BSBHRM501: Detailed Assessment of Human Resource Service Delivery

This document outlines the assessment criteria for BSBHRM501: Manage Human Resource Services, covering elements for competency, foundation skills, and assessment requirements. It details strategies for delivering human resource services, managing their delivery, evaluating service effectiveness, and integrating business ethics. The assessment includes performance evidence, knowledge evidence, and various assessment tools such as learner workbook activities, observations, major activities, skills and knowledge activities, third-party checklists, case studies, and learner guides. The document also provides an observation checklist to evaluate learners' abilities to analyze business strategies, consult with managers, develop service delivery options, and manage the delivery of human resource services. The document emphasizes the importance of demonstrating skills in reading, writing, oral communication, and numeracy, as well as navigating the world of work and interacting with others. Reassessment attempts are allowed if competency is not achieved initially. The document also references companion volumes available from the IBSA website and highlights the need for assessors to meet NVR/AQTF requirements.

Name: ________________________________

1. Assessment criteria for BSBHRM501
2. Manage Human Resource Service
In this document, you will find the foundation of what is required to become
competent in this unit. For further information on each element, you can refer to the
Assessment Matrix. Included in this document are the elements for the unit,
foundation skills, assessment requirements as well as an assessment tool definition
list and the crucial observation and third-party check lists. As well as all of the areas
covered here, each student must also complete all workbook activities, case studies
and major activities, where stated, to become competent within this unit.
NOTE – Re-assessment:
Students will have a maximum of two (2) reassessments attempts if competency
is not achieved in the first instance.
The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the
completion of the unit of competency when all components or parts of the
assessment are graded as ‘S’ for Satisfactory. Unsatisfactory results are marked as
NS.
Elements for Competency Demonstration
Elements for Competency Assessment:
1. Determine strategies for delivery of human resource services
2. Manage the delivery of human resource services
3. Evaluate human resource service delivery
4. Manage integration of business ethics in human resource practices
Performance Evidence:
Evidence of the ability to:
 Plan and manage human resource
delivery within legislative,
organisational and business ethics
frameworks
 Communicate effectively with a range
of senior personnel
 Identify and arrange training support
where appropriate
 Calculate human resource return on investment within the organisation
Foundation Skills:
Reading

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 Critically evaluates and applies content from a range of structurally
complex texts
Writing
 Develops a range of documentation using tone, structure and
language suited to context and audience
Oral Communication
 Asks questions to gather information and listens carefully to evaluate
information
 Uses appropriate vocabulary and tone in negotiations
Numeracy
 Makes basic calculations to ensure work output meets predetermined
timeframes
 Selects from an expanding range of mathematical strategies when
analysing investment policies
Navigate the world of work
 Considers and adheres to organisational policies and procedures
when developing plans and strategies
 Monitors adherence to legislative and organisational requirements
 Appreciates the implications of ethical, legal and regulatory
responsibilities related to own work
 Considers own role in terms of its contribution to broader goals of the
work environment
Interact with others
 Recognises the importance of taking audience, purpose and
contextual factors into account when making decisions about what to
communicate to whom, why and how
 Collaborates with others to achieve joint outcomes, playing an active
role in facilitating effective group interaction
Get the work done
 Develops plans for complex, high-impact activities with organisational
implications

 Uses systematic, analytical processes to solve problems in complex,
non-routine situations
 Uses analytical processes to decide on a course of action, establishing
criteria for deciding between options, and seeking input and advice
from others
 Uses digital technologies and systems safely, legally and ethically
when gathering, storing and accessing information
Knowledge Evidence:
To complete the unit requirements safely and effectively, the individual must:
 Identify the key provisions of legal and compliance requirements that
apply to managing human resources
 Summarise the organisation's code of conduct
 Explain human resource strategies and planning processes and their
relationship to business and operational plans
 Describe performance and contract management
 Explain how feedback is used to modify the delivery of human
resources
Assessment Conditions:
Assessment must be conducted in a safe environment where evidence gathered
demonstrates consistent performance of typical activities experienced in the
workforce development – human resource development field of work and include
access to:
 Business strategy and operation plans
 Business technology
 Legislation, regulations and codes of practice relevant to staff
recruitment, selection and induction
 Interaction with others
Assessors must satisfy NVR/AQTF assessor requirements.
Links:
Companion volumes available from the IBSA website:
http://www.ibsa.org.au/companion_volumes
Any observations and practical assessments must be recorded in the observation
checklist. All practical tasks should be demonstrated during the length of the course.

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As the instructor, you must maintain a record demonstrating the date of the practical
activities and any comments relevant to the performance of each student. Where a
student is not able to demonstrate competence in a practical observation activity,
further questioning should be put in its place.
As the instructor, you could be assessing the student’s literacy, numeracy and
language skills, as well as the content and context of his/her answers.
In some cases, you will have to adjust and amend the assessment tools, using
different and varied methods (such as oral assessment), to allow students to be
assessed according to their needs and abilities.

