Assessment 1
Develop HR delivery strategies
5.a.
Human Resources requirements of JKL
JKL industries is an Australian based company which retails forklifts, small trucks and spare parts to industry and also emphasize on their operational plans that is expand their existing branches, withdraw from the rental division and continue their selling and services for forklifts. It believes in promoting and developing the potential of its customers to allow the company to become the dominant suppliers of range of forklifts i.e. Small, medium and large trucks in Australia.
Analysis of business documentation
To analysis the business it is necessary to consult with sales and service manager to determine the needs of the team and department they manage. When employees come to work for the company it the responsibility of the company and managers to provide safe and sound workplace and comply with relevant laws of the country to keep records up-to-date and also to pay benefits and salaries to industrial standard.
It is highly recommended that the proper selection and recruitment process for the new and existing employees of the company to ensure proper training and keep up-to-date with all ins and outs of the company and any new installations in the company. Analysation of underlying problem is must to figure out the conflicts among the employees and departments of JKL is an important. There are several conflicts discussed in 4 different cases of JKL industries. So, the company is required to analyse those conflicts and solve it by identifying the needs of human resource services to meet all the strategy and goals of the company.
Consultation with internal stakeholders
JKL Industries intends to employ from within the company and up-skill or reskill exiting staff presently working in rentals who wish to remain with the company. Different communication methods were used by JKL industries to consult with internal stakeholder.
Function Lunch meeting:
This way of communication is used by top level management member as for a monthly meeting in order to take counsel in major issues. This type of communication is good way of relationship building and getting key stakeholders together but it may cost higher. However, the intention of this meeting is not only to give out information but also to prepare the management for answering questions and handle any obstacles.
Online Newsletters:
It is fast and easy dispatch of news to staff and the receipts can easily forward to others who might be interesting. It should be used for all staff member within organization where online newsletters will be sent out to different branches. Staffs who wish to remain with the company will have an option to apply for new position. They will be train and reskill for the new job.
Company website:
This way of communication aims to publish all organization’s news and updated information for our customers. The company website shall publish the news about the restructure so that the public will be informed about the changes. it is a great information resource, excellent for breaking news and announcements with 24/7 accessible to everyone.
External business environment
JKL have certain strategies to hire consultant to ensure compliance with the requirement of the laws and regulation relating to human resource including different government regulations, economic condition, technological advancement and workforce demographics.
5.b.
The two options to meet human resources needs are:
Labour market shortage:
Nowadays it is very hard to find the skilled human manpower who can operate the advance equipment’s and cope with the changes and it is one of the biggest challenge for the human resources to select the right person for the job as there is continuous enhancement of technology.
Uncertainty in environmental regulatory environment:
When the government is unstable and changing its policies often, its very tricky and uncertain for HR to predict the changes in the regulation and make a strategy according to it.
c.
Return Of Investment(ROI)
ROI=(gain-cost)/cost*100%
(800000-600000)/600000
=33.33% with risk of 10%
(1000000-800000)/800000
=25% with risk of 20%
(300000-500000)/500000
=500% with risk of 30%
(1500000-100000)/100000
=1400% with risk of 10%
(1000000-100000)/100000
=1000% with risk of 10%
(500000-150000)/150000
=233% with risk of 20%
Therefore, d) & e) with the highest ROI and low risk of 10% would be the best option.
Option a) & b) has lowest cost and low ROI
Option c) has the medium ROI but the risk is moderate.
6. Action Plan to communicate and implement recommendations over next four weeks.
Activity |
Timeline |
Strategy/application of policy |
Resources |
Person |
Policy |
Problem solution |
1 week |
Arrange mandatory meetings |
given cases |
Manager and Staff |
|
Review legislation, policy and procedure |
1 week |
Strict rules and regulations |
Companies policies and procedures. |
Human Resource manager |
Anti-discrimination Act |
Evaluate the performance |
1 week |
Collect feedback from the client and staff |
Feedback/evaluation forms |
Human resource Manager and staff |
|
Hierarchical restructuring |
1 week |
Horizontal and vertical restructure |
Mode of communication |
HR manager and outsourced organisation |
|
outsourcing |
1 week |
Importing external manpower and subcontracting the company |
External manpower |
HR manager |
Outsourcing policies |
Assessment 2
SERVICE LEVEL AGREEMENT(SLA)
Purpose:
The purpose of the SLA is to establish a cooperative partnership between JKL industries/HR strategy and its customers. This SLA will:
define mutual requirements and expectations for critical processes and overall performance
Vision:
HR strategy will provide a shared business environment for the JKL industries. The business environment will continuously enhance service, compliance and productivity to its customers and core business practices. The primary goals for the service centre include: integrate people, processes, and technology to provide a balances satisfaction to all customers.
Service performance
Mission:
To provide the services to meet or exceed the service level performance measure for each level performance criterion.
Scope:
The supplier acknowledges and agrees that any service credit is a price adjustment reflecting the value of any lost service caused by failure to meet a service level. Supplier and customer, both parties agree that the service credits are reasonable method of price adjustment to reflect poor performance.
Hours of operation:
In support of service outlines in the service Level Agreement, the service provider will respond to service related incidents and requests submitted by the customer within time frame such as:
Performance expectations
Service expectation:
Meeting response times associated with service related incidents. Appropriate notification to customer for all scheduled maintenance.
Service process/Area |
Expectation |
Performance Metric |
Performance monitoring schedule |
Supplier and customers |
communication |
Key Indicator |
|
Performance measure |
Documentation for changes in services |
Service level performance measure |
Service credit for each service period |
Service level threshold |
quarterly |
||
Incentives and rewards |
Higher level performance. Satisfactory feedback. |
Feedback and response from client |
quarterly |
Working assumptions:
The assumption is any changes in the services are communicated and the service is provided according to the agreement between two parties.
