83 Remedial action ............................................................................................... ............................. 83 Activity 3E........................................................................................... ........................................... 84 ............................................................................................... ....................................................... 84 References ............................................................................................... ......................................... 86
P a g e | 7 Unit of Competency Application This unit describes the skills and knowledge required to manage employee and industrial relations matters in an organisation. It involves developing and implementing employee and industrial relations policies and plans and managing conflict resolution negotiations. It applies to those who are authorised to oversee industrial relations and manage conflict and grievances in an organisation. They will have a sound theoretical knowledge base in human resources management and industrial relations as well as current knowledge of industrial relations trends and legislation. No licensing, legislative or certification requirements apply to this unit at the time of publication. Unit Sector Workforce Development – Workplace Relations P a g e | 8
Performance Criteria Element Elements describe the essential outcomes. Performance Criteria Performance criteria describe the performance needed to demonstrate achievement of the element. 1. Develop employee and industrial relations policies and plans 1.1 Analyse strategic plans and operational plans to determine long term employee relations 1.2 Analyse existing employee relations performance in relation to workforce objectives 1.3 Evaluate options in terms of cost-benefit, risk-analysis and current legislative requirements 1.4 Work with the management team to develop industrial relations policies and plans 1.5 Identify the skills and knowledge needed by management and the workforce to effectively implement these strategies and policies 2. Implement employee relations policies and plans
2.1 Develop an implementation plan and a contingency plan for the employee relations policies and strategies 2.2 Make arrangements for training and development for identified needs to support the employee relations plan 2.3 Undertake associated employee relations activities to reach agreement on changes required by the organisational policies or implementation plan 2.4 Ensure procedures for addressing grievances and conflict to stakeholders are properly documented 2.5 Communicate key issues about procedures for addressing grievances and conflict to stakeholders 2.6 Review employee relations policies and plans to establish whether they are meeting their intended outcomes 3. Manage negotiations to resolve conflict 3.1 Train individuals in conflict-management techniques and procedures 3.2 Identify, and where possible alleviate or eliminate, sources of conflict or grievance according to legal requirements 3.3 Check documentation and other information sources to clarify issues in dispute 3.4 Obtain expert or specialist advice and/or refer to precedents, if required
3.5 Determine desired negotiation outcomes, negotiation strategy and negotiation timeframes 3.6 Advocate the organisation’s position in negotiation to obtain agreement 3.7 Document, and if necessary certify, the agreed outcomes with the relevant jurisdiction 3.8 Implement agreements 3.9 Take remedial action where groups or individuals fail to abide by agreements P a g e | 9 Foundation Skills This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance. Skill Performance Criteria Description Reading
appropriate strategies to construct meaning from complex texts Writing structure and layout, employing broad vocabulary, grammatical structure and conventions appropriate to purpose and audience Oral communication non-verbal features appropriate to the audience ning and questioning techniques to clarify and confirm understanding Numeracy embedded in a range of tasks and texts Navigate the world of work 1.3, 1.4, 2.3, 2.6, 3.2, 3.7 fies or develops organisational policies to achieve organisational goals and comply with legislative requirements
relevant to own rights and responsibilities and considers implications of these Interact with others 1.4, 2.3, 3.1, 3.2, 3.4, 3.6, 3.9 an active role in facilitating effective group interaction, influencing direction and taking a leadership role on occasion expert skills and knowledge outcome for all parties where conflicts occur Get the work done 1.3, 1.4, 1.5, 2.1, 2.2, 2.4, 2.5, 3.2, 3.5, 3.7, 3.8 implementation and manages relevant communication possible solutions, seeking input from others as required, before making decisions or implementing solutions
into current practices and opportunities for change P a g e | 10 Assessment Requirements Performance Evidence Evidence of the ability to: -term employee relations objectives and current employee relations performance relations policies and plans ntation and contingency plans for industrial relations policies plan and organise training and development for self and staff eliminating and dealing with grievances and disputes -resolution techniques the organisation’s position during negotiations and documenting, implementing and following up
agreements. Note: If a specific volume or frequency is not stated, then evidence must be provided at least once. Knowledge Evidence To complete the unit requirements safely and effectively, the individual must: ions legislation or regulations relations system, including courts and tribunals, trade unions and employer bodies trial, workplace health and safety, equal employment opportunity and anti-discrimination legislation in federal, state and territory jurisdictions. Assessment Conditions Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development – workplace relations field of work and include access to: nd codes
Assessors must satisfy NVR/AQTF assessor requirements. Links Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes - http://www.ibsa.org.au/companion_volumes P a g e | 11 Housekeeping Items Your trainer will inform you of the following: emergency procedures are and where the breakout and refreshment areas are. to silent and of any security issues they need to be aware of. policy is. questions. together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn.
es for participation: o Smile o Support and encourage other participants o When someone is contributing everyone else is quiet o Be patient with others who may not be grasping the ideas o Be on time o Focus discussion on the topic o Speak to the trainer if you have any concerns Objectives policies and plans plans Gain skills and knowledge required for this unit P a g e | 12 1. Develop employee and industrial relations policies and
plans 1.1 Analyse strategic plans and operational plans to determine long term employee relations 1.2 Analyse existing employee relations performance in relation to workforce objectives 1.3 Evaluate options in terms of cost-benefit, risk-analysis and current legislative requirements 1.4 Work with the management team to develop industrial relations policies and plans 1.5 Identify the skills and knowledge needed by management and the workforce to effectively implement these strategies and policies P a g e | 13 1.1 – Analyse strategic plans and operational plans to determine long term employee relations Strategic Plans The key elements of strategic planning are an organisation’s: – the vision outlines how the organisation wants to be; it is a long term objective that concentrates on the future.
– this is a set of beliefs that are shared amongst the shareholders of the organisation. This is the framework and basis on what all decisions should be made. – the mission defines the fundamental purpose of the organisation, why it exists and what it does to achieve its vision. – the strategy itself it how the organisation intends to meet its vision what goals are set, what policies will they use. Operational Plans An operational plan can be described as the process of defining what steps a company will take in order to achieve the organisational objectives. It is also the plan that assists employees to work towards the achievement of the mission and vision statement. Planning in advance means that managers can: and weaknesses
Employee relations Employee relations encompass all aspects of employment and workplace conditions and the employee / employer relationship. In respect of strategic and operational plans it is essential for organisations to ensure that when plans are made they factor in employee relations, for the advancement and …

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SIMULATED BUSINESS – Sim’s Hardware .docx

  • 1. SIMULATED BUSINESS – Sim’s Hardware 2 | P a g e Table of Contents BUSINESS PROFILE ............................................................................................... ...................... 5 Organisational Overview ............................................................................................... ............. 5 Vision Statement
  • 2. ............................................................................................... ....................... 10 Vision Statement ............................................................................................... ....................... 10 Australian Hardware Organisation Chart ................................................................................. 11 Risk Management Plan ............................................................................................... ............. 12 POLICIES, PROCEDURES, PROCESSES ....................................................................................... 18 Armed Robbery Procedures ............................................................................................... ...... 18 Customer Feedback Questionnaire ......................................................................................... 20 Customer service standards................................................................................. .................... 21 Dealing with customer complaints .......................................................................................... 22 Department Sales Report ............................................................................................... .......... 24 Department Sales Report
  • 3. ............................................................................................... .......... 25 Safety ............................................................................................... ........................................ 26 Fire and evacuation procedures .............................................................................................. 29 Staff and customer accidents ............................................................................................... ... 30 Employee behaviour standards ............................................................................................... 32 EEO policy..................................................................................... ............................................ 37 Incident Report Form ............................................................................................... ................ 39 Opening and Closing the Premises .......................................................................................... 40 Work Attendance ............................................................................................... ...................... 41 Pay rates and bonus schemes ...............................................................................................
