Strategic Human Resource Management Planning Report - BSBHRM602

This report presents a comprehensive analysis of human resource management (HRM) strategic planning, addressing key areas such as recruitment and selection, employee orientation, maintaining good working conditions, managing employee relations, and training and development. The report answers questions on the importance of strategic HRM planning, objectives, and the Fair Work Act 2009. It covers essential elements like maximum weekly hours, flexible working arrangements, parental leave, and termination notice. Additionally, it details the information required in employee records, including superannuation contributions and individual flexibility agreements. The report further explores the advantages and disadvantages of various recruitment methods, including external recruitment, casual labor, new graduates, offshore workers, contractors, consultants, and outsourcing. It also presents insights into HR planning processes and the crucial steps involved in developing an effective HR strategy. The report includes a briefing report, email to CEO and Senior Managers and a comprehensive review of meeting minutes, covering topics like equality and diversity, reorganizations, and the Human Resources Department's work plan.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author note

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Task 1
Answer to Question 1
1. Recruitment and Selection
Recruitment is the process of captivating, screening, and selecting potential and
qualified candidates based on objective criteria for a particular job. The goal of this process is
to attract the qualified applicants and to encourage the unqualified applicants to opt
themselves out (Albrecht et al., 2015).
2. Orientation
Many organizations do not provide a thorough orientation to the new employees. This
is the fundamental step to help a new employee to adjust himself with the employer and with
his new job. Employee orientation program should include the objectives and goals of the
organization and how the employee can help to achieve the long-term and short-term goals of
the organization (Wilton, 2018).
3. Maintaining Good Working Conditions
It is the responsibility of the human resource management to provide good working
conditions to the employee so that they may like the workplace and the work environment. It
is the fundamental duty of the HR department to motivate the employees. The study has been
found that employees don’t contribute to the goals of the organization as much as they can.
This is because of the lack of motivation (Wright, 2016).
4. Managing Employee Relations
Employees are the pillars of any organization. Employee relationship is a very broad
concept and it is one of the crucial functions of human resource management. It also helps to

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foster good employee relations. They have the ability to influence behaviors and work
outputs.
5. Training and Development
Training and development are the indispensable functions of human resource
management. It is the attempt to improve the current or future performance of an employee
by increasing the ability of an employee through educating and increasing one’s skills or
knowledge in the particular subject.
Answer to Question 2
Importance of Strategic HRM Planning
 Future Manpower Needs
 Coping with Change
 Recruitment of Talented Personnel
 Development of Human Resources
 Proper utilization of Resources
Objectives
 Succession Planning
 Engagement of Employees
 Workforce Mobility
Answer to Question 3
Aim and Objectives
The Fair Work Act 2009 (Act) is the primary piece of legislation governing
Australia's workplaces. It is the foundation to all standards and regulations for employment

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and something that employers in all industries and within all business sizes should be familiar
with.
Importance
 Right to request flexible working arrangements;
 Modern awards
 Provisions relating to notice of termination of employment; and
 General protections provisions
Answer to Question 4
 Maximum weekly hours
 Requests for flexible working arrangements
 Parental leave and related entitlements
 Annual leave
 Personal/carer's leave, compassionate leave and unpaid family and domestic violence
leave
 Community service leave
 Long service leave
 Public holidays
 Notice of termination and redundancy pay
 Fair Work Information Statement
Answer to Question 5
General

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 employer’s and employee’s name
 employer’s ABN (if any)
 employee’s commencement date
 whether the employee is full-time, part time, or casual
 whether the employee is permanent or temporary.
Pay
 pay rate paid to the employee (Wright, 2016)
 gross and net amounts paid
 any deductions from the gross amount
 details of any incentive-based payment, bonus, loading, penalty rate, or other
monetary allowance or separately identifiable entitlement paid.
Hours of work
 any penalty rates or loadings paid to employees for overtime hours worked, including:
 the number of overtime hours worked by an employee during the day
 when the employee started and finished the overtime hours
 the hours an employee works if the employee is a casual or irregular part-time
employee who is paid based on time worked
 a copy of the written agreement if an employer and employee have agreed to an
averaging of the employee’s work hours.
Leave
 any leave taken
 how much leave an employee has.
 If an employee is able to cash out annual leave, the employer has to keep:

