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BSBHRM602 Manage Human Resources Strategic Planning

This unit describes the skills and knowledge required to develop, implement and maintain a strategic approach to managing human resources in an organisation ensuring that the organisation has the structure and staff to meet current and foreseeable business and performance objectives

It applies to individuals employed as human resource managers after a firm grounding has been established in a range of human resource activities.

Elements

Performance Criteria

1. Research planning requirements

1.1 Analyse strategic plans to determine human resource strategic direction, objectives and targets

1.2 Undertake additional environmental analysis to identify emerging practices and trends that may impact on human resource management in the organisation

1.3 Identify future labour needs, skill requirements and options for sourcing labour supply

1.4 Consider new technology and its impact on job roles and job design

1.5 Review recent and potential changes to industrial and legal requirements

2. Develop human resource strategic plan

2.1 Consult relevant managers about their human resource preferences

2.2 Agree on human resource philosophies, values and policies with relevant managers

2.3 Develop strategic objectives and targets for human resource services

2.4 Examine options for the provision of human resource services and analyse costs and benefits

2.5 Identify appropriate technology and systems to support agreed human resource programs and practices

2.6 Write a strategic human resource plan and obtain senior management support for the plan

2.7 Develop risk management plans to support the strategic human resource plan

3. Implement human resource strategic plan

3.1 Work with others to see that the plan is implemented

3.2 Monitor and review the plan

3.3 Adapt plan should circumstances change

Performance Evidence

Evidence of the ability to:

analyse information from a range of internal and external sources to determine:

o human resource strategic direction, objectives and targets

o trends and emerging practices that may have an impact on human resource management

o relevant technology

o recent and potential changes to industrial and legal requirements

o future labour needs and skills requirements

o options for sourcing labour

o organisation’s preferences regarding human resources

consult and communicate effectively with relevant stakeholders to develop, implement, monitor and review a strategic human resource plan including:

o budget

o priorities

o agreed objectives, targets, programs and practices based on cost-benefit analysis

o timeframes

o risk management

o evaluation against objectives.

Knowledge Evidence

describe human resource practices and functions

explain the relevant legislative, regulatory and industrial requirements for the business

outline common options for sourcing labour including:

o recruitment options

o casual labour

o new graduates or trainees

o off shore workers

o outsourcing

o contractors

o consultants

explain the impact of technology on job roles

outline labour market options for sourcing labour supply

describe the requirements of a strategic plan

Foundation skills

Reading

Organises, evaluates and applies content from a range of structurally complex texts relating to human resource strategic planning

Writing

Communicates complex ideas relating to strategic objectives, matching style of writing to purpose and audience

Oral Communication

Establishes and maintains complex and effective spoken communications in a broad range of contexts with relevant managers to determine resources preferences, philosophies and values

Numeracy

Selects and interprets mathematical information that may be embedded in a range of tasks and texts to analyse costs and benefits as well as dealing with budgets and risk management plans

Navigate the world of work

Ensures knowledge of legislative requirements and products is kept up to date in order to provide accurate information

Develops and implements strategies that ensure organisational policies, procedures and regulatory requirements are being met

Interact with others

Selects and uses appropriate conventions and protocols when communicating with managers at various levels

Participates in conversations relevant to role responding, explaining, negotiating and persuading as required

Get the work done

Sequences and schedules complex activities, monitors implementation and manages relevant communication when developing the strategic plan

Makes a range of critical and non-critical decisions in relatively complex situations, analysing data and taking a range of factors into account when researching planning requirements and developing the plan

Gathers and analyses data and seeks feedback to improve plans and processes

Uses digital technologies to manage business operations and actively investigates new technologies for strategic and operational purposes

Assessment Information:

To be deemed competent for this unit of competency, you are required to satisfactorily complete the following assessments:

  • Assessment 1: Written Questions
  • Assessment 2: Report
  • Assessment 3: Demonstration

Assessment Instructions

Your assessment will be required to be typed in Arial font size 12 only. You will provide your completed assessment for all of questions in one document and MUST be uploaded into MOODLE (No other method of submission will be accepted).

