BSBHRM602 Manage Human Resources Strategic Planning Homework Help

This document presents a student's solution to the BSBHRM602 Manage Human Resources Strategic Planning assignment. It includes an overview of the assessment criteria, elements for competency demonstration, performance evidence, foundation skills, knowledge evidence, and assessment conditions. The solution also features observation and demonstration checklists to assess the learner's ability to research planning requirements, develop a human resource strategic plan, and implement the plan, along with essential skills like reading, writing, oral communication, and numeracy. The document also contains assessment tool definitions, explaining the purpose and use of learner workbooks, observations, major activities, skills and knowledge activities, third-party reports, case studies, learner guides, and evidence documents within the assessment process. Desklib offers a range of similar resources to aid students in their studies.

BSBHRM602
Manage human resources
strategic planning
Student’s Name:
Teacher Remarks:
Teacher’s Name: Syed Saqib Hussain Shah
Date:

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Assessment criteria for BSBHRM602
Manage human resources strategic planning
In this document, you will find the foundation of what is required to become competent in this unit.
For further information on each element, you can refer to the Assessment Matrix. Included in this
document are the elements for the unit, foundation skills, assessment requirements as well as an
assessment tool definition list and the crucial observation and third party check lists. As well as all of
the areas covered here, each student must also complete all workbook activities, case studies and
major activities, where stated, to become competent within this unit.
NOTE – Re-assessment:
Students will have 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. Research planning requirements
2. Develop human resource strategic plan
3. Implement human resource strategic plan
Performance Evidence:
Evidence of the ability to:
 Analyse information from a range of internal and external sources to determine:
o human resource strategic direction, objectives and targets
o trends and emerging practices that may have an impact on human resource
management
o relevant technology
o recent and potential changes to industrial and legal requirements
o future labour needs and skills requirements
o options for sourcing labour
o organisation’s preferences regarding human resources
 Consult and communicate effectively with relevant stakeholders to develop,
implement, monitor and review a strategic human resource plan including:

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o budget
o priorities
o agreed objectives, targets, programs and practices based on cost-benefit
analysis
o timeframes
o risk management
o evaluation against objectives.
Foundation Skills:
Reading
 Organises, evaluates and applies content from a range of structurally complex texts
relating to human resource strategic planning
Writing
 Communicates complex ideas relating to strategic objectives, matching style of
writing to purpose and audience
Oral communication
 Establishes and maintains complex and effective spoken communications in a broad
range of contexts with relevant managers to determine resources preferences,
philosophies and values
Numeracy
 Selects and interprets mathematical information that may be embedded in a range
of tasks and texts to analyse costs and benefits as well as dealing with budgets and
risk management plans
Navigate the world of work
 Ensures knowledge of legislative requirements and products is kept up to date in
order to provide accurate information
 Develops and implements strategies that ensure organisational policies, procedures
and regulatory requirements are being met

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Interact with others
 Selects and uses appropriate conventions and protocols when communicating with
managers at various levels
 Participates in conversations relevant to role responding, explaining, negotiating
and persuading as required
Get the work done
 Sequences and schedules complex activities, monitors implementation and
manages relevant communication when developing the strategic plan
 Makes a range of critical and non-critical decisions in relatively complex situations,
analysing data and taking a range of factors into account when researching planning
requirements and developing the plan
 Gathers and analyses data and seeks feedback to improve plans and processes
 Uses digital technologies to manage business operations and actively investigates
new technologies for strategic and operational purposes
Knowledge Evidence:
To complete the unit requirements safely and effectively, the individual must:
 Describe human resource practices and functions
 Explain the relevant legislative, regulatory and industrial requirements for the
business
 Outline common options for sourcing labour including:
o recruitment options
o casual labour
o new graduates or trainees
o off shore workers
o outsourcing
o contractors
o consultants
 Explain the impact of technology on job roles
 Outline labour market options for sourcing labour supply
 Describe the requirements of a strategic plan.

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Assessment Conditions:
Assessment must be conducted in a safe environment where evidence gathered demonstrates
consistent performance of typical activities experienced in the workforce development – human
resource development field of work and include access to:
 Relevant legislation, regulations and codes of practice
 The business strategic and operational plan
 Workplace policies and procedures
 Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links:
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes
Any observations and practical assessments must be recorded in the observation checklist. All
practical tasks should be demonstrated during the length of the course. As the instructor, you must
maintain a record demonstrating the date of the practical activities and any comments relevant to
the performance of each student. Where a student is not able to demonstrate competence in a
practical observation activity, further questioning should be put in its place.
As the instructor, you could be assessing the student’s literacy, numeracy and language skills, as well
as the content and context of his/her answers.
In some cases, you will have to adjust and amend the assessment tools, using different and varied
methods (such as oral assessment), to allow students to be assessed according to their needs and
abilities.

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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:
1. Research planning requirements
2. Develop human resource strategic plan
3. Implement human resource strategic plan
Learners should also demonstrate the following skills:
 Reading
 Writing
 Oral communication
 Numeracy
 Navigate the world of work
 Interact with others
 Get the work done.

