BSB51915 – Sep 2018 .docx

BSB51915 – Sep 2018
Assessment Resource Summary
Unit Details BSBHRM501 Manage Human Resource Services
This is a summative assessment, this assessment
Assessment Type need adequate practice prior to undertaking
this

assessment.
Case Study & Role-play Assessment 1
Project work & PPT Assessment 2
Assessment Methods
Project work Assessment 3
Short Question &
Assessment 4 Answers / Case Study
BSBHRM501 – Assessment Resource

Unit Summary
This unit describes the skills and knowledge required to plan,
manage and evaluate delivery of human
resources service, integrating business ethics.
It applies to individuals with responsibility for coordinating a
range of human resource services across
an organisation. They may have staff reporting to them.
Prerequisite Units
There are no recommended pre-requisite units for this
competency.
ELEMENT PERFORMANCE CRITERIA
Elements describe the essential Performance criteria describe
the performance needed to
outcomes. demonstrate achievement of the element.

1 Determine strategies for delivery of 1.1 Analyse business
strategy and operational plans to determine
human resource services human resource requirements
1.2 Review external business environment and likely impact
on
organisation's human resource requirements
1.3 Consult line and senior managers to identify human
resource
needs in their areas
1.4 Review organisation's requirements for diversity in
the
workforce
1.5 Develop options for delivery of human resource services
that
comply with legislative requirements, organisational policies
and
business goals
1.6 Develop and agree on strategies and action plans for
delivery of
human resource services
1.7 Agree and document roles and responsibilities of human

resource team, line managers, and external contractors
2 Manage the delivery of human 2.1 Develop and communicate
information about human resource
resource services strategies and services to internal and
external stakeholders
2.2 Develop and negotiate service agreements between the
human
resource team, service providers and client groups
2.3 Document and communicate service specifications,
performance standards and timeframes
2.4 Identify and arrange training support if required

2.5 Agree on, and arrange monitoring of quality assurance
processes
2.6 Ensure that services are delivered by appropriate providers,
according to service agreements and operational plans
2.7 Identify and rectify underperformance of human resource
team
or service providers
2.8 Identify appropriate return on investment of providing
human
resource services
3 Evaluate human resource service 3.1 Establish systems for
gathering and storing information needed
delivery to provide human resource services
3.2 Survey clients to determine level of satisfaction
3.3 Capture ongoing client feedback for the review processes

3.4 Analyse feedback and surveys and recommend changes to
service delivery
3.5 Obtain approvals to variations in service delivery
from
appropriate managers
3.6 Support agreed change processes across the organisation
4 Manage integration of business 4.1 Ensure personal behaviour
is consistently ethical and reflects
ethics in human resource practices values of the organisation
4.2 Ensure code of conduct is observed across the organisation,
and
its expectations are incorporated in human resource policies
and
practices

4.3 Observe confidentiality requirements in dealing with all
human
resource information
4.4 Deal promptly with unethical behaviour
4.5 Ensure all persons responsible for human resource
functions
understand requirements regarding their ethical behaviour
Foundation Skills
This section describes language, literacy, numeracy and
employment skills incorporated in the

performance criteria that are required for competent
performance.
Skill Performance Description
Criteria
Reading 1.1, 1.2, 1.4-1.6, 2.6, • Critically evaluates and applies
content from a
2.8, 3.4, 4.2, 4.3 range of structurally complex texts
Writing 1.5, 1.7, 2.1-2.3, 3.1, • Develops a range of
documentation using tone,
3.3 structure and language suited to context and
audience
Oral Communication 1.3, 2.2, 3.2 • Asks questions to gather
information and listens
carefully to evaluate information
• Uses appropriate vocabulary and tone in
negotiations
Numeracy 2.3, 2.8 • Makes basic calculations to ensure work
output

meets predetermined timeframes
• Selects from an expanding range of mathematical
strategies when analysing investment policies
Navigate the world of work 1.1, 1.2, 1.4, 1.5, 2.6, • Considers
and adheres to organisational policies
4.1, 4.2, 4.3 and procedures when developing plans and
strategies
• Monitors adherence to legislative and
organisational requirements
• Appreciates the implications of ethical, legal and
regulatory responsibilities related to own work
• Considers own role in terms of its contribution to
broader goals of the work environment
Interact with others 2.1-2.3, 2.5, 2.7, 3.5, • Recognises the
importance of taking audience,
4.4, 4.5 purpose and contextual factors into account when
making decisions about what to communicate to
whom, why and how

• Collaborates with others to achieve joint
outcomes, playing an active role in facilitating
effective group interaction
Get the work done 1.1, 1.2, 1.5, 1.6, 2.4, • Develops plans for
complex, high-impact activities
2.6, 2.7, 3.1, 4.3 with organisational implications
• Uses systematic, analytical processes to solve
problems in complex, non-routine situations
• Uses analytical processes to decide on a course of
action, establishing criteria for deciding between
options, and seeking input and advice from others
• Uses digital technologies and systems safely, legally
and ethically when gathering, storing and accessing
information

Assessment Requirements
Performance Evidence
Evidence of the ability to:
▪ plan and manage human resource delivery within legislative,
organisational and business ethics
frameworks
▪ communicate effectively with a range of senior personnel
▪ identify and arrange training support where appropriate
▪ calculate human resource return on investment within the
organisation.
Knowledge Evidence
To complete the unit requirements safely and effectively, the
individual must:
▪ identify the key provisions of legal and compliance
requirements that apply to managing human
resources
▪ summarise the organisation's code of conduct

▪ explain human resource strategies and planning processes and
their relationship to business and
operational plans
▪ describe performance and contract management
▪ explain how feedback is used to modify the delivery of human
resources.
▪
Assessment Conditions
Assessment must be conducted in a safe environment where
evidence gathered demonstrates
consistent performance of typical activities experienced in the
workforce development human resource
development field of work and include access to:
▪ business strategy and operation plans
▪ business technology
▪ legislation, regulations and codes of practice relevant to staff
recruitment, selection and induction
▪ interaction with others.