You are required to professionally format your document including spell-check and indicating each Task answer [e.g. Task 1 (a.) then the answer, Task 1 (b.) then the answer etc.] according to this Assignment requirement. You may lose marks if you have not spell-checked your document (as this is a professional formatting requirement, a business skill).

This assessment can be completed in one of several ways. Assessment candidates may identify unit requirement within their own work environment or organisation, or with reference to a scenario provided by the trainer/assessor.

Be sure to properly reference your sources of information using the Harvard referencing system. For more information go to:-

  • Student Handbook - latest version
  • Ask your Trainer/Assessor to provide you with this information

In order to determine if you are addressing this assignment adequately in terms of competency/comprehension (prior to due date) a draft copy of your assessment should be discussed during class time in consultation with your Trainer/Assessor. For this feedback/ support from your Trainer/Assessor, you will need to bring to class your “draft copy” with any evidence of the research you have conducted to produce the assessment.

If, as a student you feel you have special needs that require your Trainer/Assessor to apply a reasonable adjustment – please discuss this with your Trainer/Assessor at the beginning of the subject studies.

Your Assignment must:

  1. Be of a professional standard (spelling, grammar, punctuation)
  2. Size 12, Arial Font
  3. 1.5 Spacing
  4. All pages must have a Header/Footer with the following details:
    • Name
    • Student ID
    • The course & unit of competency
    • Date
    • Page numbering
  5. Title page
  6. Index page
  7. Body of work
  8. Referencing

How to upload your answered assessment into MOODLE

To upload your assignment into Moodle, follow these steps.

  1. Log-in to Moodle and access the subject that you will be submitting the assignment in.
  2. Locate the assessment you will be uploading into by scrolling down to the week that the assessment is due in and then click on the assessment submission link.
  3. Click on the name of the assignment.
  4. Click the Browse button.
  5. Select the file and click Open.
  6. Click the Upload this file button.
  7. If you have more than one file, repeat the process (steps 4-6) to attach additional files up to the assignment's limit.
  8. Once happy with your submission click the Send for marking button. The files are locked and the student can no longer delete, or upload more, files.

Note: The date and time of the submission is recorded when the files are sent for marking, not when they are first uploaded.

 

Assessment 1: written questions

Question 1: Describe human resource practices and functions:

  1. Recruitment and selection

Recruitment is the process of finding suitable job applicants using advertisements, employment agencies and word of mouth. When an organisation decides to recruit staff, it may choose internal or external recruitment methods.

Employee selection may be described as a screening or sifting process. It involves gathering information about each applicant for a position, and then using that information to choose the most appropriate applicant. Interviews, tests, physical examinations, and referee and reference checks are all part of this process. In selecting staff, the idea is to choose the most ‘appropriate’ person with the qualifications that best match the position, rather than the applicant with the ‘most’ qualifications.

  1. Training and Development

Training and development are aimed at improving employees’ skills and abilities — they are necessary for both personal and organisational growth. New employees may need some training and development, depending on their level of experience. Existing employees also need training and development to continually upgrade their skills. Training is teaching staff to perform their job more productively. Development is the process of preparing employees to take on more responsibilities in the future through acquiring better knowledge and skills and gaining more experience in a particular area. Developing staff often involves training. It is interesting to note that many employees expect their organisation to provide them with opportunities to grow and learn and ultimately improve their employability.

  1. Compensation

Compensation refers to the financial payment an employee receives in return for working for an employer. These payments can be made in the form of a wage or a salary. Remuneration is one factor in retaining productive and efficient employees who are loyal and display a high degree of commitment to their work. Paying employees appropriately is important because it affects productivity by increasing employee motivation, and lowering rates of absenteeism and staff turnover.