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Observation/Demonstration Checklist
Candidate’s Name
Assessor or Observer’s Name Syed Saqib Hussain Shah
Unit of Competence
(Code and Title) BSBHRM 602 Manage Human Resources Strategic Planning
Date of Assessment
Location 75 Gozzard Street, Gungahlin 2912 ACT
Demonstration Tasks
Materials and Equipment
Tasks to be observed, demonstrated or simulated
if appropriate
Yes No Comment
1. Research planning requirements:
Did the learner demonstrate that they could
analyse strategic plans to determine human
resource strategic direction, objectives and
targets?
2. Research planning requirements:
Did the learner demonstrate that they could
undertake additional environmental analysis
to identify emerging practices and trends that
may impact on human resource management
in the organisation?
3. Research planning requirements:
Did the learner demonstrate that they could
identify future labour needs, skill
requirements and options for sourcing labour
supply?
4. Research planning requirements:
Did the learner demonstrate that they could
consider new technology and its impact on job
roles and job design?
5. Research planning requirements:
Did the learner demonstrate that they could
review recent and potential changes to
industrial and legal requirements?
6. Develop human resource strategic plan:
Did the learner demonstrate that they could
consult relevant managers about their human
resource preferences?
7. Develop human resource strategic plan:
Did the learner demonstrate that they could
agree on human resource philosophies, values

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and policies with relevant managers?
8. Develop human resource strategic plan:
Did the learner demonstrate that they could
develop strategic objectives and targets for
human resource services?
9. Develop human resource strategic plan:
Did the learner demonstrate that they could
examine options for the provision of human
resource services and analyse costs and
benefits?
10. Develop human resource strategic plan:
Did the learner demonstrate that they could
identify appropriate technology and systems
to support agreed human resource programs
and practices?
11. Develop human resource strategic plan:
Did the learner demonstrate that they could
write a strategic human resource plan and
obtain senior management support for the
plan?
12. Develop human resource strategic plan:
Did the learner demonstrate that they could
develop risk management plans to support the
strategic human resource plan?
13. Implement human resource strategic plan:
Did the learner demonstrate that they could
work with others to see that the plan is
implemented?
14. Implement human resource strategic plan:
Did the learner demonstrate that they could
monitor and review the plan?
15. Implement human resource strategic plan:
Did the learner demonstrate that they could
adapt plan should circumstances change?
16. Implement human resource strategic plan:
Did the learner demonstrate that they could
evaluate and review performance against plan
objectives?
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further Comments:

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Candidate’s Signature
Assessor/Observer’s
Signature

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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 Satisfactory
Client Feedback
Candidate’s Signature
Assessor/Observer’s Signature

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Third Party Reports
The Third Party Report should be completed by a senior member of staff i.e. a supervisor or
manager, where possible. The report should cover the points below, with a description to show that
the tasks have been witnessed over time, while working with the learner. Examples, times, dates etc.
should be included, if possible.
As this unit is about managing human resources strategic planning, you will need to have witnessed
the learner within a working or training environment:
1. Researching planning requirements
2. Developing human resource strategic plan
3. Implementing human resource strategic plan.
Ticking yes/no next to the tasks is required, as well as an accompanying report.

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Third Party Checklist
Candidate’s Name
Assessor or Observer’s Name
Unit of Competence
(Code and Title)
Date of Assessment
Location
Demonstration Tasks
Materials and Equipment
Tasks to be simulated if not witnessed over time: Yes No
1. Did the learner analyse strategic plans to determine human resource
strategic direction, objectives and targets?
2. Did the learner undertake additional environmental analysis to identify
emerging practices and trends that may impact on human resource
management in the organisation?
3. Did the learner identify future labour needs, skill requirements and
options for sourcing labour supply?
4. Did the learner consider new technology and its impact on job roles and
job design?
5. Did the learner review recent and potential changes to industrial and
legal requirements?
6. Did the learner consult relevant managers about their human resource
preferences?
7. Did the learner agree on human resource philosophies, values and
policies with relevant managers?
8. Did the learner develop strategic objectives and targets for human
resource services?
9. Did the learner examine options for the provision of human resource
services and analyse costs and benefits?
10. Did the learner identify appropriate technology and systems to support
agreed human resource programs and practices?
11. Did the learner write a strategic human resource plan and obtain senior
management support for the plan?
12. Did the learner develop risk management plans to support the strategic
human resource plan?
13. Did the learner work with others to see that the plan is implemented?

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14. Did the learner monitor and review the plan?
15. Did the learner adapt plan should circumstances change?
16. Did the learner evaluate and review performance against plan
objectives?
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further comments:
Candidate’s Signature
Assessor/Observer’s
Signature

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Third Party Evidence
Confidential Information
Name of Candidate
RTO:
Unit(s) of Competence
As part of the assessment for the units of competency, we are seeking evidence to support a
judgment about the candidate’s competence. As part of the evidence of competence we are seeking
reports from the supervisor and other people who work closely with the candidate.
Name of the supervisor:
Workplace:
Address:
Phone:
Do you understand which evidence/tasks the candidate has Yes No
provided/performed that you are required to comment on?
As the assessor explains the purpose of the candidates Yes No
assessment?
Are you aware that the candidate will see a copy of this form? Yes No
Are you willing to be contacted should further verification of this Yes No
statement be required?
What is your relationship to the
candidate?
How long have you worked with the
person being assessed?
How closely do you work with the
candidate in the area being
assessed?
What is your technical experience
and/or qualification (s) in the area
being assessed? (Include any
assessment or training
qualifications.)