VERSION HISTORY
Version Number Date Reason for revision Who Approved By
TAS-AT-V1-05072017 05-07-2017 IBSA Material CEO
TAS-AT-V1.1-11072017 11-07-2017 Contextualized IBSA
Material A.C CEO
TAS-AT-V1.2-17072017 17-07-2017 In AT1 inclusion of
industrial A.C CEO
relationship in Q5f
In AT4 Q10&11 included to meet A.C CEO
industry consultation
TAS-AT-V1.3-07112017 07-11-2017 Version Control updated
to align with A.C CEO
other material
TAS-AT-V1.4-10032018 10-03-2018 Version Control updated
to align with A.C CEO
other material
TAS-AT-V2-04062018 04-06-2018 Version Control updated to
align with A.C CEO
other material
TAS-AT-V3-06092018 06-09-2018 Re-formatted assessment
tool A.C CEO

ASSESSMENT COVERSHEET
Assessor need to complete this form as this will be used to
record student final result. All
submission including all checklists are to be attached with this
sheet before storing it in student file.
No student result will be uploaded in Student Database until and
unless all paperwork related to unit

is complete.
Student Name: Student ID:
Unit Code & Title BSBHRM501 – Manage human resource
services
First Submission □
Subsequent □
submission
Attach following documents to this sheet.
Result
S=Satisfactory
NYS = Not yet satisfactory
NA= Not applicable
Assessment 1 Case Study & Role-play S NYS NA
Assessment 2 Project & PPT S NYS NA
Assessment 3 Project S NYS NA

Assessment 4 Short Question & Answers / Case Study S NYS
NA
Final Result □ Competent □ Not Yet Competent
The Evidence provided is:
□ Valid □ Sufficient □ Authentic □ Current
Student Declaration:
I am aware of TasCollege policy on plagiarism as stated in the
TasCollege Student
Handbook. This assignment does not breach those requirements
nor has it been previously
submitted for assessment contributing to any other subject or
course. The ideas and
information that are not mine have been referenced accordingly.
Student’s Signature: Date:_______/_______/_______
Feedback to Student:
Assessor Declaration: I declare that I have
Signature:

conducted the assessment with this student and
have provided appropriate feedback.
Date:_____/______/_____
Administration use only
Data Entered by Date Initials
Information for Students
Prior to Assessment
Your Trainer/Assessor will advise you of your rights before and
after assessments, including the right to
appeal.

Your Trainer/Assessor will provide you with all relevant
information relating to the assessments prior to
commencement, and of the appeals procedure that can be
utilised if you wish to appeal against the
assessment outcome or make a complaint.
Results
You will be informed of the outcome of your assessment as
soon as possible from the date the
assessment was submitted. Prompt feedback will be offered to
you on the outcome of the assessment.
Feedback will be delivered in written and where possible,
verbal form to you.
AQF Specifications for Assessments
This assessment is set in accordance with the criteria for AQF
Level 5. Diploma qualifications must be
designed and accredited to enable graduates to demonstrate the
learning outcomes expressed as
knowledge, skills and the application of knowledge and skills
specified in the level 5 criteria and the
Diploma descriptor.
Diploma descriptor
Summary

Graduates at this level will have specialised knowledge and
skills for skilled/paraprofessional work
and/or further learning.
Knowledge
Graduates at this level will have technical and theoretical
knowledge in a specific area or a broad field of
work and learning.
Skills
Graduates at this level will have a broad range of cognitive,
technical and communication skills to select
and apply methods and technologies to:
• analyse information to complete a range of activities
• provide and transmit solutions to sometimes complex
problems
• transmit information and skills to others
Application of knowledge and skills
Graduates at this level will apply knowledge and skills:
• To demonstrate autonomy, judgement and defined

responsibility in known or
changing contexts and within broad but established parameters.
ACSF Specifications and Foundation Skills
The term ‘Foundation Skills’ is currently used to include the
core skills defined in the Australian Core
Skills Framework (ACSF) as well as the employability skills
identified by employers as critical for effective
performance in the workplace. The core skills of the ACSF
include reading, writing, oral communication,
numeracy and learning.
Foundation skills encompass the core skills of reading, writing,
oral communication, numeracy and
learning as described by the Australian Core Skills Framework
(ACSF), and the Employability Skills/Core
Skills for Work. They exist on a continuum from very basic
skills to highly-developed and specialist skills.
The foundation skills have been addressed in this assessment.
Assessment Process

To demonstrate competence in this unit, you must undertake all
tasks in this assessment booklet and
complete them satisfactorily and in addition, also satisfactorily
complete the practical assessment,
including demonstrating communication skills during the
practical activities. If you do not answer some
questions or perform some tasks satisfactorily and therefore are
deemed to be ‘Not Competent’, you
may be asked supplementary questions or given alternative
activities to determine competence, which
will be documented in your student file. After you have
demonstrated consistency in performance you
will be awarded this unit.
As part of the assessment process, you must abide by any
relevant assessment policies as provided to
you. If you feel you are not yet ready to be assessed or this
assessment is unfair, please discuss with
your assessor all options that are available to you to enable you
to complete the assessment.
Submitting Assessments
You should submit assessment tasks with the provided cover
sheet.

Assessments should be submitted on or before their due date.
Extensions for individual assessment
tasks may be negotiated in specific circumstances. Consultation
on this must occur prior to the due date
and extensions due to illness will require a medical certificate.
Extensions must be confirmed by the
Trainer/Assessor in writing.
Plagiarism and Referencing
All students are reminded that plagiarism will not be tolerated.
Information, ideas etc. quoted or
paraphrased from another source, must be acknowledged with
“quotation marks” around the relevant
words/sentences or ideas and cited at the end of the document.
Sources of information, ideas etc. must be
provided in alphabetical order by author’s surname (including
author’s full name, name of document/
book/internet etc. and year and place of publishing) or may be
included in brackets in the text.

An individual’s access to the assessment process should not be
adversely affected by restrictions placed
on the location or context of assessment beyond the
requirements specified in the training package.
Reasonable adjustments can be made to ensure equity in
assessment for people with disabilities.