Assessment Tool Definitions
Assessment Tool How is it used? What is it?
Learner Workbook Activities
(Entire completion is required)
Each student should be given a Learner Workbook
which will hold a number of activities, both formative
and summative, that all need to be completed in
conjunction with the appropriate sessions. The
PowerPoint, Learner Guide and instructor should
provide further information to help with the activities.
Observation/Demonstration
(To be completed for each numbered
point as stated on the checklist)
An observation should be completed for each of the
students by the instructor. If the tasks aren’t
everyday actions, a simulated environment is
acceptable, or a demonstration can be set up. An
observation checklist can be found at the end of this
document.
Major Activity
(Entire completion is required)
A Major Activity is a summative assessment and can
be found in the Learner Workbook, after all of the
activities are completed. This is an extended piece of
summative assessment which should take anywhere
between 1-2 hours and every student should
complete this work. It is a requirement for each unit
to check knowledge and understanding.
Skills and Knowledge Activity
(Entire completion is required)
A Skills and Knowledge Activity is a summative
assessment and is found before the Major Activity in
the Learner Workbook. This should take between 1-2
hours and every student should complete this work.
It is a requirement for each unit to check knowledge
and understanding of the foundation skills and
knowledge evidence.
Third Party
(To be completed for each numbered
point as stated on the checklist)
A Third-Party checklist is very similar to an
Observation Checklist in its format, but it can be
completed by someone who works with the learner
and has witnessed them completing tasks which
coincide with the elements of the unit. The checklist
can be found at the end of this document.
Case Study
(Entire completion is required)
Not all units will have Case Studies but those that do
will be clearly stated within the PowerPoint and the
Learner Workbook. It will appear as any other
activity, but it will be named ‘Case Study’ and will
provide an example of a possible real-life situation
for the learner to read, interpret and then answer
questions on.
Learner Guide
(To be used as an informational guide)
The Learner Guide links with the Learner Workbook
as it provides the information given during sessions
and more. It can help students to further their
knowledge and to also complete the activities.
Evidence Document
(Not a necessity for completion of unit
but can be used as an aid or to collect
further evidence)
The Evidence Document lists all of the Elements and
Performance Criteria with an area for written reports
etc, to add evidence to the student’s portfolio. It can
be used for any of the performance criteria,
especially those which may not have been covered
by any other assessment tool. The student can circle
a number of the criteria that they may feel they need
further evidence of, or it can be used as a guide for
completing further Observations and Third-Party
reports.

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Observation/Demonstration
Throughout this unit, the learner will be expected to show their competency of the
elements through observations or demonstrations. The observations and
demonstrations will be completed as well as the formative and summative
assessments found in the Learner Workbook. An explanation of demonstrations and
observations:
Demonstration is off-the-job
A demonstration will require:
 Performing a skill or task that is asked of you
 Undertaking a simulation exercise
Observation is on-the-job
The observation will usually require:
 Performing a work-based skill or task
 Interaction with colleagues and/or customers
The observation/demonstration will take place either in the workplace or the training
environment, depending on the task to be undertaken and whether it is an
observation or demonstration. Each task must be observed. You will need to ensure
you provide the learner with the correct equipment and/or materials to complete the
task. You will also need to inform the learner of the time they have to complete the
task; this will once again vary, depending on the task.
Learner should be able to demonstrate they can:
 Determine strategies for delivery of human resource services
 Manage the delivery of human resource services
 Evaluate human resource service delivery
 Manage integration of business ethics in human resource practices
Learners should also demonstrate the following skills:
 Reading
 Writing
 Oral Communication
 Numeracy
 Navigate the world of work
 Interact with others
 Get the work done

Observation/Demonstration Checklist
Unit of Competence
(Code and Title)
BSBHRM501
Manage
Human
Resource
Services
Demonstration Tasks
Materials and Equipment
Tasks to be observed, demonstrated or simulated if
appropriate
Yes No
1. Determine strategies for delivery of human resource services:
Did the learner demonstrate that they could analyze business strategy
and operational plans to determine human resource requirements?
2. Determine strategies for delivery of human resource services:
Did the learner demonstrate that they could review external
business environment and likely impact on organisation's human
resource requirements?
3. Determine strategies for delivery of human resource services:
Did the learner demonstrate that they could consult line and senior
managers to identify human resource needs in their areas?
4. Determine strategies for delivery of human resource services:
Did the learner demonstrate that they could review organisation's
requirements for diversity in the workforce?
5. Determine strategies for delivery of human resource services:
Did the learner demonstrate that they could develop options for
delivery of human resource services that comply with legislative
requirements, organisational policies and business goals?
6. Determine strategies for delivery of human resource services:
Did the learner demonstrate that they could develop and agree on
strategies and action plans for delivery of human resource
services?
7. Determine strategies for delivery of human resource services:
Did the learner demonstrate that they could agree and document
roles and responsibilities of human resource team, line managers,
and external contractors?