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Does the candidate:
Perform tasks to the industry standards? Yes No
Managed job tasks effectively? Yes No
Implement safe working practices? Yes No
Solve problems on the job? Yes No
Work well with others? Yes No
Add that to new tasks? Yes No
With unusual or non-routine situations? Yes No
Overall do you believe the
candidate conforms to the
standard required by the unit
of competency on a consistent
basis?
Identify any training needs for the candidate:
Any other comments:

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Table of Contents
Assessment criteria for BSBHRM602................................................................................................2
Activities.........................................................................................................................................21
Activity 1A....................................................................................................................................21
Activity 1B....................................................................................................................................22
Activity 1C....................................................................................................................................23
Activity 1D...................................................................................................................................24
Activity 1E....................................................................................................................................25
Activity 2A....................................................................................................................................26
Activity 2B....................................................................................................................................27
Activity 2C....................................................................................................................................28
Activity 2D...................................................................................................................................29
Activity 2E....................................................................................................................................30
Activity 2F....................................................................................................................................31
Activity 2G...................................................................................................................................32
Activity 3A....................................................................................................................................33
Activity 3B....................................................................................................................................34
Activity 3C....................................................................................................................................35
Activity 3D...................................................................................................................................36
Skills and Knowledge Activity.......................................................................................................37
Major Activity..............................................................................................................................39

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Candidate Details
Assessment – BSBHRM602: Manage human resources strategic planning.
Please complete the following activities and hand in to your trainer for marking. This forms part of
your assessment for BSBHRM602: Manage human resources strategic planning.
Name: _____________________________________________________________
Address: _____________________________________________________________
_____________________________________________________________
Email: _____________________________________________________________
Employer: _____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this
assessment has been written for me by another person.
Signed: ____________________________________________________________
Date: ____________________________________________________________
If activities have been completed as part of a small group or in pairs, details of the learners
involved should be provided below:
This activity workbook has been completed by the following persons and we acknowledge that it
was a fair team effort where everyone contributed equally to the work completed. We declare that
no part of this assessment has been copied from another person’s work with the exception of where
we have listed or referenced documents or work and that no part of this assessment has been
written for us by another person.
Learner 1: ____________________________________________________________
Signed: ____________________________________________________________
Learner 2: ____________________________________________________________
Signed: ____________________________________________________________
Learner 3: ____________________________________________________________
Signed: ____________________________________________________________

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Competency Record to be completed by Assessor
Learner Name: _______________________________________________________
Date of Assessment: _______________________________________________________
The learner has been assessed as competent in the elements and performance criteria and the
evidence has been presented as:
Assessor Initials
Authentic
Valid
Reliable
Current
Sufficient
Learner is deemed: COMPETENT NOT YET COMPETENT (Please circle)
If not yet competent, date for re-assessment: ____________________________________
Comments from Trainer / Assessor:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Assessor Signature: ________________________________________________________

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Observation/Demonstration
Throughout this unit, you will be expected to show your competency of the elements through
observations or demonstrations. Your instructor will have a list of demonstrations you must
complete or tasks to be observed. The observations and demonstrations will be completed as well as
the activities found in this workbook. An explanation of demonstrations and observations:
Demonstration is off-the-job
A demonstration will require:
 Performing a skill or task that is asked of you
 Undertaking a simulation exercise
Observation is on-the-job
The observation will usually require:
 Performing a work based skill or task
 Interaction with colleagues and/or customers
Your instructor will inform you of which one of the above they would like you to do. The
demonstration/observation will cover one of the unit’s elements.
The observation/demonstration will take place either in the workplace or the training environment,
depending on the task to be undertaken and whether it is an observation or demonstration. Your
instructor will ensure you are provided with the correct equipment and/or materials to complete the
task. They will also inform you of how long you have to complete the task.
You should be able to demonstrate you can:
 Research planning requirements
 Develop human resource strategic plan
 Implement human resource strategic plan.
You should also demonstrate the following skills:
 Reading
 Writing
 Oral communication
 Numeracy
 Navigate the world of work
 Interact with others
 Get the work done.

