Human Resource Management Project Report for Boutique Build Australia

This report analyzes the human resource management practices of Boutique Build Australia, covering three assessment tasks. Assessment 1 includes a briefing report template, detailing project organization, personnel requirements, staffing levels, individual tasks, and staff competencies, along with project role descriptions and strategies for staff management. It also includes performance measurement criteria and a staff list. Assessment 2 focuses on customer and team member data collection. Assessment 3 outlines the recruitment, selection, and induction policy and procedures, emphasizing non-discrimination and adherence to relevant legislation. The report provides an overview of the company's structure, staff roles, and the steps involved in the recruitment and selection process. It also contains data collection tables for customers and team members and concludes with a summary of the recruitment and selection policy.

Manage project
Human
resources

Table of Contents
Introduction...........................................................................................................................................3
Assessment 1.....................................................................................................................................3
Assessment Task 2.............................................................................................................................7
Assessment Task 3............................................................................................................................9
Scope.................................................................................................................................................9
Conclusion...........................................................................................................................................12
References...........................................................................................................................................13

Introduction
Human resource management is a strategic approach for the effective management of the
people and in an organisation Boutique Build Australia is one of organisation and this project is
about working credentials of human resource management project (Kahraman and Duger, 2020).
The discussion includes three parts of the assessment including in Assessment task 1 briefing report
template, performance measurement, staff list. Assessment 2 includes customer data collection and
team member data collection. And at last the assessment 3 includes recruitment and selection policy
procedure.
Assessment 1
 Briefing Report Template
Project organisation and structure.
Boutique Build Australia was established in 1990 and it is a boutique company which
has its headquartered in Sydney, one of the country which has an effective specialisation in
the design and building of a high quality designer homes for the metropolitan and the
surrounding areas.
The structure of the company includes 50 staff members including a CEO, Operations
manager, the human resource manager, marketing and the sales manager, six customer
service manager, two significant architects, three different site managers and a large team of
tradespersons in which some are significantly employed, some are unemployed and even
some are contractors.
Personnel resource requirements
The company is significantly in a good period of growth however the personnel
resources begin with identifying the needs and efforts which have been invest. Data
warehouse, data management, the electronic resources are some of the personnel needs which
have been used by the staff and these are the accurate requirements.
Staffing levels
The staffing levels includes company period of growth at a single time. In the
organisation, the staffing level is generally very high. There are some general and the specific

time when the organisation Boutique Build Australia have to suffer with the cost inefficiency
but sometime they are too low, that are productive is decline and it will automatically rise the
stress.
Individual tasks expected of staff
Courtesy staff are to: improvise in a good medical facility and help their guests, in, if they
are facing any difficulty.
Tradespeople are expected to: specialise in some particular knowledge and skills, so that in
Boutique Build Australia work experience and job training provide individual staff members
in their personal growth as well.
Staff competencies
It includes the ability to influence the other people, a good critical and analytical
thinking, high personal self-confidence, a good life of high integrity, and some good problem
solving skills are all included in the staff competencies.
Courtesy staff should be able to: communicate their ideas an see a bigger picture of how to
enact and work to the best of ability and with enough competencies.
Tradespeople should be able to: manage time and work stress of others. A core competency
is a great skill, knowledge, or an ability to contribute with the successful completion of the
task and the job satisfaction.
Project Role Descriptions:
During the phase of an execution, the assigned work is responsible for the project
completion and it includes designing, building, testing requirements, operational assessment
and implementation of further activities.
Courtesy staff: For improving of the team performance there is a need to have a delivering
constructive criticism. A status for the analysis of strategic project planning. Delegation
project work for the minimal risk factor.
Tradespeople: They build structure and framework with the specific blueprints. The
responsibilities of the tradesperson under project role description is quiet huge and effective.
Strategies for preparing and managing staff

