Manage Business Operational Plans - BSBOPS502 - Desklib

This assessment task requires the development of an operational plan for implementing an e-commerce strategy for a company. It involves researching resource requirements, developing contingencies, and obtaining approval from relevant stakeholders. The task also includes developing recruitment and physical resource acquisition strategies, interviewing potential recruits, and evaluating and selecting suppliers. The assessment is individual, but group collaboration is required to simulate a work environment.

Assessment
Task 2
Manage business operational
plans
BSBOPS502

Student Declaration
To be filled out and submitted with assessment responses
◻ I declare that this task and any attached document related to the task is all my own work and I have not cheated or
plagiarised the work or colluded with any other student(s)
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me according to the
process explained to me
◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.
◻ I have read and understood the assessment requirements for this unit
◻ I understand the rights to re-assessment
◻ I understand the right to appeal the decisions made in the assessment
Unit Title
Unit Code
Student name
Student ID
number
Student signature Date

Task Number
------OFFICE USE ONLY-----
For Trainer and Assessor to complete:
◻ Student requested reasonable adjustment for the assessment
Marking Sheet
Completed successfully
Did the student satisfactorily:
Comments
Y
N
DNS
The student has satisfactorily completed and
submitted the following:
☐ ☐ ☐

Marking Sheet
Completed successfully
Did the student satisfactorily:
Comments
Y
N
DNS
 Planning notes from briefing session in
Task 2.1.1
 Updated current operational plan in Task
2.1.2A
 Operational plan for the e-commerce
strategy in Task 2.1.2B
 2 x contingency plans in Task 2.1.2C
 Proposal for resource requirements in Task
2.1.2D
 Feedback from consultation in simulated
work condition in Task 2.1.2E
 Observation checklist in Task 2.1.2F
 Resource acquisition strategy in Task 2.2.1
 Interview preparation form in Task 2.2.2
 Interview outcome in Task 2.2.2
 Email to the successful candidate in Task
2.2.2
 Procurement evaluation form in Task 2.2.3
The student has actively participated in the
briefing session to gather information about the
operational plan's requirements.
Feedback in Comments.
☐ ☐ ☐
The student has actively sought advice and
feedback when creating the operational plan
and associated document.
☐ ☐ ☐

Marking Sheet
Completed successfully
Did the student satisfactorily:
Comments
Y
N
DNS
Feedback in Comments.
Demonstrated ability to:
 Research, analyse and document resource
requirements
This is evidenced by:
 Planning notes from briefing session in
Task 2.1.1
 Proposal for resource requirements in Task
2.1.2D
 Participation in briefing session (refer to
marking sheet)
☐ ☐ ☐
Demonstrated ability to:
 Develop an operational plan in consultation
with, and with approval from, relevant
stakeholders
 Develop contingencies for the operational
plan
This is evidenced by:
 Planning notes from briefing session in
Task 2.1.1
 Updated current operational plan in Task
2.1.2A
 Operational plan for the e-commerce
strategy in Task 2.1.2B
 2 x contingency plans in Task 2.1.2C
☐ ☐ ☐

Marking Sheet
Completed successfully
Did the student satisfactorily:
Comments
Y
N
DNS
 Proposal for resource requirements in Task
2.1.2D
 Consulted with stakeholders when
developing the plan (refer to marking sheet)
Demonstrated ability to:
 Explain the plan to relevant work teams
This is evidenced by:
 Feedback from consultation in simulated
work condition in Task 2.1.2E
 Observation checklist in Task 2.1.2F
☐ ☐ ☐
The student interviewed the candidate as
instructed:
 Prepared for the interview
 Asked relevant questions
 Followed organisational policies and
procedures
 I can confirm that relevant policies and
procedures were followed
 Gave the candidate opportunities to answer
questions and ask questions
 Listened actively
 Used questioning techniques to confirm
understanding
 Rephrased and/or summarised
 Presented information clearly
☐ ☐ ☐

Marking Sheet
Completed successfully
Did the student satisfactorily:
Comments
Y
N
DNS
Feedback in Comment
Demonstrated ability to:
 Confirm that employees are recruited and
inducted according to the organisation's
human resources management policies,
practices and procedures
This is evidenced by:
 Interview preparation form in Task 2.2.2
 Interview outcome in Task 2.2.2
 Email to the successful candidate in Task
2.2.2
☐ ☐ ☐
Demonstrated ability to:
 Confirm that physical resources and
services are acquired according to the
organisation's policies, practices and
procedures
This is evidenced by:
 Resource acquisition strategy in Task 2.2.1
 Procurement evaluation form in Task 2.2.3
☐ ☐ ☐
Demonstrated ability to:
 Identify and incorporate requirements for
intellectual property rights and
responsibilities related to the acquisition of
resources
This is evidenced by:
☐ ☐ ☐

Marking Sheet
Completed successfully
Did the student satisfactorily:
Comments
Y
N
DNS
 Email to the successful candidate in Task
2.2.2
 Procurement evaluation form in Task 2.2.3
When collaborating with the group, the student
has actively participated in group work with a
substantial contribution that can be assessed
individually for all the requirements of this
task.
☐ ☐ ☐
Task Outcome: Satisfactory ☐ Not Yet Satisfactory ☐
Student Name:
Assessor Name:
Assessor Signature:
Date:

Table of Content
Student Declaration......................................................................................................................................................2
Task 2 – Develop an operational plan, plan and manage resource acquisition.....................................8
Task 2.1 Develop an operational plan........................................................................................................................11
2.1.1 Briefing notes...............................................................................................................................11
2.1.2 Develop the operational plan......................................................................................................12
Task 2.2 Plan and manage resource acquisition.......................................................................................................20
2.2.1 Develop resource acquisition strategies............................................................................................20
2.2.2 Implement the recruitment strategy.................................................................................................21
2.2.3 Implement the physical resources acquisition strategy...................................................................23
Appendix 1 – Scenario BBQfun (e-Commerce Strategy)......................................................................25
Appendix 2 – Scenario BBQfun Documentation...................................................................................37
Appendix 3 – Scenario BBQfun Resourcing..........................................................................................58

Task 2 – Develop an operational plan, plan and manage resource
acquisition
Task summary and instructions
What is this assessment
task about?
In response to a simulated business scenario, you will research resource
requirements and develop an operational plan in consultation with relevant
stakeholders.
As a part of the development of your plan, you will set performance
indicators, plan for contingencies, and obtain approval in accordance with
organisational requirements.
You will then develop and implement strategies to ensure physical and
human resourcing is carried out in accordance with organisational policies,
practices and procedures and intellectual property (IP) provisions.
To complete this task, please refer to:
o Appendix 1 – Scenario BBfun(e-Commerce Strategy)
o Appendix 2 – Scenario Bbfun Documentation
o Appendix 3 Scenario Bbfun Resourcing
This task comprises of the following assessment methods:
o Product-based ☒
o Direct observation of Role-Play ☒
o Case Study ☐
o Other (specify) ☐
It has been designed to evaluate your ability to/competency in:

Task summary and instructions
 Research, analyse and document resource requirements
 Develop operational plan in consultation with, and with approval from,
relevant stakeholders
 Develop contingencies for operational plan
 Explain plan to relevant work teams
 Confirm that employees are recruited and inducted according to the
organisation's human resources management policies, practices and
procedures
 Confirm that physical resources and services are acquired according to
the organisation's policies, practices and procedures
 Identify and incorporate requirements for intellectual property rights and
responsibilities related to acquisition of resources
Your assessor will be looking for demonstrated evidence of your competency
in the above.
You are required to address the following:
 Task 2.1 Develop an operational plan
o Record notes from the briefing and the reading of Appendix 1 and 2
about the requirements of the operational plan
o Update the current operational plan FY 2021-2022
o Develop the operational plan
o Develop 2 contingency plans
o Develop a proposal for resource requirements
o Collaborate with and gather feedback from relevant stakeholders
o Present the operational plan, the contingency plans and the proposal
for resourcing. Gather feedback, negotiate changes and obtain
approval.
 Task 2.2 Plan and manage resource acquisition
o Develop a recruitment strategy to make sure that new recruits are
employed and inducted within the organisation's HR management

Task summary and instructions
policies, procedures and practices; include the requirement for IP.
o Develop a strategy to acquire physical resources and services
following organisational policies, practices and procedures; include
the requirement for IP.
o Prepare for, and interview a potential new recruit. Record the
outcome of the interview.
o Evaluate and select suppliers according to the procurement policy
and procedures
Although the assessment requires group collaboration to simulate a work
environment, the assessment submission is individual, and it will be marked
as such.
What do I need to do to
complete this task
satisfactorily?
 submit the completed assessment tasks, according to instructions,
 complete the tasks with sufficient detail and present them in a
professional manner,
 use your own words and reference sources appropriately,
 meet the word count where required,
 use the scenario provided,
 use the templates provided where required,
 for your performance to be deemed satisfactory in this assessment task
you must satisfactorily address all of the assessment criteria,
 if part of this task is not satisfactorily completed you will be asked to
complete further assessment to demonstrate satisfactory performance.
Specifications You must deliver/participate in:
 Briefing in week 1 to discuss the scenario to assessment and the
requirements of the operational plan
 Regular consultation with the trainer and assessor playing the role of the
OGM and other students playing the part of the SMM and the TS
 A Role-Play in week 3 where you will present the operational plan, the
contingency plans and the proposal for resourcing to pertinent

Task summary and instructions
stakeholders for feedback and approval
 A Role-Play in week 4 to interview a potential new recruit
You must submit to GOALS
 Planning notes from briefing session
 Updated current operational plan
 Operational plan for the e-commerce strategy
 2 x contingency plans
 Proposal for resource requirements
 Feedback from consultation in simulated work condition
 Observation checklist
 Resource acquisition strategy
 Interview preparation form
 Interview outcome
 Email to the successful candidate
 Procurement evaluation form
Resources and equipment • Computer with Internet access
• Access to Microsoft Office suites or similar software
• Learning material
• Scenario for assessment as provided
• Appendices as provided
• Relevant policies and procedures as provided
• Templates as provided
Re-submission
opportunities
You will be provided feedback on your performance by the Assessor. The
feedback will indicate if you have satisfactorily addressed the requirements
of each part of this task. If any parts of the task are not satisfactorily
completed, the assessor will explain why, and provide you written feedback
along with guidance on what you must undertake to demonstrate satisfactory
performance. Re-assessment attempt(s) will be arranged at a later time and