  • 4. ... 42 Performance appraisals ............................................................................................... ............ 44 Performance Appraisal Form ........................................................................................ ....... .... 46 3 | P a g e Policies dealing with Theft ............................................................................................... ........ 53 Customer's property ............................................................................................... ................. 56 Dealing with cash, credit, cheques and EFTPOS ...................................................................... 60 Dealing with cash holding and banking procedures ................................................................ 64 Returns policy ............................................................................................... ........................... 64 Staff general security ...............................................................................................
  • 5. ................ 66 Stock control policy and procedures ....................................................................................... 67 Stock handling ............................................................................................... ........................... 69 Store pricing policy ............................................................................................... ................... 70 Coordinating stocktake ............................................................................................... ............. 74 Stocktake sheet ............................................................................................... ......................... 79 Shrinkage sheet ............................................................................................... ......................... 80 Discrepancy sheet ............................................................................................... ..................... 81 Mark-down Worksheet ............................................................................................... ............. 82 Store Safety Policy and Procedures ......................................................................................... 83
  • 6. Store Security Policy and Procedures ...................................................................................... 93 Staff Induction Checklist ............................................................................................... ......... 113 Recruitment and Selection Policy .......................................................................................... 115 Procedure: To make a complaint ........................................................................................... 116 Grievance Policy ............................................................................................... ...................... 117 System to monitor sales performance .................................................................................. 118 COMPANY DOCUMENTS ............................................................................................... ......... 126 Head Office Financial Management Policies and Procedures Manual .................................. 126 Financial Performance 2016-2017 ......................................................................................... 139 Statement of Financial Position Ending FY2017 .................................................................... 140
  • 7. Australian Hardware Marketing Plan 2017 ........................................................................... 141 4 | P a g e Business Plan ................................................................................ ............... ........................... 165 5 | P a g e BUSINESS PROFILE Organisational Overview1 With 138 stores and approximately 10,000 staff across the country, Sim’s Hardware is one of Austraila's largest hardware retailers. Sim’s Hardware provides a wide range of products at competitive prices for the purpose of
  • 8. home improvement Sim’s Hardware has been a part of the Australian retail landscape from last many decades. What is now known as Sim’s Hardware opened its first store under the name of Sim's Home Goods in George St Sydney. Sim’s Home Goods initially specialised in the manufacturing and sale of small household furniture. The business quickly expanded from one to four stores across Sydney's northern and western suburbs. The stores employed the equivalent of 60 full-time staff by the beginning of 1928. All of which were either family members or friends. In 1930, the midst of the Great Depression, the demand for Sim’s Home Goods began to decline. Over the next three years, the business closed three of the big stores. In 1941, declining consumer demand in conjunction with the onset of World War II again brought Sim’s Home Goods to the brink of closure. The business immediately initiated a
  • 9. 6 | P a g e change process that included re-training the existing manufacturing and sales staff and modifying the company's supplier relationships and equipment to cater for new contracts. This sustained the business through the war years. In the early 1950s, the business was repositioned; this time to benefit from the housing boom by supplying wood and other hardware items. The business was re-named Sim’s Hardware and an expansion program commenced that took the business into all states over the next 10 years. The business has continued to expand to now have 138 stores and approximately 10,000 staff across the country. Products Employment
  • 10. We aim to be innovative with the benefits we offer to help staff achieve the right balance between work and life. These benefits include: -site work, transition to retirement and career break be purchased through salary sacrifice for sick family members 7 | P a g e grows eave to enable our people to undertake activities in the community education and development
  • 11. ng counselling services for people and their families structures and income protection insurance oyees to become part owners of Sim’s Hardware. Community Sim’s Hardware works in partnership with local community groups and sports clubs to help fundraising activities. We provide opportunities for local clubs and organisations to run produce stalls on Saturday mornings outside our stores. We also provide discounts for materials being purchased for the construction or maintenance of community facilities by community organisations.
  • 12. 8 | P a g e Environment Sim’s Hardware has a commitment to minimising our environmental impact by: friendly alternatives; and, ppropriate waste management principles. We consider social, economic, cultural and environmental risks and benefits into our business decision-making. Stores With over 130 stores nationwide there is bound to be one near you.
