Student print bsbhrm501

BSBHRM501 Manage human resource services
Vanshraj Enterprises Pty Ltd (trading as Victorian Academy of Commerce and Technology Startups) ACN: 600 078 886
RTO No. 41428 Cricos 03477E email: info@vacts.com.au website: www.vacts.com.au
171 Sydney road, Coburg- 3058
VACTS Ver 1.2 Jun 2019
Student Guide
BSBHRM501 Manage Human Resource Services
Version 1.2 June 2019

Page 2
Assessment 1
Develop HR delivery strategies
Submission details
Submission details
Submission details
Submission details
Candidate’s name
Candidate’s name
Candidate’s name
Candidate’s name Phone no.
Phone no.
Phone no.
Phone no.
Assessor’s name
Assessor’s name
Assessor’s name
Assessor’s name Phone no.
Phone no.
Phone no.
Phone no.
Assessment site
Assessment site
Assessment site
Assessment site
Assessment date/s
Assessment date/s
Assessment date/s
Assessment date/s Time/s
Time/s
Time/s
Time/s
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 specifications below for
details.
Performance objective
In this assessment task, you will demonstrate the skills and knowledge required to
determine strategies for the delivery of human resources services.
Assessmen
Assessmen
Assessmen
Assessment description
t description
t description
t description
In response to a provided simulated business scenario, you will identify human resources
needs through a review of business documentation and the external business
environment and through role-played consultation with line and senior managers. You will
then develop options for delivery of human resources (HR) services (later to be formalised
in a service level agreement) and present these in a short report. You will then develop an
action plan for the delivery of HR services that includes roles and responsibilities for
implementing proposed service level agreements.

Page 3
Procedure
Procedure
Procedure
Procedure
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 external business environment (political, economic, social, and
technological circumstances, etc.) and identify possible impact on human
resources requirements.
Note:
Note:
Note:
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:
Note:
Note:
Note: Roles to be performed by and/or observed by assessor.
Note:
Note:
Note:
Note: The HRrequirements 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 1–2 page report on human resources needs that includes:
a. a discussion of human resources needs gathered from:
– analysis of business documentation
– consultation with internal stakeholders
– a review of the external business environment.
b. a discussion of at least two options to meet human resources needs and
discuss the risks associated with each (relate risks to your review of external
business environment), such as:
– labour market skills shortages
– slow economic growth
– business confidence
– uncertainty in environmental regulatory environment
c. return on investment (ROI) calculation and analysis for each option
d. recommendations to meet HR needs including recommendations for service
level agreement/s
e. a discussion of HR strategies to deliver HR services in accordance with
business needs, diversity, and anti-discrimination policy.

Page 4
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:
Note:
Note:
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:
Note:
Note:
Note: roles to be performed and/or observed by assessor.
8. Submit all documentation by the agreed deadline and according to the
specifications outlined below. Ensure you keep copies for your records.
Specifications
Specifications
Specifications
Specifications
You must:
● participate in three role-plays with the:
○ Service Manager
○ Sales Manager
○ Operations Manager
● submit a 1–2 page report on HR requirements and recommendations
● submit action plan (revised as required by Operations Manager in role-play).
Note:
Note:
Note:
Note: ensure deliverables adhere to recordkeeping policy, particularly file-naming
conventions.
Your assessor will be looking for:
● analytical and problem-solving skills to review business and operational plans and
to develop and evaluate human resources strategies to support the organisational
plans

Page 5
● 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.
Adjustment for distance
Adjustment for distance-
-
-
-based learners
based learners
based learners
based learners
No changes required. Role-plays may be conducted over video conferencing tool or
recorded for observation.

Page 6
Appendix 1
Appendix 1
Appendix 1
Appendix 1 –
–
–
– Scenario: JKL Industries
Scenario: JKL Industries
JKL Overview
JKL Overview
JKL Overview
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
Change
Change
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 role
HR role
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 .

