Assessment Criteria for BSBHRM602 Manage Human Resources Strategic Planning
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This document outlines the assessment criteria for BSBHRM602 Manage Human Resources Strategic Planning, including elements for competency demonstration, foundation skills, and knowledge evidence. It also includes information on assessment conditions and tools.
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BSBHRM602 Manage human resources strategic planning Student’s Name: Teacher Remarks: Teacher’s Name:Syed Saqib Hussain Shah Date:
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P a g e|3 Assessment criteria for BSBHRM602 Manage human resources strategic planning In this document, you will find the foundation of what is required to become competent in this unit. For further information on each element, you can refer to the Assessment Matrix. Included in this document are the elements for the unit, foundation skills, assessment requirements as well as an assessment tool definition list and the crucial observation and third party check lists. As well as all of the areas covered here, each student must also complete all workbook activities, case studies and major activities, where stated, to become competent within this unit. NOTE – Re-assessment: Students will have amaximum of two (2) reassessmentsattempts if competency is not achieved in the first instance. The final grade of‘C’forCompetentor‘NC’forNot Competentis only given at the completion of the unit of competency when all components or parts of the assessment are graded as‘S’for Satisfactory.Unsatisfactory results are marked asNS. Elements for Competency Demonstration Elements for Competency Assessment: 1.Research planning requirements 2.Develop human resource strategic plan 3.Implement human resource strategic plan Performance Evidence: Evidence of the ability to: Analyse information from a range of internal and external sources to determine: ohuman resource strategic direction, objectives and targets otrends and emerging practices that may have an impact on human resource management orelevant technology orecent and potential changes to industrial and legal requirements ofuture labour needs and skills requirements ooptions for sourcing labour oorganisation’s preferences regarding human resources Consult and communicate effectively with relevant stakeholders to develop, implement, monitor and review a strategic human resource plan including:
P a g e|4 obudget opriorities oagreed objectives, targets, programs and practices based on cost-benefit analysis otimeframes orisk management oevaluation against objectives. 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 toanalyse 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
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P a g e|5 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 Knowledge Evidence: To complete the unit requirements safely and effectively, the individual must: Describe human resource practices and functions Explain the relevant legislative, regulatory and industrial requirements for the business Outline common options for sourcing labour including: orecruitment options ocasual labour onew graduates or trainees ooff shore workers ooutsourcing ocontractors oconsultants Explain the impact of technology on job roles Outline labour market options for sourcing labour supply Describe the requirements of a strategic plan.
P a g e|6 Assessment Conditions: Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development – human resource development field of work and include access to: Relevant legislation, regulations and codes of practice The business strategic and operational plan Workplace policies and procedures Interaction with others. Assessors must satisfy NVR/AQTF assessor requirements. Links: Companion volumes available from the IBSA website:http://www.ibsa.org.au/companion_volumes Any observations and practical assessments must be recorded in the observation checklist. All practical tasks should be demonstrated during the length of the course. As the instructor, you must maintain a record demonstrating the date of the practical activities and any comments relevant to the performance of each student. Where a student is not able to demonstrate competence in a practical observation activity, further questioning should be put in its place. As the instructor, you could be assessing the student’s literacy, numeracy and language skills, as well as the content and context of his/her answers. In some cases, you will have to adjust and amend the assessment tools, using different and varied methods (such as oral assessment), to allow students to be assessed according to their needs and abilities.
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P a g e|8 Assessment Tool Definitions Assessment ToolHow is it used? What is it? Learner Workbook Activities (Entire completion is required) Each student should be given a Learner Workbook which will hold a number of activities, both formative and summative, that all need to be completed in conjunction with the appropriate sessions. The PowerPoint, Learner Guide and instructor should provide further information to help with the activities. Observation/Demonstration (To be completed for each numbered point as stated on the checklist) An observation should be completed for each of the students by the instructor. If the tasks aren’t everyday actions, a simulated environment is acceptable or a demonstration can be set up. An observation checklist can be found at the end of this document. Major Activity (Entire completion is required) A Major Activity is a summative assessment and can be found in the Learner Workbook, after all of the activities are completed. This is an extended piece of summative assessment which should take anywhere between 1-2 hours and every student should complete this work. It is a requirement for each unit to check knowledge and understanding. Skills and Knowledge Activity (Entire completion is required) A Skills and Knowledge Activity is a summative assessment and is found before the Major Activity in the Learner Workbook. This should take between 1-2 hours and every student should complete this work. It is a requirement for each unit to check knowledge and understanding of the foundation skills and knowledge evidence. Third Party (To be completed for each numbered point as stated on the checklist) A Third Party checklist is very similar to an Observation Checklist in its format, but it can be completed by someone who works with the learner and has witnessed them completing tasks which coincide with the elements of the unit. The checklist can be found at the end of this document. Case Study (Entire completion is required) Not all units will have Case Studies but those that do will be clearly stated within the PowerPoint and the Learner Workbook. It will appear as any other activity but it will be named ‘Case Study’ and will provide an example of a possible real life situation for the learner to read, interpret and then answer questions on. Learner Guide (To be used as an informational guide) The Learner Guide links with the Learner Workbook as it provides the information given during sessions and more. It can help students to further their knowledge and to also complete the activities. Evidence Document (Not a necessity for completion of unit but can be used as an aid or to collect further evidence) The Evidence Document lists all of the Elements and Performance Criteria with an area for written reports etc, to add evidence to the student’s portfolio. It can be used for any of the performance criteria, especially those which may not have been covered by any other assessment tool. The student can circle a number of the criteria that they may feel they need further evidence of or it can be used as a guide for completing further Observations and Third Party reports.