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 a copy of the agreement to cash out the amount of leave
 a record of how much was paid, the amount of leave cashed out and when the
payment was made.
 Under an award, if an employer agrees for an employee to take annual leave in
advance, the employer has to keep a copy of the agreement. The agreement has to say
the amount of leave taken and the day the leave starts.
Answer to Question 6
Superannuation Contributions
 Amount Paid
 Pay Period
 Date(s) Paid
 Name of Super Fund
 Reason the Employer paid into the fund (e.g. a record of the Employee’s Super Fund
Choice and the date they made that choice)
 If Employers pay a defined benefit interest into a defined benefit fund, Employers
don’t have to include these contributions in the record.
Individual Flexibility Agreements
If an Employer and Employee agree to an Individual Flexibility Agreement under an Award
or Registered Agreement, a record must include both:
 A copy of the written agreement
 A copy of any notice or agreement to terminate the flexibility agreement

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 Guarantee of Annual Earnings
 The guarantee
 The date the guarantee was cancelled (where applicable)
 Ending Employment
Answer to Question 7
Recruiting from outside of the company
Advantages
 When an organization recruits externally, it opens the organization up to a larger pool
of applicants, which increases its chance of finding the right person for the job.
 External recruitment provides an opportunity for a fresh outlook on the industry that a
company may need to stay competitive.
Disadvantages
 Limited understanding about the company
 Higher risk
Casual Labor
Advantages
 Casual employees do not usually work full-time hours which means that they have an
option to explore others avenues of interest that they may have.
 This might include further studies, pursuing a particular hobby or allowing you to
maintain caring responsibilities that you may have.
Disadvantages

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 One of the biggest cons of casual employment is that, as a casual employee, you have
no guarantee to regular hours of work which, in turn, means no guarantee of regular
income.
 Therefore, if you are looking for work in order to earn a steady stream of income,
casual employment may not be the best option for you.
New Graduates
Advantages
Provide low salaries to them
New views and perspective
Disadvantages
Their interest is fluctuating
Their communication skills are bad
Offshore Workers
Advantages
 Economies of Scale
 Favorable Government Policies
Disadvantages
 Lower costs
 Focus on business development
Contractors
Advantages

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 You can hire a contractor and/or subcontractor when you need more flexibility with a
specific job or task.
 You can use a contractor/ subcontractor for one-off jobs and jobs requiring specialist
expertise or fast turnaround.
Disadvantages
 Contractors/subcontractors may cost your business more than the equivalent daily rate
for employing someone.
 By relying on contractors and/or subcontractors, your business does not acquire or
develop skills in-house.
Consultants
Advantages
 You get special expertise
 You use them as needed
 You save on tax contributions
 You save on benefits
Disadvantages
 You may not have the same continuity in the relationship as you would have with an
employee
 You may have to pay high fees to the consultant
 You have limited control over the consultant
Outsourcing or Recruitment consultants
Advantages

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 improved focus on core business activities - outsourcing can free up your business to
focus on its strengths, allowing your staff to concentrate on their main tasks and on
the future strategy
 increased efficiency - choosing an outsourcing company that specialises in the process
or service you want them to carry out for you can help you achieve a more productive,
efficient service, often of greater quality
Disadvantages
 service delivery - which may fall behind time or below expectation
 confidentiality and security - which may be at risk
Answer to Question 8
 Better services to Line Managers
 Effective recruiting
 Enhancing management
Answer to Question 9
Step 1: Assess your current human resource capacity
Step 2: Forecast future HR requirements
Step 3: Identify HR gaps
Step 4: Integrate the plan with your organization’s overall strategy
Answer to Question 10
 Demand forecasting
 Supply forecasting

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 Matching demand and supply
 Recruitment
 Selection

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Task 2
Briefing Report