  • 13. 9 | P a g e 10 | P a g e Mission Statement Sim’s Hardware provides the best quality hardware, homewares, garden supplies and building materials from Australia and the world. Sim’s Hardware is committed to providing customers and tradespeople withvalue through everyday low prices, product quality, expert service, community engagement and environmental responsibility. Vision Statement
  • 14. Within five years, Sim’s Hardware will lead the hardware and home-improvement market in Australia. 11 | P a g e Sim’s Hardware Organisation Chart 12 | P a g e Risk Management Plan Sim’s Hardware is committed to the effective management of risk, which is central to the continued growth and profitability of the company. The purpose of this policy is to ensure
  • 15. that: ● appropriate systems are in place to identify – as much as is reasonably possible and practical – risks that the company faces in conducting its business ● the potential impact of identified risks are understood and appropriate limits are set to assist in the management of exposures to those risks ● responsibilities are delegated to manage the identified risks ● assurance is provided as to the effectiveness of the risk management system and risk controls ● any changes to the company’s risk profile are monitored and disclosed. This policy covers all risks that could have a material impact on the company, including those related to:
  • 16. putation The Chief Financial Officer (CFO) is accountable for: ● identification and management of risks including risks in relation to all significant investment decisions ● appointing the system owners, through whom appropriate systems and procedures for the identification, reporting and management of risks are developed, implemented, maintained and reviewed 13 | P a g e ● provision of reports to the board on performance in relation to identification, assessment and management of risks, including environmental risk. Risk Management
  • 17. Store managers are accountable for: ● the development, implementation, maintenance and review of appropriate policies, procedures and systems for the management of all risks within their area of responsibility ● providing assurance that the systems of risk management and internal control within their area of responsibility operate effectively in all respects. The Chief Risk Officer at each store is accountable for: ● demonstrating, through a program of assurance and review, the effectiveness of, and compliance against, those systems used to identify and manage risk ● providing an effective system for assurance, at six monthly intervals, from employees with specific delegated responsibilities under this policy ● the provision of an appropriate insurance program ● the identification of material changes to the company’s risk profile and recommending their disclosure All managers, supervisors and employees are responsible for:
  • 18. ● taking all reasonable and practicable steps to perform their responsibilities delegated under this policy and the related systems and procedures. Reporting For the approval of Sim’s Hardware annual financial reporting, the Chief Financial Officer states to the board in writing that: ● the declaration provided in accordance with s295A of the Corporations Act 2001 is founded on a sound system of risk management and internal control and that the system is operating effectively in all material respects in relation to financial reporting risks. 14 | P a g e The CFO provides a report to the board indicating: ● the effectiveness of the company’s risk management and internal control systems in
  • 19. relation to business risks ● the effectiveness of the company’s risk management and internal control systems in relation to environmental and triple bottom line related risks. Risk Management Strategy and Plan Introduction Sim’s Hardware 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
  • 20. Sim’s Hardware 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. Sim’s Hardware acknowledges 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. 15 | P a g e Key risk indicators will be identified, closely monitored and action taken where necessary,
  • 21. by all employees of Sim’s Hardware. LRES Training Management Pty Ltd Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling Sim’s Hardware 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 store 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
  • 22. 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. 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. Risk Management Action Plan 16 | P a g e
  • 23. 17 | P a g e 18 | P a g e POLICIES, PROCEDURES, PROCESSES Armed Robbery Procedures Our company policy is to provide a safe and healthy working environment. Do not attempt to be heroic: your life is worth more than any amount of money. However, in the event of a hold up the following procedures must be followed:
  • 24. Obey the offender's instructions spoken to What to do immediately after the offender has left the scene: istance if required your self at risk. ring the police 000 and contact head office where the event took place the police arrive and you will be allowed to your notify parents and family, should you be required to remain in the store ropriate forms Store safety tips
  • 25. the offender doorway lephone 19 | P a g e soon as they leave you are safe have spoken with the police. ely after a hold up due to possible shock affecting you management
  • 26. 20 | P a g e Customer Feedback Questionnaire Dear customer, We value your comments about the kind of service you received while shopping in our store. To help us to serve you better, your responses and suggestions guide us in making key decisions regarding store operations. 1 Are our sales staff always friendly and helpful? If No, please suggest some changes you would like to see in the future. _____________________________________________________ __ _____________________________________________________ __
  • 27. _____________________________________________________ __ 2 Are you satisfied with how our sales are processed in terms of speed, accuracy and the handling of credit or debit cards? If No, please suggest some changes you would like to see in the future. _____________________________________________________ __ _____________________________________________________ __ _____________________________________________________ __ 3 Are you impressed with the store's presentation in terms of
  • 28. access in aisles and at stands, cleanliness, lighting and signage? 1-5 -10 -15 21 | P a g e -25 -35 -45
  • 29. Thank you for taking the time to help us to try and improve our service to you. Your name (Optional): ___________________________________ Postcode: _______ le Customer service standards Customer service policy Excellent customer service is our number one priority and we expect customers to be treated with respect. Staff members at all times should do whatever it takes to create a happy and satisfied customer. Remember the first impression is very powerful. Once this has been formed, it takes a long time to change it. Greeting the customer Welcome all customers with "Good morning/afternoon" and
  • 30. with a genuine smile and a spontaneous approach. Call customers by their name wherever possible. Always use eye contact, good body language and use facial expressions. Then leave the customer to view store merchandise for a short while before re-approaching. 22 | P a g e Making the customer welcome In a friendly professional manner, always let the customer know you are there to help. If you are busy with another customer, advise the customer you will attend to them shortly or ask another staff member to assist them. By starting a genuine conversation with a customer you are showing an interest in them and their needs. Asking open questions is a positive way to keep the conversation flowing. Product knowledge All staff members will be correctly trained in all product knowledge, as customers expect us
  • 31. to educate them and inform them. It is crucial to understand the features and benefits of each garment and explain to the customer how to care for the item e.g. dry clean only, hand wash, the need for a water proofing spray. Farewell the customer Your farewell statement should be warm, friendly and genuine. You should always include the words "Thank you. Let me know how the outfit went. Enjoy your day." Always invite the customer back to the store. Your excellent customer service will always make a difference. If you reinforce the customer's purchase and make the customer feel good about the item they have purchased, then the customer will leave feeling satisfied with their purchase instead of wondering did they really need it. Good customer service is about doing a lot of little things better and about providing something different and fun to experience. Dealing with customer complaints It is a challenge to convert an unhappy customer to a satisfied
  • 32. customer. Most customer complaints can be resolved at store level, and by following our Company's three step procedure, it can be done. 23 | P a g e Step 1: Manage the emotion Listen to the customer Show that you are listening by using eye contact. If need be, take notes. Never interrupt the customer while they are explaining the problem. Assure the customer you can help them. Empathise with the customer. Put yourself in the customer's shoes and show you understand and support them. Use statements such as "I understand your frustration sir/madam and I am sure we can resolve the problem." Apologise Always apologise for any inconvenience and assure the customer that you or another staff
  • 33. member can help them. If you do not feel confident, call for your Supervisor. Do not make a scene. Step 2: Negotiate a solution Identify the problem by agreeing with the customer's complaint. It is paramount all staff members are correctly trained and have a sound knowledge of store policies and procedures, specifically the returns and refund policy. Assist the customer or refer the matter to the Supervisor, who will take the customer to the Supervisor's desk. Ask what they would like to see happen, rather than what they want you to do about it. Don't let the customer force you into a quick decision. Step 3: Commit to action Be positive when resolving a customer's complaint. Focus on the problem and don't dwell on what went wrong. Determine a solution which is acceptable to both customer and the Company. Some solutions available are refund, exchange or a credit note. If a resolution cannot be
  • 34. found at your level, it is Company Policy that a Supervisor attends to the customer. 24 | P a g e Points to remember when dealing with angry customers are: and away from other customers Department Sales Report Department: ____________________Month: ___ Monda y Tuesda y Wednesda
  • 37. Week 4 Targe t Actual + / - Supervisor: ________________________________________ Equipment security Our store has purchased equipment to make the company more efficient and professional. Equipment is a valuable asset and it is the Supervisor's responsibility to ensure the following rules are adhered to: viced on a regular basis associated occupational health and safety issues
  • 38. not for personal use 26 | P a g e Safety Occupational Health and Safety Commitment At The Store, working together, we aim to provide both our staff members and our customers with a safe and healthy environment. A safe working environment is not something that just happens -we all have to make it happen. What is Occupational Health and Safety (OH&S) Legislation? Occupational Health and Safety Legislation aims to protect the health, safety and welfare of people at work. It lays down general requirements, which must be met at all workplaces.