Task summary and instructions
date. You have the right to appeal the outcome of assessment decisions if
you feel that you have been dealt with unfairly or have other appropriate
grounds for an appeal. You are encouraged to consult with the assessor prior
to attempting this task if you do not understand any part of this task or if you
have any learning issues or needs that may hinder you when attempting any
part of the assessment.
Complete the following activities:
Task 2.1 Develop an operational plan
The trainer and assessor will allocate time in week 1 of class to conduct a meeting to brief the students on the
scenario for assessment and the requirements of the operational plan.
The meeting will take place in a simulated work environment where the trainer and assessor will play the role of
the Operations General Manager in the organisation. You will be a consultant hired to manage the operational
planning activities related to implementing an e-commerce strategy for the company.
Attendance at the meeting is essential to complete the assessment task.
Note: the trainer and assessor will note your presence at the briefing. If you are absent from class, it is your
responsibility to contact the trainer and assessor and arrange alternative arrangements.
This task requires you to:
 Attend a briefing with the OGM
 Develop briefing notes
 Develop an operational plan
 Develop contingency plans
 Develop a proposal for resourcing
 Consult with pertinent stakeholders

 Present and obtain approval for the operational plan, the contingency plans and the proposal for resourcing
Use the templates provided below and follow the instructions.
2.1.1 Briefing notes
Take notes during the briefing.
Once, the briefing is over, review your notes and Appendix 1 and 2. Outline the following in the form of
personal notes:
o What the operational plan is about
o How the operational plan supports the strategic direction of the company
o A list of the key parameters and requirements of the operational plan (3-5)
o Resourcing needs (human resources and physical resources) (5-10)
o A list of the organisational policies and procedures that are directly related to the operational plan (3-5)

o A list of the relevant legislation and legislation that are relevant to the operational plan to establish the
legislative and regulatory context for your work (3-5)
o A brief consultation strategy to gather feedback and inputs on the operational plan (planning and
implementation) from pertinent stakeholders (example: scheduled meetings, surveys, focus groups
o
(100-150 rds)
 Operational plan is about Reducing direct and indirect costs of operations.
 Operational plan successfully helps in considering both internal and external business
environment that further provides stringent rise for attending strategic working direction on
varied competitive level.
 Key parameters and requirements of operational plan are
 Quality standards control
 Feedback from finance personnel
 Continuous monitoring of feedback provided by customers.
 Resources required are:
 Technological resources such as server, system etc.
 Financial resources
 Human resources
 Organizational structure and infrastructure
 Many other facilities and equipment’s.
 Organisation policies and procedures related to operational plan are:
 Provision of training to employees for management of online and offline stores can be done
easily
 Engaging with customers based upon marketing
 Recruitment strategy for recruiting highly qualified and skilled employees.
 Relevant legislation are:
 Privacy Act 1998
 Data protection law and regulation, 2021
 Australian consumer law

 Consultation strategy to gather feedback and inputs on the operational plan are: monthly
meetings will be scheduled, survey will be conducted from customers, focus groups to enhace
work of employees
2.1.2 Develop the operational plan
A. Update current operational plan FY 2021-2022
Update the BBQfun operational plan FY 2020-2021 to include the e-commerce strategy (planning and
implementation). Write your updates in red so that the trainer and assessor can identify them easily. 1-2
updates/objectives (to include performance measures and tasks).
BBQfun Operational Plan (with strategic objectives, measures and tasks) FY 2021–2022
Objectives: Performance measures Tasks:
Engaging with customers
through marketing, research
and personalised service.
 Completion of
market/marketing research.
 Completion of customer
surveys.
 Completion of reports to
identify marketing
opportunities.
 Conduct quarterly surveys on
customer satisfaction.
 Evaluation of market and marketing
data to determine marketing
opportunities.
 Building reputation for
quality products and
quality customer service:
 Raise organisational
profile by 20%.
 Improve client satisfaction
performance by 25%.
 Percentage of brand
recognition in sought-after
categories in periodic
customer surveys.
 Percentage of customers
with positive view of
organisational
responsiveness, innovation,
quality, ethics, safety.
 Number of customer
 Audit of supplier quality.
 Regular contact with suppliers.
Investigate resourcing needs: people,
products.
 Fulfil resourcing and distribution
needs in accordance with policies and
procedures.
 Maintenance of enterprise resource
management (ERP), point of sale
(POS) and customer relationship

BBQfun Operational Plan (with strategic objectives, measures and tasks) FY 2021–2022
complaints.
 Delivery times.
 Number of returned items.
management (CRM) systems.
Supporting people to perform
via training and performance
management.
 Numbers of injuries
(Target = 0).
 Numbers of absentees
(Target = <3% of total
hours).
 Anti-discrimination
complaints (Target=0).
 Lost Time Injury
Frequency Rate (Target=2)
 Percentage completion of
performance plans and
performance management
process.
 Numbers of coaching
sessions completed.
 Numbers of operational-
related training programs
completed.
 Research effectiveness of possible
incentives for: safe work
achievement; healthy lifestyle.
 Engage workers with strategic goals
of business and support professional
development in line with strategic
goals. (Targets to be set by individual
managers).
 Management engagement with
employees to achieve greater buy-in
of organisational goals.
 Include explanation of how activities
work with organisational strategic
goals in all communications to
internal personnel.
 Regular coaching.
 Training needs analysis and training
(leadership, WHS, ethical/legal
training).
 Strategic goals included in induction
program.
 Employee incentives for performance
in all areas relevant to operational
and strategic goals.
Enhance customer
satisfaction by providing
more effective service
through online website
 Analysing customer
retention rate and feedback
provided by customers
 Evaluating customer
retention rate
 By providing training to employees
 By creating customer feedback loop

BBQfun Operational Plan (with strategic objectives, measures and tasks) FY 2021–2022
Reduce direct and indirect
costs of operations.
 General ledger accounts;
financial statements:
o wages
o cost of agent services
o consultancy fees
o wastage and associated
expenses.
 Expense target =
$5,004,714
 COGS target = $5,890,000
 Renegotiate with suppliers.
 Research potential new suppliers.
 Research new distribution
possibilities, such as
e-commerce/delivery.
 Management engagement with
employees to achieve greater
employee support of organisational
goals.
 Greater use by managers of budgets
to encourage restraint.
 Greater focus on budget restraint in
management of projects/activities.
 Inventory management through ERM
to reduce overstocking and risk
associated with storage.
 Incentives (as part of
manager/employee performance
management and bonus system).
Develop an operational plan for the e-commerce strategy
Develop the plan for 3-5 Key Result Areas (KRAs). Include:
 1 goal/each result area
 3-5 actions for each KRA
 2-3 KPIs for each KRA
 1-2 stakeholders associated with responsibilities for the KRA
 Timeline (date or range)

 Budget for each KRA (specify if the budget is in or out of the scope of the e-commerce strategy). If the
budget is out of scope:
o Negotiate an increase in budget with the organisation; or
o Advise the organisation to deliver a concurrent operational project to achieve a specific KRA
Note: the budget allocated for the e-commerce strategy is $ 861,000.00. The organisation would like you to run
this project under budget.
Use the template provided below. Add additional rows if needed.
Template 1 -Operational Plan
Objective: Enhance customer satisfaction by providing more effective service through online website
Key Results Area
Goal
Actions
Key Performance
Indicators
Responsibility
Timeline
Budget
Example:
Integration
with the
website
and
financial
software.
To achieve
seamless
integration
with the
current
website
and the
financial
software.
 Contact
technical
experts
 Define
requiremen
ts
 Test
systems
 0% error
 95%
positive
feedback
from user
and
finance
personnel
 CFO
(integratio
n with
financial
software)
 External
consultant
(integratio
n with the
website)
3
month
s
 $ 5,000
(integrati
on with
financial
software-
out of
scope
from e-
commerc
e
strategy)
 Budget
included

Key Results Area
Goal
Actions
Key Performance
Indicators
Responsibility
Timeline
Budget
in the
design of
the e-
commerc
e site for
the
integratio
n with the
website
Provide
training to
employee
for
handling
online
service
provision
to
Customer
To provide
high quality
service to
customers
through
employee
training
 Provide
monthly
training to
employees
 Take
customers
feedback
and review
for
identifying
issues
faced by
customers
 Take
feedback
from
mentors for
 Customer
satisfactio
n rating
for
identifyin
g whether
appropriat
e service
is being
provided
to them or
not
 Checking
client
retention
rate
 Training
officer for
providing
training
 Data
analyst for
identifying
customer
satisfactio
n level
2
month
s
$10,000 for
providing
training to
employees

Key Results Area
Goal
Actions
Key Performance
Indicators
Responsibility
Timeline
Budget
identifying
key areas
of
improveme
nt
Integrate
online
website
and
warehouse
manageme
nt system
To achieve
effective
integration
between
online
website
and
warehouse
manageme
nt system
 Hire
technical
experts
 Identify
requiremen
ts
 Test and
integrate
system
 Chances
of error 0
percent
 Enhance
delivery
and
availabilit
y of
products
for
customers
 Chief
Supply
chain
officer
(integratio
n with
warehouse
manageme
nt system)
 External
consultant
(integratio
n with
external
website)
6
month
s
$ 6,000 for
integration of
website and
designing of
website
Enhance
quality of
service
provided to
customers
To enhance
overall
quality of
service
provided to
customers
 Capture
customer’s
feedback
 Ensuring
that
delivery is
 95%
positive
feedback
from user
 Checking
quality of
 Data
analyst
 Quality
expert
6
month
s
$3000