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Activities
Activity 1A
Estimated Time 30 Minutes
Objective To provide you with an opportunity to analyse strategic plans to determine
human resource strategic direction, objectives and targets.
Activity Why is it important to have a human resource (HR) strategic plan?
Human resource plan is essential in an organization because it
ensures that the human resources are adequate with aim attaining strategic
goals as well as the organization’s operational plans. Nonetheless, it
enhances flexibility to facilitate change within the organization if the future
is to become different than anticipated.
What information do you need in order to determine the HR strategic plan?
In determining the Human Resource strategic plan, some of the
needed information includes the current Human Resource capacity, a
forecast of the Human Resource Requirements, and existing gaps.
Why is it important to have clear and specific HR strategic objectives?
Having clear and specific strategic HR objectives is beneficial to an
organization for many reasons. First, it helps in creating direction and
guidance by directing the organization’s operations towards the attainment
of the owner’s goal and vision. Second, clear objectives establish standards
that facilitate evaluating performance. The Objectives act as measuring
sticks of identifying the organization and its employees’ failures and
successes. Finally, clear objectives form the basis on which budgets are set
by allocating the required funds to facilitate goal achievement. Objectives
are used as a tool for forming structures necessary for project development
as well as performance measurement along the way (Alfes, Shantz, Truss &
Soane, 2013). It helps define the timeline of the activities that are required
to complete the plan.
Give an example of a clear and specific HR strategic objective.

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An example of such a clear and specific objective is to enhance
stock returns as well as optimizing network efficiency while making sure
that the customers obtain the value for money in a product.

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Activity 1B
Estimated Time 30 Minutes
Objective To provide you with an opportunity to undertake additional environmental
analysis to identify emerging practices and trends that may impact on human
resource management in the organisation.
Activity Why is it important to undertake additional environmental analysis when
developing the HR strategic plan?
An organization’s environmental analysis involves looking at the
external factors that are likely to effect a business. Some of these factors
that are likely to impact on the business include political, economic, social,
and technical factors. Some of the implications as to why conducting an
external analysis during strategic planning include: first, it facilitates an
understanding of how competition affects the organization. This is
important since rival businesses seek to gain market share at the expense of
an organization. By so doing, plans can be put in place to enhance
competitiveness. Also, analyzing the environment helps identify how
government regulations affect the organization (Buller & McEvoy, 2012).
The business should be capable of adhering to these regulations by
budgeting accordingly as well as ensuring that they possess knowledgeable
workers who are able to oversee the laws and regulations’ administration in
the workplace. Nonetheless, analyzing the environment assists an
organization to be aware how technological advances affect the business.

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Identify an organisation with which you are familiar. This may be your own
organisation or another that you and the group are familiar with. Conduct a
short PESTLE analysis, identifying at least five relevant factors in each of the
PESTLE categories.
Woolworths PESTE Analysis
Political factors
The company has faced political pressure regarding the retail
market’s duopolistic natures. Some of the other political factors that
Woolworths Limited considers include corruption’s level, contract
enforcement’s legal framework, tariffs related to Food and Staples
Retailing, pricing regulations, and wage legislation.
Economic Factors
The company operates in an economically sound environment. The
company benefits from the high standards of living experienced in Australia
and New Zealand. Some of the economic factors the company considers
include the exchange rates and Australia’s stable currency, financial
market’s efficiency, economic growth rate, discretionary income, and labor
costs.
Social Factors
Woolworths has been offering its clients fashionable as well as most
attractive products. Some of the factors that the company considers under
this category include its customers’ culture, the society’s entrepreneurial
nature, the class structure, leisure interests of its customers, and education
level.

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Technological Factors
The company has harnessed Information Communication
Technology with the aim of improving the efficiency of its service and
satisfy the customers. Some of the techniques that the company considers
include technological diffusion’s rate, the effect on the value chain
structure, and the technological impact on product offering, current
technological developments, and the effect on the cost structure.
Environmental Factors
Woolworth has continuously invested in recycling its waste aiming
to lower its carbon footprint while at the same time reducing natural
resources’ wastage such as water and electricity. Some of the factors that
the company considers include laws that govern environmental pollution,
support for renewable energy, regulations relating to air and water pollution,
waste management, and recycling.
Legal Factors
Woolworth has faced a legal battle with the Australian Competition
and Consumer Commission (ACCC). Some of the other legal factors that
the company puts into consideration include health and safety laws,
employment law, consumer protection, discrimination law, and anti-trust
law.

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Activity 1C
Estimated Time 30 Minutes
Objective To provide you with an opportunity to identify future labour needs, skill
requirements and options for sourcing labour supply.
Activity What are the key questions you need to consider when assessing the
organisation’s future labour needs?
When accessing an organization’s future labour needs, it is essential
to ask some questions to determine the kind of labour the company wants.
Some of the questions include: does the strategic plan match the company’s
present reality? What events would have an influence on the strategic plan?
What is last year’s influence on the company’s hiring goals? What budget
flexibility does the company have? What are the skills gap in the company?
What talent does the company aim to attain in the next strategic plan?
Where will the target be found?

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What are the possible sources of labour supply?
Some of the sources of labour supply include casual labour, offshore
worker, outsourcing, contractors, consultants, trainees, as well as
recruitment options.
Activity 1D
Estimated Time 20 Minutes
Objective To provide you with an opportunity to consider new technology and its impact
on job roles and job design.
Activity What potential impact could new technology have on job roles and job design?
In recent years, technological changes have had dramatic impacts on
job roles and design. This is because the machines are capable of
performing cognitive, social, and physical tasks. Some of the benefits
resulting from technological advancement include: IT compliments many
workers work thus increasing productivity, innovation as well as quality.