Adjustments include any changes to the assessment process or
context that meet the individual needs
of the person with a disability, but do not change competency
outcomes.
When assessing people with disabilities, trainer/assessors are
encouraged to apply good practice
assessment methods with sensitivity and flexibility.
The assessment process must:
• Provide for valid, reliable, flexible and fair assessment
• Provide for judgement to be made on the basis of sufficient
evidence
• Offer valid, authentic and current evidence
Access and Equity
Please speak to your trainer/assessor if you require assistance
with any access and equity concerns you
may have.
Recognition of Prior Learning

If you can demonstrate that you have the skills and knowledge
within this unit, you should speak to your
trainer/assessor about this and apply for recognition of prior
learning.
Assessments
There are four (4) forms of assessment or evidence gathering
methods for this unit of competency.
Students are required to complete them all. Your assessor will
advise when assessments are due.
Students may use various sources of information including: text
books, learning workbooks, other
documents and the internet and they must list the sources of the
information.
Assessment 1 Case Study & Role-play: In this assessment you
are required to respond to a case study
business scenario (provided) and identify human resources
needs through a review of business
documentation and the external business environment and
through role-played consultation with line
and senior managers, develop options for delivery of human
resources (HR) services (later to be
formalised in a service level agreement) and present these in a
short report and develop an action plan
for the delivery of HR services that includes roles and
responsibilities for implementing proposed service

level agreements.
Assessment 2 Project work & PowerPoint Presentation: This
task continues on from the work undertaken in
Assessment Task 1. You are required to communicate
information on human resources (HR) strategies,
service level agreement/s (SLAs), performance standards and
potential return on investment (ROI) in order to
build understanding and buy in among internal stakeholders and
identify and manage underperformance
through development of a coaching/performance management
action plan. Assessment 3 Project Work: This
task continues on from the work undertaken in Assessment
Tasks 1 and
2. You are required to seek feedback on human resources (HR)
service delivery and develop an
evaluation report on performance.
Assessment 4 Short Question Answers: This task continues on
from the work undertaken in Assessment
Tasks 1, 2 and 3. You are required to answer a series of
questions relating to analytical skills and
knowledge of HR management.

STUDENT INFORMATION
Instruction for Student:
Whilst researching and writing your project it is important to:
• Read the Assessment description carefully
• Assessment should be in a Word format
• All work is to be entirely of the Student. General Information
for this assessment:
• Read the instructions for each question very carefully.
• Be sure to PRINT your FULL name & LAST name in every
place that is provided.
• For those activities requesting extra evidence such as:
research reports, ESSAY reports, etc.
The student must attach its own work formatted in double space,
Arial 12 pts.

• All activities must be addressed correctly in order to obtain a
competence for the unit of
competency.
• If the Student doesn’t understand the assessment, they can
request help from the assessor
to interpret the assessment.
• Submit this document along with your assessment

Assessment Task 1 – Case Study & Role-play
Student name
Student ID
Submission Details of Assessment
The assessment task is due on the date specified by your

assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See
instructions
below for details.
Purpose of the Assessment
This assessment task provides you with the opportunity to
demonstrate that you have the skills
and knowledge to determine strategies for the delivery of human
resources services.
Introduction
In this assessment you are required to respond to a case study
business scenario (provided) and:
❑ identify human resources needs through a review of business
documentation and the external
business environment and through role-played consultation with
line and senior managers.
❑ develop options for delivery of human resources (HR)

services (later to be formalised in a service
level agreement) and present these in a short report.
❑ develop an action plan for the delivery of HR services that
includes roles and responsibilities
for implementing proposed service level agreements.
Instructions
1. Review the scenario information provided in the appendices
of this assessment task.
2. Review the simulated business information for JKL (provided
by your assessor) and identify
human resources requirements.
3. Review the external business environment (political,
economic, social, and technological

circumstances, etc.) and identify possible impact on human
resources requirements.
Note: You may gather such information from simulated role-
plays or through reviewing the
scenario and business information provided; you may also
undertake additional research to
supplement your report.
4. Arrange with your assessor to consult with two managers to
determine HR requirements:
a. Service Manager
b. Sales Manager
Note: Roles to be performed by and/or observed by assessor.
Note: The HR requirements you identify through consultation
will later need to be formalised
in service level agreement (SLA) to be completed and agreed in
Assessment Task 2.
5. Prepare a 600 - 800 word report on human resources needs
that includes:

a. information gathered from:
– analysis of business documentation
– consultation with internal stakeholders
– a review of the external business environment.
b. a discussion of at least two options to meet human resources
needs and discuss the risks
associated with each (relate risks to your review of external
business environment), such
as:
– labour market skills shortages
– slow economic growth
– business confidence
– uncertainty in environmental regulatory environment
c. a return on investment (ROI) calculation and analysis for
each option

d. recommendations to meet HR needs including
recommendations for service
level agreement/s
e. a discussion of HR strategies to deliver HR services in
accordance with business needs,
diversity, and anti-discrimination policy.
f. A review on existing industrial relations
6. Prepare an Action Plan to communicate and implement
recommendations over the next four
weeks. (You may use the template provided in Appendix 3).
Include:
a. timelines

b. roles and responsibilities (include roles for HR team, line
managers, senior managers,
external parties, etc. as required for implementation)
c. resources required; including financial resources and
technology for communication to
stakeholders (both internal and external)
d. strategies and tactics to ensure successful implementation,
including monitoring activities
and technology required to collect and manage data in
accordance with policies and
procedures
e. activities – you need to include the activities required to
communicate and promote
changes, to communicate SLAs (for implementation in
Assessment Task 2), and to
implement your recommendations to meet HR requirements.
Note: in Assessment Task 2, you will implement communication
of the SLA to managers and
seek final agreement.

7. Arrange with assessor to meet and role-play meeting with
Operations Manager to approve action
planning and make revisions as required.
Note: roles to be performed and/or observed by assessor.
8. Submit all documentation by the agreed deadline as outlined
below. Ensure you keep copies
for your records.
Evidence that you need to submit to your Assessor
You must: Tick off below when you
have submitted


Participate in three role-
o Service Manager
o Sales Manager
o Operations Manager
Submit a 600-
recommendations
Submit an Action Plan (revised as required by Operations
role-play).
What your assessor will be looking for evidence of
● analytical and problem-solving skills to review business and
operational plans and to develop

and evaluate human resources strategies to support the
organisational plans
● communication and negotiation skills to consult with key
stakeholders across the organisation and
ensure their support for human resources strategies
● learning skills to see that performance is managed and skills
are developed in a range of contexts
● technology skills to:
○ communicate with key stakeholders
○ support HR functions, including data collection and managing
information according to
legislation and organisational policies
● knowledge of human resources strategies and planning
processes as they relate to business
and operational plans
● knowledge of performance and contract management

● knowledge of relevant legislation that applies to human
resources.