  • 39. The Legislation covers self-employed people as well as employees, employers, students, contractors and visitors. The company will at all times provide a safe working environment To do this we will provide: employees, contractors, visitors and customers maintain and improve the health, safety and welfare of all employees -going safety training for all employees for injured workers …
  • 40. Learner Guide BSBWRK520 MANAGE EMPLOYEE RELATIONS This learner guide is copyright protected and belongs to: Developed by Enhance Your Future Pty Ltd 2 BSBWRK520 - Manage employee relations
  • 41. Developed by Enhance Your Future Pty Ltd 3 BSBWRK520 - Manage employee relations TABLE OF CONTENTS TABLE OF CONTENTS.......................................................................... .. ................................................... 3 UNIT INTRODUCTION ............................................................................................... .............................. 5 ABOUT THIS RESOURCE ............................................................................................... ........................... 5 ABOUT ASSESSMENT ............................................................................................... .................................. 6 ELEMENTS AND PERFORMANCE CRITERIA ...................................................................................... 8 PERFORMANCE AND KNOWLEDGE EVIDENCE ............................................................................... 10 PERFORMANCE EVIDENCE ............................................................................................... .................... 10 KNOWLEDGE EVIDENCE ...............................................................................................
  • 42. ......................... 10 ASSESSMENT CONDITIONS ............................................................................................... ..................... 12 PRE-REQUISITES ..................................................................................... .......... ........................................ 12 TOPIC 1 – DEVELOP EMPLOYEE AND INDUSTRIAL RELATIONS POLICIES AND PLANS ........ 13 ANALYSE EXISTING EMPLOYEE RELATIONS PERFORMANCE IN RELATION TO WORKFORCE OBJECTIVES ............................................................................................... ....................... 17 EVALUATE OPTIONS IN TERMS OF COST-BENEFIT, RISK- ANALYSIS AND CURRENT LEGISLATIVE REQUIREMENTS ............................................................................................... .............. 19 KEY FEATURES OF RELEVANT INDUSTRIAL RELATIONS LEGISLATION OR REGULATIONS .......................................... 24 Key sources of expert industrial relations advice ............................................................................................... .......................... 24 Fair Work Ombudsman ............................................................................................... ........................................................... 24
  • 43. Employee entitlements ............................................................................................... ................................................................ 24 Pay ............................................................................................... ............................................................................................ 24 Awards and agreements ............................................................................................... ............................................................. 25 Leave ............................................................................................... ......................................................................................... 25 Ending employment ............................................................................................... .................................................................... 25 Best practice for small business ............................................................................................... ................................................... 26 Employing people with a disability ............................................................................................... ............................................. 26 Employing Indigenous Australians ............................................................................................... ............................................ 27 Paid parental leave ............................................................................................... ..................................................................... 27 The Fair Work Commission ............................................................................................... ..................................................... 27 The Fair Work system ............................................................................................... .............................................................. 28 The Workplace Gender Equality Agency ...............................................................................................
  • 44. .................................. 29 Trade unions ............................................................................................... .............................................................................. 30 Employer bodies/associations ............................................................................................... ..................................................... 30 IDENTIFY THE SKILLS AND KNOWLEDGE NEEDED BY MANAGEMENT AND THE WORKFORCE TO EFFECTIVELY IMPLEMENT THESE STRATEGIES AND POLICIES .............. 32 TOPIC 2 - IMPLEMENT EMPLOYEE RELATIONS POLICIES AND PLANS .................................... 35 DEVELOP AN IMPLEMENTATION PLAN AND A CONTINGENCY PLAN FOR THE EMPLOYEE RELATIONS POLICIES AND STRATEGIES ........................................................................................... 35 MAKE ARRANGEMENTS FOR TRAINING AND DEVELOPMENT FOR IDENTIFIED NEEDS TO SUPPORT THE EMPLOYEE RELATIONS PLAN .................................................................................. 37 THE TRAINER ............................................................................................... ............................................................................... 37 TRAINING DELIVERY ............................................................................................... ................................................................. 38
  • 45. TRAINING SCHEDULING ............................................................................................... ............................................................ 39 UNDERTAKE ASSOCIATED EMPLOYEE RELATIONS ACTIVITIES TO REACH AGREEMENT ON CHANGES REQUIRED BY THE ORGANISATIONAL POLICIES OR IMPLEMENTATION PLAN ............................................................................................... ............................................................. 40 KEY FEATURES OF ENTERPRISE AND WORKPLACE BARGAINING PROCESSES ................................................................ 41 Developed by Enhance Your Future Pty Ltd 4 BSBWRK520 - Manage employee relations REVIEW EMPLOYEE RELATIONS POLICIES AND PLANS TO ESTABLISH WHETHER THEY ARE MEETING THEIR INTENDED OUTCOMES ............................................................................... 47 TOPIC 3 - MANAGE NEGOTIATIONS TO RESOLVE CONFLICT ..................................................... 49 IDENTIFY, AND WHERE POSSIBLE ALLEVIATE OR ELIMINATE, SOURCES OF CONFLICT OR
  • 46. GRIEVANCE ACCORDING TO LEGAL REQUIREMENTS ................................................................. 52 OBTAIN EXPERT OR SPECIALIST ADVICE AND/OR REFER TO PRECEDENTS, IF REQUIRED ............................................................................................... ....................................................................... 57 DETERMINE DESIRED NEGOTIATION OUTCOMES, NEGOTIATION STRATEGY AND NEGOTIATION TIMEFRAMES ............................................................................................... ................ 59 DOCUMENT, AND IF NECESSARY CERTIFY, THE AGREED OUTCOMES WITH THE RELEVANT JURISDICTION ............................................................................................... ..................... 64 TAKE REMEDIAL ACTION WHERE GROUPS OR INDIVIDUALS FAIL TO ABIDE BY AGREEMENTS ............................................................................................... ............................................ 66 TOPIC 4 – FURTHER INFORMATION ............................................................................................... .... 68
  • 47. KEY FEATURES OF RELEVANT ENTITIES IN THE CURRENT AUSTRALIAN INDUSTRIAL RELATIONS SYSTEM, INCLUDING COURTS AND TRIBUNALS, TRADE UNIONS AND EMPLOYER BODIES ............................................................................................... .................................. 68 COURTS AND TRIBUNALS ............................................................................................... .......................................................... 68 Australia’s workplace relations laws ............................................................................................... .......................................... 68 Industrial Relations Australia ............................................................................................... ................................................... 69 Industrial Relations Court of Australia ............................................................................................... ..................................... 70 Trade unions ............................................................................................... .............................................................................. 70 Employer bodies/associations ............................................................................................... ..................................................... 70 KEY FEATURES OF RELEVANT ORGANISATIONAL POLICIES AND PROCEDURES ........................................................... 71 KEY FEATURES OF ORGANISATIONAL OBJECTIVES ............................................................................................... .............. 72