P a g e|9 Observation/Demonstration Throughout this unit, the learner will be expected to show their competency of the elements through observations or demonstrations. The observations and demonstrations will be completed as well as the formative and summative assessments found in the Learner Workbook. An explanation of demonstrations and observations: Demonstration is off-the-job A demonstration will require: Performing a skill or task that is asked of you Undertaking a simulation exercise Observation is on-the-job The observation will usually require: Performing a work based skill or task Interaction with colleagues and/or customers The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Each task must be observed. You will need to ensure you provide the learner with the correct equipment and/or materials to complete the task. You will also need to inform the learner of the time they have to complete the task; this will once again vary, depending on the task. Learner should be able to demonstrate they can: 1.Research planning requirements 2.Develop human resource strategic plan 3.Implement human resource strategic plan Learners should also demonstrate the following skills: Reading Writing Oral communication Numeracy Navigate the world of work Interact with others Get the work done.
P a g e|10 Observation/Demonstration Checklist Candidate’s Name Assessor or Observer’s NameSyed Saqib Hussain Shah Unit of Competence (Code and Title)BSBHRM 602 Manage Human Resources Strategic Planning Date of Assessment Location75 Gozzard Street, Gungahlin 2912 ACT Demonstration Tasks Materials and Equipment Tasks to be observed, demonstrated or simulated if appropriate YesNoComment 1.Research planning requirements: Did the learner demonstrate that they could analyse strategic plans to determine human resource strategic direction, objectives and targets? 2.Research planning requirements: Did the learner demonstrate that they could undertake additional environmental analysis to identifyemerging practices and trendsthat may impact on human resource management in the organisation? 3.Research planning requirements: Did the learner demonstrate that they could identifyfuture labour needs, skill requirements andoptions for sourcing labour supply? 4.Research planning requirements: Did the learner demonstrate that they could consider new technology and its impact on job roles and job design? 5.Research planning requirements: Did the learner demonstrate that they could review recent and potential changes to industrial and legal requirements? 6.Develop human resource strategic plan: Did the learner demonstrate that they could consult relevant managers about their human resource preferences? 7.Develop human resource strategic plan: Did the learner demonstrate that they could agree on human resource philosophies, values
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P a g e|11 and policies with relevant managers? 8.Develop human resource strategic plan: Did the learner demonstrate that they could developstrategic objectives and targets for human resourceservices? 9.Develop human resource strategic plan: Did the learner demonstrate that they could examineoptions for the provision of human resource servicesand analyse costs and benefits? 10.Develop human resource strategic plan: Did the learner demonstrate that they could identify appropriate technology and systems to support agreed human resource programs and practices? 11.Develop human resource strategic plan: Did the learner demonstrate that they could write a strategichuman resource planand obtain senior management support for the plan? 12.Develop human resource strategic plan: Did the learner demonstrate that they could develop risk management plans to support the strategic human resource plan? 13.Implement human resource strategic plan: Did the learner demonstrate that they could work with others to see that the plan is implemented? 14.Implement human resource strategic plan: Did the learner demonstrate that they could monitor and review the plan? 15.Implement human resource strategic plan: Did the learner demonstrate that they could adapt plan should circumstances change? 16.Implement human resource strategic plan: Did the learner demonstrate that they could evaluate and review performance against plan objectives? The candidate’s performance was: Not SatisfactorySatisfactory Further Comments:
P a g e|12 Candidate’s Signature Assessor/Observer’s Signature
P a g e|13 Support Questions for observation checklist Candidate’s Name Assessor or Observer’s Name Unit of Competence (Code and Title) Date of Assessment Location The candidate’s performance was:Not SatisfactorySatisfactory Client Feedback Candidate’s Signature Assessor/Observer’s Signature
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P a g e|14 Third Party Reports The Third Party Report should be completed by a senior member of staff i.e. a supervisor or manager, where possible. The report should cover the points below, with a description to show that the tasks have been witnessed over time, while working with the learner. Examples, times, dates etc. should be included, if possible. As this unit is about managing human resources strategic planning, you will need to have witnessed the learner within a working or training environment: 1.Researching planning requirements 2.Developing human resource strategic plan 3.Implementing human resource strategic plan. Ticking yes/no next to the tasks is required, as well as an accompanying report.
