BSBHRM501 Manage Human Resource Services Assessment 2 Practical Project

This document contains practical project assessment on BSBHRM501 Manage Human Resource Services. It includes four project tasks - developing HR delivery strategies, delivering human resource services, evaluating human resource service delivery and integrating business ethics in HR practice. The document also includes appendices with scenarios, case studies, templates and answer sheets. The subject is Human Resource Management and the course code is BSBHRM501. The college/university is LET Training and Consultation Services Pty Ltd.

BSBHRM501
Manage Human Resource
Services
Assessment 2 – Practical Project

LET Training and Consultation Services
RTO: LET Training and Consultation Services Pty Ltd
Document: BSBHRM501 Assessment 2 Version: 1.0
Date Effective: 01/05/2016 Review Date: 01/05/2017
Table of Contents
Learner Instructions............................................................................................................................ 3
Learner Details..................................................................................................................................... 4
Assessment – BSBHRM501 Manage Human Resource Services.................................................4
Project Task 1: Develop HR delivery strategies................................................................................5
Performance objective....................................................................................................................... 5
Assessment description..................................................................................................................... 5
How to complete this task.................................................................................................................. 5
Submission Checklist and Specifications........................................................................................... 6
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Appendix 1: Scenario: JKL Industries................................................................................................ 7
Appendix 2: JKL Industry’s industrial relations history.......................................................................9
Appendix 3: Task 1 – Answer Sheet of HR Needs Report................................................................11
Appendix 4: Action Plan Template...................................................................................................12
Project Task 2: Deliver Human Resource Services........................................................................13
Performance objective..................................................................................................................... 13
Assessment description................................................................................................................... 13
How to complete this task................................................................................................................ 13
Submission Checklist and Specifications.........................................................................................14
Appendix 5: Performance Issues (Case Studies)............................................................................16
Appendix 6: Service Level Agreement Template..............................................................................17
Project Task 3: Evaluate Human Resource Service Delivery.........................................................19
Assessment description................................................................................................................... 19
How to complete this task................................................................................................................ 19
Submission Checklist and Specifications.........................................................................................20
Appendix 7: Company balanced scorecard (HR related performance)............................................22
Project Task 4: Integrate Business Ethics in HR Practice..............................................................23
Performance objective..................................................................................................................... 23
Assessment description................................................................................................................... 23
How to complete this task................................................................................................................ 23
Submission Checklist and Specifications.........................................................................................23
Appendix 8: Scenario-based questions – Business Ethics..............................................................24
Practical Project Assessment Summary.........................................................................................28
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Appendix 1: Scenario: JKL Industries
JKL Overview
JKL Industries is an Australian owned company, selling forklifts, small trucks and spare parts to
industry. They also have a division which leases forklifts and small trucks.
The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth,
Adelaide and Canberra.
Change
After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales
rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide
JKL with an advantage in range over its competitors.
Sales results over the past five years have indicated strong growth in forklift and truck sales which
have averaged 10% sales growth per annum. The rental market has been in decline for the past three
years due to the reduced costs of these vehicles and some taxation benefits to industries who
purchase these vehicles.
Taking the sales opportunity will, however entail some significant changes, including significant
changes to the current organisational structure. The company will reposition itself to focus solely on
retail sales and service and exit the rentals market in which forces such as competition and consumer
choice reduce potential profitability.
In accordance with the organisation’s values, JKL intends to (to the extent feasible) recruit from within
the company and upskill or reskill existing employees in rentals who wish to remain with the company.
HR role
HR will have a key role to play in the implementation of strategic and operational changes. The
significant changes to the organisation also provide an opportunity for HR to potentially restructure
and certainly rethink how it delivers services to internal clients. HR will need to consider company
strategic directions, the external business environment, and the needs of employees and managers to
implement the strategy effectively.
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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.
Expected value of financial gains=Financial gain ×Likelihood of Success.
Strategic options 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
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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
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.
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Appendix 2: JKL Industry’s industrial relations history
JKL Industries has not had a clear industrial relations policy or strategies in the past. There has been
a tendency to manage issues on an ad hoc basis rather than drive the business through long-term
industrial relations objectives.
Responsibility for industrial relations issues has been spread between various levels of management
including the Operations Manager, Sales Manager, Service Manager and Human Resources Officers
for each branch. This has led to issues of inconsistency and allegations of unfair work practices, with
team members confused as to their entitlements and unsure of how to resolve grievances and conflict
appropriately.