  • 48. SUMMARY ............................................................................................... .................................................... 74 REFERENCES ............................................................................................... ............................................. 75 Developed by Enhance Your Future Pty Ltd 5 BSBWRK520 - Manage employee relations UNIT INTRODUCTION This resource covers the unit BSBWRK520 - Manage employee relations. This unit describes the skills and knowledge required to manage employee and industrial relations matters in an organisation. It involves developing and implementing employee and industrial relations policies and plans and managing conflict resolution negotiations. It applies to those who are authorised to oversee industrial relations and manage conflict and
  • 49. grievances in an organisation. They will have a sound theoretical knowledge base in human resources management and industrial relations as well as current knowledge of industrial relations trends and legislation. No licensing, legislative or certification requirements apply to this unit at the time of publication. About This Resource This resource brings together information to develop your knowledge about this unit. The information is designed to reflect the requirements of the unit and uses headings to makes it easier to follow. You should read through this resource to develop your knowledge in preparation for your assessment. At the back of the resource are a list of references you may find useful to review. As a student it is important to extend your learning and to search out textbooks, internet sites, talk to people at work and read newspaper articles and journals
  • 50. which can provide additional learning material. Your trainer may include additional information and provide activities, PowerPoint slide presentations, and assessments in class to support your learning. Developed by Enhance Your Future Pty Ltd 6 BSBWRK520 - Manage employee relations About Assessment Throughout your training we are committed to your learning by providing a training and assessment framework that ensures the knowledge gained through training is translated into practical on the job improvements. You are going to be assessed for: activities that apply to a
  • 51. workplace environment. these on the job. You will receive an overall result of Competent or Not Yet Competent for the assessment of this unit. The assessment is a competency based assessment, which has no pass or fail. You are either competent or not yet competent. Not Yet Competent means that you still are in the process of understanding and acquiring the skills and knowledge required to be marked competent. The assessment process is made up of a number of assessment methods. You are required to achieve a satisfactory result in each of these to be deemed competent overall. All of your assessment and training is provided as a positive learning tool. Your trainer/assessor will guide your learning and provide feedback on your responses to the assessment. For valid and reliable assessment of this unit, a range of assessment methods
  • 52. will be used to assess practical skills and knowledge. Your assessment may be conducted through a combination of the following methods: Developed by Enhance Your Future Pty Ltd 7 BSBWRK520 - Manage employee relations The assessment tool for this unit should be completed within the specified time period following the delivery of the unit. If you feel you are not yet ready for assessment, discuss this with your trainer/assessor.
  • 53. To be successful in this unit, you will need to relate your learning to your workplace. You may be required to demonstrate your skills and be observed by your assessor in your workplace environment. Some units provide for a simulated work environment, and your trainer and assessor will outline the requirements in these instances. Developed by Enhance Your Future Pty Ltd 8 BSBWRK520 - Manage employee relations ELEMENTS AND PERFORMANCE CRITERIA 1. Develop employee and industrial relations policies and plans 1.1 Analyse strategic plans and operational plans to determine long term
  • 54. employee relations in accordance with organisational objectives 1.2 Analyse existing employee relations performance in relation to workforce objectives 1.3 Evaluate options in terms of cost-benefit, risk-analysis and current legislative requirements 1.4 Work with relevant internal stakeholders to develop industrial relations policies and plans 1.5 Identify the skills and knowledge needed by management and the workforce to effectively implement these strategies and policies 2. Implement employee relations policies and plans 2.1 Develop an implementation plan and a contingency plan for the employee relations policies and strategies 2.2 Make arrangements for training and development for identified needs
  • 55. to support the employee relations plan 2.3 Undertake associated employee relations activities to reach agreement on changes required by the organisational policies or implementation plan 2.4 Document procedures for addressing grievances and conflict 2.5 Identify and communicate key procedures for addressing grievances and conflict to stakeholders 2.6 Review employee relations policies and plans to establish whether they are meeting their intended outcomes 3. Manage negotiations to resolve conflict 3.1 Develop and deliver training to individuals in conflict- management techniques and procedures 3.2 Identify, and where possible alleviate or eliminate, sources of conflict or grievance according to legal requirements
  • 56. 3.3 Evaluate documentation and other information sources to clarify issues in dispute and ensure completeness, balance and relevance 3.4 Obtain expert or specialist advice and/or refer to precedents, if required 3.5 Determine desired negotiation outcomes, negotiation strategy and negotiation timeframes Developed by Enhance Your Future Pty Ltd 9 BSBWRK520 - Manage employee relations 3.6 Advocate the organisation s position in negotiation with the view to reaching a resolution that aligns to organisational objectives 3.7 Document, and if necessary certify, the agreed outcomes with the relevant jurisdiction 3.8 Take remedial action where groups or individuals fail to abide by
  • 57. agreements Developed by Enhance Your Future Pty Ltd 10 BSBWRK520 - Manage employee relations PERFORMANCE AND KNOW LEDGE EVIDENCE This describes the essential knowledge and skills and their level required for this unit. Performance Evidence Evidence of the ability to: -term employee relations objectives and current employee relations performance th others to develop and review industrial relations policies and plans relations policies plan and organise training
  • 58. and development for self and staff eliminating and dealing with grievances and disputes -resolution techniques the organisation’s position during negotiations and documenting, implementing and following up agreements. Note: If a specific volume or frequency is not stated, then evidence must be provided at least once. Knowledge Evidence The candidate must be able to demonstrate the following knowledge to effectively complete the tasks outlined in the elements and performance criteria of this unit, and to manage tasks and reasonably foreseeable contingencies in the context of the work role: es of relevant industrial relations legislation or regulations
  • 59. processes industrial relations system, Developed by Enhance Your Future Pty Ltd 11 BSBWRK520 - Manage employee relations including courts and tribunals, trade unions and employer bodies procedures y features of organisational objectives Developed by Enhance Your Future Pty Ltd 12 BSBWRK520 - Manage employee relations ASSESSMENT CONDITION S Assessment must be conducted in a safe environment where
  • 60. evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development workplace relations field of work and include access to: elevant workplace documentation and resources Assessors of this unit must satisfy the requirements for assessors in applicable vocational education and training legislation, frameworks and/or standards. PRE-REQUISITES This unit must be assessed after the following pre-requisite unit: There are no pre-requisites for this unit. Developed by Enhance Your Future Pty Ltd 13
  • 61. BSBWRK520 - Manage employee relations TOPIC 1 – DEVELOP EMPLOYEE AND INDUSTRIAL RELAT IONS POLICIES AND PLANS Welcome to the unit BSBWRK520 - Manage employee relations. This unit describes the skills and knowledge required to manage employee and industrial relations matters in an organisation. It involves developing and implementing employee and industrial relations policies and plans and managing conflict resolution negotiations. It applies to those who are authorised to oversee industrial relations and manage conflict and grievances in an organisation. They will have a sound theoretical knowledge base in human resources management and industrial relations as well as current knowledge of industrial relations trends and legislation. No licensing, legislative or certification requirements apply to