Key Results Area
Goal
Actions
Key Performance
Indicators
Responsibility
Timeline
Budget
who are
purchasing
online
through
website
being done
on time
 Checking
quality of
the service
on the
basis of
defined
requiremen
ts
service
from
competito
rs service
provision
Monitoring strategy:
The monitoring strategy further aims to gain frequent reviews and feedbacks from customers, which
further enables to gain larger working results variedly. Also company will aim to stringently keep
check on monitoring working results, generate stringent rise diversely on attaining operational results.
Organization can create customer feedback loops and stability for verifying whether negative feedback
provision by customers has reduced or not, whether positive feedbacks are being given by company
or not.
B. Contingency plan
Identify 2 risks to the implementation of the plan and develop a contingency plan (Template 2) for each risk. The
risks must include:
 one risk due to employee underperformance

 one risk related to the management of the intellectual property (IP)
Use the templates provided below.
Note: the budget allocated for the contingency plan must be included in the overall budget for the planning and
implementation of the e-commerce strategy.
Example:
Person developing the plan:
Mark Smith
Consultation (who was consulted):
Name Position
John Black Data expert
Riz Mehra Chief Financial Officer (CFO)
Risk identified:
Data migration error when integrating with financial software.
Strategy to treat risk Strategy to manage the risk if
it occurs
Responsibility Budget
2 system testing
scheduled before
going live.
Shut down operations
for 2 days.
Check data errors.
Reverse data
migration or correct.
Test again before the
next attempt.
IT specialist
CFO
$ 3,000 outside budget for e-
commerce strategy.
Actions- To keep track of services optimisation effectively and also maintain wider scale working
optimisation significantly

KPI- Revenue increase, goodwill among stakeholders and enhanced resources optimisation.
Stakeholders- Technicians, business stakeholders and internal external investors.
.
Template 2 -Contingency Plan
Develop a contingency plan for each of the 2 identified risks.
Risk 1
Person developing the plan:
Mark Jhosnson
Consultation (who was consulted):
Name Position
Samuel John Human resource manager
Risk identified:
Strategy to treat risk Strategy to manage
the risk if it occurs
Responsibility Budget
Keeping check on
human resources
effectively for
project completion
timely
The strategy to
mange risk if it
occurs, states focus
on fact that there has
to be specific work
record evolved into
To enhance working
efficacy diversely,
provide full records
with strengthened
working vision
$ 2000 Budget for the
human resource project

system.
Risk 2
Person developing the plan:
Mark Ericson
Consultation (who was consulted):
Name Position
John Mark Finance manager
Risk identified:
Strategy to treat risk Strategy to manage the
risk if it occurs
Responsibility Budget
Keep effective check
on resources and
capitals invested
Strategy to manage
risk if it occurs, further
head on focus towards
taking up steps for
building new costings
plans emerged
effectively.
To enhance functional rise
within finance optimisation
within working scenarios
3000$

C. Proposal for resource requirements
Develop a proposal for resource requirements (Template 3) . The resources will be used to plan and implement
the operational plan.
Use the template provided below and follow the instructions.
Template 3 -Proposal for resource requirements
Human Resources
A list of proposed resources. (2-3)
Human resources such as effective team:
Human resources assistant
Human resources coordinator
Human resources specialist
Physical Resources
A list of proposed resources. (3-5)
Plant, machinery, equipments and materials
Proposed implementation
How to acquire and implement the
resources (30-50 words)
Acquisition and implementation of new resources will be done on the
basis of tender system i.e., a tender will be passed and supplier who
fulfil needs and requirement of company will be selected for
acquiring and implementing resources. It will help in enhancing
functional working reach diversely for untapped new stringent
connectivity.
Breakdown of costs
(3-5 essential items with total)
Technology equipment’s-$3000
Human resources- $2000
Higher scale innovative technology- $1500
Total: $6500
Benefits to the organisation
What benefits would the resources bring
The resources would get benefits to organisation such as cost
effective team development, higher informative working

to the organisation, not necessarily
linked only to the operational plan? You
can think more broadly. (30-50 words,
2-3 benefits)
advancement and also scaled up dynamic business competencies
engagement informatively. Organisation will also be able to
strengthen up wider new keen informative business scope, which
further opens up platforms for strengthened vision and new
informative competitive industry positioning.
Risks by not implementing
the proposed resources
List 2-3 risks.
Risks by not implementing the proposed resources, can be understood
as highly specific working loss within structure scenarios where loss of
capital resources can be understood to be widely essential.
Risks:
Finance risk
Technology failure risks
Over budgeting or under budgeting risks
Sources of information
used to develop the
proposal
Example: use internet research on
technical aspects of e-commerce and
importance to retailers; use consultation,
use company financial projections
Sources such as usage of internet research, e-commerce strategies and
retailers aspects information for using effective working engagement.
Company using financial projections, further also are able to attain
information by using optimum working targets diversely.
D. Consultation
While creating the operational plan, contingency plans, and resourcing proposal, consult with relevant
stakeholders such as the OGM.
Collaborate with other students playing the role of the Sales and Marketing Manager (SMM) and the Technology
Consultant (TS) to peer review your work and gather insights from the perspective of pertinent stakeholders in
the organisation.
Implement their feedback in the operational plan, the contingency plans and the proposal for resourcing.
Record the feedback received and implemented in the table below:

Feedback How it was implemented
Operational plan:
Operational plan is as per company
long term strategic objectives and
stringent working growth efficacy,
which further opens up scope for
evolving new changes diversely on
wider arenas.
Operational plan has been implemented, by
attaining effective competent working strengths by
building on new scale working synergies diversely.
Resources planning, and usage of further opening
up scope for wider changes further enhances scope
towards extended functional growth targets.
Contingency plans:
The feedback on contingency plans can be
understood to be highly essential for
further gaining effective outputs and usage
of resources engaged on within longer
business parameters. Contingency plan
plays strong role in creating engagement,
and also to leverage significant functional
rise proactively.
Contingency plan implementation has been also
done profoundly as per longer term functional
targets, enhance functional working scope variedly
for leveraging new strengthened paradigms.

Feedback How it was implemented
Proposal for resourcing:
The proposal for resourcing, has been
done by analysing key effective
functional productivity rise
informatively and generate best scale
working objectives significantly.
It has been implemented by taking up all
methods and resources effective utilisation in
mind, for scaling up best working expertise
dynamically and enhancing primitive
engagement fundamentally.
The trainer and assessor will validate that you have actively sought advice and feedback while creating the
operational plan and associated documents.
E. Presentation
Liaise with the trainer and assessor and schedule time in week 3 of class to meet with the OGM, the SMM, the
TC and the representative of the work teams that will be involved in implementing the e-commerce strategy.
Duration of the meeting: 30 minutes.
Before the meeting:
Have the operational plan, contingency plans, and resourcing proposal ready to be shared with the attendees.
This could be done:
 Preparing printed copies of your work; or
 Projecting the documents on the screen using the facilities in the classroom or sharing the documents during
a virtual meeting (liaise with the trainer and assessor)
During the meeting:
 Present and explain the operational plan, the contingency plans and the proposal for resourcing

 You may want to consider:
 Explaining resource requirements and justifying the proposal
 Information on cost items
 Benefits of implementing the plan to the organisation
 Possible risks of not implementing the plan
 Identified risks and contingency plans
 WHS concerns
 The consultation process that was followed and sources of information
 Implementation
 Gather feedback, discuss and negotiate changes to the operational plan, the contingency plans and the
proposal for resourcing
 Obtain approval for the plan
 The trainer and assessor will provide approval in the observaton checklist
After the meeting:
 Implement the feedback and the changes negotiated during the meeting to the operational plan, the
contingency plans and the proposal for resourcing before submitting your assessment
 Please note that the trainer and assessor will check that the feedback you have received and/or the changes
you have negotiated are implemented in your submission.
This is an assessable task and the trainer and assessor will evaluate your performance using an observation
checklist during the meeting.
If you are absent from class, it is your responsibility to make alternative arrangements with the trainer and
assessor. You may only reschedule once.
Task 2.2 Plan and manage resource acquisition
Read Appendix 3 – Scenario BBQfun Resourcing and Appendix 2– Scenario BBQfun Documentation.
This task requires you to:

 Develop resource acquisition strategies
 Implement recruitment strategies
 Implement physical resources acquisition strategies
2.2.1 Develop resource acquisition strategies
Develop the following strategies:
 A recruitment strategy to make sure that new recruits are employed and inducted within the organisation's
HR management policies, procedures and practices
 A strategy to acquire physical resources and services following organisational policies, practices and
procedures
 Include requirements for IP rights and responsibilities in both strategies to ensure trade secrets and
confidential information are protected from theft, misuse and unauthorised distribution
Use the templates provided below and follow the instructions.
Template 4 -Resource acquisition strategy
Recruitment strategy
(50-100 words)
Recruitment has to be done effectively, for further enhancing
working engagement among stakeholders and to strengthen
untapped functional paradigms. Recruitment strategy to be
adopted by organization is internal recruitment strategy i.e. if
any employee is capable of handling higher designation
responsibility then they will be promoted for handing that
responsibility. Other than this industry referral strategy will
also be used for recruiting employees so that applicants with
prior experience and required skills can be recruited.
Requirements for IP
(30-50 words)
Intellectual property also further plays stringent role, to
enhance working engagement competently on strengthened
vision diversely. It is important to check whether intellectual
property is capable of being registered or not. It is one of the

main requirement. Requirements for IP are: artistic work,
imaginative thinking of employees, or creative mindset.
Acquisition of physical resources
strategy
(50-100 words)
It is extremely important to identify strategy for acquiring
physical resources. Following are the strategies that will be
adopted for acquisition of physical resources: selection and
requirement of new staff members, hiring resource manager
for identifying resources required to be purchased so that
purchasing of materials, equipment and supplies can be done
as per the need and requirement. IT department will be
developed so that requirement of technological equipment’s
such as systems etc. can be fulfilled
Requirements for IP
(30-50 words)
Bonds, contract of employees, bills of resources will be
prepared and stored so that all the Physical or tangible IP are
safe and secure. It enables to keep safety of resources done
in proper format, enhanced towards untapped new business
goals and also advance up functional rise diversely for
strengthening new vision.
Monitoring strategy- taking frequent feedbacks of tasks and also resources optimisation significantly.
2.2.2 Implement the recruitment strategy
Interview a potential new recruit (online customer service and sale representative) according to organisational
policies and procedures:
 Prepare to interview by organising a role-play to interview with the potential recruit played by a classmate
and preparing paperwork.
 For the interview, schedule a suitable time with the trainer and assessor in week 4 of class. Duration of the
interview: 15 minutes.
If you are absent from class, it is your responsibility to make alternative arrangements with the trainer and
assessor.