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Additionally, big data and machine learning have facilitated the extent
which machines are able to perform cognitive as well as social tasks.
Nonetheless, IT enables many jobs to be more motivating, with increased
tasks, decentralization, and skills (Renwick, Redman & Maguire, 2013).
However, technology has had its own disadvantages on job design and
roles. Machines have substituted human in several routine and manual jobs.
Also, machines have an enhanced pace of gaining the ability to perform
cognitive tasks hence making it challenging in adapting the labor market.
Nonetheless, the labor market has polarized with a relatively low demand
for middle-skill employees who are likely to be replaced by machines.
Think about a technological change that has taken place in your organisation or
sector in the past. From an HR strategic planning point of view, what worked
well and what were the lessons learned from this experience? How does this
inform your current strategic planning activity?
An example of a past technological change is in the loading and
offloading activities in the transportation industry which was done by use of
human labour. This has been replaced by technology whereby cargo can be
loaded and offloaded using machines that can be manned by a single person.
The change resulted in enhanced efficiency and handling of heavy cargo
was made easy. Additionally, the amount that is spent is reduced since it
does not require many employees to handle the operations. In the current
strategic planning activity, it is evident that it is important to take into
account technology when planning for labour requirements. However, if this
is done, the organization should consider skilling its engineers to be capable
of repairing and maintaining the equipment (Jiang, Lepak, Han, Hong, Kim
& Winkler, 2012). This technology such as digital technology could further

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be incorporated into the strategic planning to facilitate employees to work
from home as well as exchange data more efficiently to enhance
productivity.
Activity 1E
Estimated Time 15 Minutes
Objective To provide you with an opportunity to review recent and potential changes to
industrial and legal requirements.
Activity Identify a forthcoming change in employment legislation. What are the
implications of this for an organisation?
An example of the forthcoming legislation is the workplace bullying
bill. This legislation impacts on an organization in that the Human Resource
personnel should be equipped with the necessary training to be able to
implement the new legislation. Also, the managers, as well as the staff,
should be trained to identify workplace bullying and the measures they
should take if this happens. Nonetheless, this means that the organization
should rewrite worker guidance on expected behaviour’s standards. The

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organization as well needs to write policies as well as procedures to address
workplace bullying and the manner in which it is reported and handled.
Activity 2A
Estimated Time 15 Minutes

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Objective To provide you with an opportunity to consult relevant managers about their
human resource preferences.
Activity Why is it important to engage managers in discussions about their HR
preferences, philosophies, values and policies?
It is wise to consult the managers on matters pertaining to human
resource preferences. This is because the HR depends on these managers
during the future implementation of the Human Resource strategic plan.
Additionally, the managers are also the recruiters, trainers, developers, and
also manage the workforce. Thus, the insights from the managers regarding
how the future should look are useful to the HR.
What methods can be used to consult with managers?
Some of the methods that can be used to consult with the managers
include the use of questionnaires, group presentations, face-to-face
meetings, and video-conferencing.

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Activity 2B
Estimated Time 15 Minutes
Objective To provide you with an opportunity to agree on human resource philosophies,
values and policies with relevant managers.
Activity Imagine that you are planning a consultation meeting with a group of managers
in your organisation, the purpose of which is to establish their views about the
organisation’s values and HR philosophy. Create an outline agenda for this
meeting.
The agenda would be “to establish the stakeholders’ view regarding
the company’s HR philosophy and values”.

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Activity 2C
Estimated Time 30 Minutes
Objective To provide you with an opportunity to develop strategic objectives and targets
for human resource services.
Activity What is the purpose of strategic objectives and targets for HR services?
Strategic objectives, as well as targets, are very important for the
Human Resource in several ways. First, targets are likely to be set to
improve opportunity and diversity’s equality among the workforce. This
may include changing the policies as well as the practice with the intention
of attracting a more diverse workforce. Also, targets are set aimed at
enhancing implementation and updating the systems to avail better quality
information regarding the staff to substantiate effective decision-making.
Nonetheless, there are targets that relate to working with representative
groups in devising and implementing new established policies and
procedures.
Imagine that you are the HR Manager of a small manufacturing organisation
which employs 55 employees in a variety of production, warehousing,
administration, sales and management roles. The organisation has ambitious
plans for expansion, aiming to double its turnover within the next five years.
What would be the key HR priorities for this organisation? For one of the
priorities, draft a potential strategic objective.
The small manufacturing organization should focus on increasing
the productivity of its employees if it is double its turnover within the next
five years. Improving the employee should be the primary priority of any
successful organizational strategy. Ensuring that the organization obtains

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the most from its employees is essential in attaining the company’s goals
and developing as an organization. The Human Resource Department
should have a positive impact on its staff. For instance, making some
changes to the office design could influence the staffs’ productivity. Thus,
the Human Resource should look for a mechanism that influences
employees’ results, aimed at optimizing every process as well as making
maximum due to the company’s resources.
A sample of a strategic objective is “Establish capability,
productivity, and growth”.
Activity 2D
Estimated Time 30 Minutes
Objective To provide you with an opportunity to examine options for the provision of