  • 62. this unit at the time of publication. In this unit you will learn how to: s to resolve conflict Let’s begin! Developed by Enhance Your Future Pty Ltd 14 BSBWRK520 - Manage employee relations Analyse strategic plans and operational plans to determine long term employee relations in accordance with organisational objectives Industrial relations is the balance between people feeling nurtured and capable of doing their jobs and people performing to meet strategic and operational objectives. Every business thrives on
  • 63. the strength of its employee base so taking a long-term approach to developing, managing and retaining employees, provides more reliability and stability and reduces risks. In order to do this, you will need to analyse both the strategic and operational plans to determine the long-term employee relations that have existed in the past. This will help you to identify where changes need to be made and where things can stay the same. If previous employee relations have been good, then there may be little change required, but, if there have been issues, they may need to be changed. There are two approaches to determining long-term employee objectives – firstly setting the goals and integrating or adding these to other strategic and operational plans. Alternatively, you can set the plans and identify the industry relations goals and workforce need to support these plans. Some of the objectives you might aim to develop through targeting industrial relations
  • 64. management include: satisfaction, commitment retention and re-engagement bodies responsibilities and the benefits and bonuses that may accompany these In order for these goals to be successful, they need to be aligned with the businesses goals, objectives, values, mission and general approach to business so that the people that fill the roles and conduct the business do so with appropriate training, support and consistency. It might help to think of industrial relations as being independent with the goals of the business.
  • 65. Developed by Enhance Your Future Pty Ltd 15 BSBWRK520 - Manage employee relations There are many business problem-solving and planning tools that can be used to analyse the goals for industrial relations and you may have heard of or used these in the past. These tools and their approach is about incremental change on evolving basis and over a long period of time. You might consider: TOOL What is it? PROs CONs LEARN MORE SWOT Analysis Strengths, Weaknesses, Opportunities and Threats. Some businesses also analyse opportunities from weaknesses and threats to strength. Can be used on multiple business
  • 66. areas Quick – can be brainstormed in a few minutes and added to with time You don’t need any special skills to contribute Can be used one- to-one, in small and big teams Can be too broad in some applications Can be difficult to use with people who find self- criticism difficult http://www.l eadershipvict oria.org/docs /plugin_swot- template.pdf PEST Analysis Political, Environmental, Socio-Cultural and Technological – investigates four
  • 67. areas of the business and the impact of and opportunity for change in each area Quick to use across the four core functions of every business Can be integrated into triple-bottom line reporting and evaluation Can be used to strengthen SWOT analysis Particularly useful for transformational change as it looks at the areas of influence and conflict Some skills of analysis are needed to unpack changes and improvements and embed across the four areas Occurs
  • 68. infrequently Some preparation required Needs a leader or team directing the collection of evidence http://www. mindtools.co m/pages/artic le/newTMC_ 09.htm The Five Whys A system for root cause analysis. Participants take a problem that is occurring and ask “Why” five times with the other party involved in In time-and-place review and adjustment Easy to use and understand. Addresses problems at a
  • 69. lower level as a Only one problem at a time Can be difficult to do with people who have language barriers http://www.i sixsigma.com /tools- templates/cau se- effect/determ ine-root- cause-5- whys/ http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.leadershipvictoria.org/docs/plugin_swot- template.pdf http://www.mindtools.com/pages/article/newTMC_09.htm http://www.mindtools.com/pages/article/newTMC_09.htm http://www.mindtools.com/pages/article/newTMC_09.htm http://www.mindtools.com/pages/article/newTMC_09.htm http://www.mindtools.com/pages/article/newTMC_09.htm
  • 70. http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ http://www.isixsigma.com/tools-templates/cause- effect/determine-root-cause-5-whys/ Developed by Enhance Your Future Pty Ltd 16 BSBWRK520 - Manage employee relations discussion giving reasons each time. form of intervention Positive results are magnified across business at a higher level Cheap
  • 71. Can cause a period of downtime each time a problem occurs Only works on team-centric problems These approaches take what you have done in the past and break down why you did not achieve the goals that you want to achieve in this current year or future. Each of these investigates a range of business variables and take information from a range of sources and across a number of business management areas and tracks patterns of weakness. The Five Whys is the most responsive system as it is used in time and place, whereas the PEST analysis is a more long-term review and takes data over a large period of time into consideration. They are not specific to problems with employees but look at the big picture goals instead. It is good business practice to use a number of different methods of review as built-in features of your industrial relations.
  • 72. Developed by Enhance Your Future Pty Ltd 17 BSBWRK520 - Manage employee relations Analyse existing employee relations performance in relation to workforce objectives As part of a systematic business review, you should also review your employee relations using a range of measurements for past and predicted future performance. Predicted future performance assumes that if nothing changes the problems multiply – they will not stay the same. It is important to remember that employee dissatisfaction and motivation are states that are unpredictable in different people. There are internal and external influences on whilst there are many ways you can manage the internal influence these feelings are interdependent on what happens in the employee's employee life too.
  • 73. There a number of measures that you can use to help you to determine the likely internal influences on achievement: External studies – planned and unplanned and committees … Scanned with CamScanner Scanned with CamScanner Scanned with CamScanner
  • 74. Scanned with CamScanner Scanned with CamScanner Scanned with CamScanner Scanned with CamScanner Scanned with CamScanner Scanned with CamScanner Scanned with CamScanner
  • 75. BSBWRK510 Manage employee relations Learner Guide P a g e | 2 BSBWRK510 Manage employee relations P a g e | 3 Table of Contents Table of Contents ............................................................................................... .......................... 3 Unit of Competency ............................................................................................... ......................... 7
  • 76. Performance Criteria ............................................................................................... ........................ 8 Foundation Skills ............................................................................................... .............................. 9 Assessment Requirements ............................................................................................... ............. 10 Housekeeping Items ............................................................................................... .......................... 11 Objectives ............................................................................................... .......................................... 11 1. Develop employee and industrial relations policies and plans ................................................. 12 1.1 – Analyse strategic plans and operational plans to determine long term employee relations .. 13 Strategic Plans ........................................................................................... .... ................................ 13 Operational Plans ............................................................................................... ........................... 13 Employee relations
  • 77. ............................................................................................... ........................ 13 Employee communication ............................................................................................... ............. 14 Employee involvement ............................................................................................... .................. 15 Employee discipline ............................................................................................... ....................... 15 Employee rights ............................................................................................... ............................. 16 Employee satisfaction ............................................................................................... .................... 16 Activity 1A ............................................................................................... ...................................... 17 1.2 – Analyse existing employee relations performance in relation to workforce objectives ......... 18 Performance systems ............................................................................................... ..................... 18 Activity 1B .................................................................................... ...........