Before the interview:
 Complete the interview preparation form – Template 5.
During the interview:
 Explain the role, responsibilities and accountabilities
 Outline expectations
 Describe the induction process for successful candidates
This is an assessable task, and the trainer and assessor will evaluate your performance, providing feedback on the
marking sheet.
After the interview:
 Record your decision about hiring or not hiring the candidate with justifications – Template 6.
Use the templates provided below and follow the instructions.
Template 5 -Interview preparation form
1. Complete the form below to prepare for the interview. The form follows the organisational policy and
procedures for recruitment and induction.
Job title and description HR Manager
Skills and attributes required
for the position (essential and
desired)
Skills to supervise roles within various teams in departments
(Essential skills)
 Multi tasking skills
 Strong visionary leadership skills
 Team management skills
Desired skills
 Higher analytical and critical thinking skills
 Strong communication skills
 Innovative working skills
Date 16 = September

Time
Place
Special arrangements
The candidate has a mobility impairment and
uses a wheelchair. Outline any special
arrangements put in place for the interview.
(30-50 words)
Special arrangements such as usage of effective convenient special
arrangements for individual should be provided. There has to be
further new specific strategies adopted, for further enhancing new
strengthened working productivity targets.
Interview Panel
List the stakeholders who will be on the
interview panel. (3)
Note: you will conduct the interview
individually, however you must select
relevant stakeholders from the case study.
Stakeholders such as HR professionals, HR managers further will be
on interview panel. The role of HR professionals and HR manager is
highly essential for strengthening essential working scenarios to
enhance new vision oriented pathways
Questions
Formulate 4 questions to ask the candidate.
Please share details about qualifications?
 How much experience you gained in previous workplace at
job?
 How much professional experience and knowledge you have
gained from business leaders in this field?
 How did previous ideas and qualifications shaped your
productive learning experiences.
 Do you posses effective HR management strategies?
Template 6 -Interview outcome
2. Record the interview outcome.
Applicant Mary Johnson
Interview outcome Successful
Justification of the interview
outcome.
(30-50 words)
Justification of the interview outcome can be understood
Mary possess effective HR policies knowledge and HR understanding for
latest functional productivity growth horizons. The interview was also
done successfully, where candidate professional knowledge has been
found to be strong.

Relevant policies and
procedures were followed.
Yes ☒
No ☐
3. Assume that the candidate is successful, and write an email (Template 7) to the candidate to explain the
induction process according to organisational policies and procedures.
When writing the email:
 Ensure that policies and procedures about induction are followed
 Identify and incorporate requirements for intellectual property obligations when working in the
organisation
The email text should be in grammatically correct English and written appropriately (polite, business-like).
(50-100 words)
Template 7 -Email
Email to the successful candidate
To: Mary Jhonson
Subject: Induction procedure
Date email is sent: 15 september
Attachments:
Induction procedure plays very crucial role at our company, where we focus for providing comfortable
professional work place to all employees and further deliver optimum training to them for further excelling
in performance. The induction procedure also further will be done by strengthening new working efficacy,
where rules and regulations are practically being taught to employees at company. Also, induction will be
done to make person comfortable for gaining professional knowledge as per tasks requirements and
strengthened vision diversely.

2.2.3 Implement the physical resources acquisition strategy
Read Appendix 3 – Scenario BBQfun Resourcing and Appendix 2– Scenario BBQfun Documentation.
Consider the bid for the website developers as described in Appendix 3 and consider the Procurement policy and
procedures in Appendix 2.
Evaluate each website developer against the policy and the requirements of the operational plan and choose one.
Use the evaluation template below to support your evaluation and make your choice.
Answer the following questions according to the procurement policy and procedures:
Are two or more competitive
quotes for contracts be
presented?
The two or more competitive quotes for contracts that needs to be
presented, are worked on towards using effective procurement policies
variedly.
Who has authority to sign for
the webdesign service?
The digital departmnents manager has authority to sign for the web
design services.
How will the tender
respondents be informed?
Tender respondents be informed by using online portals and websites,
which will enable information to be responded effectively
Template 8 -Procurement evaluation form
Evaluate each web designer against the key factors.
ACE Developers Premier Tech Innovative Technology
Value for money ACE developers has
been possessing
strong value for
money to enhance
functional work
growth reach
Premier Tec aims to
enhance value for
money, for reaching
strengthened
working parameters
with significant
Value for money is
competitively wider for
reaching higher specific
efficacy actively by
optimising keen working
resources.

significantly on
wider working
horizons.
specific paradigms
diversely.
Risk management
List possible risks about
engaging the web designer. (1-
2)
High capital risk is
one of the main type
of risk that can
affect premier tech
Premier tech may
face risk such as risk
in competitive
finance levels and
significant facors
such as rapid change
in demand among
consumers.
Possible risks such as
change in fluctuating
economic rates and increase
in business competitive
demands.
Buy Australian
made/support
Australian industry
Australian policy
supports from
effective advanced
designer policies
engagement
significantly.
Australian premier
tech support policy
aims to significantly
bring on working
advancement.
Australian support policy
further aims to bring on
resources effective utilisation
in structured shape.
Conflict of interest High stakeholders
interests
Profits optimisation Goodwill detainment
IP considerations Copyrights Patents Trademarks
Your choice of service supplier:
Premier Tech
Justification of your choice with risk mitigation strategy (50-100 words):
The main reason because of which premier Tech has been chosen because they focus upon enhancing value
for money, for reaching strengthened working parameters with significant specific paradigms
diversely. They can easily help in enhancing profitability of organization and take initiative in
providing high quality service to customers. Not only this, they also provide services in lower price
as per increasing competition in the market. this can further help organization in reducing their
overall operational cost.

Answer the following questions according to the procurement policy and procedures:
Are two or more competitive
quotes for contracts be
presented?
Competitive quotes: “High quality development within business
structure, and also enhanced expertise evolved within contracts”
Who has authority to sign for
the web design service?
Top management will be the main prime authority to sign for the
web design service.
How will the tender
respondents be informed?
Tender respondents will be informed with specific varied
functional efficacy competencies significantly.

Appendix 1 – Scenario BBQfun (e-Commerce Strategy)
Background to scenario
The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or
increase market share and revenue and satisfy customer needs in line with company strategic directions.
You have been hired as an external consultant to manage operational planning activities for BBQ fun's e-
commerce strategy.
 Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra
cost at existing stores. Customers would cover delivery costs.
 Currently, BBQ fun has a website, but this website lacks e-commerce functionality. The website would
need to be redeveloped to incorporate this functionality in line with relevant technical specifications.
 Existing infrastructure, such as office and store configurations, would need to be adapted to the new
strategy. Additionally, assets, such as delivery vehicles, would need to be acquired. New staff would need

to be recruited and existing staff retrained or informed of the e-commerce strategy and associated
operational and performance targets.
 All resourcing must be acquired, and operations are undertaken in accordance with relevant internal and
external standards – legislation and codes of practice, intellectual property (IP) rights and responsibilities,
and organisational policies and procedures.
 Preliminary approval has been given to amend the existing budget and operational planning to
incorporate this strategy.
It is now 30 June 2021, and e-commerce operations are expected to be underway in one year and three months,
by 1 October 2022.
Scenario task
As the external consultant, you will need to determine the physical and human resourcing requirements.
Review organisational documentation and undertake preliminary research on e-commerce. Consult with the
following personnel to determine resourcing needs:
● Sales and Marketing Manager
● Technology consultant.
You will then need to plan physical and human resourcing and establish associated performance measures
and targets. You may consider the Management Team of BBQ fun, including team leaders in warehouses, to be
resources for the implementation. Use the description of their roles in operational planning when assigning
responsibilities.
Finally, you will need to propose resourcing and associated operational changes to the Operations General
Manager, who will provide approval in consultation with the CEO and Board of Directors.
Resourcing and budget: e-Commerce strategy
After consulting with the management team at BBQ fun, you determine:
● eight online sales and customer service people will be needed to manage increased online customers
● since stores are overstaffed, four of the required customer service staff could be sourced from existing
employees at the two stores
● no current staff have any online customer service skills

● management would like to develop people through retraining rather than hire new staff to handle online
sales
● six delivery trucks are needed to enable distribution
● an e-commerce website will take 50 days to develop
● three forklifts are needed
● four additional warehouse workers are needed
● six additional drivers are needed
● office space will need to be reconfigured.
The following operational costs are associated with e-commerce business strategy.
Costs: e-Commerce strategy (initial investment)
Resources Costs
Plant and equipment ● Delivery trucks $50,000 x 6= $300,000
● Forklifts $10,000 x 3 = $30,000
Promotional costs $300,000
Website developers $100,000
Staff training Online customer service training $3,000 per staff member =
$24,000
Recruitment costs $30,000
Management change leadership
training for store managers and team
leaders
$3,000 each = 1 Brisbane store manager, 4 Brisbane team
leaders, 1 Gold Coast store manager and 3 Gold Coast team
leaders x $3,000 = $27,000
Warehouse and office
reconfiguration
$50,000
Total $861,000

In addition, ongoing staff costs will be incurred.
The expected life of the initial investment is expected to be three years.
Costs: e-Commerce strategy (ongoing)
Resources Costs
Additional staff: (At $40,000-year average annual salary)
 4 online staff 4 x $40,000 ($160,000) per year for 3 years = $480,000
4 warehouse staff 4 x $40,000 ($160,000) per year for 3 years = $480,000
6 delivery drivers 6 x $40,000 = $240,000 per year for 3 years =$720,000
Total $1,680,000
The following expenses should be incurred in the 2022 financial year and be included in associated financial
targets for spending:
Additional staff $400,000
Additional marketing $300,000
Additional training $51,000
Recruitment $30,000
Benefits to business
According to financial projection prepared by the CFO, the business expects the proposed strategy to be
profitable over three years.