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human resource services and analyse costs and benefits.
Activity Why is it important to examine options for the provision of HR services?
There are many options for the Human Resource services’ provision
which present the importance of examining these options. First, the external
provision for a contractor is a cost-effective means of availing Human
Resource services. This option evaluates the HR activities that are carried
out by the contractors. This option assists in advising the small
organizations not to employ Human Resource specialist since it is cost-
ineffective, but they can be brought in to the firm if the need arises. Also,
examining the options assist an organization to determine areas where
permanent employees are required and where outsourcing is more efficient.
What are the advantages and disadvantages associated with each of the
following options?
Advantages Disadvantages
External consultant
Some of the
advantages of using
external consultant
are: they are
considered to be
independent players,
they draw from a
wider business
perspective, they are
credible advisors, and
they have a broader
Some of the
disadvantages are: it
takes longer for the
consultant to
understand the market,
use of external
consultants
undermines the
existing staff’s self-
esteem, if the transfer
of skills is not

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choice of selecting
projects
managed, and the
consultant leaves with
the knowledge.
Outsourcing Some of the
advantages of
outsourcing include: it
improves the focus on
core business
operations, results in
increased efficiency,
results to controlled
costs, increasing reach,
and improves the
competitive advantage.
Some of the
disadvantages
associated with
outsourcing include
service delivery may
be below expectation,
there is the risk of
confidentiality and
security, there is lack
of flexibility and
management
difficulties.
Internal HR service Internal HR
service is beneficial
because the individual
staff’s priorities are
easily determined and
controlled and the
Human Resource
There is the
challenge of the
Human Resource
personnel keeping up-
to-date their skills and
knowledge.

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personnel has an in-
depth knowledge
regarding the company
and its people.
Internal non-human HR
service
An example of
this option is that it
facilitates speed as
well as cost-
effectiveness.
There is the
inability of handling
non-routine activities.
Merging business units An advantage
of this option is that it
simplifies procedures
and processes as well
as aims at reducing
duplication of work.
This also enhances
cost-effectiveness
models.
It results to
cultural clash.

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Activity 2E
Estimated Time 15 Minutes
Objective To provide you with an opportunity to identify appropriate technology and
systems to support agreed human resource programs and practices.
Activity Give three examples of technology and systems which can be used to support
HR programs and practices. What are the advantages and disadvantages of
each?
Some of the technologies that are used to support HR programs and
practices. Some of the technologies include: first is the learning
management systems. Some of the advantages of this technology are that it
facilitates centralized learning, it facilitates tracking and reporting to
facilitate improved performance, immediate capabilities evaluation, and it
simplifies learning processes. The main drawback of the of using the
Learning Management System is that several aspects such as coaching and
other things that are required to be learned do not present themselves to
online marketing. The second technology is the payroll system. Some of its
advantages are: it generates accurate pay slips, sends returns to HMRC,
calculates bonuses, and eliminates the needs of eliminating complex tax
legislation. Some of its disadvantages are that the technology faces data
security, fraud, theft, and quality control. The third technology is employee
record system. The advantages of this technology are that it eliminates
desires of eliminating physical storage space and facilitates viewing of data
by different people from different at the same time. Some of its
disadvantages are that the employees’ privacy rights are at risk, there are
costs incurred to set the infrastructure, and requires verifying an electronic

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signature in case staff’s data is submitted.
Activity 2F
Estimated Time 15 Minutes
Objective To provide you with an opportunity to write a strategic human resource plan
and obtain senior management support for the plan.

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Activity Why is it important to obtain senior management support for the strategic HR
plan?
Obtaining top management’s support for the strategic Human
Resource plan is important since the plan explains how the company will
attain its overall plan. It guides the Human Resource work during the next
period as well as affording reassurance that the Human Resource functions
in supporting the delivery of the corporate objectives. The plan should be
supported by the top management if it is to succeed. Involving the top
management during formulating the organization’s vision, in Human
Resource philosophy and values determination, as well as setting out the
Human Resource preferences would mean that they would absolutely
support the Human Resource strategic plan. This would be achieved if their
input is listened to as well as being incorporated into the overall Human
Resource plan.
What steps can be taken to enlist senior management support for the strategic
HR plan?
Steps that can be used to the senior management support for the
Human Resource strategic plan include: working together with the all senior
managers in gaining understanding on the overall organizational goals,
acquiring the top management’s input when defining the Human Resource
philosophy as well as the company’s values, listening to the Human
Resource preferences from the top management, seeking the top
management’s opinions and their advice pertaining the Human Resource
Plan. The other step is demonstrating credibility, ensuring the top
management’s inputs are incorporated into the Human Resource plan and

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keeping the top management informed of the likely change in direction.
Activity 2G
Estimated Time 10 Minutes
Objective To provide you with an opportunity to develop risk management plans to
support the strategic human resource plan.
Activity What factors might pose a risk to the strategic HR plan?
Eliminating risk is hard but measures can be taken to reduce the risk.
Some of the risk factors that may affect the strategic Human Resource plan
include decreased sales, the emergence of new rival companies, financial
constraints, challenges that are related to products or services, legal
problems, challenges related to suppliers, workforce issues, and non-
delivery problems.