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8. Manage the delivery of human resource services:
Did the learner demonstrate that they could develop and
communicate information about human resource strategies and
services to internal and external stakeholders?
9. Manage the delivery of human resource services:
Did the learner demonstrate that they could develop and negotiate
service agreements between the human resource team, service
providers and client groups?
10. Manage the delivery of human resource services:
Did the learner demonstrate that they could document and
communicate service specifications, performance standards and
timeframes?
11. Manage the delivery of human resource services:
Did the learner demonstrate that they could identify and arrange
training support if required?
12. Manage the delivery of human resource services:
Did the learner demonstrate that they could agree on, and arrange
monitoring of quality assurance processes?
13. Manage the delivery of human resource services:
Did the learner demonstrate that they could ensure that services
are delivered by appropriate providers, according to service
agreements and operational plans?
14. Manage the delivery of human resource services:
Did the learner demonstrate that they could identify and rectify
underperformance of human resource team or service providers?
15. Manage the delivery of human resource services:
Did the learner demonstrate that they could identify appropriate
return on investment of providing human resource services?
16. Evaluate human resource service delivery:
Did the learner demonstrate that they could establish systems for
gathering and storing information needed to provide human
resource services?
17. Evaluate human resource service delivery:
Did the learner demonstrate that they could survey clients to
determine level of satisfaction?
18. Evaluate human resource service delivery:
Did the learner demonstrate that they could capture ongoing client
feedback for the review processes?
19. Evaluate human resource service delivery:
Did the learner demonstrate that they could analyse feedback and
surveys and recommend changes to service delivery?

20. Evaluate human resource service delivery:
Did the learner demonstrate that they could obtain approvals to
variations in service delivery from appropriate managers?
21. Evaluate human resource service delivery:
Did the learner demonstrate that they could support agreed change
processes across the organization?
22. Manage integration of business ethics in human resource
practices:
Did the learner demonstrate that they could ensure personal
behaviour is consistently ethical and reflects values of the
organisation?
23. Manage integration of business ethics in human resource
practices:
Did the learner demonstrate that they could ensure code of
conduct is observed across the organisation, and its expectations
are incorporated in human resource policies and practices?
24. Manage integration of business ethics in human resource
practices:
Did the learner demonstrate that they could observe
confidentiality requirements in dealing with all human resource
information?
25. Manage integration of business ethics in human resource
practices:
Did the learner demonstrate that they could deal promptly with
unethical behaviour?
26. Manage integration of business ethics in human resource
practices:
Did the learner demonstrate that they could ensure all persons
responsible for the human resource functions understand
requirements regarding their ethical behaviour?
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further Comments:

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Support Questions for observation checklist
Candidate’s Name
Assessor or Observer’s Name
Unit of Competence
(Code and Title)
Date of Assessment
Location
The candidate’s performance was: Not Satisfactory
Client Feedback
Candidate’s Signature
Assessor/Observer’s Signature

Table of Contents
1.Assessment criteria for BSBHRM501 ...................................................................2
2.Manage Human Resource Service.........................................................................2
Elements for Competency Demonstration.............................................................2
Assessment Tool Definitions..................................................................................6
Observation/Demonstration...................................................................................7
Observation/Demonstration Checklist....................................................................8
Support Questions for observation checklist.......................................................12
3.Candidate Details...................................................................................................16
Assessment – BSBHRM501: Manage Human Resource Service......................16
Competency Record to be completed by Assessor.............................................18
4.Observation/Demonstration.................................................................................19
5.Activities.................................................................................................................21
Activity 1A.............................................................................................................21
Activity 1B.............................................................................................................23
Activity1C.............................................................................................................24
Activity1D.............................................................................................................25
Activity 1E.............................................................................................................26
Activity 1F.............................................................................................................28
Activity 1G............................................................................................................30
Activity 2A.............................................................................................................31
Activity 2B.............................................................................................................32
Activity 2C............................................................................................................34
Activity 2D............................................................................................................36
Activity 2E.............................................................................................................37
Activity 2F.............................................................................................................39
Activity 2G............................................................................................................40
Activity 2H............................................................................................................41
Activity 3A.............................................................................................................42
Activity 3B.............................................................................................................43
Activity 3C............................................................................................................44
Activity 3D............................................................................................................45
Activity 3E.............................................................................................................47

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Activity3F..............................................................................................................48
Activity 4A.............................................................................................................49
Activity 4B.............................................................................................................51
Activity 4C............................................................................................................52
Activity 4D............................................................................................................54
Activity 4E.............................................................................................................55
Skills and Knowledge Activity..............................................................................56
Major Activity........................................................................................................60

3. Candidate Details
Assessment – BSBHRM501: Manage Human Resource Service
Please complete the following activities and hand in to your trainer for marking. This
forms part of your assessment for BSBHRM501: Manage human resource service.
Name:
_____________________________________________________________
Address:
_____________________________________________________________
_____________________________________________________________
Email:
_____________________________________________________________
Employer:
_____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s
work with the exception of where I have listed or referenced documents or work and
that no part of this assessment has been written for me by another person.
Signed:
____________________________________________________________
Date: _____________31/03/2019
_____________________________________
If activities have been completed as part of a small group or in pairs, details of
the learners involved should be provided below;
This activity workbook has been completed by the following persons and we
acknowledge that it was a fair team effort where everyone contributed equally to the
work completed. We declare that no part of this assessment has been copied from
another person’s work with the exception of where we have listed or referenced
documents or work and that no part of this assessment has been written for us by
another person.
Learner 1:
____________________________________________________________
Signed:
____________________________________________________________