On several occasions the union has become involved in disputes when team members have been
unable to resolve issues with their line managers.
Morale in the workplace fluctuates and is often dependent on the division manager’s management
style and skill level. There have been instances of workplace conflict which have not been
satisfactorily resolved and have led to complaints of discrimination and unfair dismissal.
Employees have heard rumours of the forthcoming changes in the structure of the organisation and
the move into medium and large truck sales. There are concerns about possible redundancies but no
information from management has been forthcoming.
There has been a history of dissatisfaction within the organisation relating to pay and conditions with
some employees complaining they are not receiving the entitlements they should be.
Management skills and knowledge
The current management team has little understanding of industrial relations matters and has been
appointed to their current positions based on their abilities in sales or their technical skills.
They have limited understanding of Australian workplace agreements and a tendency to refer any
problems to the HR officers. This has led to conflict and dissatisfaction within the work teams and is
felt to be a contributing factor to the high turnover of staff in some departments. Management tends to
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be ‘operations’ focused and have little understanding of people management, performance
management or leadership skills; moreover, managers tend to resent any intrusion of HR into
strategic planning, recruitment and workforce planning, seeing these as business issues. HR is seen
to merely provide administrative assistance, but not to contribute to the achievement of business
goals in more direct or meaningful ways.
The HR officers have experience in understanding and interpreting Australian Workplace Agreements
from an administrative perspective. They have limited knowledge of strategic management and have
little control over or influence in implementing industrial relations policy. As they report directly to the
Division Manager, they are functioning more as administration assistants than as a strategic HR
resource.
While JKL Industries has policies and procedures relating to workplace behaviours and values,
employees are not provided with written copies of procedures nor are they trained in values,
behaviours, codes of practice or workplace cultural issues. Many employees are confused about their
rights and entitlements at work and are not clear on who they should speak to if they have a problem.
Conflict situations
Some examples of industrial relations issues are detailed below.
Case 1
An apprentice mechanic complained to the union that he was left unsupervised for up to five hours
several days per week.
The union investigated the matter and found it to be substantiated. Management claimed it was a
temporary rostering issue caused by the resignation of senior mechanics and would be rectified. The
apprentice was satisfied with the response and the rosters were adjusted.
Case 2
Five sales consultants claimed their annual bonus was calculated incorrectly. Management asked the
payroll department to review the payments and was advised it was correct. The sales consultants felt
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they had been misled by confusing contracts detailing the bonus arrangements and had, in fact
earned their bonuses. Management did not respond. Three sales consultants resigned as a result.
Case 3
The mechanics and apprentices in the NSW branch complained to management about excessive
hours of work. They were told that the business did not have the resources to hire extra staff and they
would have to work the overtime. The mechanics continued to do the overtime for two months and
then complained again. One mechanic refused to work more overtime and was dismissed summarily
by the Service Manager, Norm Johnston. He lodged an unfair dismissal claim and was reinstated and
back paid. No action was taken by the company with regards to the Service Manager’s performance
or behaviours.
Case 4
An administration assistant in the finance division complained to the HR Officer that she felt
uncomfortable working around one of the male accountants as he had asked her out on several
occasions. When she said no, she felt like he singled her out for the worst jobs in the office, was rude
to her in front of other staff and made comments in public about her weight. The HR officer told her
she was being overly sensitive and should be flattered to have been asked out. She was told to be
more of a team player. The administrative assistant then complained to the Finance and
Administration Manager and was told there was nothing he could do. She resigned from the
company.
Case 5
Management decided to restructure the sales department which involved redundancies. They did not
involve the union or offer any type of counselling or personal meetings. Employees were informed by
letter and were paid the minimum payouts they were entitled to. There was no discussion with
remaining staff and morale became extremely low. Within two months, management had replaced the
team members made redundant with new workers.
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Appendix 3: Task 1 – Answer Sheet of HR Needs Report
Prepare 1–2-page report (no less than 300 words) on human resources needs
JKL Human Resource requirements.
The following report has been provided to identify the overall human resource objectives for JKL.