Profitability index over three years
Profitability index (PI)
=
Present value (PV) of future cash flows
Present value (PV) of initial investment
PI>1 indicates project should be undertaken
FY 2022 FY 2023 FY 2024
Cash flow from operations (minus ongoing
operational costs associated with e-commerce
such as additional staffing)
$200,000 $500,000 $800,000
Present value of future cash flows (discounted
future cash flows with respect to opportunity
cost, inflation)
$180,000 +$420,000+$600,000 =
$1,200,000
Present value of initial investment $861,000
Profitability index 1.39
The expected additional profit for 2022 would be $200,000. This figure should be added to targets.
Risks to implementation
After consulting with stakeholders at BBQ fun, you determine:
● medium risk of poor online sales
● high risk of customer service quality problems for online customers leading to a breach of consumer law
● high risk of staff misunderstanding changes and considering online sales as a threat to jobs
● medium risk of not being able to recruit fully trained online staff

● low risk of loss of IP relating to confidential information contained within the e-commerce strategy when
employees leave the organisation
● medium risk of loss of IP ownership if a relationship with the website developer contract ceases
● low-level risk of not complying with WHS legislation through lack of risk assessment conducted on
potential musculoskeletal disorders resulting from poor customer service workstation design
● medium risk of wastage due to the overstocking of product in anticipation of increased online sales.
All additional costs associated with contingency planning will be approved in accordance with BBQ fun policies
and procedures.
Budget summary
BBQ fun 2021–2022 Approved budget by activities to be undertaken
Income:
Sales $11,000,000 Barbecues and related equipment.
Investment income $1,567,000 Real estate investment income and rental of office space.
Cost of goods sold
(COGS)
($5,890,000) Cost of provision of goods, purchase of stock, distribution.
Gross profit $6,677,000 Gross profit.
Expenses:
Wages, salaries and on
costs
$2,567,890 Wages, salaries, superannuation, work cover insurance,
payroll tax.
Consultancy fees $50,000 Project management: WHS management system; change
management.
Communication
expenses
$42,000 Telephone, ISP costs, IT support.
Marketing $920,000 Cost of staff travel and associated costs for sales, etc.
Premises expenses $1,000,000 Rent, electricity, maintenance, cleaning.

Insurance $120,000 Liability insurance
Depreciation and
amortization
$177,569 Computers and capital equipment that is depreciated.
Office supplies $65,068 Printing and stationery, postage, amenities.
Training $62,187 Sales training: leadership, WHS, ethical/legal training.
Total expenses $5,004,714
Net profit $1,672,286 Net income before tax.
Operations
General operating hours
BBQ fun operates Monday to Friday from 9 am to 5 pm. BBQ fun will be operational year-round except
legislated holidays.
Human resources
 Pat Mifsud, CEO
Pat is responsible for working with the Board of Directors to oversee the business, set overall strategic
directions, manage risk, and authorise large financial transactions.
 Riz Mehra, Chief Financial Officer
Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible
for overseeing budgets for cost centres and individual projects. After financial quarters and at the end of
projects, Riz is accountable for viewing budget variation reports and incorporating information into financial
statements and financial projections.
 Kim Chen, Operations General Manager

Kim is responsible for the day-to-day running of the company. Kim oversees the coordination of all
operations. Kim is responsible for sponsoring projects that affect the operations of the organisation as a
whole. Kim works with the HR Manager to coordinate systems and projects to achieve company-wide
synergy.
 Les Goodale, Human Resources (HR) Manager
Les is responsible for the productive capacity and welfare of people at BBQ fun. Les works with the
Operations General Manager to coordinate projects and management systems, such as performance
management, recruitment, and induction.
 Sam Lee, Marketing Manager
Sam is responsible for the management of all aspects of marketing. Sam manages the activities of the
marketing team.
 Pat Sweeney, Manager: Brisbane (Kenmore)
Pat is responsible for the management of all aspects of the Brisbane store.
 Alex Mitchell, Manager: Gold Coast
Alex is responsible for the management of all aspects of the Gold Coast store.
A summary of human resources at each of the two locations appears below:
Brisbane: Head office
● Employees:
○ 30 full-time and casual sales and customer service people, check-out staff,
trained in the use of POS – integrated with ERP (enterprise resource planning)
and CRM (customer relationship management) software system
○ senior management team (five) + one store manager
○ four sales team leaders
○ one delivery truck driver
○ one warehouse worker.

Gold Coast operation
● Employees:
○ 30 full-time and casual sales and customer service people, check-out staff,
trained in the use of POS – integrated with ERP (enterprise resource planning)
and CRM (customer relationship management) software system
○ one store manager
○ three sales team leaders
○ one delivery truck driver
○ one warehouse worker.
Office requirements
The office space is leased and will accommodate the necessary office equipment, such as computers, fax
machines, photocopier and other engineering equipment.
Brisbane: Head office

● Location: Kenmore.
● Size: 15,000 square metres (50% warehouse, 50% display area). Warehouse area used at 45%
of capacity but poorly configured to accommodate the heavy increase in distribution traffic.
● Large mezzanine office space (used to be occupied by online retailer, currently subdivided and
occupied by the management team).
● Loading bay with large capacity (most of area incorporated into customer display area, could
be easily and cheaply reconfigured to accommodate extra distribution).
Gold Coast operation
● Location: Robina.
● Size: 12,000 square metres (50% warehouse, 50% display area). Warehouse area used at 50%
of capacity but poorly configured to accommodate the heavy increase in distribution traffic.
● Large mezzanine open-plan office space with separate access (was previously rented out to a
telemarketing company).
● Lots of spare office space.
● Loading-bay with large capacity.
Operating capital requirements
BBQ fun requires approximately five million dollars in working capital to sustain and ensure the business meets
all opening and ongoing financial obligations.
The company may experience financial pressures during slow sales periods.
A long-term strategy to maintain positive cash flow during these periods will be to diversify the company's
product range and develop business opportunities such as e-commerce to boost sales and sales capability overall.
Operational expenses
Wages, salaries and on-costs $2,567,890

Operational expenses
Consultancy fees $50,000
Communication expenses $42,000
Marketing $920,000
Premises expenses $1,000,000
Insurance $120,000
Depreciation and amortization $177,569
Office supplies $65,068
Training $62,187
Total Expenses $5,004,714
Insurance requirements
BBQ fun will have to incur costs for business liability insurance. The estimated cost for this requirement is
$100,000 per year.
Operational workflow
1. Conduct market research to determine needs.
2. Negotiate with suppliers.
3. Receive and warehouse products.
4. Provide service and information to warehouse customers.
5. Receive payment.
6. Arrange delivery of items (if required).

BBQ fun accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.

Operational plan (with strategic objectives, measures and tasks) FY 2021–2022
BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2021–2022
Objectives: Performance measures Tasks:
1 Engaging with customers
through marketing, research
and personalised service.
● Completion of market/marketing
research.
● Completion of customer surveys.
● Completion of reports to identify
marketing opportunities.
● Conduct quarterly surveys on customer satisfaction.
● Evaluation of market and marketing data to determine marketing
opportunities.

BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2021–2022
Objectives: Performance measures Tasks:
2 Building reputation for quality
products and quality customer
service:
● Raise organisational
profile by 20%.
● Improve client
satisfaction
performance by 25%.
● Percentage of brand recognition in
sought-after categories in periodic
customer surveys.
● Percentage of customers with
positive view of organisational
responsiveness, innovation,
quality, ethics, safety.
● Number of customer complaints.
● Delivery times.
● Number of returned items.
● Audit of supplier quality.
● Regular contact with suppliers.
● Investigate resourcing needs: people, products.
● Fulfil resourcing and distribution needs in accordance with
policies and procedures.
● Maintenance of enterprise resource management (ERP), point of
sale (POS) and customer relationship management (CRM)
systems.
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BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2021–2022
Objectives: Performance measures Tasks:
3 Supporting people to perform
via training and performance
management.
● Numbers of injuries
(Target = 0).
● Numbers of absentees
(Target = <3% of total hours).
● Anti-discrimination complaints
(Target=0).
● Lost Time Injury Frequency Rate
(Target=2)
● Percentage completion of
performance plans and
performance management process.
● Numbers of coaching sessions
completed.
● Numbers of operational-related
training programs completed.
● Research effectiveness of possible incentives for: safe work
achievement; healthy lifestyle.
● Engage workers with strategic goals of business and support
professional development in line with strategic goals. (Targets
to be set by individual managers).
● Management engagement with employees to achieve greater
buy-in of organisational goals.
● Include explanation of how activities work with organisational
strategic goals in all communications to internal personnel.
● Regular coaching.
● Training needs analysis and training (leadership, WHS,
ethical/legal training).
● Strategic goals included in induction program.
● Employee incentives for performance in all areas relevant to
operational and strategic goals.
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BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2021–2022
Objectives: Performance measures Tasks:
4 Increasing sales revenue. General ledger accounts; financial
statements:
● Revenue target = $11 million
● Profit target = $1,792,286
● Marketing campaigns.
● Sales training for floor staff.
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BBQ fun Operational Plan (with strategic objectives, measures and tasks) FY 2021–2022
Objectives: Performance measures Tasks:
5 Reduce direct and indirect
costs of operations.
● General ledger accounts; financial
statements:
○ wages
○ cost of agent services
○ consultancy fees
○ wastage and associated
expenses.
● Expense target = $5,004,714
● COGS target = $5,890,000
● Renegotiate with suppliers.
● Research potential new suppliers.
● Research new distribution possibilities, such as
e-commerce/delivery.
● Management engagement with employees to achieve greater
employee support of organisational goals.
● Greater use by managers of budgets to encourage restraint.
● Greater focus on budget restraint in management of
projects/activities.
● Inventory management through ERM to reduce overstocking
and risk associated with storage.
● Incentives (as part of manager/employee performance
management and bonus system).
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Appendix 2 – Scenario BBQfun Documentation
Business plan excerpt
From BBQfun business plan FY 2020–2021
Mission
● To provide our customers with great value outdoor lifestyle products and second-to-none customer
service.
Vision
● To be south-east Queensland's leading outdoor lifestyle retailer within five years.
Values
● Quality.
● Customer value.
● People: Active encouragement of safety, teamwork, diversity, excellence, innovation and continuous
improvement.
Strategic directions
The strategic context in which BBQfun will achieve its mission and vision is through:
● engaging with customers through marketing, research and personalised service
● building a reputation for quality products and quality customer service
● supporting people to perform via training and performance management
● increasing sales revenue
● controlling costs through operational efficiency.

