Group Assignment: HR Manager Reflection

This HR Manager Reflection provides insights into the role of an HR manager, the development of policies and regulations, and handling employee issues. It discusses the challenges faced in a role-play simulation and the importance of being knowledgeable about employee rights and labor laws. The reflection also emphasizes the need for efficient negotiation skills and adherence to organizational-friendly policies that prioritize employee well-being.

Running head: GROUP ASSIGNMENT: HR MANAGER REFLECTION
GROUP ASSIGNMENT: HR MANAGER REFLECTION

Group Assignment: HR Manager Reflection1
Table of Contents
Reflection of Member 3: HR Manager............................................................................................2
References........................................................................................................................................6

Group Assignment: HR Manager Reflection2
Reflection of Member 3: HR Manager
The primary role of an HR manager is to cater to the requirements of the employees of an
organisation, thereby benefiting the enterprise through the wellbeing of the employee or worker.
Bundoora Bus Company has been operational since the last 8 years, and I have been an integral
part of the organisational community. While simulating the role of the HR manager I portrayed a
character who is known to have a spotless reputation in terms of benefiting the organisation, by
setting up several policies and regulations. Though these frameworks and policies are often met
with discrimination from the Union of employees, the policies have been acknowledged and
noted to be effective and necessary not only by the management but also the Union leader, Lee
Levine, despite opposing them in public. Due to the rising labour costs and is governed by the
Labour Laws of Australia, it becomes difficult to control the Union members, thus, the HR
policies have included recruiting lower waged employees for their hourly-services
(Thornthwaite, 2016). This has been regarded as a ploy to dismiss the permanent workers or
drivers associated with the firm by many.
During the role-play simulation, when Casey Connor was accused, similar indications
were made of the overall activities being a ploy on behalf of the organisation to get rid of
unnecessary employees (Nankervis et al. 2016). Despite Casey’s former reputation as a user,
Casey has been clean for years and has changed after getting married and intends to start a
family. Form this exercise I also understood that since Casey has been a model employee so far it
is difficult to terminate him, and I personally as well as professionally would recommend him to
undertake the residential treatment care. However, there are a number of aspects to be considered
in this regards. Firstly, I did not announce the positive test results to Casey since only one of the

Group Assignment: HR Manager Reflection3
initial tests, or the ‘Emit Screen Test Kit’ had only been completed by me. I decided to wait for
the confirmatory results from the laboratory which deploys the GC/ MS test, commonly known
as the Gas Chromatograph/Mass Spectrometer for the overall procedure. In order to ensure that
there are no external interventions, I asked for a professional courier service, owned by my
uncle, for delivering the samples to the lab. I had called Jamie Joiner, the EAP consultant
working on behalf of People Matters who is expected to provide the relevant care and support to
the employee in need.
During the role play, upon Jamie’s arrival, I divulged the information of the whereabouts
of the tests, stating that both the tests had come back positive for the presence of cannabis in
Casey’s system. Casey had initially been aggressive, defending himself and his stature; however,
while listening to the further protocols he had almost been non-communicative. Though I had
initially introduced the bi-annual drug testing policy as a part of the EBA framework of
Bundoora Bus Company, when it was met with opposition, I had maintained a ‘take-it-or-leave-
it’ negotiation tactic for the Union-bound employees (McCrystal, 2018). However, in the case of
Casey, this cannot hold true as the primary oppositions arise from Jamie. Jamie mentions that
keeping Casey waiting for more than 90 minutes, that too after a long day is quite unethical and
unreasonable. Furthermore, it was pointed out that there were significant flaws and disputes in
the policy developed by me (Bray & Power, 2017). Additionally, Jamie also pointed out that it is
unreasonable to expect an employee to bear the hefty sum of $10,000 for the residential
treatment facility.
Form this role-play practice I understood that, though mt character demanded that I
sympathise with Casey, I am bound by the organisational policies and the obligations for
upholding discipline within the organisation. Additionally, I understood that the character’s

Group Assignment: HR Manager Reflection4
reputation as an efficient administrator drives to serve my company with diligence. Hence,
conflict is evident on my part. Furthermore, Lee Levine, the Union Representative shows up,
which poses significant issues in terms of labour handling. Furthermore, I consider the aspects
where I may expect setbacks, and I identify that Lee is likely to initiate a grievance procedure,
which would call for scrutiny of the organisational policies and frameworks that I have designed
(Fairwork.gov, 2019). Therefore, taking Jamie’s perspective into account, I start to consider
effective negotiation techniques which may prove advantageous in this case. The former ‘take-it-
or-leave-it’ policy is not applicable in this context, thus, putting up a fair offer is to be
considered. I consider all the aspects and factors that I may consider in the character’sdefence,
including the compliance with the labour laws as well as the Employment and Labour Law of
2019 and the Fair Work Act of 2009 (Fairwork.gov, 2019).
Nevertheless, the protocol for sample collection of urine collection in the presence of a
manager may be regarded as a violation of the Privacy Act of 1988 and 2018 as per the
Australian legislation may prove as a potential setback for my designed policies (Gaze, Chapman
&Orifici, 2017). However, this organisational rule had been designed to ensure the authenticity
of the sample drawn from a particular employee. During the role play, I kept considering a final
arbitration offer as the last resort to mitigate the issue, once I see Lee Levine enter the office.
Additionally, I focused on devising a plan to negotiate half the treatment fee for Casey. This
makes me focus on my weaknesses of not being knowledgeable enough to dictate policies of
drug usage and the associated implications of the same (Fairwork.gov 2019). Furthermore,
‘Drugs in the workplace’ training session had been attended by Lee, making him an expert on the
associated laws and curriculum to be placed in effect (Pekarek et al., 2017). Therefore, my
knowledge of employee rights in this regards may be considered to be quite limited.

Group Assignment: HR Manager Reflection5
Through this role play simulation and while playing the character ofHR manager, I have
learnt that it is essential to set up policies which are organisation-friendly, but highlights the
importance of the employee as well, as this prevents the risk for being prosecuted under the
labour laws. In addition to that, I have learnt certain key factors that play a vital role in my
development as an HR manager.
1. Being completely aware of employee rights is essential, even during the formation of
mitigation strategies.
2. Being completely aware of the frameworks guided by the Fair Work Australia and the
Fair Work Acts 2009 are to be taken into consideration during the policy formation
(Fairwork.gov 2019)
3. Being an efficient negotiator is imperative for being a skilled administrator

Group Assignment: HR Manager Reflection6
References
Bray, A., & Power, C. (2017). The fair work commission's' new approach'. Precedent (Sydney,
NSW), (141), 27.
Fairwork.gov. (2019). Welcome to the Fair Work Ombudsman website. Retrieved from
https://www.fairwork.gov.au/about-us/legislation
Gaze, B., Chapman, A., &Orifici, A. (2017). Substantive equality at work: still elusive under
Australia's Fair Work Act. Australian Journal of Labour Law, 30(3), 214-235.
McCrystal, S. (2018). Termination of Enterprise Agreements under the'Fair Work Act 2009'(Cth)
and Final Offer Arbitration. Australian Journal of Labour Law, 31(2), 131-156.
Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management:
strategy and practice. Cengage AU.
Pekarek, A., Landau, I., Gahan, P., Forsyth, A., & Howe, J. (2017). Old game, new rules? The
dynamics of enterprise bargaining under the Fair Work Act. Journal of Industrial
Relations, 59(1), 44-64.
Thornthwaite, L. (2016). Chilling times: social media policies, labour law and employment
relations. Asia Pacific Journal of Human Resources, 54(3), 332-351.