Introduction:
Based on key information provided, we can identify;
- JKL has been offered the sales rights to a range of medium and large trucks from an overseas supplier
- Strong growth in forklift and truck sales and decline in the rental market
- Identified the need for a restructure including focusing solely on retail sales and service and exit the rentals market in
which forces such as competition and consumer choice reduce potential profitability
- 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
- There are no long term industrial relation objectives
- There have been allegations of unfair work practices, lack of clarity around entitlements and how to resolve
grievances and conflict
- Managers lack understanding of industrial relations and tend to focus on operational management
- Human resources understanding of strategic planning
- Workplace behaviours and values are not clearly communicated
- Several concerns relating appropriate supervision of staff, rostering arrangements including overtime, harassment,
calculation of bonuses including how this worded in contracts and how redundancies were handled.
Consultation and recommendations:
To further understand the requirements and needs of JKL, consultation occurred with a variety of staff determine the needs
and impact of the concerns and issues outlined above.
HR:
Staff in this department recognised the need for further training relating to the strategic planning of JKL and how to support
the organisation to achieve these objectives.
Require assistance to further develop policies and procedures including developing online training programs for staff to
complete as part of their induction program and ongoing development.
Recommendations:
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HR staff to achieve business planning sessions to have greater insight where the company is attending. Implement a buddy
system where HR staff can spend time with operational managers to gain greater understanding of the job requirements
Recruitment of a training specialist to develop on line training programs for JKL to address.
HR to undertake review of all contracts to ensure that there is clarity around conditions including the payment of bonuses.
Undertake review of rostering systems to ensure that all shifts are adequately staffed and that sufficient breaks are taken.
Outsource functions of HR where technical skills are lacking.
External considerations:
We need to consider the impact of being able to recruit and retrain appropriately qualified staff.
- Further research into external learning such as the use of MOOCs in the workplace
- Risks relating to skill shortages including current staff not having the required skills and knowledge but also the ability
to recruit appropriate staff in the workplace. To reduce this risk, look at engaging a recruitment specialist but also
look at diversifying the recruitment strategy to include use of LinkedIn.
- Development of a service agreement to support recruitment, selection and induction processes
ROI:
We recognise the return on investment in the following areas:
- Reduction in staff turnover
- Reduction in potential claims and disputes relating to pays
- Increase in productivity of staff through better rostering arrangements
Line Managers:
The majority of the managers expressed concerns that whilst they had technical skills for the roles that were undertaking,
there were gaps in their knowledge relating to key industrial relation processes. Many were uncertain with how to address
conflict in the workplace, when intervention of others was required and when consultation with HR should occur. They were
all unfamiliar with where to access training, policies and procedures.
Recommendations:
Line mangers to work with HR to develop new rostering arrangements to ensure that all shifts are adequately staffed and the
reduction of overtime.
Line mangers to build a development plan in consultation with HR to develop skills and knowledge relating to industrial
relations.
Line managers to meet with staff and create a 12 month development plan.
Initiate monthly reviews with staff.
Have staff complete training through Fair Work- including difficult conversations.
External considerations:
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Review processes in line with legislative requirements
ROI:
- Reduction in complaints and times addressing concerns and grievances
- Reduction in staff turnover
- Higher productivity
General staff:
Staff were consulted through a staff survey to determine areas of concern. The results of the survey demonstrated the
following:
- Only 10% were ever shown the code of conduct
- Only 15% had a review relating to their performance
- 70% were unhappy with current rostering arrangements, 20% were happy and the final 10% had no opinion
- Of concerns that staff had, 50% were concerned about job security, 30% were concerned with lack of training, 10%
were concerned with pays and 10% were concerned with lack of support.
Recommendations:
Create an intranet for staff to be able to access. Create online training to support knowledge and skill growth. Create a staff
engagement committee for a period of 12 months (minimum) to begin addressing the concerns from staff. Have one
representative from each work group to raise issues and concerns.
Staff to meet with their manager to create a 12 month development plan.
Review of external environment:
Concerns in relation to how the company might be perceived due to concerns
ROI:
We recognise the return on investment in the following areas:
- Reduction in staff turnover
- Reduction in potential claims and disputes relating to pays
- Increase in productivity of staff through better rostering arrangements
CEO:
In review of the concerns that have been raised, the CEO has recognised that investments into the organisation are required
in the following areas:
- Training and development of staff including online learning programs
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- Review of all organisational policies and procedures
- Further formal training for staff including completion of nationally accredited training
- Investment in additional staff to support new rostering arrangements
- Engagement with a contract expert to review the employment agreement
- Allowances for further study in the workplace including study leave or paid formal learning opportunities.