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Learner 2:
____________________________________________________________
Signed:
____________________________________________________________
Learner 3:
____________________________________________________________
Signed:
____________________________________________________________

Competency Record to be completed by Assessor
Learner Name:
_______________________________________________________
Date of Assessment: __________________31/03/2019
___________________________
The learner has been assessed as competent in the elements and performance
criteria and the evidence has been presented as;
Assessor Initials
Authentic
Valid
Reliable
Current
Sufficient
Learner is deemed: NOT YET COMPETENT
COMPETENT
Comments from Trainer / Assessor:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
__________________________________________________________

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4. Observation/Demonstration
Throughout this unit, the learner will be expected to show their competency of the
elements through observations or demonstrations. The observations and
demonstrations will be completed as well as the formative and summative
assessments found in the Learner Workbook. An explanation of demonstrations and
observations:
Demonstration is off-the-job
A demonstration will require:
 Performing a skill or task that is asked of you
 Undertaking a simulation exercise
Observation is on-the-job
The observation will usually require:
 Performing a work-based skill or task
 Interaction with colleagues and/or customers
The observation/demonstration will take place either in the workplace or the training
environment, depending on the task to be undertaken and whether it is an
observation or demonstration. Each task must be observed. You will need to ensure
you provide the learner with the correct equipment and/or materials to complete the
task. You will also need to inform the learner of the time they have to complete the
task; this will once again vary, depending on the task.
You should be able to demonstrate you can:
1. Determine strategies for delivery of human resource services
2. Manage the delivery of human resource services
3. Evaluate human resource service delivery
4. Manage integration of business ethics in human resource practice.
You will also need to demonstrate the following skills:
Reading
Writing
Oral Communication
Numeracy
Navigate the world of work
Interact with others
Get the work done

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5. Activities
Activity 1A
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to analyse business
strategy and operational plans to determine human resource
requirements
Activity Define operational plan and strategic plan. What is the link
between operational and strategic plans?
Operational plan provides an overview of all the activities that must be
performed in order to achieve the organisational goals and objectives as
defined in strategic plan.
Strategic planning is concerned with preparation of various strategies and
arranging resources to achieve goals effectively and efficiently.
Both are related to each other as operational plan focuses on execution of
strategies contained in strategic plan.
List at least five HR requirements that the HR department may
need to outsource.
 Background check and criminal record screening.
 Temporary recruitment and staffing
 Payroll
 Specialised Training and development
 Mass recruitment.

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Activity 1B
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to review external
business environment and likely impact on organisation’s
human resource requirements
Activity What are the main external factors that will influence human
resource requirement?
 Change in political environment.
 International as well as local economies.
 Social and cultural issues
 Technological trends.
 Legal policies
 Environmental factors.

Activity1C
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to consult line and senior
managers to identify human resource needs within their area

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Activity Why is it important to consult with line and senior managers to
identify human resource needs within their area?
Line and senior managers have extensive knowledge regarding the selection
of employees in their department. Thus, it is imperative to discuss with
them.
What can consulting with line and senior managers help you
identify? How can this information assist HR professionals?
It can help in identifying the skills and talent required in the company and it
would make HR'S work much easier as they will get to know the type of
employees required in the company.

Activity1D
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to review organisation’s
requirements for diversity in the workforce
Activity Name five reasons why legislative guidelines helps to improve
the organisation’s diversity and provides benefits to the
organisation.

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Activity 1E
Estimated
Time
40 Minutes
Objective To provide you with an opportunity to develop options for
delivery of human resource services that comply with
legislative requirements, organisational policies and business
goals
Activity What are you comparing when you calculate the Cost Benefits
Analysis (CBA)? What benefits can you obtain by calculating
the CBA over time?
It is concerned with comparing the cost involved in the project with the
benefits achieved. It helps the company in identifying whether their project
is economically feasible or not.
What are the four steps of risk analyses?
 Identifying hazards
 Analysing who may be harmed
 Assessing the risk and taking action
 Recording and reviewing the findings.
What can be the impact if the human resource service options
do not comply with legislative requirements and organisational
policies?
It would affect the productivity of both individual and the company and
breaching of laws and regulations would lead to penalty and other fines on
the human resource department or the entire organisation.

Your role is to deliver induction training to new employees.
What legislative requirements would you need to know?
 Personal protective equipment (PPE)
 Fire and emergency training
 Industry specific training
 Security and cash
 Liquor and gaming.