BBQfun organisational chart
Performance management policy and procedures
BBQfun Performance Management Policy
Purpose The purpose of this policy is to ensure performance management
is carried out consistently, fairly and transparently and in

accordance with organisational requirements.
Scope The scope of this policy covers the performance management
process by employees and contractors of BBQfun.
Resources Specific procedures for the implementation of this policy are
available below and on the company intranet.
Responsibility Managers will:
● carry out formal performance review discussions twice
annually
● monitor individual performance throughout the year,
recording key events, observations of importance which
relate to the performance, both positive and negative
● use the performance management documentation to record
formal and informal performance reviews
● provide employees with the opportunity to participate and
contribute to their professional and personal development
● provide employees access to training and development, as
reflected in the individual's development plan
● provide underperforming employees with coaching and
development throughout the review period, using the
GROW model to help structure their planning for formal
coaching sessions or informal, side-by-side sessions
● provide employees with opportunity to communicate their
career development goals.
Relevant legislation,
etc.
● Privacy Act 1988 (Cwlth)
● Queensland Anti-Discrimination Act 1991 (Qld)
● Fair Work Act 2009 (Cwlth)

● AS ISO 15489: 2002 Records management
Updated/authorised 10/2019 – Riz Mehra CFO
Procedure to conduct performance review
The employee's performance will be monitored and evaluated regularly throughout the year. The performance
review encompasses three elements:
● an annual formal review discussion
● a six month follow-up discussion
● continuous monitoring of the employee's performance.
1. Annual discussion
The annual discussion is a key step in the performance review process. Essentially, this step involves compiling
all the information collected and assessed throughout the year relating to the employee's performance.
The key elements of the annual discussion are to:
● reflect on performance during the year
● clarify key responsibilities of the role and review the job description
● discuss successes as well as areas for improvement
● set agreed targets and performance standards for the next six months
● agree on key areas of development for effective performance in the role.
2. Documentation
The performance review documentation provides an important guide to record the standards expected of an
individual, their targets (according to the job role) and individual development plans. It is important to use the
correct forms to maintain the integrity of the information, and to help the manager and employee ensure the
review is completed correctly.
3. Timing

Employee performance is to be formally reviewed every 12 months with a follow-up review in six months. A
new plan should be completed at each annual appraisal discussion.
4. Six-month follow-up discussion
The follow-up review provides an opportunity for managers and employees to revisit targets, standards and
development plans to:
● establish that progress is on track
● identify changes impacting on the achievement of targets and standards set
● discuss development plan progress or establish development plan
● modify standards and targets, if required.
Implementation of performance review process

Performance management plan template
Name/position: Manager: Review period:
Reference from
operational plan
Key result area Indicator of success/
performance
By when Status
report
Manager's comments: Signature:
Date:
Staff member's comments: Signature:
Date:
Principles of coaching underperforming employees
What do we coach?
Generally, most performance problems can be resolved through effective communication between managers and
employees. Most employees can benefit from coaching in some way. Coaching applies to any skill at any time. It
is a simple way to set, discuss, and monitor goals in a collaborative way.

When do we coach?
Coaching is different to formal training. But how do you know when you should step in or let employees work
through the problems for themselves?
● Observe the employee's work and be alert for certain triggers or signs. For example, you may notice an
attitude or behaviour creeping in, or you discover a slump in the employee's KPIs.
● Coach when you want to focus attention on any specific aspect of the employee's performance.
● Don't hesitate – do it now. Coaching is a process that is most effective when it happens promptly.
How do we coach?
● Good coaches challenge employees and ask questions that help the employee to discover how to improve.
● Coach when you wish to focus attention on any specific aspect of the employee's performance.
● A coaching meeting should focus on just one or two aspects of performance. Any more than that and
employees won't remember the main impact of your meeting.
● Keep coaching conversations brief and between 5 and 15 minutes long.
● Being an effective coach requires understanding of what motivates the members of your team. Remember
that people are motivated in different ways. Be sensitive to the things that drive your people to perform.
● When things are performing well, take the time to understand what is working and why.
● Good coaching is guiding, not telling or doing.
● Allow the employee to own the problem and its solutions. Ask them: 'How do you think we should handle
this?'
● Be sure you document any key elements that come out of your coaching sessions and store them in the
employee's file.
The GROW model
GROW is a simple but effective model for running coaching sessions. GROW is an acronym that stands for:
Goal – (current) Reality – Options – Will.

Goal
Things can change, and the employee's goals may need to be revisited and reviewed.
Current Reality
Getting to the root cause of problems means asking the team member about what is happening and how the
problem is affecting them. Often managers can leap to a conclusion about solving a performance problem.
Important information that can help to solve the problem is often missed.
Some useful coaching questions include:
● How is this change affecting your work?
● If things changed, do we need to revisit how we planned to approach this?
Options
Once you and your team member have explored the current reality, it's time to start exploring the alternatives for
solving the problem. It should be a two-way process, so encourage the team member for their ideas and views
about what might be done.
Ask questions like:
● What other options have you considered for how we might handle this?
● What are the alternatives?
● How else could we approach this? What risks are involved?
● What are the possible risks involved in these other options?
● What constraints exist?
Will

By this stage, you will have examined the current reality and canvassed the options for what could be done. The
team member should now have a clear idea of how to deal with the situation. The final step for you as a coach is
to get them to commit to taking action.
● How will you take this forward?
● How are you going to achieve this?
● What obstacles could prevent this from happening?
● What else will you do?
Note: The coaching conversation does not need to rigidly follow the order above. Any genuinely two-way
conversation will develop in unplanned ways. Nevertheless, each element of the GROW model should be
addressed in any coaching session that is likely to be effective.
Procurement policy and procedures
BBQfun Procurement Policy
Purpose The purpose of this policy is to ensure the acquisition of resources is
carried out consistently, fairly and transparently and in accordance
with organisational requirements.
Scope The scope of this policy covers the purchasing and acquisition of
resources by employees and contractors of BBQfun.
Resources Specific principles for the implementation of this policy are available
below.
Responsibility Responsibility for the implementation of this policy rests with
employees and management of BBQfun with responsibility for
purchasing resources.
Relevant
legislation, etc.
● Privacy Act 1988 (Cwlth)
● Anti-Discrimination Act 1991 (Qld)

● A New Tax System (Goods and Services Tax) Act 1999 (Cwlth)
● Fair Work Act 2009 (Cwlth).
● AS ISO 15489: 2002 Records management
Updated/
authorised
6/2019 – Riz Mehra, CFO
Principles governing the procurement process
1. Probity and ethical behaviour
The principle of probity and ethical behaviour governs the conduct of all procurement activities. Employees who
have authority to procure goods and services must comply with the standards of integrity, probity, professional
conduct and ethical behaviour. Employees or directors must not seek to benefit from supplier practices that may
be dishonest or unethical.
2. Value for money
Value for money is the core principle underpinning procurement. Contracted organisations must be cost-
effective and efficient in the use of resources while upholding the highest standards of probity and integrity. In
general, a competitive process carried out in an open, objective and transparent manner can achieve best value
for money in procurement.
3. Non-discrimination
This procurement policy is non-discriminatory. All potential contracted suppliers should have the same
opportunities to compete for business and must be treated equitably based on their suitability for the intended
purpose.
4. Risk management
Risk management involves the systematic identification, analysis, treatment and, where possible, the
implementation of appropriate risk-mitigation strategies. It is integral to efficiency and effectiveness to
proactively identify, evaluate, and manage risks arising out of procurement-related activities. The risks
associated with procurement activity must be managed in accordance with the organisation's Risk Management
Policy.

5. Responsible financial management
The principle of responsible financial management must be applied to all procurement activities. Factors that
must be considered include:
● the availability of funds within an existing approved budget
● staff approving the expenditure of funds strictly within their delegations following the delegations table on
page and the completion of the Expenditure Payment Approval Form
● measures to contain costs of the procurement without compromising any procurement principles.
6. Procurement planning
To achieve value for money, each procurement process must be well planned and conducted following the
principles contained in this document and comply with all of the organisation's policies and relevant legal and
regulatory requirements.
When planning appropriate procurement processes, consideration should be given to adopting an approach that:
● encourages competition
● ensures that rules do not operate to limit competition by discriminating against particular suppliers
● recognises any industry regulation and licensing requirements
● secures and maintains contractual and related documentation for the procurement which best protects the
organisation
● complies with the summary of procurement delegations (on page 71).
7. Buy Australian made/support for Australian industry
Employees involved in procurement activities must make a conscious effort to maximise opportunities for
Australian manufacturers and suppliers to provide products where there is practicable and economic value. In
making a value for money judgement between locally made and overseas-sourced goods, employees are to take
into account:
● whole-of-life costs associated with the good or service
● that the initial purchase price may not be a reliable indicator of value

● the quality of locally made products
● the record of performance and delivery of local suppliers
● the flexibility, convenience and capacity of local suppliers for follow on orders
● the scope for improvements to the goods and 'add-ons' from local industry.
8. Pre-registered list of preferred suppliers
BBQfun shall maintain a pre-registered list of preferred suppliers, following a request for expressions of interest
and an evaluation of the submissions. Suppliers can request to be evaluated for inclusion on the existing pre-
register list at any time.
All purchases under $5,000 may be made from preferred suppliers without undertaking a competitive process.
Purchases above $5,000 where a preferred supplier exists should include a competitive process if practicable.
This list is reviewed at regular intervals with the admission of interested parties on a rolling basis. Care should
be taken to ensure that such lists are used in an open and non-discriminatory manner. BBQfun encourages new
contractors to provide information on their experience, expertise, capabilities, pricing, fees, and current
availability. It is in the organisation's interest that the pool of potential suppliers is actively maintained and
updated. Employees should be encouraged to provide reports of their experiences in working with each
contractor/consultant to assist future decisions concerning commissioning suitable contractors and consultants.
9. Avoid conflict of interest
Employees and directors are required to be free of interests or relationships in all aspects of the procurement
process.
Employees and directors are not permitted to gain from any aspect of a procurement process personally.
Employees and directors shall ensure that to the best of their knowledge, information and belief, that at the date
of engaging a contractor, no conflict of interest exists or is likely to arise in the performance of the contractor's
obligations under their contract
Should employees or directors become aware of potential conflicts of interest during the contract period, they
must immediately advise the CEO and Board of directors.
Before any situation arising with the potential for a conflict of interest, complete disclosure shall be made to the
CEO and Board of Directors to allow sufficient time for a review.