Review of external environment.
Considerations must be made to:
- The impact of change of business focus
- Difficulty in engaging the appropriate online course developer- may look at pre-established programs in the interim
such as Diploma of Leadership and Management (including selected human resource units) and the use of MOOCs
where needed.
The CEO recognises that there is a significant investment to made in the future years relating to:
- Training and development
- Policies and procedures
- Recruitment (including outsourcing)
- Rostering
- Review of salaries to align with performance
External support will be sought in areas relating to key human resource functions including recruitment and training.
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Appendix 4: Action Plan Template
Activity Timeline Strategy/application of policy
(if relevant) Resources Responsible person Policy
HR staff attend
business
planning with line
managers
Within the next
three months
Strategic and Business
Planning: HR staff required to
attend business planning
meetings
Access to Operational plans
Access to computers, printers and
online tools.
Meeting room and resources to run
the meeting including print outs as
necessary
HR Manager to coordinate with
Line managers so that HR
representatives are buddied
with a line manager to learn
and support the development of
business planning
Strategic and
business
planning
Outsourcing of
recruitment
activities
Within one
month
Review and research to find
suitable agency to outsource
recruitment functions
Computer and internet.
Email and telephone
communications
HR to research suitable
organisations to deliver
recruitment services
Contact via email and phone to
confirm information
Recruitment,
selection and
induction
policy
Within two
months
Development of an SLA by
HR to be agreed to by the
CEO
Research for potential templates
that can be utilised to develop a
template
HR Manager
CEO
Training and
development Within three
months
HR to conduct a skills audit of
staff to determine training
needs
Skills assessments
Computers
Observation checklists
HR Manager Training and
Development
Within six
months
Review of skill audit and
identify training and
development needs of all staff
and individuals
HR Manager Training and
Development
Within six
months
Create an annual training
calendar for staff
Computer
Appropriate LMS
HR Manager Training and
development
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Access to relevant policies and
procedures
Recruitment,
selection and
induction
Policy review Continuous
process Create a review procedure Process documents, policy
statements, policy assessments HR manager
HR policy;
business
procedures
Action Plant Developed by: Date Developed:
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Project Task 2: Deliver Human Resource Services
Appendix 5: Performance Issues (Case Studies)
Case study – Service provider
You have completed a quality assurance audit for a service agreement with a recruitment provider.
The audit revealed that the service provider (PeoplePower) is not providing service at an adequate level:
● Recruitment process is taking too long.
● On several occasions, the service provider has failed to complete the three required reference checks,
delaying the appointments as the reference checks are a requirement for appointment under the
organisation’s recruitment policy. The service provider states that other organisations only require two and
the extra check provides a burden on their ability to act within the timeframes of the service agreement.
● There is confusion over coordinating roles of the service provider and the organisation.
● The provider is providing incorrect information on benefits and rewards and remuneration policy to
employees.
● Training of personnel (as stipulated in SLA) is inadequate to business needs.
The poor performance of the service provider has been impacting on the morale of employees and negatively
impacting the business.
Case study – Line manager
You have monitored the performance of line managers with respect to implementing business strategies. Your
monitoring activities revealed that sales managers are not following recruitment procedures in the following
manner:
● They are not submitting request forms in the required time frames.
● They are failing to complete person specification forms as per the required procedures.
As a result, the external service provider has referred unsuitable candidates to the organisation and has not met
the timeframes specified in the agreement.
The service provider has noted that line managers have been delaying final decisions for up to three weeks; in
breach of the service agreement. Line managers are complaining they don’t have time to do the final selection
checklists provided by HR and that is what is delaying them. They say the forms are time consuming and they
don’t really understand what to do with them.
The delays have been impacting on the operational capabilities of the business, which is unacceptable.
Case study – HR Officer

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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.
Appendix 6: Service Level Agreement Template
General information
Purpose
The purpose of this SLA is to set up a supportive corporation among the JKL industries/HR Strategy
and its staffs. This SLA will:
- summarize services to be provided and working suppositions among HR policy and its staffs;
- enumerate and compute service level anticipations;
- lay down the possible ways used to calculate the quality of service offered;
- describe common needs and expectations for critical procedures and general performance;
- offer a medium for resolution to conflicts.
Vision
HR Strategy will give a mutual business circumstances for the JKL industries..