Appendix 1 – Scenario: JKL Industries
JKL Overview
JKL Industries is an Australian owned company, selling
forklifts, small trucks and spare parts to industry.
They also have a division which leases forklifts and small
trucks.
The company’s head office is in Sydney and JKL has branches

in Brisbane, Melbourne, Perth,
Adelaide and Canberra.
Change
After 12 years in business, focusing on forklifts and small
trucks, JKL has been offered the sales rights to
a range of medium and large trucks from an overseas supplier.
This opportunity will provide JKL with
an advantage in range over its competitors.
Sales results over the past five years have indicated strong
growth in forklift and truck sales which have
averaged 10% sales growth per annum. The rental market has
been in decline for the past three years
due to the reduced costs of these vehicles and some taxation
benefits to industries who purchase
these vehicles.
Taking the sales opportunity will, however entail some
significant changes, including significant changes
to the current organisational structure. The company will
reposition itself to focus solely on retail sales
and service and exit the rentals market in which forces such as

competition and consumer choice reduce
potential profitability.
In accordance with the organisation’s values, JKL intends to (to
the extent feasible) recruit from within the
company and upskill or reskill existing employees in rentals
who wish to remain with the company.
HR role
HR will have a key role to play in the implementation of
strategic and operational changes. The
significant changes to the organisation also provide an
opportunity for HR to potentially restructure and
certainly rethink how it delivers services to internal clients. HR
will need to consider company strategic
directions, the external business environment, and the needs of
employees and managers to
implement the strategy effectively.
Options for service delivery
A number of HR service delivery options are available for
discussion and analysis.

The following cost and benefits are presented for a number of
possible HR service delivery options and
strategies
All figures are predicted for following financial year except
where otherwise noted.
= × ℎ .
Financial gain through efficiencies, savings Chance of
Strategic options Cost or direct revenue (without consideration
failure/Likelihood of
of costs) risk
Outsourcing basic HR services. $600,000 $800,000 for the
following financial year 10% (0.1) – Low risk

Restructuring HR. $800,000 $1,000,000 over next 5 years 20%
(0.2) – Low risk
Redeploying and retraining $500,000 $3,000,000 over next 3
years 30% (0.3) –
rental employees. Moderate risk
Integrating HR services and $100,000 $1,500,000 over next 3
years 10% (0.1) – Low risk
recruitment.
Enhancing HR services with $100,000 $1,000,000 over next 5
years 10% (0.1) – Low risk
respect to performance
management to enhance
business partnering at all
levels.
Enhancing HR services with $150,000 $500,000 for the
following financial year 20% (0.2) – Low risk
respect to industrial relations
(IR) to enhance business

partnering at all levels.
Task
JKL have requested that you, as the newly appointed Human
Resources Manager, provide them with
options for the strategic delivery of human resources services to
support the organisation’s plans
Appendix 2 – JKL Industry’s industrial relations history
JKL Industries has not had a clear industrial relations policy or
strategies in the past. There has
been a tendency to manage issues on an ad hoc basis rather than
drive the business through long-
term industrial relations objectives.
Responsibility for industrial relations issues has been spread

between various levels of management
including the Operations Manager, Sales Manager, Service
Manager and Human Resources Officers
for each branch. This has led to issues of inconsistency and
allegations of unfair work practices, with
team members confused as to their entitlements and unsure of
how to resolve grievances and
conflict appropriately.
On several occasions the union has become involved in disputes
when team members have
been unable to resolve issues with their line managers.
Morale in the workplace fluctuates and is often dependent on
the division manager’s
management style and skill level. There have been instances of
workplace conflict which have not
been satisfactorily resolved and have led to complaints of
discrimination and unfair dismissal.
Employees have heard rumours of the forthcoming changes in
the structure of the organisation and
the move into medium and large truck sales. There are concerns
about possible redundancies but

no information from management has been forthcoming.
There has been a history of dissatisfaction within the
organisation relating to pay and conditions
with some employees complaining they are not receiving the
entitlements they should be.
Management skills and knowledge
The current management team has little understanding of
industrial relations matters and has
been appointed to their current positions based on their abilities
in sales or their technical skills.
They have limited understanding of Australian workplace
agreements and a tendency to refer any
problems to the HR officers. This has led to conflict and
dissatisfaction within the work teams and is
felt to be a contributing factor to the high turnover of staff in
some departments. Management
tends to be ‘operations’ focused and have little understanding of
people management,
performance management or leadership skills; moreover,
managers tend to resent any intrusion of
HR into strategic planning, recruitment and workforce planning,

seeing these as business issues. HR
is seen to merely provide administrative assistance, but not to
contribute to the achievement of
business goals in more direct or meaningful ways.
The HR officers have experience in understanding and
interpreting Australian Workplace
Agreements from an administrative perspective. They have
limited knowledge of strategic
management and have little control over or influence in
implementing industrial relations policy.
As they report directly to the Division Manager, they are
functioning more as administration
assistants than as a strategic HR resource.
While JKL Industries has policies and procedures relating to
workplace behaviours and values,
employees are not provided with written copies of procedures
nor are they trained in values,

behaviours, codes of practice or workplace cultural issues.
Many employees are confused about
their rights and entitlements at work and are not clear on who
they should speak to if they have
a problem.
Conflict situations
Some examples of industrial relations issues are detailed below.
Case 1
An apprentice mechanic complained to the union that he was
left unsupervised for up to five
hours several days per week.
The union investigated the matter and found it to be
substantiated. Management claimed it was a
temporary rostering issue caused by the resignation of senior
mechanics and would be rectified.
The apprentice was satisfied with the response and the rosters
were adjusted.
Case 2