P a g e|15 Third Party Checklist Candidate’s Name Assessor or Observer’s Name Unit of Competence (Code and Title) Date of Assessment Location Demonstration Tasks Materials and Equipment Tasks to be simulated if not witnessed over time:YesNo 1.Did the learneranalyse strategic plans to determine human resource strategic direction, objectives and targets? 2.Did the learnerundertake additional environmental analysis to identify emerging practices and trendsthat may impact on human resource management in the organisation? 3.Did the learneridentifyfuture labour needs, skill requirements and options for sourcing labour supply? 4.Did the learnerconsider new technology and its impact on job roles and job design? 5.Did the learnerreview recent and potential changes to industrial and legal requirements? 6.Did the learnerconsult relevant managers about their human resource preferences? 7.Did the learneragree on human resource philosophies, values and policies with relevant managers? 8.Did the learnerdevelopstrategic objectives and targets for human resourceservices? 9.Did the learnerexamineoptions for the provision of human resource servicesand analyse costs and benefits? 10.Did the learneridentify appropriate technology and systems to support agreed human resource programs and practices? 11.Did the learnerwrite a strategichuman resource planand obtain senior management support for the plan? 12.Did the learnerdevelop risk management plans to support the strategic human resource plan? 13.Did the learnerwork with others to see that the plan is implemented?
P a g e|16 14.Did the learnermonitor and review the plan? 15.Did the learneradapt plan should circumstances change? 16.Did the learnerevaluate and review performance against plan objectives? The candidate’s performance was: Not SatisfactorySatisfactory Further comments: Candidate’s Signature Assessor/Observer’s Signature
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P a g e|17 Third Party Evidence Confidential Information Name of Candidate RTO: Unit(s) of Competence As part of the assessment for the units of competency, we are seeking evidence to support a judgment about the candidate’s competence. As part of the evidence of competence we are seeking reports from the supervisor and other people who work closely with the candidate. Name of the supervisor: Workplace: Address: Phone: Do you understand which evidence/tasks the candidate hasYesNo provided/performed that you are required to comment on? As the assessor explains the purpose of the candidatesYesNo assessment? Are you aware that the candidate will see a copy of this form?YesNo Are you willing to be contacted should further verification of thisYesNo statement be required? What is your relationship to the candidate? How long have you worked with the person being assessed? How closely do you work with the candidate in the area being assessed? What is your technical experience and/or qualification (s) in the area being assessed? (Include any assessment or training qualifications.)
P a g e|18 Does the candidate: Perform tasks to the industry standards?YesNo Managed job tasks effectively?YesNo Implement safe working practices?YesNo Solve problems on the job?YesNo Work well with others?YesNo Add that to new tasks?YesNo With unusual or non-routine situations?YesNo Overall do you believe the candidate conforms to the standard required by the unit of competency on a consistent basis? Identify any training needs for the candidate: Any other comments:
P a g e|19 Table of Contents Assessment criteria for BSBHRM602................................................................................................2 Activities.........................................................................................................................................21 Activity 1A....................................................................................................................................21 Activity 1B....................................................................................................................................22 Activity 1C....................................................................................................................................23 Activity 1D...................................................................................................................................24 Activity 1E....................................................................................................................................25 Activity 2A....................................................................................................................................26 Activity 2B....................................................................................................................................27 Activity 2C....................................................................................................................................28 Activity 2D...................................................................................................................................29 Activity 2E....................................................................................................................................30 Activity 2F....................................................................................................................................31 Activity 2G...................................................................................................................................32 Activity 3A....................................................................................................................................33 Activity 3B....................................................................................................................................34 Activity 3C....................................................................................................................................35 Activity 3D...................................................................................................................................36 Skills and Knowledge Activity.......................................................................................................37 Major Activity..............................................................................................................................39
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P a g e|20 Candidate Details Assessment – BSBHRM602: Manage human resources strategic planning. Please complete the following activities and hand in to your trainer for marking. This forms part of your assessment for BSBHRM602: Manage human resources strategic planning. Name:_____________________________________________________________ Address:_____________________________________________________________ _____________________________________________________________ Email:_____________________________________________________________ Employer:_____________________________________________________________ Declaration I declare that no part of this assessment has been copied from another person’s work with the exception of where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person. Signed:____________________________________________________________ Date:____________________________________________________________ If activities have been completed as part of a small group or in pairs, details of the learners involved should be provided below: This activity workbook has been completed by the following persons and we acknowledge that it was a fair team effort where everyone contributed equally to the work completed. We declare that no part of this assessment has been copied from another person’s work with the exception of where we have listed or referenced documents or work and that no part of this assessment has been written for us by another person. Learner 1:____________________________________________________________ Signed:____________________________________________________________ Learner 2:____________________________________________________________ Signed:____________________________________________________________ Learner 3:____________________________________________________________ Signed:____________________________________________________________
P a g e|21 Competency Record to be completed by Assessor Learner Name:_______________________________________________________ Date of Assessment:_______________________________________________________ The learner has been assessed as competent in the elements and performance criteria and the evidence has been presented as: Assessor Initials Authentic Valid Reliable Current Sufficient Learner is deemed:COMPETENTNOT YET COMPETENT (Please circle) If not yet competent, date for re-assessment:____________________________________ Comments from Trainer / Assessor: __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Assessor Signature:________________________________________________________
P a g e|22 Observation/Demonstration Throughout this unit, you will be expected to show your competency of the elements through observations or demonstrations. Your instructor will have a list of demonstrations you must complete or tasks to be observed. The observations and demonstrations will be completed as well as the activities found in this workbook. An explanation of demonstrations and observations: Demonstration is off-the-job A demonstration will require: Performing a skill or task that is asked of you Undertaking a simulation exercise Observation is on-the-job The observation will usually require: Performing a work based skill or task Interaction with colleagues and/or customers Your instructor will inform you of which one of the above they would like you to do. The demonstration/observation will cover one of the unit’s elements. The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Your instructor will ensure you are provided with the correct equipment and/or materials to complete the task. They will also inform you of how long you have to complete the task. You should be able to demonstrate you can: Research planning requirements Develop human resource strategic plan Implement human resource strategic plan. You should also demonstrate the following skills: Reading Writing Oral communication Numeracy Navigate the world of work Interact with others Get the work done.