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Assessment Task 1 BSBHRM501 Manage human resource services
© 2015 Innovation and Business Industry Skills Council Ltd 1
st
edition version: 1
Page 8 of 48
Strategic options
Strategic options
Strategic options
Strategic options Cost
Cost
Cost
Cost
Financial gain through efficiencies,
savings or direct revenue (without
consideration of costs)
Chance of failure/Likelihood of 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 rental employees. $500,000 $3,000,000 over next 3 years 30% (0.3) – Moderate risk
Integrating HR services and recruitment. $100,000 $1,500,000 over next 3 years 10% (0.1) – Low risk
Enhancing HR services with respect to
performance management to enhance
business partnering at all levels.
$100,000 $1,000,000 over next 5 years 10% (0.1) – Low risk
Enhancing HR services with respect to
industrial relations (IR) to enhance business
partnering at all levels.
$150,000 $500,000 for the following financial
year
20% (0.2) – Low risk
Task
Task
Task
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.

© 2015 Innovation and Business Industry Skills Council Ltd 1st
edition version: 1
Page 9 of 48
Appendix 2
Appendix 2
Appendix 2
Appendix 2 –
–
–
– JKL Industry’s industrial relations history
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

© 2015 Innovation and Business Industry Skills Council Ltd 1st
edition version: 1
Page 10 of 48
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
Conflict situations
Conflict situations
Conflict situations
Some examples of industrial relations issues are detailed below.
Case 1
Case 1
Case 1
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
Case 2
Case 2
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
Case 3
Case 3
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
Case 4
Case 4
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
Case 5
Case 5
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.

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Appendix 3
Appendix 3
Appendix 3
Appendix 3 –
–
–
– Action plan template
Action plan template
Activity
Activity
Activity
Activity Timeline
Timeline
Timeline
Timeline
Strategy/application of policy
(if relevant)
(if relevant)
(if relevant)
(if relevant)
Reso
Reso
Reso
Resources
urces
urces
urces Person
Person
Person
Person Policy
Policy
Policy
Policy

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edition version: 1
Page 12 of 48
Activity
Activity
Activity
Activity Timeline
Timeline
Timeline
Timeline
(if relevant)
(if relevant)
(if relevant)
(if relevant)
Reso
Reso
Reso
Resources
urces
urces
urces Person
Person
Person
Person Policy
Policy
Policy
Policy

RTO No. 41428 Cricos 03477E email: info@vacts.com.au website: www.vacts.edu.au
Marking Guide BSBFIM601A Manage Finances
V.1.1 Nov 2015 Page 13
Criteria Defining Acceptable performance/ Student Self assessment
Student Assessment Criteria:
I feel I can
demonstrate
this
Yes No
Participate in three role-plays with the:
● Service Manager
● Sales Manager
● Operations Manager?
Submit 1–2 page report on HR requirements and recommendations?
Submit action plan (revised as required)?
Submit deliverables by agreed deadline?
Performance indicators
I feel I can
demonstrate
this
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?
● Develop options and strategies in line with business and strategic
planning
Review external business environment and likely impact on organization’s
human resources requirements?
Consult line and senior managers to identify human resources needs in
their areas?
● Use communication skills to consult and identify HR service delivery
needs
Review the organisation's requirements for diversity in the workforce?
● In report, provide a discussion of HR strategies to deliver HR
services in accordance with diversity, and anti-discrimination policy.
● Provide activities and strategies to deliver service options in
accordance with relevant policy, for example, communication of or
training on policy.

V.1.1 Nov 2015 Page 14
I feel I can
demonstrate
this
Yes No
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 action plan containing actions required to implement SLA.
● Develop action plan containing appropriate communication strategies
for internal and external stakeholders, including appropriate
communications technologies.
Develop and negotiate service level agreements between the human
resources team, service providers and client groups?
Document and communicate service specifications, performance standards
and timeframes?
Include timelines in action plan.
Identify and arrange training support if required?
● Include relevant training as required to implement changes in
accordance with business needs
Agree and arrange monitoring of quality assurance processes?
● Include monitoring in action plan.
● Agree on plan with Operations Manager in role-play.
Ensure that services are delivered by appropriate providers according to
service level agreements and operational plans?
● Ensure action plan is designed to deliver service according to
tentatively negotiated SLA
● Include communication of SLA to managers (AT2) in action plan.