Five sales consultants claimed their annual bonus was
calculated incorrectly. Management asked the
payroll department to review the payments and was advised it
was correct. The sales consultants
felt they had been misled by confusing contracts detailing the
bonus arrangements and had, in fact
earned their bonuses. Management did not respond. Three sales
consultants resigned as a result.
Case 3
The mechanics and apprentices in the NSW branch complained
to management about excessive
hours of work. They were told that the business did not have the
resources to hire extra staff and
they would have to work the overtime. The mechanics continued
to do the overtime for two
months and then complained again. One mechanic refused to
work more overtime and was
dismissed summarily by the Service Manager, Norm Johnston.
He lodged an unfair dismissal claim
and was reinstated and back paid. No action was taken by the
company with regards to the Service

Manager’s performance or behaviours.
Case 4
An administration assistant in the finance division complained
to the HR Officer that she felt
uncomfortable working around one of the male accountants as
he had asked her out on several
occasions. When she said no, she felt like he singled her out for
the worst jobs in the office, was rude
to her in front of other staff and made comments in public about
her weight. The HR officer told her
she was being overly sensitive and should be flattered to have
been asked out. She was told to be
more of a team player. The administrative assistant then
complained to the Finance and
Administration Manager and was told there was nothing he
could do. She resigned from the
company.

Case 5
Management decided to restructure the sales department which
involved redundancies. They did
not involve the union or offer any type of counselling or
personal meetings. Employees were
informed by letter and were paid the minimum payouts they
were entitled to. There was no
discussion with remaining staff and morale became extremely
low. Within two months,
management had replaced the team members made redundant
with new workers.
Appendix 3 – Action plan template
Activity

Timeline
Strategy/application of policy
Resources
Person
Policy
(if relevant)
Assessment Task 2 – Project Work & PowerPoint Presentation

Student name
Student ID
instructions
below for details.
This task provides you with the opportunity to demonstrate that
you have the knowledge or skills
required to manage the communication, promotion and delivery
of human resources services.
Introduction

This task continues on from the work undertaken in Assessment
Task 1.
You are required to:
❑ communicate information on human resources (HR)
strategies, service level agreement/s
(SLAs), performance standards and potential return on
investment (ROI) in order to build
understanding and buy in among internal stakeholders.
❑ identify and manage underperformance through development
of a coaching/performance
management action plan.
Instructions
Part A
of this assessment task and the
simulated business information for JKL (provided by your
assessor in Assessment Task 1).

2. Review work completed and information gathered for
Assessment Task 1, and in
particular, the selected options for HR service delivery and
action planning.
3. Develop a draft service level agreement (SLA) in response to
HR requirements identified in
Assessment Task 1. (Use the SLA template is provided in
Appendix 1).
Try to align the service level agreements to the overall strategic
and operational needs of
the organisation. For example, develop performance metrics
related to financial or investor
value, customer value, development of people or employee
value, and the value added
through improvement of HR management practices and
processes.

Remember to include measures related to meeting requirements
of the organisation’s
values, code of conduct, and legal obligations.
4. Prepare to deliver a presentation to managers on the human
resource strategies
developed in Assessment Task 1 to seek agreement on your
draft SLA (which formalises
agreement on delivery of options by HR service providers to
internal clients).
Ensure that your presentation covers the following.
a. Work to gain support for strategies and the draft SLA.
b. Discuss relationship of SLA to business performance at
various levels of the
organisation (for example, helps sales people meet customer
needs, helps managers,
helps senior managers, helps the organisation achieve its
vision).
c. Discuss the need for training to enable effective
implementation of SLA.

d. Discuss risk level and management (risk mitigation) for
proposed strategies.
e. Discuss ROI.
f. Discuss methods for monitoring performance against the SLA,
for example strategies to:
− focus on building quality into the process and continuous
improvement
− focus on preventing problems through early identification
− monitor constantly
− set clear accountabilities.
g. Discuss strategies for monitoring performance against SLA
with respect to
the organisation’s values, code of conduct, and legal
obligations.
5. Deliver the presentation to your class and Assessor who will
take the role of managers.
6. Amend SLA if required due to input from managers.

7. Amend action plans for implementation of SLA as required.
8. Submit all documentation by the agreed deadline as per the
outline below. Ensure you
keep copies for your records.
Part B
1. Identify instances of underperformance using the information
provided in Appendix 2.
2. Develop an Action Plan to address underperformance of team
or service providers in two of
the three scenarios presented in Appendix 2.
Action plans should include:
a. performance management activities

b. timelines
c. strategies to ensure success/integration with organisational
values/policy/business
ethics/legal requirements
d. resources
e. responsibilities.
Note: You may use the template provided in Appendix 3.

You must Tick off below when you
have submitted
submit an
underperformance in two of the three scenarios.

and evaluate human resources strategies to support them
stakeholders across the organisation
and ensure their support for human resources strategies
● communication skills to manage service delivery
are developed in a range of
contexts
information according
to legislation and organisational policies
processes as they relate to
business and operational plans

resources.
Appendix 1 – Service level agreement template
General information
Purpose
<State the reason, goals or objectives of the SLA>
Vision

<State the core values to be realised and the aspirational goal>
Service performance
Mission
<State the core activity of functions to be carried out or
facilitated by the SLA>
Scope
<State the process/area/business unit the SLA is intended to
apply to. State key
stakeholders affected>
Hours of operations
<If applicable to SLA, state hours of operation between which
services will be provided>
Performance expectations
Service expectations

<State key expectations and metrics>
Performance
Service Process/Area Expectation Performance metric
monitoring
schedule
Working assumptions
<State any assumptions the SLA is subject to>
Service constraints
<State the service constraints, for example services the SLA
does not cover that may be

assumed, any legitimate reason why service could fail such as
power outages, etc.>
Service level agreement maintenance
<State the process for review and periodic modification of SLA
as needed>
Terms of agreement
<State the beginning and ending date of SLA, any conditions
that must be fulfilled by client>
Periodic quality reviews
<State summary of schedule for review. State agenda or terms
of reference for the review, i.e., what
aspects of the SLA will be open to review?>

Issue resolution
<State process for resolution of issues>
Signatures to agreement
Provider
Client/s

Appendix 2 – Performance issues
Case study – Service provider
You have completed a quality assurance audit for a service
agreement with a
recruitment provider.