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P a g e|23 Activities Activity1A Estimated Time30 Minutes ObjectiveTo provide you with an opportunity toanalyse strategic plans to determine human resource strategic direction, objectives and targets. ActivityWhy is it important to have a human resource (HR) strategic plan? Human resource plan is essential in an organization because it ensures that the human resources are adequate with aim attaining strategic goals as well as the organization’s operational plans. Nonetheless, it enhances flexibility to facilitate change within the organization if the future is to become different than anticipated. What information do you need in order to determine the HR strategic plan? In determining the Human Resource strategic plan, some of the needed information includes the current Human Resource capacity, a forecast of the Human Resource Requirements, and existing gaps. Why is it important to have clear and specific HR strategic objectives? Having clear and specific strategic HR objectives is beneficial to an organization for many reasons. First, it helps in creating direction and guidance by directing the organization’s operations towards the attainment of the owner’s goal and vision. Second, clear objectives establish standards that facilitate evaluating performance. The Objectives act as measuring sticks of identifying the organization and its employees’ failures and successes. Finally, clear objectives form the basis on which budgets are set by allocating the required funds to facilitate goal achievement. Objectives are used as a tool for forming structures necessary for project development as well as performance measurement along the way (Alfes, Shantz, Truss & Soane, 2013). It helps define the timeline of the activities that are required to complete the plan. Give an example of a clear and specific HR strategic objective.
P a g e|24 An example of such a clear and specific objective is to enhance stock returns as well as optimizing network efficiency while making sure that the customers obtain the value for money in a product.
P a g e|25 Activity 1B Estimated Time30 Minutes ObjectiveTo provide you with an opportunity toundertake additional environmental analysis to identifyemerging practices and trendsthat may impact on human resource management in the organisation. ActivityWhy is it important to undertake additional environmental analysis when developing the HR strategic plan? An organization’s environmental analysis involves looking at the external factors that are likely to effect a business. Some of these factors that are likely to impact on the business include political, economic, social, and technical factors. Some of the implications as to why conducting an external analysis during strategic planning include: first, it facilitates an understanding of how competition affects the organization. This is important since rival businesses seek to gain market share at the expense of an organization. By so doing, plans can be put in place to enhance competitiveness. Also, analyzing the environment helps identify how government regulations affect the organization (Buller & McEvoy, 2012). The business should be capable of adhering to these regulations by budgeting accordingly as well as ensuring that they possess knowledgeable workers who are able to oversee the laws and regulations’ administration in the workplace. Nonetheless, analyzing the environment assists an organization to be aware how technological advances affect the business.
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P a g e|26 Identify an organisation with which you are familiar. This may be your own organisation or another that you and the group are familiar with. Conduct a short PESTLE analysis, identifying at least five relevant factors in each of the PESTLE categories. Woolworths PESTE Analysis Political factors The company has faced political pressure regarding the retail market’s duopolistic natures. Some of the other political factors that Woolworths Limited considers include corruption’s level, contract enforcement’s legal framework, tariffs related to Food and Staples Retailing, pricing regulations, and wage legislation. Economic Factors The company operates in an economically sound environment. The company benefits from the high standards of living experienced in Australia and New Zealand. Some of the economic factors the company considers include the exchange rates and Australia’s stable currency, financial market’s efficiency, economic growth rate, discretionary income, and labor costs. Social Factors Woolworths has been offering its clients fashionable as well as most attractive products. Some of the factors that the company considers under this category include its customers’ culture, the society’s entrepreneurial nature, the class structure, leisure interests of its customers, and education level.
P a g e|27 Technological Factors The company has harnessed Information Communication Technology with the aim of improving the efficiency of its service and satisfy the customers. Some of the techniques that the company considers include technological diffusion’s rate, the effect on the value chain structure, and the technological impact on product offering, current technological developments, and the effect on the cost structure. Environmental Factors Woolworth has continuously invested in recycling its waste aiming to lower its carbon footprint while at the same time reducing natural resources’ wastage such as water and electricity. Some of the factors that the company considers include laws that govern environmental pollution, support for renewable energy, regulations relating to air and water pollution, waste management, and recycling. Legal Factors Woolworth has faced a legal battle with the Australian Competition and Consumer Commission (ACCC). Some of the other legal factors that the company puts into consideration include health and safety laws, employment law, consumer protection, discrimination law, and anti-trust law.