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How can risk to the implementation of the HR plan be minimised?
The risk associated to the actualization of the Human Resource plan
can be minimized in the following ways: these measures include firm as
well as clear service level management, continuous monitoring, as well as
rigorous tendering steps in the selection of recruitment organization.
Activity 3A
Estimated Time 20 Minutes
Objective To provide you with an opportunity to work with others to see that the plan is
implemented.
Activity Who may be involved in the implementation of the strategic HR plan?

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Some of the personnel involved in the Human Resource plan
implementation include the Human Resource personnel, line managers,
senior managers, external contractors, suppliers, outsourcing agencies, and
staff representative groups.
Imagine that your strategic HR plan includes an action for a manager to lead a
working party to explore different options for employee benefits. They have
volunteered for this as part of their ongoing professional development. You are
meeting with them to brief them on their role. Draft an outline agenda for this
meeting, highlighting the key items that you would want to discuss with this
person.
In discussing with this person about their roles, the agenda would
discuss things such as: What the person is required to do?
When are they supposed to complete their task?
What standard is expected of their task?
Within what budget are they supposed to complete their task?

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Activity 3B
Estimated Time 10 Minutes
Objective To provide you with an opportunity to monitor and review the plan.
Activity Why is it important to monitor and review the implementation of the strategic
HR plan?
Monitoring and reviewing the implementation of the strategic
Human Resource plan is important since it gives assurance that there is
progress in implementation, it facilitates highlighting of challenges and
issues on a regular basis as well as taking action to address the issues.
Nonetheless, it necessitates the ability to monitor expenditure as well as
ensuring that it is line with the set budget, it presents an opportunity to
report to the top management on the progress. Finally, it presents a chance
to give feedback to the groups and individuals on the progress already
achieved.
What steps can you take to monitor and review the plan?
The steps taken to monitor and review the HR plan are: developing
an monitoring and review plan, building preview dates, highlighting
primary key dates, assigning responsibilities to individuals, the individuals
should report their progress at an agreed time.

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Activity 3C
Estimated Time 10 Minutes
Objective To provide you with an opportunity to adapt plan should circumstances change.
Activity What changes in circumstances have you encountered which have affected the
implementation of strategic HR plans?
Some of the issues encountered and have impacted the HR strategic
plans’ implementation include: deviation in the direction of the company’s
HR strategic plan, external contractor’s unexpected illness, unanticipated
change in legislation, as well as closure of the third party Human Resource
service provider. Also, there is the availability of improved, efficient, and
cost-effective technology.
What action can be taken if circumstances change during the implementation of
the plan?
If circumstances change during the implementation process, the
following action can be taken. The action may involve completely
reviewing the plan which means going back to the drawing board. However,

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the contingencies that are identified during reviewing and monitoring
process can be revisited and adjusted. From there the implementation can
continue.
Activity 3D
Estimated Time 15 Minutes
Objective To provide you with an opportunity to evaluate and review performance against
plan objectives.
Activity Why is it important to evaluate and review performance against the plan
objectives?
Reviewing and evaluating performance against the plan is necessary
due to the following reasons. First, it facilitates the determination of the

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degree of accuracy and feasibility of the original objectives. Second, it
assesses what has been attained and its impact. Third, it determines if
budgets and deadlines were adhered to. Finally, it establishes what has
performed well and what has not.
What types of data might you review in order to evaluate performance against
objectives?
The data that can be reviewed in evaluating performance against
objectives include sickness absence, training, promotions, leavers, new
recruits, grievances, lateness, and disciplinary action.

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Skills and Knowledge Activity
Estimated Time 1 Hour
Objective To provide you with an opportunity to demonstrate your knowledge of the
foundation skills, knowledge evidence and performance evidence.
Activity Complete the following individually and attach your completed work to your
workbook.
The answers to the following questions will enable you to demonstrate your
knowledge of:
 Analyse information from a range of internal and external sources
 Consult and communicate effectively with relevant stakeholders to
develop, implement, monitor and review a strategic human resource plan
 Reading skills
 Writing skills
 Oral communication skills
 Numeracy skills
 Navigate the world of work
 Interact with others
 Get the work done
 Describe human resource practices and functions
 Explain the relevant legislative, regulatory and industrial requirements for
the business
 Outline common options for sourcing labour explain the impact of
technology on job roles
 Outline labour market options for sourcing labour supply
 Describe the requirements of a strategic plan.
Answer each question in as much detail as possible, considering your
organisational requirements for each one.
Your task is to manage human resource strategic planning within your
organisation.
1. Research the planning requirements. Put your findings into a report.
Think about:
 The direction, objectives and targets
 Emerging practices and trends
 Labour needs
 New technology
 Changes to industrial and legal requirements.
The objective of the organization is to ensure that it delivers
customer value while at the same time giving consideration to its
employees. The targets related to recruitment, retention, training, as well as
career development. Some of the emerging practices within the firm are new