Courtesy staff: provide product, company and the training of industry. Best amount of the
public speaking skills.
Tradespeople: They help in making the effectiveness and improving the productivity in an
organisation.
Human resource management methods, techniques and tools
Preliminary screening: It refers to the sufficient interest and the position. The recruiter will
have to start the screening application process and resume determining the applicants to
contract preliminary contract screening.
Telephone interview: It is one of the most sorted processes of HRM because it includes the
process of high maintenance and easy to go process.
Techniques for managing and improving staff performance
Communication should be clear and effectible
Right technologies at the right time
 Performance measurement criteria
 Courtesy staff
Name Reasons for selection
S. G. Khanna Work management skills
G. G. Sdyane Effective process experience in past company
Gyans Kyoled Service offering interest
Ehrishch Joshua Skills of innovate and creative thinking procedure

 Tradespeople
Name Reasons for selection
M M Yongde Sales and marketing qualification
Radase Mener Huge contacts
Quyu Syone Ability to work and progress
 Staff List

1. Anna Armstron: Working as an administrative assistant at the organisation Boutique
build Australia from almost two years. She has a skills of developing the knowledge
and skills of designs. She has been born in Brisbane and she would love to work in a
Boutique build organisation. Also, she is suggested out to be a backbone of the office.
2. Andrew Prentice: She is working for almost 16 months. She has a grasp knowledge
of the products and services aborted by the organisation. She has a calm and bold
personality. She would likely to use all the opportunities and she is a smart person in
all over the staff as well.
3. Jasmine Wong: He has been working for the last six months and he feels like he has
been working for the ages. Boutique build Australia is like a second home for him and
he has a privilege of product knowledge. He has a calm and friendly personality.
4. Marianne Karlu: three years working and communicate with the people properly.
5. Lillian Dexter: Handling the accounts department for almost four years. Lovely and
friendly nature.
6. David Mann: She is working in the account department of an organisation. She helps
people and one of the good members in all over the team. She is capable and well
with every human.
 Tradeseperson
1. Bert Shaw: 35 years of the kitchen experience and build one blindfolded. She is
working with the best of ability in an organisation. A good and calm person.
2. Yousef Patel: He is working as a carpenter for almost two years. He understands the
product services well and even planning to weigh more developing the innovative
ideas into it. He knows Hindi, Arabic language as well.
3. Simon Sydell: Carpenter for last three years and he is a support system of his whole
team. Simon is a great carpenter but he still lacks the experience in the design of
kitchen.
4. Sharon Alcorn: He is working in Boutique build for almost six years and build
product and services. He has gently believes in feminism and as a leader greatly likes
to built opportunities for the females.
5. Dimitri Cadiz: He have been a builder for 25 years, 5 years with Boutique Build. He
is not a foreman, but a good worker. He know lots about Boutique Build kitchens. HE

like to meet new people, and He like Brisbane. He would like to build a new kitchen.
He is tired of building the old ones. They are boring. He can speak Serbian and Greek.
The English language is good. Dimitri is a good worker, but not a great
communicator.
6. Harold Enter: He states that “I am a kitchen carpenter, and I am good at it. I can put
in a kitchen in an afternoon if the job is prepared properly. I have heard about the new
kitchen being designed, but I reckon you can’t go past a prefabricated version. Get it
in, hook it up, and everyone is happy”.
7. Harold and Bert in the organisation suggest that “If you put me and Bert on the
kitchen job together we could make the Olympics. We just throw kitchens together. It
is incredible how well we both work on a job. And I have met most of his mates in
Brisbane, and they would all come to check us out at the Show, which would be great.
8. Harold and Bert are good friends, and work together often. They are quick workers,
but are not always able to follow orders effectively.
9. Nicholas Waters: 74 kitchens for boutique and for the three years long. She is a good
tradesperson and is pleasant to work.
Assessment Task 2
 Customer Data Collection
Name Telephone/
Mobile
Email Address Enquiry
Elendriea
Yughen
01254798751 [e-mail] Mrs Smith 98
Shirley Street
PIMPAMA QLD
4209 AUSTRALI
A
Availability
of a
product
Vene J 02145789654 [e-mail] Gyaaawe
Sussex1232
Melbourne
Reopenin
g of the
store
Jhane g.
Lyane
01458247896 [e-mail] 161 Sussex St,
Sydney, NSW
Time
schedule
of the
store
P. J.
Raye
6457852145 [e-mail] Level19/180
Philip Sydney
Availability
of product
Smritha
D. Ray
3254785124 [e-mail]
m
3 /19 Hunter st
Sydney
Working
hours of