The audit revealed that the service provider (PeoplePower) is
not providing service at
an adequate level:
● Recruitment process is taking too long.
● On several occasions, the service provider has failed to
complete the three
required reference checks, delaying the appointments as the
reference checks are
a requirement for appointment under the organisation’s
recruitment policy. The
service provider states that other organisations only require two
and the extra
check provides a burden on their ability to act within the
timeframes of the service
agreement.
● There is confusion over coordinating roles of the service
provider and
the organisation.
● The provider is providing incorrect information on benefits

and rewards and
remuneration policy to employees.
● Training of personnel (as stipulated in SLA) is inadequate to
business needs.
The poor performance of the service provider has been
impacting on the morale of
employees and negatively impacting the business.

Case study – Line manager
You have monitored the performance of line managers with
respect to
implementing business strategies. Your monitoring activities
revealed that sales
managers are not following recruitment procedures in the
following manner:
● They are not submitting request forms in the required time
frames.
● They are failing to complete person specification forms as per
the required
procedures.
As a result, the external service provider has referred unsuitable

candidates to
the organisation and has not met the timeframes specified in the
agreement.
The service provider has noted that line managers have been
delaying final decisions for
up to three weeks; in breach of the service agreement. Line
managers are complaining
they don’t have time to do the final selection checklists
provided by HR and that is what
is delaying them. They say the forms are time consuming and
they don’t really
understand what to do with them.
The delays have been impacting on the operational capabilities
of the business, which
is unacceptable.

Case study – HR Officer
You have completed a quality assurance audit for a service level
agreement with
the business.
The audit revealed that the HR officer in the Sydney service
department is not
providing service at an adequate level in the following ways:
● Providing incorrect information on benefits and rewards and
remuneration policy
to employees.
● Providing inadequate advice on training.
● Not following the organisation’s performance management
policy.
● Failing to live up to the spirit of partnering with managers to
further business goals;
not listening to needs of managers and customer-facing staff in
order to meet
customer needs; not effectively translating higher level business

goals to
operational measures such as developing workforce capability;
not promoting
general understanding of business goals and employee buy in.
The lack of acceptable performance has been impacting on the
operational capabilities
of the Sydney service department, which is unacceptable.
Strategy/application
Activity Timeline of policy Resources Person Policy (if
relevant)

Assessment Task 3 – Project Work
Student name

Student ID
instructions
below for details.
you have the skills and
knowledge to collect feedback on and evaluate human resources
service delivery.
Introduction
Tasks 1 and 2.

❑ seek feedback on human resources (HR) service delivery
❑ develop an evaluation report on performance.
Instructions
of this assessment task and the
simulated business information for JKL (provided by your
assessor in Assessment Task 1).
2. Review work completed and information gathered for
Assessment Tasks 1 and 2, particularly
performance information and planned monitoring activities.
3. Consider the following scenario:
You have implemented the service delivery strategies based on
the case study

in Assessment Task 1.
You wish to collect feedback from: managers; external
providers of HR services; and
clients, regarding HR performance against set performance
expectations.
You need to gather feedback covering the following areas:
● financial performance
● customer value
● people development
● operational process efficiency
● organisational values, policies and legal obligations.
You will need to capture information on potential causes for
performance issues.
You have decided to develop a client satisfaction survey to
gather qualitative, level 1

feedback (the ‘Reaction’ level on the Kirkpatrick Model) from a
range of stakeholders
to supplement performance scorecard information provided in
Appendix 1.
4. Revise action planning undertaken in Assessment Task 1 to
include service delivery surveys
and information from company balanced scorecard (Appendix 1)
over the current financial
year. Include actions to ensure that you comply with
organisational recordkeeping policy.
5. Develop a survey on HR service delivery to obtain feedback
from clients, including:
a. senior management
b. line managers
c. recruitment service provider
d. employees.

6. Provide a copy of the survey to your assessor for completion.
The assessor will fill out several
surveys as if completed by various stakeholders.
7. Obtain the completed surveys from your assessor.
8. Analyse the feedback (in surveys) provided by your assessor
as well as performance data
provided in Appendix 1.
9. Prepare a report on HR service delivery performance for the
Operations Manager. Your
report should be approximately 600-800 words and include the
following:
a. a summary of proposed recommendations for service delivery
changes
(executive summary)
b. analysis of performance data, including adherence to values,
code of

conduct, organisational policy and legal requirements
c. proposed recommendations for service improvements, for
example:
– changes to service level agreement/s (SLAs)
– changes to implementation strategies
– reference to business needs in connection with changes and
impact (if any) on
business or operational plans
– revised return on investment (ROI) figures with justification.
Note: Ensure your proposed changes are expressed in a
business-like and persuasive manner
designed to seek approval and gain support from the operations
manager.
10. Prepare an Action Plan to support communication of
changes and implementation of changes
over the next six months. You may want to use the action plan
template provided in Appendix

2. Include in your plan:
a. communications activities designed to obtain support and
approval from clients
for service changes and changes to SLAs
b. activities, resources and strategies designed to effectively
implement, monitor and
win buy in from organisational stakeholders and clients of HR
services.
You must Tick off below when you

have submitted
amended action plan/s for monitoring of service delivery
a 1–
proposed recommendations for service improvement or variation
implementation of HR service delivery.

stakeholders across the
organisation and ensure their support for human resources
strategies
contexts

● knowledge of performance and contract management.
Appendix 1 – Company balanced scorecard (HR related
performance)
KRA Objective or target
Performance metric
Result
or KPI
Financial Costs of new HR Cost of HR measures 20% budget
overrun

measures kept to
forecasts as outlined
in Assessment Task
1
5% growth in $ revenue $18,000,000 gross
revenue to revenue
$20,000,000 gross
revenue
90% managers agree % agree 60% agree
HR contributes to
business financial

success
Customer value Maintain market Market share 12% market
share
share in sales and
service at around
15%
10% Market share in Market share 5% market share
trucks
that HR helps them
to meet customer
needs effectively