10. Report collusive tendering
Employees should be aware of anti-competitive practices, such as collusive tendering. Any evidence of
suspected collusion in tendering should be brought to the attention of the CEO and Board of Directors.
11. Competitive process
It is a basic principle of procurement that a competitive process should be used unless there are justifiable
circumstances. For purchases under $5,000, the list of preferred suppliers may be used. The type of competitive
process can vary depending on the size and characteristics of the contract to be awarded.
12. Direct invitation (selective or restricted tendering)
A process of direct sourcing to tender may be used. This may involve:
● an invitation to organisations deemed appropriately qualified for a particular product or service (this may
be appropriate for specialised requirements in markets where there is a limited number of suppliers or
service providers)
● an invitation to tender to organisations on BBQfun's pre-registered list of preferred suppliers, if applicable.
13. Evaluation and contract award
For projects being awarded, consideration will be given not only to the most economically advantageous tender
but also to the track record of the tender respondent and the degree of confidence that the panel has in the quality
of the bid. It will be the normal practice to evaluate tenders carried out by a team with the requisite competency.
14. Results of tendering process
All tender respondents should be informed in writing of the result of a tendering process immediately after a
contract has been awarded.
Summary of procurement policy delegations

Position Purchase amount Required number of
quotes
Comment
CEO and one
director
Authority to sign
contracts for products
and services over
$75,000.
Two or more
competitive quotes for
contracts over
$75,000.
Detailed services
contract required.
CEO Authority to sign
contracts for products
and services up to
$75,000.
Two or more
competitive quotes.
Detailed services
contract required for
contracts over
$20,000.
General managers
Delegated authority
only through CEO
Authority to sign
contracts for products
and services under
$30,000.
One or more
competitive quotes
preferred.
Provided they are
within the approved
budget and consistent
with
business/operational
and strategic planning.
Managers Authority to sign
contracts for products
and services under
$10,000.
One or more
competitive quotes
preferred.
Follow BBQfun
purchasing procedures.
Contractors and
external consultants
No authority One or more
competitive quotes
preferred.
Must use preferred
suppliers list.
Contractors and
external consultants
must follow BBQfun
purchasing procedures
and must seek
approval for purchases
from person holding
relevant authority.

Recruitment and induction policy and procedures
BBQfun Recruitment and Induction Policy
Purpose The purpose of this policy is to establish guidelines for the
recruitment and selection of employees. BBQfun aims to attract and
employ the most suitable person for the position who will support the
organisation's values, culture, and goals to achieve its strategic
directions. Recruitment and selection of employees will comply with
all legal requirements and with relevant equal opportunity,
affirmative action and human resource management principles,
policies and guidelines adopted by the organisation.
Scope The scope of this policy covers the recruitment and induction by
employees and contractors of BBQfun.
Resources Specific procedures for the implementation of this policy are
available below and on the company intranet.
Responsibility Responsibility for implementing this policy rests with employees and
management of BBQfun with responsibility for participating in the
recruitment and induction process.
Relevant
legislation, etc.
● Privacy Act 1988 (Cwlth)
● Queensland Anti-Discrimination Act 1991 (Qld)
● Superannuation Guarantee (Administration) Act 1992 (Cwlth)
● Fair Work Act 2009 (Cwlth)
● Work Health and Safety Act 2011 (Qld)
● AS ISO 15489: 2002 Records management
Updated/
authorised
10/2019 – Riz Mehra CFO
Principles

The following principles guide decision-making in relation to recruitment and selection of employees:
● The recruitment and selection process aims to appoint the most suitable person to the position.
● Recruitment of new employees will only be undertaken after the capabilities of the existing workforce
have been taken into account and training options sufficiently explored.
● Recruitment and selection will be informed by the organisation's strategic directions and priorities and will
take place following an evaluation of the need for the role given the staffing requirements to achieve these
directions and priorities.
● Recruitment and selection will be guided by requirements of relevant legislation and other relevant human
resource management policies in use by the organisation, such as equal opportunity and anti-
discrimination policies.
● Recruitment and selection processes will be conducted on the basis of fair, equitable and respectful
treatment of all applicants.
● Positions will be advertised on a range of sites, including print and web media (where appropriate), which
are most likely to maximise the field of suitably qualified applicants.
● All appointments will be made on the basis of careful and consistent application of the principle of merit
and adherence to the key selection criteria and requirements of the position as outlined in the position
description.
● Appointments will be made in open competition from the widest field of applicants attracted by both
internal and external advertising.
● Recruitment and selection processes will be transparent, consistent, professional and timely.
Accountability will be achieved by recruitment and selection processes being open and subject to
appropriate scrutiny and review, having regard to the confidentiality of the applicants.
● All recruitment and selection processes will be conducted to ensure the confidentiality of the applicants
and preserve the integrity of the process.
● Decision-making is the responsibility of the Chief Executive Officer or as delegated to the senior
management team and/or nominee.

Procedure to recruit employees
1. New jobs and job vacancies
The occurrence of a vacancy is an opportunity to review the necessity for the post and its duties, responsibilities
and grade. Where the duties of a post have changed significantly the manager must ensure that the job
description is reviewed.
When a vacancy arises, consideration must be given, prior to open advertising, to any employee for whom
redeployment is being sought on the grounds of redundancy or disability.
For vacancies of less than three months the manager may choose to fill the post by means other than advertising,
for example, by word of mouth or the use of agency staff.
2. Job description
A job description is a key document in the recruitment process, and must be finalised prior to taking any other
steps. It must include:
● the job title (which must be gender neutral)
● the location of the job
● wage or salary scale for the position
● the line manager to whom the incumbent is responsible
● any posts reporting to the incumbent
● main purpose of the job
● main duties and responsibilities
● any special working conditions (e.g. evening or weekend work).
Items that should be included in job descriptions are:
● a note that indicates that, as duties and responsibilities change, the job description will be reviewed and
amended in consultation with the incumbent
● an indication that the incumbent will carry out any other duties – which are within the broad scope and
purpose of the job – as requested by the line manager.

3. Person specification
The person specification is of crucial importance and informs the selection decision. The person specification
details the knowledge (including necessary qualifications), skills and abilities, experience, aptitudes required to
do the job. The person specification should be specific, related to the job, and not unnecessarily restrictive; for
example, only qualifications strictly needed to do the job should be specified.
Great care must be taken if physical requirements are specified. Anti-discrimination legislation requires
employers to make reasonable adjustments to jobs to make them suitable for people with a disability. It is
therefore important that any physical requirement is stated in terms of the job that needs to be done. For
example, a job may require that the appointee 'must be able to travel to a number of different locations'. In this
instance, it will be necessary to consider if an ability to drive is required or whether or not reasonable
adjustments can be made for non-drivers.
4. Publicising the vacancy
All posts must be advertised internally unless the position is under three months in duration or the manager has
designated a particular post as potentially suitable for a person for whom the organisation is seeking
redeployment.
The majority of posts will also be concurrently advertised externally to maximise attracting the best candidate.
Consideration should also be given to advertising in locations/publications likely to increase diversity in the
workforce.
5. The application pack
Applicants will be able to request a recruitment pack by phone or email. Packs should also be made available to
be downloaded directly from the organisation's website. A log of the names and addresses of all individuals
requesting an application pack will be taken for tracking and monitoring purposes.
The application pack will always include:
● applicant cover letter – includes closing date
● application form
● guidance notes for completing the application form
● equal opportunities monitoring form