the staff
members
Printa K.
Sten
0123657854 [e-mail] 50 Park St
Sydney
Working
hours
Dyane
Wyan
0155478961 [e-mail] Mobile service
1 Farrer Pl,
Sydney
Design
issue
Opra S
Uszel
9751452845 [e-mail] 100 Gloucester
St, Sydney,
NSW 2000
Fabric and
clothing
prints and
work
relation
Xy Cohell 31254752365 [e-mail] 35 Wentworth
St Sydney
Service
issue in
their
products
Mayazer
e Dses
P.
01148756892 [e-mail]
m
67 Neutral St
North
Process of
transactio
n

 Team Member Data Collection
Name Telephone Email Trade/skills Experience
Rosie D.
Jyaene
01547854214 [e-mail] Team
management
1-8 years
M M Dyara
03214569852 [e-mail] knowledge 2 years
Kapane
Whuhana
9785421458 [e-mail] Learning
power
4-5 years
M D Kate 9758754214 [e-mail] Critical
thinking and
ability
7 years
Sijoy
Veghusues
9785214569 [e-mail] Analytical
skills
4 years
Dripes Y
JHos
3214587965 [e-mail] Decision
making ability
1 year

Ehrlch
Joshua
3124589756 [e-mail] Work
management
5 years
Muvaya
Glibpem
3745789621 [e-mail] Innovative
thinking
4 years
Prsos V
Dyasaa
7458213654 [e-mail] Creative
reflection
2 years
Opera K
Ratsa
22415789632 [e-mail] Work
management
1 year

Assessment Task 3
 Recruitment, Selection and Induction Policy and Procedure
Policy Statement
The organisation have been gives a major impact in the recruitment and selection procedure.
The Boutique Build Australia reflects out to be an inducting staff so that there is an ability to
properly understand about the role and procedures.
Principles
The decision selection processes are made on the basis of no discrimination, no unfair
judgements and no demerits criteria. The following principles are mentioned below:
The University adheres to the following legislation:
 Racial Discrimination Act 1975
 Sexual Discrimination Act 1984
 Disability Discrimination Act 1992
 Human Rights and Equal Opportunity Commission Act 1986
 The Age Discrimination Act 2004.
 Equal Opportunity for Women in the Workplace Act 1999
Scope
The procedures and the policies reflected out to be the best for selection of the best
employees, proper strategic planning, and termination approval and selection procedure. The

policy helps in support of the organisation directly so that it will work out systematically and
also, inked with the strategic planning of the company and the staff code of conduct.
Procedures
The selection of deserving candidates, staffing and management process.
 Before the process of the recruitment takes place, there is a need to develop the
positional description and accesses an existing position. Ensuring with all the
effective information and the responsibilities of the person or employee so that the
responsibilities are accurate and there are some good sills and attributes.
 On the basis of using the templates given by the HR will be preferred mediums and
the templates of HR. Advertisements will clearly specify the purpose of the role, key
selection criteria, mandatory qualifications and a contact name and number.
 A receipt of applications, the responsible manager and the HR develops a good
shortlist of applicants on the basis of several applications to be provided so that there
will be a suitable role. There is a need to ensure that every applicant who are
shortlisted must have a mandatory skills and qualification which require the position
or the ability.
 The shortlisted candidates will be interviewed and will be completed with HR and the
responsible manager.
 On the basis of interview and the interviewing process, the manager who have
responsibilities must have to agree on the selected applicant and the checks that will
occur using the Reference Check form.
 Letter of offer is developed using standard letter template and sent out to successful
candidate/s
 Rejection letter is developed using standard letter template and sent to unsuccessful
candidates.
Casual employment
Under some conditions, such as participating at a trade fair, short-term employment outside
normal working hours is needed. In such situations, the open positions are to be advertised
internally by email to staff.
The hours that the staff works can be compensated against working hours.