Service performance
Mission
 Improve training procedure
 Enhance adherence to agreement
Scope
The stakeholders to be effected are
 Recruiters
 “HR managers and
 Line managers
Hours of operations
The process training must be provided within one week- 15 days of recruitment, depending on the
process.
Performance expectations
Service expectations
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Service
Process/Area Expectation Performance metric
Performance
monitoring
schedule
Performance review Monitor performance
and/or working on a
normal basis with
respect to the
established time-
frame given in the
development plan
On the basis of the
SLAs and the policy
Monthly basis
Review of the
documentation
When needed the
documentation has
to be reviewed
making sure that the
employee recognizes
the plan and the
potential effects of
not fulfilling the
supervisor's
expectations as laid
On the basis of the
SLAs and the policy
Bi-monthly, by
the Line
manager
Working assumptions
HR policy acts as a basis for performance review of the staffs
Service constraints
-Loss of data/ improper documentation by line managers
Service level agreement maintenance
Quarterly review of SLA documents
Terms of agreement
Training policy and SLAs to be laid and adhered to.
Periodic quality reviews
- describe common needs and expectations for critical procedures and general performance;
Issue resolution
Provide resolutions as per the business policy and training documents
Signatures to agreement
Provider
Client/s
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Project Task 3: Evaluate Human Resource Service Delivery
Appendix 7: Company balanced scorecard (HR related performance)
KRA Objective or target Performance metric or
KPI 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
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
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Project Task 4: Integrate Business Ethics in HR Practice
Appendix 8: Scenario-based questions – Business Ethics
1. What are two pieces of legislation that may apply to managing human resources?
There are various requirements including;
OHS Act 2004, OHS Regulations 2007 and 2017 review, compliance codes, legislation and policy.
WIRC Act 2013, Accident Compensation Act 1985, WorkCover insurance legislation and policy.
Fair Work Act 2009
Workplace Gender Equality Act 2012
Privacy Act 1988
Please note this is not an exhaustive list
2. How do human resource strategies and planning processes relate to business and operational
plans?
Human resources supports the attainment of business goals and plans through:
- Recruitment, selection and induction staff- ensuring that the right people are recruited for a
role understanding the legal requirements and where the company is going
- Training and development of staff- ensuring people are supported and trained
- Performance management including review processes and rewards and recognition
- Conflict and issue resolution processes- both in terms of formal processes
- Management on contracts- this could include outsourcing
- Providing a safe workplace and safe work practices
- Development of policies and procedures
3. What is performance management for the delivery of HR services in your own words?
This is the review process. Performance management is often considered as the negative- that we
are managing a poor performing staff member but it can also include how we recognise and reward
staff for high performance. It can also include the processes to address poor performance to ensure
that we are fair and consistent. It also includes processes to potentially terminate employment in line
with legal requirements.
4. What is contract management for HR service delivery in your own words?
Contract management for HR service delivery is the Management of contracts from suppliers,
partners, clients, Line managers or staff. It encourages the whole HR and employee lifecycle which
entails any procedure that contributes, creates or uses contract data. Successful Contract
Management needs knowledge of each step in the HR service delivery procedure, together with any
step that adds to, makes, or uses contract data.
5. How is feedback used to modify the delivery of human resources?
The feedback will help the business and HR to recruit and select the right staffs with knowledge to be
provided for the legal requirements and business development. After getting the feedback after the
review process, the staff’s rewards and recognition techniques would be modified and a formal
process is laid for conflict resolution. The feedback can also be applied forproviding a safe and secure
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workplace to the workers and teams.
6. You….
a. What are the requirements of the organisation's code of conduct?
a. The Code of Conduct sets out the minimum requirements and expectations of behaviours and
performance of an individual. It sets out the clear guidelines for staff and may link to the core values
of an organisation. The Code of Conduct will also link to other workplace policies and procedures.
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.
b. Initially, I would issue the Code of Conduct to the new recruit and have them sign off on this on day
one of their induction program. We would go through the Code of Conduct including how to address
issues when the Code of Conduct has been breached and who to discuss these breaches with.
To ensure that this information remains current in staff member’s minds, I would display the Code of
Conduct in common areas as a reminder of the expectations. This would remain stored on the
intranet at work. If there were updates on the Code, I would send out notification to all staff.