● Equal Opportunities Policy statement
● criminal convictions declaration form
● job description
● person specification.
The pack may also include further information relevant to the particular post, e.g. annual report, organisational
structure chart as appropriate.
6. Processing applications
Staff must be aware that when dealing with enquiries about vacancies that it is unlawful to state or imply that
applications from one gender or from a particular racial group, age group, sexual orientation or religion/belief
would be preferred, (unless a genuine occupational qualification or requirement applies) and to do so may lead
to a complaint of unlawful discrimination.
Care must also be taken that all applicants are treated in the same way, for example, with regard to invitations to
visit the department, informal meetings to discuss the vacancy, and provision of information. However, it is
acceptable to respond to requests from individual candidates who demonstrate initiative in their preparation.
The confidentiality of applications must be respected by all of those involved in the selection process.
7. Shortlisting
After the closing date has passed, applications from candidates may be shortlisted. This decision should be based
on evidence that the applicant has met the requirements of the person specification.
The original applications from all applicants, together with a written note of reasons for shortlisting or rejection,
must be retained for a minimum of six months from the date that an appointment decision is notified, in case of
complaint to an employment tribunal. All photocopies of application forms must be shredded.
8. Criminal conviction declaration forms
Criminal declaration forms belonging to candidates who have not been shortlisted for an interview will remain
sealed and will be shredded. Shortlisted candidates' forms will be opened and checked for relevant convictions.
If it is deemed that a conviction is relevant to the post, the candidate may be withdrawn from the list of

interviewees. Further guidance on this can be found in the Rehabilitation of Offenders Policy (and the
application pack guidance notes).
9. Arrangements for interviews
Letters or emails to shortlisted candidates should include:
● date, time and place of their interview
● travel directions to the interview venue
● request that they contact the author of the letter/message if they have any special requirements in relation
to the interview (related to access to the venue or any other special need related to a disability)
● if appropriate, details of any test or presentation they will be required to do, or anything they should bring
with them (e.g. examples of work or proof of qualifications essential to the post).
It is best practice to write to candidates who have not been shortlisted but if this is not possible due to limited
resources, the application pack should make clear that if not notified after a certain date or period, applicants
should consider themselves not to have been shortlisted.
10. Interviewing
Interviews should be scheduled as soon after the closing date as reasonably possible.
The structure of interviews should be decided in advance by determining whether the interview panel will be
assembled and what areas of questioning are required to cover all of the elements of the person specification.
Each panel member should agree on the question areas to be explored in advance to avoid overlap or repetition.
The same areas of questioning should be covered with all candidates. Interview questions should be phrased so
that they do not favour any one candidate and should be designed to seek evidence of how the interviewee meets
the criteria of the job role. Supplementary questions should be used to probe for further information or
clarification where answers are incomplete or ambiguous. Care must be taken to avoid questions that could be
construed as discriminatory (e.g. questions about personal circumstances that are unrelated to the job).
If used, the interviewer (or interview panel) is to act for the organisation in making selection decisions and is
accountable for them. Interview notes must be taken to help make an informed decision based on the content of
the interviews. Such notes must relate to how candidates demonstrate their knowledge, skills, experience, and

abilities in relation to the job role requirements. Applicants can request disclosure of such notes in the event of a
complaint. Obviously, any inappropriate or personally derogatory comments contained within the notes could be
considered discriminatory and are unacceptable.
Disabled applicants
Where the candidate being interviewed has a disability for which adjustments may need to be considered, the
candidate's requirements should be discussed with them once the planned questioning is complete. The outcome
of these discussions must not influence the consideration of the candidate's application. If the disabled candidate
best meets the person specification, consideration must be made regarding what would be 'reasonable
adjustments' to accommodate the needs of the person in question.
On considering these, if it is considered that the adaptations needed would not be deemed to be 'reasonable'
under anti-discrimination legislation; the manager will draft a letter to the applicant explaining why the
adaptations cannot be made.
Reasons for not making adjustments to the working environment must be both material and substantial and must
be documented.
11. Making a decision after interview
The information obtained in the application, the interview, and in any selection tests will allow candidates to be
assessed against the person specification and a selection decision to be made. The manager or panel chair must
ensure that a written note of the reasons for selecting the successful candidate and rejecting others is made and
placed on the recruitment file, together with the original applications and notes of all panel members, for a
minimum of six months after the appointment decision has been notified to the candidates.
Interview proceedings are confidential and interviewers are free to divulge to others the decision reached only
once the appointee has accepted the post.
The manager will make a provisional offer to the preferred candidate subject to satisfactory references and
disclosures (if appropriate) being received.
12. Feedback
It is good practice to offer applicants feedback after interviews and it is our policy to respond if requested.
Feedback should be specific and honest. Panel members giving feedback must ensure that any feedback they
give relates to the selection criteria for the post and that the words that they use could not be taken to infer
unlawful discrimination.

13. Pre-employment checks
A number of employment checks are required to be undertaken before a formal offer of employment can be
made. It must be ensured that any offer of employment given is a 'provisional' one, subject to receipt of
documentation as shown below.
References
References should only be used after interview to confirm, but not influence, a decision. Candidates' permission
must be sought prior to seeking references.
Appropriate referees are those who have direct experience of a candidate's work, education or training,
preferably in a supervisory capacity and a reference must be obtained from the current or previous employer.
References are confidential and must be sought 'in confidence'. Panel members must return all copies of any
references with the application forms and their interview notes to the manager on completion of the recruitment
process. References must only be kept in the personal file.
Asylum and immigration
It is a criminal offence to employ someone who does not have the permission to work in Australia. All external
candidates at interview must therefore be asked to provide proof of citizenship, e.g. a passport or birth
certificate. Note that it will be unlawful racial discrimination to carry out checks only on potential employees
who, by their appearance or accent, seem to be other than Australian. Checks must be carried out on all external
applicants.
Criminal conviction information
The organisation will seek a disclosure (police check) for all posts. It should be noted that this may delay the
offer of a position until the disclosure process is complete.
Pre-employment health check
The organisation requires certain information prior to an individual commencing employment to ensure that they
will be able to perform the job requirements and give reliable service and ensure compliance with relevant health
and safety regulations. The information is also required in order to establish whether any reasonable adjustments
may need to be made to assist them in performing their duties.

Qualifications
Proof of trade or academic qualifications and any others considered essential for the post must be verified.
14. Appointment
Only the manager issues letters of appointment and places individuals on the payroll.
15. Induction and probation
All new staff will undergo a probationary period during which they will be introduced to their post's main duties
and responsibilities. An induction program will be set out, which covers information about the organisation and
their post.
Induction checklist
Item
Responsible
officer
Completed
(Sign-off and
date)
Hand out new employee folder, payroll
documents and organisational policies
Store Manager
Introductions to all staff. Store Manager
Role, responsibilities and performance expectations
Position description Store Manager
Mission, values and relevant areas of business
plan/objectives
Store Manager
Work plan/performance expectations Store Manager
Performance evaluation Store Manager
Reporting relationships Store Manager
Organisational overview

Item
Responsible
officer
Completed
(Sign-off and
date)
History of the organisation Store Manager
Organisational structure Store Manager
Office facilities and equipment
Bathroom, kitchen, use of photocopier and phone
system
Store Manager
Introduction to email, electronic filing, internet
use, templates, hard copy filing procedures.
Store Manager
IT system set-up, username and password Information
Management
Officer
16. Recordkeeping
All records relating to the recruitment and selection procedure will be retained only for as long as is necessary
(generally six months) and will be securely destroyed after that.
Appendix 3 – Scenario BBQfun Resourcing
Background to scenario
The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or
increase market share and revenue and satisfy customer needs in line with company strategic directions.
You have been hired as an external consultant to manage operational planning activities for BBQ fun's e-
commerce strategy.

Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra cost at
existing stores. Customers would cover delivery costs.
Currently, BBQ fun has a website, but this website lacks e-commerce functionality. The website would need to
be redeveloped to incorporate this functionality in line with relevant technical specifications. Existing
infrastructure, such as office and store configurations, would need to be adapted to the new strategy.
Additionally, assets such as delivery vehicles would need to be acquired. New staff would need to be recruited
and existing staff retrained or informed of the e-commerce strategy and associated operational and performance
targets.
All resourcing must be acquired, and operations are undertaken in accordance with relevant internal and external
standards – legislation and codes of practice, intellectual property (IP) rights and responsibilities, and
organisational policies and procedures.
High-level planning has been completed, and approval has been given to implement the strategy.
According to your plans, you are now at the stage where you must plan and then implement the resourcing
required to enable the strategy. Physical resourcing and human resourcing are about to commence. Remember, e-
commerce operations are expected to be underway by 1 October 2021.
Scenario task
You will need to plan physical and human resourcing at a detailed level in accordance with all organisational
requirements. You are expected to deploy resourcing strategies to plan and implement:
● physical resourcing of redeveloped website (plan entire process as per organisational requirements)
● recruitment of four customer service representatives (plan entire recruitment process as per organisational
requirements; you will need to demonstrate implementation through interviewing and assessing two
students).
Note: You may consider the management team of BBQ fun, including warehouse team leaders to be human
resources for the acquisition of physical resources. Use description of their roles in operational planning when
assigning responsibilities.
Physical resourcing
Consultation with the management team at BBQ fun has provided you with the following information:
● Three website developers will bid for the contract to redevelop the existing website:

Company Bid
Ace developers $70,000
Premier Tech $80,000
Innovative Technologies $90,000
● The budget for the redevelopment is $100,000.
● Bids have been analysed as follows.
Ace Developers Premier Tech Innovative
Technologies
Factor Weight Score
(S)
Weighted
score
(W x S)
Score
(S)
Weighted
score
(W x S)
Score
(S)
Weighted
score
(W x S)
Maintenance x1 2 2 3 3 3 3
Range of
features:
● payment
options
● integration
with
existing
systems
x3 2 6 2 6 2 6
Futureproofing:
● ability to be
upgraded
as
technology
improves
x5 3 15 6 30 6 30

Quality:
● usability for
customers
x10 4 40 4 40 6 60
Total 63 79 99
Price (% of
budget)
.70 .80 .90
Total score/price
(final assessment
of bid quality) 90 98.75 110
Further information:
o Ace Developers is a company from India
o The CFO is the cousin of the CEO at Innovative technologies
o Innovative technologies had some bad reviews from clients about meeting deadlines
o Premier Tech was established only one year ago
Human resourcing
Consultation with the management team at BBQ fun has provided you with the following information:
● The budget for the recruitment of four online customer service and sales representatives is $30,000. The
breakdown of costs is as follows:
Advertising $5,000
Recruitment consultant $10,000
Your time $10,000
Contingency $5,000
● You now have three suitable online customer service and sales representatives.

● You have one more potential customer service and sales representative to interview. If the interview is not
successful, you will engage the services of a temp agency.
● The representative is required to have the following skills and attributes:
○ enthusiastic and motivated
○ attention to detail
○ compliance with organisational requirements
○ takes initiative
○ problem solver
○ two years' experience in online sales
○ telephone and keyboarding skills
○ ability to learn features and benefits of products to discuss with customers.
● The following skills and attributes are not strictly required, but desired:
o marketing and sales formal training
o knowledge of BBQ fun's product line
o familiarity with CRM systems.