P a g e|28 Activity 1C Estimated Time30 Minutes ObjectiveTo provide you with an opportunity toidentifyfuture labour needs, skill requirements andoptions for sourcing labour supply. ActivityWhat are the key questions you need to consider when assessing the organisation’s future labour needs? When accessing an organization’s future labour needs, it is essential to ask some questions to determine the kind of labour the company wants. Some of the questions include: does the strategic plan match the company’s present reality? What events would have an influence on the strategic plan? What is last year’s influence on the company’s hiring goals? What budget flexibility does the company have? What are the skills gap in the company? What talent does the company aim to attain in the next strategic plan? Where will the target be found?
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P a g e|29 What are the possible sources of labour supply? Some of the sources of labour supply include casual labour, offshore worker, outsourcing, contractors, consultants, trainees, as well as recruitment options. Activity 1D Estimated Time20 Minutes ObjectiveTo provide you with an opportunity toconsider new technology and its impact on job roles and job design. ActivityWhat potential impact could new technology have on job roles and job design? In recent years, technological changes have had dramatic impacts on job roles and design. This is because the machines are capable of performing cognitive, social, and physical tasks. Some of the benefits resulting from technological advancement include: IT compliments many workers work thus increasing productivity, innovation as well as quality.
P a g e|30 Additionally, big data and machine learning have facilitated the extent which machines are able to perform cognitive as well as social tasks. Nonetheless, IT enables many jobs to be more motivating, with increased tasks, decentralization, and skills (Renwick, Redman & Maguire, 2013). However, technology has had its own disadvantages on job design and roles. Machines have substituted human in several routine and manual jobs. Also, machines have an enhanced pace of gaining the ability to perform cognitive tasks hence making it challenging in adapting the labor market. Nonetheless, the labor market has polarized with a relatively low demand for middle-skill employees who are likely to be replaced by machines. Think about a technological change that has taken place in your organisation or sector in the past. From an HR strategic planning point of view, what worked well and what were the lessons learned from this experience? How does this inform your current strategic planning activity? An example of a past technological change is in the loading and offloading activities in the transportation industry which was done by use of human labour. This has been replaced by technology whereby cargo can be loaded and offloaded using machines that can be manned by a single person. The change resulted in enhanced efficiency and handling of heavy cargo was made easy. Additionally, the amount that is spent is reduced since it does not require many employees to handle the operations. In the current strategic planning activity, it is evident that it is important to take into account technology when planning for labour requirements. However, if this is done, the organization should consider skilling its engineers to be capable of repairing and maintaining the equipment (Jiang, Lepak, Han, Hong, Kim & Winkler, 2012). This technology such as digital technology could further
P a g e|31 be incorporated into the strategic planning to facilitate employees to work from home as well as exchange data more efficiently to enhance productivity. Activity 1E Estimated Time15 Minutes ObjectiveTo provide you with an opportunity toreview recent and potential changes to industrial and legal requirements. ActivityIdentify a forthcoming change in employment legislation. What are the implications of this for an organisation? An example of the forthcoming legislation is the workplace bullying bill. This legislation impacts on an organization in that the Human Resource personnel should be equipped with the necessary training to be able to implement the new legislation. Also, the managers, as well as the staff, should be trained to identify workplace bullying and the measures they should take if this happens. Nonetheless, this means that the organization should rewrite worker guidance on expected behaviour’s standards. The
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P a g e|32 organization as well needs to write policies as well as procedures to address workplace bullying and the manner in which it is reported and handled. Activity 2A Estimated Time15 Minutes
P a g e|33 ObjectiveTo provide you with an opportunity toconsult relevant managers about their human resource preferences. ActivityWhy is it important to engage managers in discussions about their HR preferences, philosophies, values and policies? It is wise to consult the managers on matters pertaining to human resource preferences. This is because the HR depends on these managers during the future implementation of the Human Resource strategic plan. Additionally, the managers are also the recruiters, trainers, developers, and also manage the workforce. Thus, the insights from the managers regarding how the future should look are useful to the HR. What methods can be used to consult with managers? Some of the methods that can be used to consult with the managers include the use of questionnaires, group presentations, face-to-face meetings, and video-conferencing.
P a g e|34 Activity 2B Estimated Time15 Minutes ObjectiveTo provide you with an opportunity toagree on human resource philosophies, values and policies with relevant managers. ActivityImagine that you are planning a consultation meeting with a group of managers in your organisation, the purpose of which is to establish their views about the organisation’s values and HR philosophy. Create an outline agenda for this meeting. The agenda would be “to establish the stakeholders’ view regarding the company’s HR philosophy and values”.