I might also run different training to support a greater understanding of the code and focus on specific
areas as required.
c. Who would you consult and why?
c. I may need to consult with other managers to determine if the code is being followed and if there
are any areas of concern. I would coordinate further training based on this.
d. How would you monitor employee adherence to the code of conduct?
d. To monitor performance, I would refer to staff reviews, any complaint/grievances and incident
reports. I might also conduct a staff survey to identify where gaps exist.
e. How would you incorporate the code of conduct into HR policies and practices?
e. The code and link to areas such performance, complaints/grievances, bullying and harassment,
whistle blowing, just as a few. It should link to key policies as the code highlights the key
requirements and behaviour expectations of staff.
An example might be that within polices, you include:
In line with our Code of Conduct staff at JKL industries are expected to
Breaches of the code of conduct could include JKL industries
f. How would you incorporate the code of conduct into service level agreements?
f. I would ensure that all agreements are in line with the Code of Conduct and that when services are
provided through an organisation and their staff agree to the requirements and sign off on this as well.
The Code of conduct as mentioned sets out the minimum requirements for both performance and
behaviour.
g. How can the effective implementation by HR of a code of conduct contribute to
business and operational success?
g. If staff follow the code of conduct, this should minimize conflict in teams and create a happier more
cohesive work environment. This would assist in achieving work goals as it would reduce down time,
potential staff turnover.
h. How would you personally ensure that you adhered to (and were seen to adhere to)
the organisation’s code of conduct?
H. I would ensure that I read the Code of Conduct and modelled my behaviors on this. In terms of
general behaviour, I think it is always important to model behaviors that you want displayed. You
should treat people fairly and equitably. It is important that you display the behaviours that you want
others to display. I have also ensured that I am accountable for my actions and that I have showed
that I too work to achieve the workplace goals and objectives.
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7. You have ………
a. What action would you take as the human resources manager?
I think the first thing is to get clarity around whether the case was discussed or not. I would confirm
with both parties what was disclosed.
Based on this, I would then address the issue. If it was not discussed, I would inform the person that
no further action will be taken as there is no evidence to support the claim.
If it was that the case was discussed, I would seek clarity around this;
- Was it that the person asked in broad terms for advice that no way linked to the case? If so,
no action as we all seek advice
- Was information discussed that should have been confidential? If so, a verbal or written
warning would be issued. This would depend if it was the first time like something like this
had occurred if it was an ongoing issue.
b. What could be the consequences of failing to act promptly and appropriately?
The consequences could include:
- Non- adherence to the code of conduct
- Non adherence to business policies and SLAs
- Non achievement of business goals in ethical manner
c. What could be the business impact of failing to act promptly and appropriately?
It can be insured that all human resources staff are clear about ethical expectations and behaviors by
offering them the training and guidance and applying a monitoring method for the same. Also the
rewards (fr adherence) and penalty (in case of non-adherence) can be applied for the staffs.
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?
The recruitment service provider is discriminating the potential candidates, showing negative
attitudes towards pregnant females and mothers
b. What action would you take to deal promptly with the matter?
Great workplace policies only are not adequate. It has to be made clear that the distinction among a
encouraging and a negative practice set in the efficient execution of workplace policies by managers
and Human Resource divisions lead to the failure of HR policies.
c. For such a situation, the HR codes and conducts have to be explained to all the staffs and
there has to be acknowledgement given by each employee that there is understanding and
adherence of the policy that there would be no discrimination among staffs.
d. The policy of hiring and recruitment as well as code of conduct.
e. The acknowledgement and confirmation from staffs and their line managers has to be taken
so that there is a confirmation that each staff member understands the policy and adheres to
it.
f. The penalty for non-adherence to policy has to be applied or strict feedback should be given
to discourage such a behavior.
9. How would you use digital technologies and systems safely, legally and ethically when gathering,
storing and accessing information?
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The computers will be used for highly effective storage and management through a sensible
arrangement and filing system for storing and retrieving the details of the staffs. The access will be
provided to only the authorized users and there will be individual storage system made available to
every employee. Also, it will be necessary that the employees give consent in the learning
management system (LMS) about the knowledge and understanding of the policy and code of
conduct.
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Project Assessment Summary
Task Assessment Outcome Assessor Comments
Task 1 口 Satisfactory
口 Not Yet Satisfactory
Task 2 口 Satisfactory
口 Not Yet Satisfactory
Task 3 口 Satisfactory
口 Not Yet Satisfactory
Task 4 口 Satisfactory
口 Not Yet Satisfactory
Assessor Name:
Assessor Signature: Date:
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