People development 100% rental staff % rental staff 60%
successfully
trained in sales trained in sales trained
KRA Objective or target
Performance metric
Result
or KPI
25% managers % managers 4% enrolled in
engaged in career enrolled in internal further training

development or external
programs
90% job satisfaction % satisfied with role 70% satisfaction
rate and career
prospects within
company
Process 100% of % completion 80% completion rate
performance
reviews conducted
in accordance with
policy

90% of % completion 75% completion rate
administrative HR
tasks completed on
time and in
accordance with
policy
their own HR officer
is effective and
personally helpful

Strategy/application of
Activity Timeline policy Resources Person Policy
(if relevant)
Assessment Task 4 – Short Question Answers / Case Study

Student name
Student ID
instructions
below for details.
you have the skills and
knowledge to manage the integration of business ethics in
human resources practices.
Introduction

Tasks 1, 2 and 3.
❑ answer a series of questions relating to analytical skills and
knowledge of HR management.
❑ submit your written answers to your assessor by the deadline
agreed with your assessor.
Instructions
1. Review the simulated business information for JKL provided
to you by your assessor.
2. Review scenario-based questions in Appendix 1.
3. Answer questions.
4. Submit written answers to each scenario-based question and
associated documents by the
agreed deadline and according as outlined below. Ensure you
You must: Tick off below when you

have submitted
Submit written answers to scenario-
○ action plans (Q6b)
○ amended policies (Q6e).

stakeholders across the
organisation and ensure their support for human resources
strategies
contexts

resources.
Appendix 1 – Scenario-based questions – Business ethics
1. What are two pieces of legislation that may apply to
managing human resources?
2. How do human resource strategies and planning processes
relate to business and
operational plans?
3. What is performance management for the delivery of HR
services in your own words?
4. What is contract management for HR service delivery in your
own words?
5. How is feedback used to modify the delivery of human
resources?
6. Use JKL Industries’ code of conduct to answer the following
questions.
a. What are the requirements of the organisation's code of
conduct?

b. How would you communicate the code of conduct? Discuss:
– activities
– strategies to achieve the aims of the communication activities
– technologies and media to achieve the aims of the
communication strategies.
Note: you may wish to submit an action plan as an alternative
way of answering
this question.
c. Who would you consult and why?
d. How would you monitor employee adherence to the code of
conduct?
e. How would you incorporate the code of conduct into HR
policies and practices?

Note: You may wish to submit an amended policy or procedure
example as a way
of answering this question.
f. How would you incorporate the code of conduct into service
level agreements?
g. How can the effective implementation by HR of a code of
conduct contribute
to business and operational success?
h. How would you personally ensure that you adhered to (and
were seen to adhere to)
the organisation’s code of conduct?
7. You have had a complaint from one of the senior managers
that information relating to a
sexual harassment investigation was being discussed amongst
his team members. He believes
the human resources officer may have discussed the case with a
friend (uninvolved in the
case) who works in the manager’s department.

a. What action would you take as the human resources manager?
b. What could be the consequences of failing to act promptly
and appropriately?
c. What could be the business impact of failing to act promptly
and appropriately?
d. How can you ensure all human resources staff are clear about
ethical expectations
and behaviours?
8. Your recruitment service provider has advised you that on an
employee recruitment request
form submitted to the provider, the manager specifically
requested he preferred older women
who won’t ‘run off and get pregnant’.
a. What legislation is this in breach of?

b. What action would you take to deal promptly with the matter?
When you discussed the situation with the manager, he stated,
‘how am I supposed to know
this that it’s not ok to make that request? Is it written down
anywhere? I’m a mechanic not
an HR expert. Why don’t you do this from now on?’
c. What documentation within the organisation would identify
that his request
is inappropriate?
d. What would you do to ensure that all personnel in the
organisation are aware of their
obligations, the company’s policies, procedures and
expectations and the
consequences of unethical behaviour?
e. What would you do to ensure the matter was handled in
accordance with confidentiality
requirements and the policy-related requirements of the
organisation?
9. How would you use digital technologies and systems safely,

legally and ethically when
gathering, storing and accessing information?
10. Discuss the steps of taking disciplinary actions briefly.
11. Discuss the steps of Redundancy management in short.

Assessor Checklist
Did the student answered the following questions:
Questions Satisfactory
Yes No
1. What are two pieces of legislation that may apply to
managing human
resources?
2. How do human resource strategies and planning processes

relate to
business and operational plans?
3. What is performance management for the delivery of HR
services in your
own words?
4. What is contract management for HR service delivery in
your own words?
5. How is feedback used to modify the delivery of human
resources?
6. Use JKL Industries’ code of conduct to answer the following
questions.
a. What are the requirements of the organisation's code of
conduct?
b. How would you communicate the code of conduct? Discuss:
– activities
– strategies to achieve the aims of the communication
activities
– technologies and media to achieve the aims of the
communication strategies.

Note: you may wish to submit an action plan as an alternative
way
of answering this question.
c. Who would you consult and why?
d. How would you monitor employee adherence to the code of
conduct?
e. How would you incorporate the code of conduct into HR
policies
and practices?
Note: You may wish to submit an amended policy or procedure
example as a way of answering this question.
f. How would you incorporate the code of conduct into service
level agreements?
g. How can the effective implementation by HR of a code of
conduct contribute to business and operational success?
h. How would you personally ensure that you adhered to (and
were seen to adhere to) the organisation’s code of conduct?