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P a g e|35 Activity 2C Estimated Time30 Minutes ObjectiveTo provide you with an opportunity todevelopstrategic objectives and targets for human resourceservices. ActivityWhat is the purpose of strategic objectives and targets for HR services? Strategic objectives, as well as targets, are very important for the Human Resource in several ways. First, targets are likely to be set to improve opportunity and diversity’s equality among the workforce. This may include changing the policies as well as the practice with the intention of attracting a more diverse workforce. Also, targets are set aimed at enhancing implementation and updating the systems to avail better quality information regarding the staff to substantiate effective decision-making. Nonetheless, there are targets that relate to working with representative groups in devising and implementing new established policies and procedures. Imagine that you are the HR Manager of a small manufacturing organisation which employs 55 employees in a variety of production, warehousing, administration, sales and management roles. The organisation has ambitious plans for expansion, aiming to double its turnover within the next five years. What would be the key HR priorities for this organisation? For one of the priorities, draft a potential strategic objective. The small manufacturing organization should focus on increasing the productivity of its employees if it is double its turnover within the next five years. Improving the employee should be the primary priority of any successful organizational strategy. Ensuring that the organization obtains
P a g e|36 the most from its employees is essential in attaining the company’s goals and developing as an organization. The Human Resource Department should have a positive impact on its staff. For instance, making some changes to the office design could influence the staffs’ productivity. Thus, the Human Resource should look for a mechanism that influences employees’ results, aimed at optimizing every process as well as making maximum due to the company’s resources. A sample of a strategic objective is “Establish capability, productivity, and growth”. Activity 2D Estimated Time30 Minutes ObjectiveTo provide you with an opportunity toexamineoptions for the provision of
P a g e|37 human resource servicesand analyse costs and benefits. ActivityWhy is it important to examine options for the provision of HR services? There are many options for the Human Resource services’ provision which present the importance of examining these options. First, the external provision for a contractor is a cost-effective means of availing Human Resource services. This option evaluates the HR activities that are carried out by the contractors. This option assists in advising the small organizations not to employ Human Resource specialist since it is cost- ineffective, but they can be brought in to the firm if the need arises. Also, examining the options assist an organization to determine areas where permanent employees are required and where outsourcing is more efficient. What are the advantages and disadvantages associated with each of the following options? AdvantagesDisadvantages External consultant Some of the advantages of using external consultant are: they are considered to be independent players, they draw from a wider business perspective, they are credible advisors, and they have a broader Some of the disadvantages are: it takes longer for the consultant to understand the market, use of external consultants undermines the existing staff’s self- esteem, if the transfer of skills is not
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P a g e|38 choice of selecting projects managed, and the consultant leaves with the knowledge. OutsourcingSome of the advantages of outsourcing include: it improves the focus on core business operations, results in increased efficiency, results to controlled costs, increasing reach, and improves the competitive advantage. Some of the disadvantages associated with outsourcing include service delivery may be below expectation, there is the risk of confidentiality and security, there is lack of flexibility and management difficulties. Internal HR serviceInternal HR service is beneficial because the individual staff’s priorities are easily determined and controlled and the Human Resource There is the challenge of the Human Resource personnel keeping up- to-date their skills and knowledge.
P a g e|39 personnel has an in- depth knowledge regarding the company and its people. Internal non-human HR service An example of this option is that it facilitates speed as well as cost- effectiveness. There is the inability of handling non-routine activities. Merging business unitsAn advantage of this option is that it simplifies procedures and processes as well as aims at reducing duplication of work. This also enhances cost-effectiveness models. It results to cultural clash.
P a g e|40 Activity 2E Estimated Time15 Minutes ObjectiveTo provide you with an opportunity toidentify appropriate technology and systems to support agreed human resource programs and practices. ActivityGive three examples of technology and systems which can be used to support HR programs and practices. What are the advantages and disadvantages of each? Some of the technologies that are used to support HR programs and practices. Some of the technologies include: first is the learning management systems. Some of the advantages of this technology are that it facilitates centralized learning, it facilitates tracking and reporting to facilitate improved performance, immediate capabilities evaluation, and it simplifies learning processes. The main drawback of the of using the Learning Management System is that several aspects such as coaching and other things that are required to be learned do not present themselves to online marketing. The second technology is the payroll system. Some of its advantages are: it generates accurate pay slips, sends returns to HMRC, calculates bonuses, and eliminates the needs of eliminating complex tax legislation. Some of its disadvantages are that the technology faces data security, fraud, theft, and quality control. The third technology is employee record system. The advantages of this technology are that it eliminates desires of eliminating physical storage space and facilitates viewing of data by different people from different at the same time. Some of its disadvantages are that the employees’ privacy rights are at risk, there are costs incurred to set the infrastructure, and requires verifying an electronic
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P a g e|41 signature in case staff’s data is submitted. Activity 2F Estimated Time15 Minutes ObjectiveTo provide you with an opportunity towrite a strategichuman resource plan and obtain senior management support for the plan.
P a g e|42 ActivityWhy is it important to obtain senior management support for the strategic HR plan? Obtaining top management’s support for the strategic Human Resource plan is important since the plan explains how the company will attain its overall plan. It guides the Human Resource work during the next period as well as affording reassurance that the Human Resource functions in supporting the delivery of the corporate objectives. The plan should be supported by the top management if it is to succeed. Involving the top management during formulating the organization’s vision, in Human Resource philosophy and values determination, as well as setting out the Human Resource preferences would mean that they would absolutely support the Human Resource strategic plan. This would be achieved if their input is listened to as well as being incorporated into the overall Human Resource plan. What steps can be taken to enlist senior management support for the strategic HR plan? Steps that can be used to the senior management support for the Human Resource strategic plan include: working together with the all senior managers in gaining understanding on the overall organizational goals, acquiring the top management’s input when defining the Human Resource philosophy as well as the company’s values, listening to the Human Resource preferences from the top management, seeking the top management’s opinions and their advice pertaining the Human Resource Plan. The other step is demonstrating credibility, ensuring the top management’s inputs are incorporated into the Human Resource plan and
P a g e|43 keeping the top management informed of the likely change in direction. Activity 2G Estimated Time10 Minutes ObjectiveTo provide you with an opportunity todevelop risk management plans to support the strategic human resource plan. ActivityWhat factors might pose a risk to the strategic HR plan? Eliminating risk is hard but measures can be taken to reduce the risk. Some of the risk factors that may affect the strategic Human Resource plan include decreased sales, the emergence of new rival companies, financial constraints, challenges that are related to products or services, legal problems, challenges related to suppliers, workforce issues, and non- delivery problems.