  • 78. ...................................... 20 1.3 – Evaluate options in terms of cost-benefit, risk-analysis and current legislative requirements ............................................................................................... ........................................................... 21 Cost- benefit.................................................................................... ............................................... 21 Risk analysis ............................................................................................... ................................... 21 Developing risk management ............................................................................................... ........ 22 Providing information ............................................................................................... .................... 23 Legislative requirements ............................................................................................... ................ 24 Fair Work Act ............................................................................................... ................................. 24 Agreement types ............................................................................... ................ ............................ 24
  • 79. Updates 2014 ............................................................................................... ................................. 25 National Employment Standards ............................................................................................... ... 25 Discrimination – protected attributes .......................................................................................... 27 P a g e | 4 Unacceptable workplace behaviours ............................................................................................ 28 Activity 1C ............................................................................................... ...................................... 29 1.4 – Work with the management team to develop industrial relations policies and plans ............ 30 Policies and plans ............................................................................................... ........................... 30 Site, enterprise and statutory requirements ................................................................................ 30 Enterprise agreements ...............................................................................................
  • 80. ................... 30 Continuous operation of agreements ........................................................................................... 31 1.5 – Identify the skills and knowledge needed by management and the workforce to effectively implement these strategies and policies .......................................................................................... 34 Skills and knowledge required ............................................................................................... ....... 34 Management skills ............................................................................................... ......................... 35 Activity 1D ............................................................................................... ...................................... 36 2. Implement employee relations policies and plans ................................................................... 37 2.1 – Develop an implementation plan and a contingency plan for the employee relations policies and strategies ............................................................................................... ..................................... 38 Business plans .................................................................................... ...........
  • 81. ................................ 38 Implementation plans ............................................................................................... .................... 38 Communication ............................................................................................... .............................. 38 Trends ............................................................................................... ............................................ 39 Failures ............................................................................................... ........................................... 39 Contingency planning ............................................................................................... .................... 40 Activity 2A ............................................................................................... ..................................... 42 2.2 – Make arrangements for training and development for identified needs to support the employee relations plan ............................................................................................... .................... 43 Training ............................................................................................... .......................................... 43
  • 82. Formalise the acceptance of training ........................................................................................... 43 Possible conflicts ............................................................................................... ............................ 44 Ease of access ............................................................................................... ................................. 44 2.3 – Undertake associated employee relations activities to reach agreement on changes required by the organisational policies or implementation plan .................................................................... 45 Involvement practices ............................................................................................... .................... 45 Communication practices ............................................................................................... .............. 45 Problem solving practices ............................................................................................... .............. 46 Financial practices ............................................................................................... .......................... 46 Activity 2B
  • 83. ............................................................................................... ...................................... 47 P a g e | 5 2.4 – Ensure procedures for addressing grievances and conflict to stakeholdersare properly documented ............................................................................................... ....................................... 48 Grievances ............................................................................................... ...................................... 48 Documenting the process ............................................................................................... .............. 48 2.5 – Communicate key issues about procedures for addressing grievances and conflict to stakeholders ............................................................................................... ....................................... 49 Dealing with grievances ............................................................................................... ................. 49 Policy statement ............................................................................................... ............................ 49
  • 84. Stages ............................................................................................... ............................................. 49 Timeframe ............................................................................................... ...................................... 50 Representation......................................................................... ..................................................... 50 Monitoring and reviewing ............................................................................................... .............. 50 Activity 2C ............................................................................................... ...................................... 51 2.6 Review employee relations policies and plans to establish whether they are meeting their intended outcomes ............................................................................................... ............................ 52 Trial 360 degree feedback ............................................................................................... .............. 52 Ask the staff ............................................................................................... ................................... 52 Conducting surveys
  • 85. ............................................................................................... ........................ 53 Anonymity ............................................................................................... ...................................... 54 Online surveys ............................................................................................... ................................ 54 Encouragement from management .............................................................................................. 54 Incentives ............................................................................................... ....................................... 54 Activity 2D ............................................................................................... ...................................... 55 3. Manage negotiations to resolve conflict .................................................................................. 56 3.1 – Train individuals in conflict management techniques and procedures ................................... 57 Conflict ............................................................................................... ........................................... 57 Effective conflict resolution ............................................................................................... ........... 58
  • 86. Collaborating ............................................................................................... .................................. 60 Competing ............................................................................................... ...................................... 60 Compromising ............................................................................................... ................................ 61 Accommodating ............................................................................................... ............................. 62 Avoiding ............................................................................................... ......................................... 62 Creating communicative atmospheres ......................................................................................... 63 Defuse emotions ............................................................................................... ............................ 63 Setting ground rules ............................................................................................... ....................... 63 P a g e | 6
  • 87. Choosing the time and place ............................................................................................... ......... 65 Activity 3A ............................................................................................... ..................................... 66 3.2 – Identify, and where possible alleviate or eliminate, sources of conflict or grievance according to legal requirements ............................................................................................... ......................... 67 Alleviating conflict ............................................................................................... .......................... 67 Collective disputes ............................................................................................... ......................... 69 Activity 3B ............................................................................................... ...................................... 71 3.3 – Check documentation and other information sources to clarify issues in disputes ................ 72 Checking documentation ............................................................................................... ............... 72 3.4 – Obtain expert or specialist advice and/or refer to precedents, if required............................. 75
  • 88. Specialist advice ............................................................................................... ............................. 75 3.5 – Determine desired negotiation outcomes, negotiation strategy and negotiation timeframes ............................................................................................... ........................................................... 76 Negotiation ............................................................................................... .................................... 76 3.6 – Advocate the organisation’s position in negotiation to obtain agreement ............................. 78 Advocate the organisation’s position ........................................................................................... 78 3.7 – Document, and if necessary certify, the agreed outcomes with the relevant jurisdiction...... 79 Certify the agreed outcomes ............................................................................................... ......... 79 Contract differences ............................................................................................... ...................... 79 Federal industrial laws ...............................................................................................