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Activity 1F
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to develop and agree on
strategies and action plans for delivery of human resource
services
Activity What is consensus decision making?
It is concerned with taking decisions through group efforts and co-operating
with each other in order to reach to an ultimate decision for the final
achievement of goals and objectives.
Using the Consensus Decision-Making Flow Chart (of your
guide or make one similar to your guide for your organization)
explain in your own words, how you would resolve a problem
as a Manager. Are there any ways in which to improve the
Consensus Decision-Making process?
CDM can be improved by actively engaging all the individuals and
simplifying the overall process as it would help in better decision making at

a faster speed.
How will you implement consensus decision making, briefly
outline the action planning steps.
 Introducing the issue
 Defining question
 Discussions
 Making proposals
 Changing proposals
 Test for consensus
 Major objections
 Considering the options

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Activity 1G
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to agree and document
roles and responsibilities of human resource team, line
managers, and external contractors
Activity What documentation should be used to implement an action
plan. Briefly explain:
Choose an appropriate goal and clearly define your objective. ...
Using a team to create your action plan. Choosing action steps that
are concrete, measurable and attainable. ..Identifying who is
responsible for each action step and who will be supporting them.
What is the importance of documenting roles and
responsibilities of HR Team and each item of action plan:
It is important to describe the use, operation, maintenance, or
design of software or hardware through the use of manuals,
listings, diagrams, and other hard- or soft-copy written and graphic
materials.
Documentation help ensure consent and expectations. It helps to
tell the narrative for decisions made, and how yourself or the client
responded to different situations. In this same manor, it
is important to record information that can help support the proper
treatment plan and the reasoning for such services

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Activity 2A
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to develop and
communicate information about human resource strategies
and services to internal and external stakeholders
Activity Define stakeholders?
A stakeholder is an individual or a group of people that have an interest in
the working of the company and can affect or get affected by it.
What is an internal stakeholder? Give three examples.
Internal stakeholders are directly related with the organisation . Examples
of internal stakeholders are employees, board of directors and managers.
What is an external stakeholder? Give three examples.
External stakeholders are not directly linked with the company but can
affect or get affected by their performance and financial position.
Shareholders, government and creditors are some examples of external
stakeholders.
Give five examples of direct communication.
Telephone
E-mail
meeting
social networking
letters
Give five examples of indirect communication.
Press release
advertising

newspaper
radio
television
Activity 2B
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to develop and negotiate
service agreements between the human resource team,
service providers and client groups
Activity Take your organisation as an example and list 3 service
providers that your organisation uses and the services that
they offer.
Your Organisation (Background):
Providers Offered Services
1. 
2. 
3. 
Choose one of your service providers from above list and
theoretically answer what should be covered for each heading
of service level agreement (SLA) in the following table:

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Key Clauses Outline
Description of the
service
Service definition
Performance
tracking
Problem
management
Fees and
expenses
Duties of the
parties
Security
Warranties and
remedies
Legal compliance

Key Clauses Outline
Variation of
Agreement
Terminations

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Activity 2C
Estimated
Time
10 Minutes
Objective To provide you with an opportunity to document and
communicate service specifications, performance standards
and time frames
Activity Why it is important to document and communicate service
specifications, performance standards and timeframes when
writing any service level agreement (SLA). Please explain.
A good SLA is important because it sets boundaries and expectations for
the following aspects of data centre service provisioning. An SLA drives
internal processes by setting a clear and measurable standard of
performance. SLA plays various roles like
Facilitates communication. ...
Negotiated and mutually accepted. ...
Documents agreements. ...
Defines procedures. ...
When there is a question or disagreement, the SLA can be used as a
written reference.
Sets standards for customer service.

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Activity 2D
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to identify and arrange
training support if required
Activity What information does the Performance Improvement Plans
provide you with?
Performance improvement plan is a document that provides information
related to achievement of goals and objectives to an employee and the way
to regain good standing in the organisation.
You use an external provider to deliver training to your staff. Is
this the only support that they need? Why? Why not? Briefly
explain.
Both external and internal training are equally important for the employees
of the organisation because external providers are specialised with the
training skills an can help an employee in their growth and development
whereas internal training is also equally essential in order to make an
employee aware about the policies and working environment of the
company.
What supports (development opportunities) are offered to staff
within your organisation?
 Continuous in-house as well as out-house training to the employees
 Monitoring and leadership development programs.
 Cross department training.
 Personal development and growth

What is the importance of development opportunities for any
organisation?
 Increase in overall productivity of the employees in the
organisation.
 Development opportunities can help in profit maximisation through
optimum utilisation of resources
 Reduction in employee turnover rate and absent ism which is
beneficial for the company in the long run.
Activity 2E
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to agree on, and arrange
monitoring of quality assurance processes
Activity What is the importance of monitoring HR quality assurance in
regard to external providers?
HR quality Assurance by external provider helps the company
in meeting client's expectations and demands, aid in building
trust and attaining competitive advantage.

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What should be included in monitoring of HR quality
assurance?
Appropriate review system like key performance indicator or
360 degree feedback
How and when should quality start to be monitored?
When the actual standards do not meet the set standards at the
time of controlling.

Activity 2F
Estimated
Time
25 Minutes
Objective To provide you with an opportunity to ensure that services are
delivered by appropriate providers, according to service
agreements and operational plans
Activity When choosing an external provider, what do you need to
know?
It is imperative to know that the external provider has interest in
the operational and financial performance of the organisation.
Credit worthiness of the investor is also important for the
organisation to choose.
What is a needs assessment?
needs assessment is a systematic practice for identifying and
assessing needs, or "gaps" in between present conditions and
desired conditions or "wants". The discrepancy between the current
condition and wanted condition must be measured to appropriately
identify the need.
Why do you need the external provider?
External training providers are individual trainers or specialist
training companies that are external and not linked to your
organisation; these trainers are brought in to educate and develop
your workforce and to impart new skills to staff.
What should you keep in mind when you choose an external
provider?
Internal training is taught by someone who works for your
company, while external training is taught by someone outside of
it. When it comes to deciding on the best form of training for your

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team, it can be difficult to determine who is the best person to hold
the session.