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P a g e|44 How can risk to the implementation of the HR plan be minimised? The risk associated to the actualization of the Human Resource plan can be minimized in the following ways: these measures include firm as well as clear service level management, continuous monitoring, as well as rigorous tendering steps in the selection of recruitment organization. Activity 3A Estimated Time20 Minutes ObjectiveTo provide you with an opportunity towork with others to see that the plan is implemented. ActivityWho may be involved in the implementation of the strategic HR plan?
P a g e|45 Some of the personnel involved in the Human Resource plan implementation include the Human Resource personnel, line managers, senior managers, external contractors, suppliers, outsourcing agencies, and staff representative groups. Imagine that your strategic HR plan includes an action for a manager to lead a working party to explore different options for employee benefits. They have volunteered for this as part of their ongoing professional development. You are meeting with them to brief them on their role. Draft an outline agenda for this meeting, highlighting the key items that you would want to discuss with this person. In discussing with this person about their roles, the agenda would discuss things such as: What the person is required to do? When are they supposed to complete their task? What standard is expected of their task? Within what budget are they supposed to complete their task?
P a g e|46 Activity 3B Estimated Time10 Minutes ObjectiveTo provide you with an opportunity tomonitor and review the plan. ActivityWhy is it important to monitor and review the implementation of the strategic HR plan? Monitoring and reviewing the implementation of the strategic Human Resource plan is important since it gives assurance that there is progress in implementation, it facilitates highlighting of challenges and issues on a regular basis as well as taking action to address the issues. Nonetheless, it necessitates the ability to monitor expenditure as well as ensuring that it is line with the set budget, it presents an opportunity to report to the top management on the progress. Finally, it presents a chance to give feedback to the groups and individuals on the progress already achieved. What steps can you take to monitor and review the plan? The steps taken to monitor and review the HR plan are: developing an monitoring and review plan, building preview dates, highlighting primary key dates, assigning responsibilities to individuals, the individuals should report their progress at an agreed time.
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P a g e|47 Activity 3C Estimated Time10 Minutes ObjectiveTo provide you with an opportunity toadapt plan should circumstances change. ActivityWhat changes in circumstances have you encountered which have affected the implementation of strategic HR plans? Some of the issues encountered and have impacted the HR strategic plans’ implementation include: deviation in the direction of the company’s HR strategic plan, external contractor’s unexpected illness, unanticipated change in legislation, as well as closure of the third party Human Resource service provider. Also, there is the availability of improved, efficient, and cost-effective technology. What action can be taken if circumstances change during the implementation of the plan? If circumstances change during the implementation process, the following action can be taken. The action may involve completely reviewing the plan which means going back to the drawing board. However,
P a g e|48 the contingencies that are identified during reviewing and monitoring process can be revisited and adjusted. From there the implementation can continue. Activity 3D Estimated Time15 Minutes ObjectiveTo provide you with an opportunity toevaluate and review performance against plan objectives. ActivityWhy is it important to evaluate and review performance against the plan objectives? Reviewing and evaluating performance against the plan is necessary due to the following reasons. First, it facilitates the determination of the
P a g e|49 degree of accuracy and feasibility of the original objectives. Second, it assesses what has been attained and its impact. Third, it determines if budgets and deadlines were adhered to. Finally, it establishes what has performed well and what has not. What types of data might you review in order to evaluate performance against objectives? The data that can be reviewed in evaluating performance against objectives include sickness absence, training, promotions, leavers, new recruits, grievances, lateness, and disciplinary action.