V.1.1 Nov 2015 Page 15
I feel I can
demonstrate
this
Yes No
Identify appropriate return on investment in providing human resources
services?
Basic ROI
ROI weighted for risk using expected value
Assessment Task 2 -- Student Information
Deliver HR services
Deliver HR services
Deliver HR services
Deliver HR services
Submission details
Submission details
Submission details
Submission details
Candidate’s name
Candidate’s name
Candidate’s name
Phone no.
Phone no.
Phone no.
Assessor’s name
Assessor’s name
Assessor’s name
Phone no.
Phone no.
Phone no.
Assessment site
Assessment site
Assessment site
Assessment site
Assessment date/s
Assessment date/s
Assessment date/s
Time/s
Time/s
Time/s
details.
In this assessment task, you will demonstrate the knowledge or skills required to manage
the communication, promotion and delivery of human resources services.

V.1.1 Nov 2015 Page 16
Assessme
Assessme
Assessme
nt description
nt description
nt description
In response to a simulated business scenario and following on from work undertaken in
Assessment Task 1, you will 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. You will also identify and manage underperformance through development
of a coaching/performance management action plan.
Procedure
Procedure
Procedure
Procedure
Part A
Part A
Part A
Part A
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 service level agreement (SLA) draft in response to HR requirements
identified in Assessment Task 1. An SLA template is provided in Appendix 1. As
much as possible, attempt 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 and seek agreement on your draft SLA (which
formalises agreement on delivery of options by HR service providers to internal
clients). In your preparation, ensure that your presentation will cover 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

V.1.1 Nov 2015 Page 17
– 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.
Note:
Note:
Note:
Note: Have managers sign agreement where possible.
5. Deliver the presentation.
6. Amend SLA if required due to input from managers.
7. Amend action plans for implementation of SLA as required.
Part B
Part B
Part B
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
as soon as possible. Address 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
Note
Note
Note: You may use the template provided in Appendix 3.
Specifications
Specifications
Specifications
Specifications
You must:
● deliver a presentation on HR service delivery and strategies
● submit presentation notes or slides
● submit draft and amended service level agreements
● submit an amended action plan for delivery of SLA
● submit an action plan to address and rectify HR delivery underperformance in two
of the three scenarios.

V.1.1 Nov 2015 Page 18
Note:
Note:
Note:
Note: Ensure deliverables adhere to the file-naming conventions of the organisation.
to develop and evaluate human resources strategies to support them
● communication skills to manage service delivery
range of contexts
-
-
-based learners
based learners
based learners
based learners
No changes required; presentation may be conducted via videoconferencing tool or
recorded for later observation.

V.1.1 Nov 2015 Page 19
Appendix 1
Appendix 1
Appendix 1
Appendix 1 –
–
–
– Service level
Service level
Service level
Service level agreement template
agreement template
agreement template
agreement template
General information
General information
General information
General information
Purpose
Purpose
Purpose
Purpose
<State the reason, goals or objectives of the SLA>
Vision
Vision
Vision
Vision
<State the core values to be realised and the aspirational goal>
Service performance
Service performance
Service performance
Service performance
Mission
Mission
Mission
Mission
<State the core activity of functions to be carried out or facilitated by the SLA>
Scope
Scope
Scope
Scope
<State the process/area/business unit the SLA is intended to apply to. State key
stakeholders affected>
Hours of operations
Hours of operations
Hours of operations
Hours of operations
<If applicable to SLA, state hours of operation between which services will be provided>
Performance
Performance
Performance
Performance expectations
expectations
expectations
expectations
Service expectations
<State key expectations and metrics>
Service Process/Area
Service Process/Area Expectation
Expectation
Expectation
Expectation Performance metric
Performance metric
Performance metric
Performance metric
Performance
Performance
Performance
Performance
monitoring
monitoring
monitoring
monitoring
schedule
schedule
schedule
schedule

V.1.1 Nov 2015 Page 20
Service Process/Area Expectation
Expectation
Expectation
Expectation Performance metric
Performance metric
Performance metric
Performance metric
Performance
Performance
Performance
Performance
monitoring
monitoring
monitoring
monitoring
schedule
schedule
schedule
schedule
Working assumptions
Working assumptions
Working assumptions
Working assumptions
<State any assumptions the SLA is subject to>
Service
Service
Service
Service constraints
constraints
constraints
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
Terms of agreement
Terms of agreement
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
Issue resolution
Issue resolution
Issue resolution
<State process for resolution of issues>
Signatures to agreement
Provider
Provider
Provider
Provider
Client/s
Client/s
Client/s
Client/s

V.1.1 Nov 2015 Page 21
Appendix 2
Appendix 2
Appendix 2
Appendix 2 –
–
–
– Performance issues
Performance issues
Performance issues
Performance issues
Case study
Case study
Case study
Case study –
–
–
– Service provider
Service provider
Service provider
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.