If no enough Boutique Build employees are available, an employment agency can be
contacted.
Staff and manager induction
 HR creates a staff file for the new staff member and all documents relating to the
recruitment process are stored.
 Staff member completes all required documentation for employment, including
contracts, staff details forms and TFN form.
 Ensure that the signed contract is on file.
 Induction plan is created and initial induction completed.
 Inductions as per plan are conducted during the first three months, which is also the
probationary period.
 At least 2 days prior to the probationary period lapsing, HR will hold a review and
support session with the employee. This session is to be used as a feedback and
review opportunity from both parties on the probationary period.
 A forward plan for development and training needs is to be developed during this
session and agreed to by the employee (Arshad and et. al., 2019).
 If the employee’s performance is not satisfactory, the termination procedure must be
followed.
 Induction and training for short term projects will depend on the level of understand
that the staff member already has in the area. As a minimum, relevant documentation
must be reviewed, and any workplace health and safety issues should be highlighted.
Performance assessment
 It is a duty of a team manager to conduct a yearly performance of the employees in
which there are team managers and staff assessment report (Yang and et. al., 2019).
 Human resources will send a copy of the annual staffing.
 If there is an un-satisfaction in the performance of employees then they have a power
to directly told to the superior. The managers and superior must have a clear point of
the behavioural aspect on the basis of including unacceptable and implementation
changing behaviour.

 A record of the conversation should be submitted to Human Resources for filing
 If the behaviour does not improve, the termination procedure must be followed.
Conclusion
The above discussion is based on Human resource management project. Boutique
Build Australia was established in 1990 and it is a boutique company which has its
headquartered in Sydney. The discussion have three part, in which assessment 1 includes
briefing of the project, assessment 2 includes collection of customers and team members with
the help of data figures and it has been mentioned above the table format. At last, the process
includes recruitment, selection and the policy procedure.

References
Yang and et. al., 2019. Intelligent resource management based on
reinforcement learning for ultra-reliable and low-latency IoV communication
networks. IEEE Transactions on Vehicular Technology, 68(5), pp.4157-4169.
Arshad and et. al., 2019. Holistic human resource development model in
health sector: a phenomenological approach. Polish Journal of Management
Studies, 20.
Kahraman, H. and Duger, Y.S.,2020. The Role of Human Resource
Management, Leadership, and Marketing in Employer Brand. Interdisciplinary Public
Finance, Business and Economics Studies, p.319.
Zukriah, A. and Heryanto, H., 2019. The Effect Of Work Motivation And
Discipline On Employee Performance In Human Resources Development Agency,
West Sumatera With Education And Training As Variable Intervening. Archives of
Business Research, 7(5), pp.96-105.
Zzeyani and et. al., 2019. Assessment of the waste lubricating oils
management with antioxidants vegetables extracts based resources using EPR and
FTIR spectroscopy techniques. Energy, 180, pp.206-215.
Brunt, C. and Akingbola, K., 2019. How Strategic are resource-dependent
organisations? Experience of an international NGO in Kenya. The European Journal
of Development Research, 31(2), pp.235-252.
Fernández-Souto and et. Al., 2019. The communicative management of large
companies in Spain: structure, resources and main challenges of their
managers. Communication & Society, 32(1), pp.161-176.