Activity 2G
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to identify and rectify
under performance of human resource team or service
providers
Activity What is under performance?
Under performance is concerned with failure of achievement of goals and
objectives when the employees in an organisation do not work with
complete productivity and efficiency.
Why and how does under performance arise?
Under performance in an organisation mainly arises due to factors like poor
working environment, ineffective communication, lack of rewards and
motivation or by selecting the wrong candidate for the specific job.
List the steps that you may be required to follow if under
performance arises in your team?
 Setting clear expectations and matching employee skills
accordingly.
 Conducting performance reviews.
 Providing adequate training.

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 Mentoring the employees.
 Encouraging a sense of ownership within the employees.

Activity 2H
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to identify appropriate
return on investment of providing human resource services
Activity According to the Human Resource management performance
model (shown in your guide) what areas should be measured to
indicate an appropriate return on investment on HR services?
As per the HRM model, there are several areas that has to be
measured for evaluating the adequate return on investment
such as recruiting, selecting, developing and training the
employees in a right manner so that they work effectively and
efficiently towards achieving an organisational goal which in
helps the firm in generating larger returns with optimum use of
the resources.
Consider areas that measuring performance may be
problematic.
Graphic rating scales. A typical graphic scale uses sequential
numbers, such as 1 to 5, or 1 to 10, to rate an employee's relative
performance in specific areas. ...
1. 360-degree feedback. ...
2. Self-Evaluation. ...
3. Management by Objectives (MBO). ...
4. Checklists.

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Activity 3A
Estimated
Time
10 Minutes
Objective To provide you with an opportunity to establish systems for
gathering and storing information needed to provide human
resource services
Activity Name five types of information that HR need to keep records
on.
 Personal details of employees
 Job details
 Training and development
 Payroll records
 Awards and accomplishments

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Activity 3B
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to survey clients to
determine level of satisfaction
Activity What questions should you consider when you are going to
develop a survey for client satisfaction?
 What is your favourite product?
 Why did you purchase the product?
 How satisfied are you with the company's product?
 Would you recommend this product to a friend?
How can you control the size of the client satisfaction survey?
Why would you need to control the size of the survey?
The size of client satisfaction survey can be controlled by selecting random
samples from the entire population and then distributing them the surveys.
The size of the survey needs to be controlled due to various reasons like
geographical location, cost, time and efforts.
When asking survey questions, what should you not do?

The survey must be conducted in company's market area and the person
answering the question must not have bias attitude.
What is the difference between verifiable and unverifiable
questions?
Verifiable questions are those questions that can be verified and they have
an authentic and reliable answer whereas unverifiable questions are those
questions that do not have any fixed answer attached to them and are open
to interpretations and assumptions.

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Activity 3C
Estimat
ed Time
15 Minutes
Objectiv
e
To provide you with an opportunity to capture on-going client
feedback for the review processes

Activity What does feedback measure? And what are benefits of feedback?
Feedback measures the gap between the client expectations and the actual
product or service delivered by the company. It also measures the client mindset
and their view point after receiving the products or services.
Feedback helps the company to monitor their performance and identify the
customer needs and wants. It is beneficial for the business in the long run.
Briefly explain different types of feedback.
 Informal feedback: Informal feedback is spontaneous and can occur
immediately at the time of usage of goods or services.
 Formal feedback: Formal feedback is a systematic process concerned
with following of adequate procedure and criteria regarding submitting
the feedback and getting it delivered to the top level management of the
company.
What should effective feedback cover or focus upon?
A feedback is concerned to be effective when the business can understand the
information and change its activities or operations accordingly. The effective
feedback focuses on achievement of goals and objectives effectively.

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Activity 3D
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to analyse feedback and
surveys and recommend changes to service delivery
Activity Case: You have been asked to review feedback for a recent
survey from ten customers. Your organisation has two training
providers.
1. Training organisation one: the feedback for training
organisation one identifies the seven customers are happy
with their provider, one is not, and the others are indifferent.
2. Training organisation two: the feedback for training
organisation two identifies four customers is happy with the
provider, five are not and one is indifferent.
3. Note: Following are example of a graphs you will be drawing
similar for answering questions:
(Example of Rectangular Graph)
(Example of Line Graph)
Questions:
1. The results as per feedback provided for training
organisations one and two have been presented in the
graphs.
To reduce the risk of non compliance with changing guidelines
and regulation of external service provider
A well- laid paper trial protect company against claims of wrong
doing and also provides inarguable proof for compliance of
polices, regulations and legislation's.
2. Read the graphs, assess them and recommend which

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training organisation the company should retain and why?
Organization 1 is better as it is having more positive feedback as
compared to organisation 2 because seven customers are happy
with their training provider, only one is not happy. Also, it is able
to retain more customer in comparison of organisation 1