V.1.1 Nov 2015 Page 22
Case study
Case study
Case study
Case study –
–
–
– Line manager
Line manager
Line manager
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
Case study
Case study
Case study –
–
–
– HR Officer
HR Officer
HR Officer
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.

V.1.1 Nov 2015 Page 23

V.1.1 Nov 2015 Page 24
Appendix 3
Appendix 3
Appendix 3
Appendix 3 –
–
–
Activity
Activity
Activity
Activity Timeline
Timeline
Timeline
Timeline
(if relevant)
(if relevant)
(if relevant)
(if relevant)
Resources
Resources
Resources
Resources Person
Person
Person
Person Policy
Policy
Policy
Policy

V.1.1 Nov 2015 Page 25
Activity
Activity
Activity
Activity Timeline
Timeline
Timeline
Timeline
(if relevant)
(if relevant)
(if relevant)
(if relevant)
Resources
Resources
Resources
Resources Person
Person
Person
Person Policy
Policy
Policy
Policy

V.1.1 Nov 2015 Page 26
Criteria Defining Acceptable Performance/ Student Self assessment
Outcomes
Student Assessment Criteria
I feel I can
demonstrate
this
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)?
I feel I can
demonstrate
this
Yes No
Adhere to file-naming policy: Author, report name (or abbreviated name),
date of submission?
Develop and communicate information about human resources strategies
and services to internal and external stakeholders?
● Deliver presentation to communicate implementation and SLA to
managers.
● Effectively and convincingly outline and make case for changes.
Develop and negotiate service level agreements between the human
resources team, service providers and client groups?
● Explain and seek agreement on SLA.
● Make appropriate amendments to SLA according to input or
feedback from managers.

V.1.1 Nov 2015 Page 27
I feel I can
demonstrate
this
Yes No
Document and communicate service specifications, performance standards
and timeframes?
● Complete SLA template, including description of:
○ how services are provided
○ service level targets
○ monitoring and reporting processes
○ dispute resolution processes
○ service specifications
○ performance standards
○ timeframes.
● 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.
Align the agreement to values, policies and legal obligations.
Identify and arrange training support if required?
● Discuss the need for training in presentation and options for
providing training to enable SLA to be effectively implemented
● Include options for training support in action plan for addressing
performance issues?
Agree and arrange monitoring of quality assurance processes?
● Include monitoring in performance management action plan.
● Include monitoring in SLA template.
● Develop and discuss monitoring strategies that:
○ focuses on building quality into the process
○ focuses on preventing problems
○ is monitored constantly
○ has clear accountabilities.
Ensure that services are delivered by appropriate providers according to
service level agreements and operational plans?
● Include and amend completed action plans as appropriate:
○ action plan for implementation of SLAs (from Assessment
Task 1)
○ action plan for rectification of underperformance.
Identify and rectify underperformance of human resources team or service
providers?
● Develop action plan to rectify underperformance for two of three
scenarios*

V.1.1 Nov 2015 Page 28
I feel I can
demonstrate
this
Yes No
services?
● Present and explain ROI and risk calculations developed for
Assessment Task 1?

V.1.1 Nov 2015 Page 29
Evaluate HR service delivery
Evaluate HR service delivery --
--
--
-- Student
Student
Student
Student
Instructions
Instructions
Instructions
Instructions
Submission details
Submission details
Submission details
Submission details
Candidate’s name
Candidate’s name
Candidate’s name
Phone no.
Phone no.
Phone no.
Assessor’s name
Assessor’s name
Assessor’s name
Phone no.
Phone no.
Phone no.
Assessment site
Assessment site
Assessment site
Assessment site
Assessment date/s
Assessment date/s
Assessment date/s
Time/s
Time/s
Time/s
details.
In this assessment task, you will demonstrate skills and knowledge required to collect
feedback on and evaluate human resources service delivery.
In response to a simulated business scenario and following on from work undertaken in
Assessment Tasks 1 and 2, you will seek feedback on human resources (HR) service
delivery and develop an evaluation report on performance.

V.1.1 Nov 2015 Page 30
Procedure
Procedure
Procedure
Procedure
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 adhere to 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.