  • 89. ................... 79 Activity 3D ............................................................................................... ..................................... 81 3.8 – Implement agreements ............................................................................................... ............. 82 Smooth implementation ............................................................................................... ................ 82 3.9 – Take remedial action where groups or individuals fail to abide by agreements ..................... 83 Remedial action ............................................................................................... ............................. 83 Activity 3E........................................................................................... ........................................... 84 ............................................................................................... ....................................................... 84 References ............................................................................................... ......................................... 86
  • 90. P a g e | 7 Unit of Competency Application This unit describes the skills and knowledge required to manage employee and industrial relations matters in an organisation. It involves developing and implementing employee and industrial relations policies and plans and managing conflict resolution negotiations. It applies to those who are authorised to oversee industrial relations and manage conflict and grievances in an organisation. They will have a sound theoretical knowledge base in human resources management and industrial relations as well as current knowledge of industrial relations trends and legislation. No licensing, legislative or certification requirements apply to this unit at the time of publication. Unit Sector Workforce Development – Workplace Relations P a g e | 8
  • 91. Performance Criteria Element Elements describe the essential outcomes. Performance Criteria Performance criteria describe the performance needed to demonstrate achievement of the element. 1. Develop employee and industrial relations policies and plans 1.1 Analyse strategic plans and operational plans to determine long term employee relations 1.2 Analyse existing employee relations performance in relation to workforce objectives 1.3 Evaluate options in terms of cost-benefit, risk-analysis and current legislative requirements 1.4 Work with the management team to develop industrial relations policies and plans 1.5 Identify the skills and knowledge needed by management and the workforce to effectively implement these strategies and policies 2. Implement employee relations policies and plans
  • 92. 2.1 Develop an implementation plan and a contingency plan for the employee relations policies and strategies 2.2 Make arrangements for training and development for identified needs to support the employee relations plan 2.3 Undertake associated employee relations activities to reach agreement on changes required by the organisational policies or implementation plan 2.4 Ensure procedures for addressing grievances and conflict to stakeholders are properly documented 2.5 Communicate key issues about procedures for addressing grievances and conflict to stakeholders 2.6 Review employee relations policies and plans to establish whether they are meeting their intended outcomes 3. Manage negotiations to resolve conflict 3.1 Train individuals in conflict-management techniques and procedures 3.2 Identify, and where possible alleviate or eliminate, sources of conflict or grievance according to legal requirements 3.3 Check documentation and other information sources to clarify issues in dispute 3.4 Obtain expert or specialist advice and/or refer to precedents, if required
  • 93. 3.5 Determine desired negotiation outcomes, negotiation strategy and negotiation timeframes 3.6 Advocate the organisation’s position in negotiation to obtain agreement 3.7 Document, and if necessary certify, the agreed outcomes with the relevant jurisdiction 3.8 Implement agreements 3.9 Take remedial action where groups or individuals fail to abide by agreements P a g e | 9 Foundation Skills This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance. Skill Performance Criteria Description Reading
  • 94. appropriate strategies to construct meaning from complex texts Writing structure and layout, employing broad vocabulary, grammatical structure and conventions appropriate to purpose and audience Oral communication non-verbal features appropriate to the audience ning and questioning techniques to clarify and confirm understanding Numeracy embedded in a range of tasks and texts Navigate the world of work 1.3, 1.4, 2.3, 2.6, 3.2, 3.7 fies or develops organisational policies to achieve organisational goals and comply with legislative requirements
  • 95. relevant to own rights and responsibilities and considers implications of these Interact with others 1.4, 2.3, 3.1, 3.2, 3.4, 3.6, 3.9 an active role in facilitating effective group interaction, influencing direction and taking a leadership role on occasion expert skills and knowledge outcome for all parties where conflicts occur Get the work done 1.3, 1.4, 1.5, 2.1, 2.2, 2.4, 2.5, 3.2, 3.5, 3.7, 3.8 implementation and manages relevant communication possible solutions, seeking input from others as required, before making decisions or implementing solutions
  • 96. into current practices and opportunities for change P a g e | 10 Assessment Requirements Performance Evidence Evidence of the ability to: -term employee relations objectives and current employee relations performance relations policies and plans ntation and contingency plans for industrial relations policies plan and organise training and development for self and staff eliminating and dealing with grievances and disputes -resolution techniques the organisation’s position during negotiations and documenting, implementing and following up
  • 97. agreements. Note: If a specific volume or frequency is not stated, then evidence must be provided at least once. Knowledge Evidence To complete the unit requirements safely and effectively, the individual must: ions legislation or regulations relations system, including courts and tribunals, trade unions and employer bodies trial, workplace health and safety, equal employment opportunity and anti-discrimination legislation in federal, state and territory jurisdictions. Assessment Conditions Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development – workplace relations field of work and include access to: nd codes
  • 98. Assessors must satisfy NVR/AQTF assessor requirements. Links Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes - http://www.ibsa.org.au/companion_volumes P a g e | 11 Housekeeping Items Your trainer will inform you of the following: emergency procedures are and where the breakout and refreshment areas are. to silent and of any security issues they need to be aware of. policy is. questions. together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn.
  • 99. es for participation: o Smile o Support and encourage other participants o When someone is contributing everyone else is quiet o Be patient with others who may not be grasping the ideas o Be on time o Focus discussion on the topic o Speak to the trainer if you have any concerns Objectives policies and plans plans Gain skills and knowledge required for this unit P a g e | 12 1. Develop employee and industrial relations policies and
  • 100. plans 1.1 Analyse strategic plans and operational plans to determine long term employee relations 1.2 Analyse existing employee relations performance in relation to workforce objectives 1.3 Evaluate options in terms of cost-benefit, risk-analysis and current legislative requirements 1.4 Work with the management team to develop industrial relations policies and plans 1.5 Identify the skills and knowledge needed by management and the workforce to effectively implement these strategies and policies P a g e | 13 1.1 – Analyse strategic plans and operational plans to determine long term employee relations Strategic Plans The key elements of strategic planning are an organisation’s: – the vision outlines how the organisation wants to be; it is a long term objective that concentrates on the future.
  • 101. – this is a set of beliefs that are shared amongst the shareholders of the organisation. This is the framework and basis on what all decisions should be made. – the mission defines the fundamental purpose of the organisation, why it exists and what it does to achieve its vision. – the strategy itself it how the organisation intends to meet its vision what goals are set, what policies will they use. Operational Plans An operational plan can be described as the process of defining what steps a company will take in order to achieve the organisational objectives. It is also the plan that assists employees to work towards the achievement of the mission and vision statement. Planning in advance means that managers can: and weaknesses
  • 102. Employee relations Employee relations encompass all aspects of employment and workplace conditions and the employee / employer relationship. In respect of strategic and operational plans it is essential for organisations to ensure that when plans are made they factor in employee relations, for the advancement and …