Activity 3E
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to obtain approvals to
variations in service delivery from appropriate managers
Activity Why is it important to make sure that you obtain the
appropriate approvals to variations in service delivery?
Defining the Change Request. Change Control is the process. ...
1.Submitting and Reviewing the Change Request. Once the
Change Request is documented, it's submitted to the project
team. ...
2.Defining Options and Create Response Document. ...
3.Final Decision And Approval.
Why do organisations have documentation or keep paper trails
or documentary proves in regard to obtain approvals?
Organisations keep proper documentation in order to get legal
assurance and so that they can sue others in case of any legal
trouble.
Take your organization’s example or assume one: what steps
are required to be to follow to obtain approvals to change
service delivery in your work area?
IStep 1: Identify of why company wants to change service delivery
Why: The reason for the change

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Step 2: Importance of changing service delivery system
What: What specific subject needs to be changed like, software,
process, documentation, etc.
Step 3: Type of change and its impact
Impact: What can be possible negative consequences of change
Step 4: Define change in role and responsibility after change in
service delivery
Step 5: Define change process
Step 6: Measure change in service delivery on the basis of key
performance indicator

Activity3F
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to support agreed change
processes across the organisation
Activity What is the role of HR in change management? Explain.
Human resource department plays a huge role in change
management as they provide employees with continuous motivation
through incentives and rewards so that they can effectively adopt
changes in their business. Also, they provide with necessary training
and skills that may be required in order to implement the changes.

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Activity 4A
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to ensure personal
behaviour is consistently ethical and reflects values of the
organisation
Activity Outline the Code of Ethics that you follow as a part of your role
within your organisation.
The code of ethics used as a part of an organisation are
 To conduct business with honesty and integrity
 Promoting green business practices
 Abiding by the laws and regulations under which an organisation
operates.
How would you ensure that personal behaviour is consistent
and reflects the values of the organisation?
The values affect both personal and professional behaviour. If an individual
possess high values on honesty and integrity then it would automatically be
reflected in their work in the organisation.

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Activity 4B
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to ensure Code of Conduct
is observed across the organisation, and its expectations are
incorporated in human resource policies and practices
Activity In your own words, define the code of conduct and what is
included in the code of conduct. Give examples.
The code of conduct in an organisation is an agreement on rules and
behaviour for the employees and management of the organisation. It
basically defines how the individuals should behave on day to day basis.

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Activity 4C
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to observe confidentiality
requirements in dealing with all human resources information
Activity What is the difference between confidentiality and privacy?
Confidentiality: Confidentiality is concerned with protection of
information by a person unless he is authorised to disclose it by the other
party. It is mainly related to data and information.
Privacy: Privacy is concerned with protection of personal space of
individuals and the ability to seclude themselves and the information related
to themselves.
How does confidentiality and privacy apply to the human
resources department?
The human resource department is entrusted with private and confidential
information about the employee and it is their fundamental duty both
legally and ethically to respect their privacy and keep the information
confidential.

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Activity 4D
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to deal promptly with
unethical behaviour.
Activity How should unethical behaviour be dealt with?
The company must prepare an ethical code of conduct and if any employee
doesn't follow it then strict action must be taken against them.

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Activity 4E
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to ensure all human
resource staff understand requirements regarding their ethical
behaviour

Activity How can you ensure that human resource staff understand
requirements regarding their ethical behaviour?
The human resource can understand requirements regarding ethical
behaviour through
 Promoting ethics related program
 safeguarding company's reputation
 Keeping employee loyalty
Skills and Knowledge Activity
Estimated
Time
45 Minutes
Objective To provide you with an opportunity to demonstrate your
knowledge of the foundation skills, knowledge evidence and

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performance evidence.
Activity
The answers to the following questions will enable you to demonstrate
your knowledge of:
 Reading
 Writing
 Oral Communication
 Numeracy
 Navigate the world of work
 Interact with others
 Get the work done
 Identify the key provisions of legal and compliance
requirements that apply to managing human resources
 Summarise the organisation's code of conduct
 Explain human resource strategies and planning processes
and their relationship to business and operational plans
 Describe performance and contract management
 Explain how feedback is used to modify the delivery of
human resources
Instructions:
1. Individually complete the following headings by headings.
Use each question as heading.
2. Answer each question in as much detail as possible,
considering your organisational requirements for each one.
3. For this activity you will need to demonstrate the process
you would go through to determine strategies for the
delivery of human resources services, how you would
manage and evaluate the delivery of human resources
services, and how you would manage the integration of
business ethics in human resources practices.
Questions:
1. How do you analyse business strategy and operational
plans to determine human resources requirements?
Analysing Organizational Objectives:
Inventory of Present Human Resources:
Forecasting Demand and Supply of Human Resource:
Estimating Manpower Gaps:
Formulating the Human Resource Action Plan:
Monitoring, Control and Feedback:

2. What is external business environment and its likely
impact on your organisation’s human resource
requirements.
External business environment include all the factors that have a
direct impact on the working of the organisation. It can impact the
human resource planning, selection, placement, training and
development and employee relations.
3. How would you communicate with management to
identify human resource needs in relevant areas?
It is important to communicate with the management in order to
identify the human resource needs as the management can
determine the type of people and the level of skill required in the
organisation.
4. How would you develop options for the delivery of
human resources services that comply with legislative
requirements, organisational policies and business
goals?
Step 1: determine the Need for Policy. ...
Step 2: identify Policy Content. ...
Step 3: Get Stakeholder Support. ...
Step 4: Interact with Employees. ...
Step 5: Update the Policy.
5. Demonstrate how you would develop and communicate
information about human resources strategies to
internal and external stakeholders.
Exhibit you have a basic understanding of their work and domain
and be able to empathize. ...