V.1.1 Nov 2015 Page 31
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.
Include in your report:
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:
Note:
Note:
Note: Ensure your proposed changes are expressed in a business-like and
persuasive manner designed to seek approval for 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.
Specifications
Specifications
Specifications
Specifications
You must provide:
● amended action plan/s for monitoring of service delivery performance
● a survey on HR service delivery
● a 1–2 page report on service delivery performance, including proposed
recommendations for service improvement or variation
● action plan to support communication of and amended implementation of HR
service delivery.
Note:
Note:
Note:
Note: ensure deliverable adhere to recordkeeping policy.

V.1.1 Nov 2015 Page 32
to develop and evaluate human resources strategies to support them
range of contexts
● knowledge of performance and contract management.
-
-
-based learners
based learners
based learners
based learners
No changes required.

V.1.1 Nov 2015 Page 33
Appendix 1
Appendix 1
Appendix 1
Appendix 1 –
–
–
– Company balanced scorecard (HR
Company balanced scorecard (HR
related performance)
KRA
KRA
KRA
KRA Objective or target
Objective or target
Objective or target
Objective or target
Performance metric
Performance metric
Performance metric
Performance metric
or KPI
or KPI
or KPI
or KPI
Result
Result
Result
Result
Financial Costs of new HR
measures kept to
forecasts as
outlined in
Assessment Task 1
Cost of HR
measures
20% budget
overrun
5% growth in
revenue to
$20,000,000 gross
revenue
$ revenue $18,000,000 gross
revenue
90% managers
agree HR
contributes to
business financial
success
% agree 60% agree
Customer value Maintain market
share in sales and
service at around
15%
Market share 12% market share
10% Market share
in trucks
Market share 5% market share
90% managers
agree that HR helps
them to meet
customer needs
effectively
% agree 70% agree
People
development
100% rental staff
trained in sales
% rental staff
trained in sales
60% successfully
trained
25% managers
engaged in career
development
% managers
enrolled in internal
or external
programs
4% enrolled in
further training

V.1.1 Nov 2015 Page 34
KRA
KRA
KRA
KRA Objective or target
Objective or target
Objective or target
Objective or target
Performance metric
Performance metric
Performance metric
Performance metric
or KPI
or KPI
or KPI
or KPI
Result
Result
Result
Result
90% job
satisfaction rate
% satisfied with role
and career
prospects within
company
70% satisfaction
Process 100% of
performance
reviews conducted
in accordance with
policy
% completion 80% completion
rate
90% of
administrative HR
tasks completed on
time and in
accordance with
policy
% completion 75% completion
rate
90% managers
agree their own HR
officer is effective
and personally
helpful
% agree 80% agree

V.1.1 Nov 2015 Page 35

V.1.1 Nov 2015 Page 36
Appendix 2
Appendix 2
Appendix 2
Appendix 2 –
–
–
Activity
Activity
Activity
Activity Timeline
Timeline
Timeline
Timeline
Strategy/application
of policy
of policy
of policy
of policy
(if relevant)
(if relevant)
(if relevant)
(if relevant)
Resources
Resources
Resources
Resources Person
Person
Person
Person Policy
Policy
Policy
Policy

V.1.1 Nov 2015 Page 37
Activity
Activity
Activity
Activity Timeline
Timeline
Timeline
Timeline
of policy
of policy
of policy
of policy
(if relevant)
(if relevant)
(if relevant)
(if relevant)
Resources
Resources
Resources
Resources Person
Person
Person
Person Policy
Policy
Policy
Policy

V.1.1 Nov 2015 Page 38
Criteria Defining Acceptable performance/ Student Checklist
I feel I can
I feel I can
I feel I can
I feel I can
demonstrate
demonstrate
demonstrate
demonstrate
this
this
this
this
Yes
Yes
Yes
Yes No
No
No
No
Submit amended action plan/s for monitoring of service delivery
performance?
Submit survey on HR service delivery?
Submit 1–2 page 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?
I feel I can
I feel I can
I feel I can
I feel I can
demonstrate
demonstrate
demonstrate
demonstrate
this
this
this
this
Yes
Yes
Yes
Yes No
No
No
No
Adhere to file-naming policy: Author, report name (or abbreviated
name), date of submission?
Identify and rectify underperformance of human resources team or
service providers?
● Develop satisfaction survey to capture performance data against
SLA and business needs:
○ financial performance
○ customer value
○ people development
○ operational process efficiency
○ organisational values, policies and legal obligations.