7. You have had a complaint from one of the senior managers
that
information relating to a sexual harassment investigation was
being
discussed amongst his team members. He believes the human
resources
officer may have discussed the case with a friend (uninvolved in
the
case) who works in the manager’s department.
a. What action would you take as the human resources manager?
b. What could be the consequences of failing to act promptly
and
appropriately?
c. What could be the business impact of failing to act promptly
and

appropriately?
d. How can you ensure all human resources staff are clear
about ethical expectations and behaviours?
8. Your recruitment service provider has advised you that on an
employee
recruitment request form submitted to the provider, the manager
specifically requested he preferred older women who won’t ‘run
off and get
pregnant’.
a. What legislation is this in breach of?
b. What action would you take to deal promptly with the matter?
When you discussed the situation with the manager, he stated,
‘how am I
supposed to know this that it’s not ok to make that request? Is it
written
down anywhere? I’m a mechanic not an HR expert. Why don’t
you do
this from now on?’
c. What documentation within the organisation would identify
that
his request is inappropriate?

d. What would you do to ensure that all personnel in the
organisation
are aware of their obligations, the company’s policies,
procedures
and expectations and the consequences of unethical behaviour?
e. What would you do to ensure the matter was handled in
accordance with confidentiality requirements and the policy-
related requirements of the organisation?
9. How would you use digital technologies and systems safely,
legally
and ethically when gathering, storing and accessing
information?
10. Discuss the steps of taking disciplinary actions briefly.
11. Discuss the steps of Redundancy management in short.
Assessor Checklist

Assessment Task 1 – Project Work & Role-play
Student’s Name
Assessment Date/s
Outcomes
Did the student:
Satisfactory
Yes No
Participate in three role-plays with the:
● Service Manager
● Sales Manager

● Operations Manager?
Submit a 600-800 word report on HR requirements and
recommendations?
Submit an Action Plan (revised as required)?
Submit evidence by agreed deadline?
Performance indicators
Did the student:
Satisfactory
Yes
No

Adhere to file-naming policy: Author, report name (or
abbreviated name), date
of submission?
Analyse business strategy and operational plans to determine
human resources
requirements?
Satisfactory
Did the student:
Yes No

Review external business environment and likely impact on
organisation's
human resources requirements?
Consult line and senior managers to identify human resources
needs in their
areas taking into consideration of industrial relation?
See role-plays in assessor instructions for full list of possible
needs.
Review the organisation's requirements for diversity in the
workforce?
Develop options for delivery of human resources services that
comply
with legislative requirements, organisational policies and
business goals?
Develop and agree on strategies and action plans for delivery of
human
resources services?

Agree and document roles and responsibilities of human
resources team, line
managers, and external contractors?
Develop and communicate information about human resources
strategies and
services to internal and external stakeholders?
Develop and negotiate service level agreements between the
human
resources team, service providers and client groups? (Note that
this is a partial
coverage of performance criterion)
Document and communicate service specifications, performance
standards and
timeframes?
(Note that this is a partial coverage of performance criterion)
Identify and arrange training support if required?

Satisfactory
Did the student:
Yes No
Agree and arrange monitoring of quality assurance processes?
Ensure that services are delivered by appropriate providers
according to
service level agreements and operational plans? (Note that this
is a partial
coverage of performance criterion)

Identify appropriate return on investment in providing human
resources services?
Task outcome
S NYS
Assessor feedback
Assessor signature Date
Student signature Date

Assessor Checklist
Assessment Task 2 – Project Work & PowerPoint Presentation
Student’s Name
Assessment Date/s
Outcomes
Satisfactory
Did the student:
Yes No
Deliver a presentation on HR service delivery and strategies?
Submit presentation notes or slides?
Submit draft and amended service level agreements?

Submit amended action plan for delivery of SLA?
Submit action plan to address HR delivery underperformance
(for two of
three scenarios)?
Submit deliverables by agreed deadline?
Satisfactory
Did the student:
Yes No
of submission?
Develop and communicate information about human resources
strategies

and services to internal and external stakeholders?
Develop and negotiate service level agreements between the
human
resources team, service providers and client groups?
Satisfactory
Did the student:
Yes No
Document and communicate service specifications, performance
standards
and timeframes?
Identify and arrange training support if required?
(Note that this is a partial coverage of performance criterion
with

Assessment Task 1.)
Agree and arrange monitoring of quality assurance processes?
with
Assessment Task 1.)
Ensure that services are delivered by appropriate providers
according to
service level agreements and operational plans?
Identify and rectify underperformance of human resources team
or service
providers?
with
Assessment Task 3.)
resources services?

with Assessment
Tasks 1 and 3.)
Task outcome S NYS
Satisfactory
Did the student:
Yes No
Assessor feedback

Assessor Checklist
Assessment Task 3 – Project Work
Student’s Name
Assessment Date/s
Outcomes
Satisfactory
Did the student:

Yes No
Submit amended action plan/s for monitoring of service delivery
performance?
Submit survey on HR service delivery?
Submit 600-800 word report on service delivery performance,
including
recommendations for service improvement or variation?
Submit action plan to support communication of and amended
implementation
of HR service delivery?

Satisfactory
Did the student:
Yes No

of submission?
Identify and rectify underperformance of human resources team
or service
providers?
with Assessment
Task 2.)
resources
services? (Note that this is a partial coverage of performance
criterion with
Assessment Tasks 1 and 2.)
Survey clients to determine level of satisfaction with respect to
service delivery?
Capture ongoing client feedback for the review processes?

Analyse feedback and surveys and recommend changes to
service delivery?
Obtain approvals to variations in service delivery from
appropriate managers?
Support agreed change processes across the organisation?
Ensure that the code of conduct is observed across the
organisation and that its
expectations are incorporated in human resources policies and
practices? (Note
that this is a partial coverage of performance criterion with
Assessment Task 4.)
Task outcome S NYS

Satisfactory
Did the student:
Yes No
Assessor feedback
Assessor Checklist

Assessment Task 4 – Short Question Answers / Case Study
Student’s Name
Assessment Date/s
Outcomes
Did the student:
Satisfactory
Yes No
Submit answers to scenario-based questions?
Submit associated documents (if required or chosen)?
For example:

● action plans (Q6b)
● amended policies (Q6e).
Did the student:
Satisfactory
Yes
No
Demonstrate knowledge evidence?

Ensure that personal behaviour is consistently ethical and
reflects values of
the organisation?
Ensure that the code of conduct is observed across the
organisation and that
its expectations are incorporated in human resources policies
and practices?
Satisfactory
Did the student:
Yes No
Observe confidentiality requirements in dealing with all human

resources
information?
Deal with unethical behaviour promptly?
Ensure that all persons responsible for the human resources
functions are
clear about ethical expectations of their behaviour?
Demonstrate use of digital technologies and systems safely,
legally and ethically
when gathering, storing and accessing information?
Properly use the information sources given for Q10 and 11
Task outcome S NYS
Assessor feedback

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