  1. Job analysis and design

Job analysis is the next step in determining an organisation’s human resource needs. There is no sense in hiring people unless the organisation is clear about what it is hiring them to do. In other words, the organisation must determine the exact nature of a job before it can recruit the right person to do it. Job analysis is a systematic study of each employee’s duties, tasks and work environment.

Whereas job analysis concentrates on the work required for a job to be completed, job design details the number, kind and variety of tasks that individual employees perform in their jobs. Good job design takes into consideration the satisfaction of the employee’s needs.

  1. Performance management

Performance  management aims to improve both organisational and individual employee performance by relating the organisation’s performance objectives to the employee’s performance objectives. For example, if a food company wishes to increase market share, it might develop a new and exciting range of ‘heat and eat’ meals. The advertising manager would then have the task of promoting these new products, and his or her objective might be to create an advertising campaign that increases sales by 10 per cent in the first year. In addition, sales representatives would have a performance objective of selling 10 per cent more product than the previous year.

  1. Staff retention and succession planning

Every employee needs to be challenged and see opportunities for growth. Preparing for vacancies at the middle and lower levels of your business, including positions like sales, administrative, technical and production can help your entire company stay committed and future-minded. To make this part of your succession plan most effective, you must actively monitor and develop your employees’ talents and skills. Depending on the size of your company, this can quickly become a large undertaking. But with the right succession planning processes and tools, you’ll find it much easier to motivate and promote from within.

Question 2: Explain the following legislative, regulatory and industrial requirements for the business:

  1. Work health and safety Act 2011

Work Health and Safety regulation 2011(WHS) is under the Work Health and safety Act 2011 and the Work Health and Safety (Transitional and Consequential Provisions) Act 2011.

This Regulation (subject to subclause (2)) commences on 1 January 2012 and is required to be published on the NSW legislation website.

WHS provides a framework to protect the health, safety and welfare of all workers at work. It also protects the health and safety of all other people who might be affected by the work.

  1. Privacy Act 1998

The Privacy Act 1988 (Privacy Act) is an Australian law which regulates the handling of personal information about individuals.

Personal information is information or an opinion about an identified individual, or an individual who is reasonably identifiable.

The Privacy Act includes thirteen Australian Privacy Principles (APPs). The APPs set out standards, rights and obligations for the handling, holding, use, accessing and correction of personal information (including sensitive information).

The Privacy Act includes thirteen Australian Privacy Principles (APPs), which apply to some private sector organisations, as well as most Australian and Norfolk Island Government agencies. These are collectively referred to as ‘APP entities’. The Privacy Act also regulates the privacy component of the consumer credit reporting system, tax file numbers, and health and medical research.

  1. Fair Work Act 2009

The Fair Work Act 2009 and the Fair Work Regulations 2009 are the main legislations which monitors the employee / employer relationship in Australia. They provide a safety net of minimum entitlements enables flexible working arrangements and fairness at work and prevents discrimination against employees.

The rules and obligations for employees and employers which are outlined within the Fair Work Act 2009 are known as the national workplace relations system. The purpose of this system is to provide a balanced framework for productive workplace relations which promotes national economic prosperity and social inclusion for all Australians which essentially means that it is in place for the good of all and does not come with any subjective or biased perspectives.

Question 3: Outline following options for sourcing labour:

  1. Recruitment options

Recruitment is the process of attracting, selecting and appointing suitable candidates for jobs within an organization. It normally takes some times and some costs for a business to do recruitment and it is difficult to find the right person. So they decide to use many options of recruitment as followings;

  • Internet /Social media and Paper: Most businesses are advertising their jobs on the internet/Social media or in the paper-Newspaper, magazines-to get the candidates.
  • Agencies: The main advantage of using an agency comes from consultants specialising in one field, giving them expert knowledge when it comes to your position.