V.1.1 Nov 2015 Page 39
I feel I can
I feel I can
I feel I can
I feel I can
demonstrate
demonstrate
demonstrate
demonstrate
this
this
this
this
Yes
Yes
Yes
Yes No
No
No
No
services?
● Make any required adjustments to ROI or risk assessment based on
recommendations.
Survey clients to determine level of satisfaction with respect to service
delivery?
Capture ongoing client feedback for the review processes?
● Develop revised action plans to include surveys and scorecard
performance information.
Analyse feedback and surveys and recommend changes to service
delivery?
● Develop evaluation report based on client surveys and performance
data provided.
● Develop recommendations for change to services:
Obtain approvals to variations in service delivery from appropriate
managers?
● Ensure proposed changes are expressed in a business-like and
persuasive manner designed to seek approval for and gain support
from the operations manager.
Support agreed change processes across the organization?
● Develop action plan for implementation of proposed changes
including:
○ resources
○ strategies and approaches, including communication
strategies
○ monitoring.

V.1.1 Nov 2015 Page 40
I feel I can
I feel I can
I feel I can
I feel I can
demonstrate
demonstrate
demonstrate
demonstrate
this
this
this
this
Yes
Yes
Yes
Yes No
No
No
No
Ensure that the code of conduct is observed across the organization
and that its expectations are incorporated in human resources policies
and practices?
● Survey captures information on performance with respect to
organizational values, policies and legal obligations.
● Report on code of conduct adherence: appears to be embedded in
company culture.

V.1.1 Nov 2015 Page 41
Assessment 4
Assessment 4
Assessment 4
Assessment 4 –
–
–
– Student Instructions
Student Instructions
Student Instructions
Student Instructions --
--
--
-- Integrate business ethics in HR practices
Integrate business ethics in HR practices
Submission details
Submission details
Submission details
Submission details
Candidate’s name
Candidate’s name
Candidate’s name
Phone no.
Phone no.
Phone no.
Assessor’s name
Assessor’s name
Assessor’s name
Phone no.
Phone no.
Phone no.
Assessment site
Assessment site
Assessment site
Assessment site
Assessment date/s
Assessment date/s
Assessment date/s
Time/s
Time/s
Time/s
Submit this document with any required evidence attached. See specifications below for details.
Performance
Performance
Performance
objective
objective
objective
In this assessment task, you will demonstrate the skills and knowledge required to manage the
integration of business ethics in human resources practices.
You will reflect on simulated business scenarios and answer a series of questions applying
analytical skills and knowledge of HR management. You will submit written answers to your
assessor by the deadline agreed with your assessor.
Procedure
Procedure
Procedure
Procedure
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 to the specifications outlined below. Ensure you keep
copies for your records.
Specifications
Specifications
Specifications
Specifications
You must provide:
● written answers to scenario-based questions

V.1.1 Nov 2015 Page 42
● associated documents if required, for example:
○ action plans (Q6b)
○ amended policies (Q6e).
● analytical and problem-solving skills to review business and operational plans and to
develop and evaluate human resources strategies to support them
● learning skills to see that performance is managed and skills are developed in a range of
contexts
○ support HR functions, including data collection and managing information according
to legislation and organisational policies
-
-
-based learners
based learners
based learners
based learners
No changes required.

V.1.1 Nov 2015 Page 43
Appendix 1
Appendix 1
Appendix 1
Appendix 1 –
–
–
– Scenario
Scenario
Scenario
Scenario-
-
-
-based questions
based questions
based questions
based questions –
–
–
– Business ethics
Business ethics
Business ethics
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:
Note:
Note:
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:
Note:
Note:
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?

V.1.1 Nov 2015 Page 44
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 uses digital technologies and systems safely, legally and ethically when
gathering, storing and accessing information?
Criteria Defining Acceptable Performance/ Student Self Assessment Checklist
Outcomes
Outcomes
Outcomes
Outcomes
I feel I can
I feel I can
I feel I can
I feel I can
demonstrate
demonstrate
demonstrate
demonstrate
this
this
this
this
Yes
Yes
Yes
Yes No
No
No
No
Submit answers to scenario-based questions?
Submit associated documents (if required or chosen)?
For example:
● action plans (Q6b)
● amended policies (Q6e).