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1.Apply the right format at the right time with the right audience. ...
2.Leverage your teammates when the time is right. ...
3.Constantly educate stakeholders. ...
4.Build relationships outside of work meetings.
6. Describe the process you would go through to develop,
negotiate, implement, monitor and evaluate service
agreements between the human resources team, service
providers and client groups.
To develop and deliver human resources services into a ... Get
feedback from line managers to the executives to make sure all
is going well√. ... The organisation can be monitored to see if its strategic
plan is being achieved. ..... Service level agreements betweenthe
HR team, service providers and client groups?
7. Explain how you would identify and rectify under
performance of the employees or service providers.
Identifying the under performance of employees
 Identify the goals that are not met
 quality of work is poor
 employee relies on others for completion of work
Rectifying the under performance
 Identifying the under performers
 consider the causes
 providing feedback
 providing adequate training and development.
8. Develop a process to evaluate the delivery of human
resources service including gathering and storing
information, determining client satisfaction, analysing
feedback to inform recommended changes, and

obtaining approval and support from appropriate
managers.
1.Understanding expectations. ...
2.Finding out where you are failing. ...
3.Pinpointing specifics. ...
4.Assessing the competition. ...
5.Measuring emotional aspect. ...
6.Loyalty measurement. ...
7.A series of attribute satisfaction measurement.
9. Explain the process you would follow to manage the
integration of business ethics in human resources
practices. Ensure you identify organisational ethics and
values, how this is incorporated into human resources
policies and practices, and how unethical behaviour is
identified and managed.
Creating Integrity
Developing Objectivity. ...
Professional competencies and due diligence. ...
Maintaining Confidentiality. ...
Professional behaviour.

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Major Activity
Estimated
Time
60 – 120 Minutes
Objective To provide you with an opportunity to demonstrate your
knowledge of the entire unit.
Individual
Activity
You must individually, answer the following questions in full to show
your competency of each element:
1. Determine strategies for delivery of human resource services
2. Manage the delivery of human resource services
3. Evaluate human resource service delivery
4. Manage integration of business ethics in human resource
practices
Instructions:
Use your learner guide and apply all your knowledge of the
unit for following case study. Answer all questions in detail.
Case: You are working in Human Recourse Department of
the Australian National University. University’s management
had launched strategic goal of full automation in all its
departments and processes. In last 6 months, almost none of
the HR Department’s goals have been met towards strategic
goal of University. Your HR department has been paying two
Computer Companies to help you with 2 components of
automation: computing (to maintain and upgrade computer
systems) and to provide training to end users.
In the market 6 different computer companies are offering you
the same services for computing and training. You have been
given the task to find one best provider for each of the
computing and the training services.
Your job will be to narrow the strategic plan into operational
plans and set realistic goals and develop an outline of an
operational plan for next 6 months and ensure that all goals
are reached in the next six months.
Hint: You may start writing answers by providing some
context or background (take some assumptions) and answer
following questions:
1. How would you determine strategies for delivery of
Human Resource Services?
 In order to determine the strategies, it is imperative to
identify the meaning of HRS.
 HRS operations must follow the government rules and
regulations to create safe working environment.

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 HRS functions include recruitment & selection and learning
& development. Therefore, the strategies must be selected
on this basis.
2. Identify gaps in needs and outline how you would
address them (i.e. training or coaching – how would you
support this initiative)?
Review your business objectives and identify critical activities.
1.Setting up measurable standards for the performance
2.Reviewing performance to determine problem areas.
3.Receiving feedback from the customers, business partners and
suppliers.
3. Overall, how would you manage the delivery of human
resource services?
The delivery of human resource services can be managed by
preparing Service Legal agreement(SLA), it is a legal document
that show commitment between the client and the service provider
indicating the achievement of common goals.
Quality assurance (QA) refers to a plan that indicated that the
quality of the service has been met with the expectations.
These are two important techniques to manage human resource
services delivery.
4. How would you evaluate human resource service
delivery?
The evaluation of human resource service delivery can be done
through both qualitative and quantitative methods. Qualitative
function is concerned with evaluation through communication and
interaction with consultative and feedback groups whereas
quantitative function of evaluation involves deep analysis of
employee turnover rates, absent ism reports and cost benefit
analysis.

5. How would you manage integration of business ethics
in human resource practices?
The integration of business ethics in human resource practices can be done
by communicating the importance of business ethics to the HR
department. Also, the HR department must be informed about the ethical
laws like keeping employee's information confidential and to ensure fair
recruitment and selection practices within the company.