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products, economic trends, and the labour market trends. The company has
experienced quality labour needs to ensure that it achieves its goals. The
company has resulted in laying some employees due to the presence of new
technology. Additionally, changes in the legal environment such as the
workplace bullying have led to redesigning the company’s policies to take
in the new regulation.
2. Develop a human resource strategic plan. Make sure you consult with the
relevant managers.
The company’s strategic plan is that it is committed to developing
and providing services which are aligned with the organizational goals.
3. How will you implement the human resource strategic plan?
Consider how you will:
 Work with others
 Monitor the plan
 Review the plan
 Adapt the plan
 Evaluate performance.
For the plan to be implemented, it will require working together with
the HR personnel, suppliers, line managers, and top managers. Monitoring
the plan will involve conducting performance appraisals. Additionally,
reviewing the plan will seek to identify the new actions that have emerged
and to identify if the budget has been adhered to. Some of the changes take
place, the contingency should be identified and the plan adjusted to achieve
the company’s goal. The company should evaluate the performance by
measuring the current performance with the set goal.

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Major Activity
Estimated Time 1 Hour

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Objective To provide you with an opportunity to demonstrate your knowledge of the
entire unit.
Activity This is a major activity – your instructor will let you know whether you will
complete it during class or in your own time.
Attach your completed answers to the workbook.
You must individually, answer the following questions in full to show your
competency of each element:
1. Research planning requirements
2. Develop human resource strategic plan
3. Implement human resource strategic plan
1. What is human resource strategic planning? What may the objectives and
targets of the plan relate to?
HR planning is a process that helps in identifying the present as well
as the future human resource requirements necessary for a company to
attain its goals. Human Resource planning relates to the organization’s
people in ensuring that they are capable of meeting future demands. This
entails having the right people with the right skills, at the required place and
time. It also focuses on the organization’s costs.
2. In order to identify emerging practices and trends, you may need to
undertake environmental analysis. How can you do this? What is involved in
the process?
Conducting an external analysis can be done by carrying out a
PESTLE analysis. In the process of conducting a PESTLE analysis involves
the following: determining the manner in which information is collected and
who is involved, identifying the necessary information sources, gathering
the information, analysing findings, identifying strategic options, and
determine the trends to be monitored.
3. Give examples of the different options for sourcing labour supply.
Sourcing labour cab be done through hiring casual labour, hiring

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trainees, hiring off-shore staff, outsourcing, and using consultants.
4. When considering the impact of new technology, what should you think
about?
The following should be thought of when considering new
technology’s impact: work done by people, number of required staff, the
location of the staff carrying out the work, the working practices and
procedures, and the skills necessary to perform the work.
5. You should be aware of recent and potential changes to industrial and legal
requirements. Give examples of changes that you are aware of.
Some of the likely changes in the employment law include: zero
hours contract, workplace bullying, adoption leave, shared parental leave,
and small business, enterprise, as well as employment bill.
6. When consulting with relevant managers, what methods can be used? What
should you inform them about?
Some of the methods to use during consultation include telephone,
face-to-face, and questionnaires. The managers are informed on what is
being done and how it is done, what is intended of them, and what is to be
done with their input and when.
7. What are human resource philosophies and values?
HR philosophies and values refer to the guiding principles that set
out how things are done.
8. What should the objectives and targets of your plan set out? What will this
enable?
The objectives and targets should set out the job analysis and design,
remuneration, recruitment and selection, performance management,
professional development, and staff retention. This facilitates success’
measurement, plans and activities’ communication, good decision-making
in budgeting, and HR budget’s allocation.

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9. Give examples of the different options for the provisions of human resource
services.
Some provisions include outsourcing, merging of business units,
internal HR provision, and eternal provision by a contractor.
10. What may technology be used to support?
Technology may be used to support payroll administration, record
and manage training records, and performance management processes.
11. What are the key ingredients of a strategic HR plan?
Key ingredients of HR strategic plan are: budget, priorities,
objectives, and timeframes.
12. When developing a risk management plan, what should you ask yourself?
The key questions to ask are: what could happen? What is the
probability of it happening? What is the impact of this happening? How can
the probability be reduced? How can the impact be reduced?
13. In order to see that the plan is implemented, you will need to work with
others. Who may these be?
Implementation involves working with HR personnel, senior
managers, line managers, and suppliers.
14. Why should you monitor and review the plan? What questions will you
need to answer in order to this?
A review is done to assure that progress is being made and gives the
chance to give feedback. Some questions asked are: have actions been
accomplished? Has the budget been followed? What are the results for
actions taken?
15. Give examples of changes in circumstances that may result in your plan
needing to be adapted.
Some changes include unanticipated sickness of external consultant,

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unanticipated change in legislation, and presence of new technology.
16. What does an evaluation of performance enable you to do?
Evaluation of performance facilitates determining if budgets was
adhered to, give feedback to the stakeholders, and determine what has
already been achieved.
References
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between
perceived human resource management practices, engagement and
employee behaviour: a moderated mediation model. The
international journal of human resource management, 24(2), 330-
351.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource
management and performance: Sharpening line of sight. Human
resource management review, 22(1), 43-56.
Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. L.
(2012). Clarifying the construct of human resource systems:
Relating human resource management to employee
performance. Human resource management review, 22(2), 73-85.
Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource
management: A review and research agenda. International Journal
of Management Reviews, 15(1), 1-14.

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