V.1.1 Nov 2015 Page 45
I feel I can
I feel I can
I feel I can
I feel I can
demonstrate
demonstrate
demonstrate
demonstrate
this
this
this
this
Yes
Yes
Yes
Yes No
No
No
No
Demonstrate knowledge evidence?
See guidance/sample answers below:
• 1, 2, 3, 4, 5
• 6a
Ensure that personal behaviour is consistently ethical and reflects
values of the organisation?
● 6h
Ensure that the code of conduct is observed across the organisation
and that its expectations are incorporated in human resources policies
and practices?
● 6b, 6c, 6d, 6f
● 7a, 7b, 7c, 7d
Observe confidentiality requirements in dealing with all human
resources information?
● 6h, 8e
Deal with unethical behaviour promptly?
● 7a, 8b
Ensure that all persons responsible for the human resources functions
are clear about ethical expectations of their behaviour?
● 7d, 8a, 8c, 8d

V.1.1 Nov 2015 Page 46
I feel I can
I feel I can
I feel I can
I feel I can
demonstrate
demonstrate
demonstrate
demonstrate
this
this
this
this
Yes
Yes
Yes
Yes No
No
No
No
Demonstrate use of digital technologies and systems safely, legally and
ethically when gathering, storing and accessing information?
• 9

V.1.1 Nov 2015 Page 47
Assessment
Assessment
Assessment
Assessment mapping summary
mapping summary
mapping summary
mapping summary
Assessment Task
Assessment Task
Assessment Task
Assessment Task Description
Description
Description
Description
Assessment
Assessment
Assessment
Assessment
number
number
number
number
Assessment
Assessment
Assessment
Assessment
method/s
method/s
method/s
method/s
Elements/
Elements/
Elements/
Elements/
PCs*
PCs*
PCs*
PCs*
Performance
Performance
Performance
Performance
evidence**
evidence**
evidence**
evidence**
Knowledge
Knowledge
Knowledge
Knowledge
evidence***
evidence***
evidence***
evidence***
Develop HR delivery
strategies
In response to a simulated business scenario, the
candidate will identify human resources needs through a
review of documentation, and the external business
environment and role-play consultation with line and
senior managers. The candidate will develop options for
delivery of HR services (later to be formalised in a
service level agreement) and present these in a short
report. The candidate will then develop an action plan
for the delivery of HR services that includes roles and
responsibilities for implementing proposed service level
agreements.
1 Role-plays
Report
Portfolio of work
(action plan)
1.1–1.7,
2.1–2.6,
2.8
1, 2, 4
Deliver HR services In response to a simulated business scenario and
following on from work undertaken in Assessment Task
1, the candidate will communicate information on HR
strategies, SLA, performance standards and potential
ROI. The candidate will also identify and manage
underperformance through development of a
coaching/performance management action plan.
2 Role-play/
Presentation and
observation
Portfolio of work
(SLA) (coaching/
performance
management plan)
2.1–2.8 1, 2, 3

V.1.1 Nov 2015 Page 48
Assessment Task
Assessment Task
Assessment Task
Assessment Task Description
Description
Description
Description
Assessment
Assessment
Assessment
Assessment
number
number
number
number
Assessment
Assessment
Assessment
Assessment
method/s
method/s
method/s
method/s
Elements/
Elements/
Elements/
Elements/
PCs*
PCs*
PCs*
PCs*
Performance
Performance
Performance
Performance
evidence**
evidence**
evidence**
evidence**
Knowledge
Knowledge
Knowledge
Knowledge
evidence***
evidence***
evidence***
evidence***
Evaluate HR service
delivery
In response to a simulated business scenario and
following on from work undertaken in assessment tasks
1 and 2, the candidate will seek feedback on HR service
delivery and develop an evaluation report on
performance.
3 Report
Portfolio of work
(client survey)
2.7, 2.8,
3.1–3.6,
4.2
1, 2
Integrate business
ethics in HR
practices
The candidate will reflect on simulated business
scenarios and answer a series of questions.
4 Written exam/ test 4.1, 4.2,
4.3, 4.4,
4.5
1, 2, 3,
4, 5
* Elements and Performance Criteria are numbered using the Unit of Competency numbering system.
** Obtain number from previous table ‘Performance Evidence’
*** Obtain number from previous table ‘Knowledge Evidence’

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