Service constraints:
The assumed services or facilities are not covered by SLA.
Service Level Agreement maintenance:
Effective support of in-scope services is a result of maintaining consistent service levels.
Terms of agreement:
The Agreement remains valid until superseded by the revised agreement mutually endorsed by the stakeholders. The agreement outlines the parameters of all JKL industries’ services covered as they are mutually understood by the primary stakeholders.
Periodic quality reviews:
The agreement is valid for certain date. The agreement should be reviewed at a minimum of (specified time) per fiscal year; however, in lieu of a review during any period specified, the current Agreement will remain in effect.
Issue resolution:
Meeting with both parties, raising the issues and resolving it in mutual understanding ad good communication.
Signature to agreement:
Both parties sign in the agreement accepting the terms and conditions of the agreement and agreeing to follow the rules and regulations.
Provider: JKL Industries
Client/s: Stakeholders
Action plan for delivery of SLA and to address the underperformance of JKL team.
Activity |
timeline |
Strategy/application of policy |
resources |
Person |
policy |
Case2-Proper instruction of the duties |
At Commencement |
Provide the copy of job description and benefits. |
Contract paper with job description and benefits |
Manager/ supervisor |
Fair work Act |
Case2-Held timely meeting |
monthly |
Discuss the problems and confusions face to face |
Feedback, communication |
Manager and staff |
Anti-discriminatory Act. |
Case2 Performance appraisal |
Six month |
Performance versus incentives |
Feedback, comment and complaints |
Manager and supervisor |
|
Case3- review of managers performance by senior management |
yearly |
Supervise the performance and act of management level |
Feedback form, meetings |
CEO, Management Team |
Honest/respectful |
Assesment 3
Executive summary
The objective of this Review is to improve service delivery and performance management in the JKL company. The Service Delivery and Performance Management Review was conducted from 10 June to 30 September 2018. An extensive consultation process was undertaken including internal and external stakeholders consulted and various responses received to a management level staff survey.
The JKL has made significant advances for past five years in forklift and trucks sales and there are a number of areas of positive performance where the organisation is demonstrating best practice. This includes work within a number of specialist areas such as rental market which focus on analysing and the investigating in current organisational structure. The Operational Performance Review initiative, which places an emphasis on the analysis of crime trends and local problems provides the focus to establish operational and organisational priorities for improved performance has also received favourable comment from both within and external to the JKL.
The operational policing role is complex and subject to continuing pressures from government, the community and other stakeholders. While the performance of the JKL in this area has improved significantly it is once again confronted by many of the same issues. There continue to be increasing demands for service created by changes to legislation and policy, the JKL taking on roles for other government agencies and increasing community expectations. The Review found that to date the JKL has taken on these additional demands resulting in resources being stretched to the limit and recruit employee from within the company and upskill existing employees in rentals. While the preferred approach for police in terms of service delivery is an effective mix between reactive policing, prevention and targeted problem oriented policing, in some high workload areas there is currently little opportunity to provide more than a reactive response. The current approach of increasing police resources to manage both population growth and these additional responsibilities is not sustainable.
As there are many services option which are available to choose for HR mangers, service level agreement is best way to be in a superior position because everything terms are mentioned in SLA and ought to get compensation if there is conflict by parties
It is anticipated that with successful progression of initiatives already underway within the JKL and the implementation of the Review’s recommended improvements in the next few years, the organisation will be better positioned to improve its service delivery, reach an embedded level of maturity for most elements of performance management and become an organisation that combines good policing, good governance and good business practice.
Develop the survey on HR service delivery:.
Client /Employee
1. What is your gender?
2. What is your ethnicity?
3. How many years have you been in work force?
4. Which of the following general categories best describes your work?
Line managers / senior management
5. I have good access to HR employees for advice and assistance.
6. When I contact my HR department, I usually receive help:
7. Have you found that getting HR information is more difficult than you believe it should be because of a lack of sufficient skill in the HR staff?
8. Have you found that getting HR information is more difficult that you believe it should be because of a lack of sufficient staff resources in the HR department?
9. Have you had any problems finding or obtaining access to the right person in the HR department to get the information or service you need?
10. Do you believe the HR department made sincere attempts to solve your problems or answer your questions?
Assessment 4
1. what are two pieces of legislation that may apply to managing human resource?
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.a) requirement of the organisation’s code of conduct?
6.b) How would you communicate the code of conduct?
6.c) Who would you consult and why?
6.d) How would you monitor employee adherence to the code of conduct?
6.e) How would you incorporate the code of conduct into HR policies and practices?
6.f) How would you incorporate the code of conduct into service level agreement?
6.g) How can the effective implementation by HR of a code of conduct contribute to business and operational success?
6.h) How would you personally ensure that you adhered to (and were seen to adhere to) the organisation’s code of conduct?
7.a) what action would you take as the human resource manager?
7.b) What could be the consequences of failing to act promptly and appropriately?
7.c) What could be the business impact of failing to act promptly and appropriately?
7.d) How can you ensure all human resources staff are clear about ethical expectations and behaviours?
8.a). Anti-Discrimination Act 1975
8. b) Verbal discussion and Legal action.
8.c) The code of conduct and the organisations policies and procedure while doing contract with the company at the time of employment where it is mentioned about all the laws and regulations.
8.d) Conduct mandatory meeting to discuss about what is not acceptable and what is expected to follow from the employees and provide the copy of all regulations and code of conducts.
8.e) Arrange a meeting with the management level, discuss the issue and and make it confidential without letting people to know about the matter who were not involved in the act.
9. This comes under Recordkeeping procedures, file management and filenames. While using the computer to store data and important data of the company ensure you have saved it remaining under the confidentiality act and policies and procedures of the company.
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