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P a g e|50 Skills and Knowledge Activity Estimated Time1 Hour ObjectiveTo provide you with an opportunity to demonstrate your knowledge of the foundation skills, knowledge evidence and performance evidence. ActivityComplete the following individually and attach your completed work to your workbook. The answers to the following questions will enable you to demonstrate your knowledge of: Analyse information from a range of internal and external sources Consult and communicate effectively with relevant stakeholders to develop, implement, monitor and review a strategic human resource plan Reading skills Writing skills Oral communication skills Numeracy skills Navigate the world of work Interact with others Get the work done Describe human resource practices and functions Explain the relevant legislative, regulatory and industrial requirements for the business Outline common options for sourcing labour explain the impact of technology on job roles Outline labour market options for sourcing labour supply Describe the requirements of a strategic plan. Answer each question in as much detail as possible, considering your organisational requirements for each one. Your task is to manage human resource strategic planning within your organisation. 1.Research the planning requirements. Put your findings into a report. Think about: The direction, objectives and targets Emerging practices and trends Labour needs New technology Changes to industrial and legal requirements. The objective of the organization is to ensure that it delivers customer value while at the same time giving consideration to its employees. The targets related to recruitment, retention, training, as well as career development. Some of the emerging practices within the firm are new
P a g e|51 products, economic trends, and the labour market trends. The company has experienced quality labour needs to ensure that it achieves its goals. The company has resulted in laying some employees due to the presence of new technology. Additionally, changes in the legal environment such as the workplace bullying have led to redesigning the company’s policies to take in the new regulation. 2.Develop a human resource strategic plan. Make sure you consult with the relevant managers. The company’s strategic plan is that it is committed to developing and providing services which are aligned with the organizational goals. 3.How will you implement the human resource strategic plan? Consider how you will: Work with others Monitor the plan Review the plan Adapt the plan Evaluate performance. For the plan to be implemented, it will require working together with the HR personnel, suppliers, line managers, and top managers. Monitoring the plan will involve conducting performance appraisals. Additionally, reviewing the plan will seek to identify the new actions that have emerged and to identify if the budget has been adhered to. Some of the changes take place, the contingency should be identified and the plan adjusted to achieve the company’s goal. The company should evaluate the performance by measuring the current performance with the set goal.
P a g e|52 Major Activity Estimated Time1 Hour
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P a g e|53 ObjectiveTo provide you with an opportunity to demonstrate your knowledge of the entire unit. ActivityThis is a major activity – your instructor will let you know whether you will complete it during class or in your own time. Attach your completed answers to the workbook. You must individually, answer the following questions in full to show your competency of each element: 1.Research planning requirements 2.Develop human resource strategic plan 3.Implement human resource strategic plan 1.What is human resource strategic planning? What may the objectives and targets of the plan relate to? HR planning is a process that helps in identifying the present as well as the future human resource requirements necessary for a company to attain its goals. Human Resource planning relates to the organization’s people in ensuring that they are capable of meeting future demands. This entails having the right people with the right skills, at the required place and time. It also focuses on the organization’s costs. 2.In order to identify emerging practices and trends, you may need to undertake environmental analysis. How can you do this? What is involved in the process? Conducting an external analysis can be done by carrying out a PESTLE analysis. In the process of conducting a PESTLE analysis involves the following: determining the manner in which information is collected and who is involved, identifying the necessary information sources, gathering the information, analysing findings, identifying strategic options, and determine the trends to be monitored. 3.Give examples of the different options for sourcing labour supply. Sourcing labour cab be done through hiring casual labour, hiring
P a g e|54 trainees, hiring off-shore staff, outsourcing, and using consultants. 4.When considering the impact of new technology, what should you think about? The following should be thought of when considering new technology’s impact: work done by people, number of required staff, the location of the staff carrying out the work, the working practices and procedures, and the skills necessary to perform the work. 5.You should be aware of recent and potential changes to industrial and legal requirements. Give examples of changes that you are aware of. Some of the likely changes in the employment law include: zero hours contract, workplace bullying, adoption leave, shared parental leave, and small business, enterprise, as well as employment bill. 6.When consulting with relevant managers, what methods can be used? What should you inform them about? Some of the methods to use during consultation include telephone, face-to-face, and questionnaires. The managers are informed on what is being done and how it is done, what is intended of them, and what is to be done with their input and when. 7.What are human resource philosophies and values? HR philosophies and values refer to the guiding principles that set out how things are done. 8.What should the objectives and targets of your plan set out? What will this enable? The objectives and targets should set out the job analysis and design, remuneration, recruitment and selection, performance management, professional development, and staff retention. This facilitates success’ measurement, plans and activities’ communication, good decision-making in budgeting, and HR budget’s allocation.
P a g e|55 9.Give examples of the different options for the provisions of human resource services. Some provisions include outsourcing, merging of business units, internal HR provision, and eternal provision by a contractor. 10.What may technology be used to support? Technology may be used to support payroll administration, record and manage training records, and performance management processes. 11.What are the key ingredients of a strategic HR plan? Key ingredients of HR strategic plan are: budget, priorities, objectives, and timeframes. 12.When developing a risk management plan, what should you ask yourself? The key questions to ask are: what could happen? What is the probability of it happening? What is the impact of this happening? How can the probability be reduced? How can the impact be reduced? 13.In order to see that the plan is implemented, you will need to work with others. Who may these be? Implementation involves working with HR personnel, senior managers, line managers, and suppliers. 14.Why should you monitor and review the plan? What questions will you need to answer in order to this? A review is done to assure that progress is being made and gives the chance to give feedback. Some questions asked are: have actions been accomplished? Has the budget been followed? What are the results for actions taken? 15.Give examples of changes in circumstances that may result in your plan needing to be adapted. Some changes include unanticipated sickness of external consultant,
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P a g e|56 unanticipated change in legislation, and presence of new technology. 16.What does an evaluation of performance enable you to do? Evaluation of performance facilitates determining if budgets was adhered to, give feedback to the stakeholders, and determine what has already been achieved. References Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model.The international journal of human resource management,24(2), 330- 351. Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight.Human resource management review,22(1), 43-56. Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. L. (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance.Human resource management review,22(2), 73-85. Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda.International Journal of Management Reviews,15(1), 1-14.