Recruitments options can be permanent or fixed-term employees(full-time- employees, or part-time employees).

  1. Casual labour

A casual employee is engaged and paid on an hourly basis. The rate includes a loading to compensate for the casual nature of the appointment and all forms of leave. A casual employee has no guaranteed hours of work and usually works irregular hours (but can work regular hours). This employee doesn't get paid sick or annual leave and can be ended employment without notice, unless notice is required by a registered agreement, award or employment contract.

  1. New graduates or trainees

New graduates or trainees are a training contract between an employer and an employee, in which the employer provides training and the apprentice learns the occupation or trade. At the end of the training the apprentice gains a nationally recognised qualification.

  1. Off shore workers

Off shore workers are the employees which the company hired people from others country. This workers can be hired through an agency or international institutes.

  1. Outsourcing

Outsourcing is the process of hiring another individual or company, either domestically or internationally, to handle business activities for an organization.

  1. Contractors/ Consultants

Contractors/ Consultants are basically the expert or experienced professionals in a specific field and has a wide knowledge of the subject matter.

Question 4: Explain the impact of technology on job roles.

Technology has changed the business world many times over. In the Information Age, the advent of computers and the Internet has increased that impact significantly. Many businesses cannot even function without the use of computer technology. This impact is seen in nearly all areas of business, including human resources, where technology continues to have a significant impact on HR practices.

Question 5: Outline labour market options for sourcing labour supply.

  1. Recruitment options

Recruitment is the process of attracting, selecting and appointing suitable candidates for jobs within an organization. It normally takes some times and some costs for a business to do recruitment and it is difficult to find the right person. So they decide to use many options of recruitment as followings;

  • Internet /Social media and Paper: Most businesses are advertising their jobs on the internet/Social media or in the paper-Newspaper, magazines-to get the candidates.
  • Agencies: The main advantage of using an agency comes from consultants specialising in one field, giving them expert knowledge when it comes to your position.

Recruitments options can be permanent or fixed-term employees(full-time- employees, or part-time employees).

  1. Casual labour

A casual employee is engaged and paid on an hourly basis. The rate includes a loading to compensate for the casual nature of the appointment and all forms of leave. A casual employee has no guaranteed hours of work and usually works irregular hours (but can work regular hours). This employee doesn't get paid sick or annual leave and can be ended employment without notice, unless notice is required by a registered agreement, award or employment contract.

  1. New graduates or trainees

New graduates or trainees are a training contract between an employer and an employee, in which the employer provides training and the apprentice learns the occupation or trade. At the end of the training the apprentice gains a nationally recognised qualification.

  1. Off shore workers

Off shore workers are the employees which the company hired people from others country to work for them with less cost. They can finish the work task without coming to the company. This workers can be hired through an agency or international institutes.

  1. Outsourcing

Outsourcing is the process of hiring another individual or company, either domestically or internationally, to handle business activities for an organization.

  1. Contractors/ Consultants

Contractors/ Consultants are basically the expert or experienced professionals in a specific field and have a wide knowledge of the subject matter. The advantage of this group of employees is short period of time required.

Question 6: Describe the requirements of a human resources strategic plan.

Strategic HR planning is an important component of strategic HR management. It links HR management directly to the strategic plan of your organization. Most mid- to large sized organizations have a strategic plan that guides them in successfully meeting their missions. Organizations routinely complete financial plans to ensure they achieve organizational goals and while workforce plans are not as common, they are just as important.

The requirements of human resources strategic plan need to answer the following questions;

  • How many staff will be required to achieve the strategic goals of the organization?
  • What jobs will need to be filled?
  • What skill sets will people need?

To determine external impacts, you may want to consider some of the following factors:

  • How does the current economy affect our work and our ability to attract new employees?
  • How do current technological or cultural shifts impact the way we work and the skilled labour we require?
  • What changes are occurring in the Canadian labour market?
  • How is our community changing or expected to change in the near future?

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