BSBWRK510 - Employee Relations Strategy, Implementation & Conflict

This document provides a comprehensive solution for the BSBWRK510 Manage Employee Relations assessment, focusing on developing and implementing an employee relations strategy and managing grievance and conflict situations. It includes an employee relations strategy proposal outlining objectives such as decreasing staff turnover and addressing staffing needs, along with an analysis of current employee relations performance. The document also features policy options, performance management frameworks, and action plans. Furthermore, it covers the implementation of the strategy, including training plans and monitoring and review mechanisms. The assessment also addresses conflict resolution through policy and procedure development and a simulated employment conditions dispute, providing a complete overview of managing employee relations within an organization. This resource is useful for students needing guidance and examples for their own assessments, and similar documents are available on Desklib.

BSBWRK510
Manage Employee Relations
Assessment 2 Practical Project
RTO: LET Training and Consultation Services Pty Ltd
Document: BSBWRK510 Assessment 2 Version: 1.0
Date Effective: 01/05/2016 Review Date: 01/05/2017

LET Training and Consultation Services
Table of Contents
Assessment 2 Practical Project 1
Table of Contents.........................................................................................................................2
Learner Details..............................................................................................................................3
Assessment – BSBWRK510 Manage employee relations................................................................3
Competency Record............................................................................................................................ 4
Project Task 1: Develop an employee relations strategy.................................................................5
Appendix 1: Employee relations strategy proposal....................................................................5
Cost-benefit analysis and risk assessment plan template.........................................................11
Appendix 2: Task 1 – Answer Sheet.............................................................................................12
Project Task 2: Implement an employee relations strategy.......................................................13
Appendix 3: Implementation and contingency plan template...................................................13
Appendix 4: Training implementation plan template..................................................................16
Appendix 5: Monitoring and review plan template.....................................................................17
Project Task 3: Manage grievance and conflict situations.........................................................18
Appendix 6: Policy and procedure layout...................................................................................20
Appendix 7: Report to the Operations Manager.........................................................................23
Appendix 8: Scenario – Employment conditions dispute..........................................................23
Appendix 9: Employment conditions dispute role-play.............................................................24
Practical Project Assessment Summary.....................................................................................24
Task................................................................................................................................................. 24
Assessment Outcome................................................................................................................... 24
Assessor Comments..................................................................................................................... 24
口 Satisfactory................................................................................................................................... 24
口 Not Yet Satisfactory.................................................................................................................... 24
口 Satisfactory................................................................................................................................... 24
口 Not Yet Satisfactory.................................................................................................................... 24
口 Satisfactory................................................................................................................................... 24
口 Not Yet Satisfactory.................................................................................................................... 24
Assessor Name:............................................................................................................................. 25
Assessor Signature:...................................................................................................................... 25
Date:................................................................................................................................................ 25
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Learner Details
Assessment – BSBWRK510 Manage employee relations
Please complete the following activities and submit this workbook via your online learning account
under the unit of BSBWRK510 Manage employee relations.
Learner Name: Simone
Email address: [e-mail]
Phone Number:
Employer (If applicable):
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.
Learner’s Signature:
Date:
Important notes:
- You must make declaration from above to ensure that the completed assessment is your
own work.
- Assessment submitted without declaration will not forward to the assessor for marking.
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Competency Record
To be completed by Assessor
Learner Name:
Assessor Name:
Date of Assessment:
The learner has been assessed in BSBWRK510 Manage employee relations 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 Assessor:
Assessor Signature: Date:
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Project Task 1: Develop an employee relations strategy
Appendix 1: Employee relations strategy proposal
Employee Relations Strategy Proposal (draft)
 Identify and describe three long-term employee relations objectives for Safety Traffic Co.
- Decrease the staff turnover rates over the next 12 month period: Current staff turn over rates with traffic
controllers is currently 50%. I would look at conducting a staff survey (anonymously) to determine areas
of concern and seek feedback from staff about how we can address this. I would also implement exit
interviews to find out further information from staff that is leaving and how we can prevent this in the
future.
- Review staffing needs for schedulers and address high number of hours. Review rostering
arrangement to support staff to be able to achieve work-life balance and reduce stress. Review methods
for training to allow for staff to attend at own convenience such as offering online options.
HR Manager: look at recruiting a staff member to assist with employee engagement and training to
support the HR manager to achieve their objectives.
Training of staff:
- Traffic controllers: Experience a large number of fatigue related issues due to prolonged periods of
standing at traffic sites and manually handling heavy equipment. To address this I would look at how
work was conducted and look at variations in job roles. I would provide training to staff (also available
on line for staff who cannot attend site based training) of how to address fatigue and also utilise safe
work practices for manual handling tasks. I would also look at the times of the shifts and ensure that
they are safe.
- Management: I would provide additional training for staff relating to staff management, rostering,
and how to address conflict and grievances in the workplace.
Review recruitment, selection and induction procedures to attract and retain quality staff.
It has been identified that the HR manager is having problems filling positions. I would look at the
following areas: the pays and conditions of staff (do we pay in line with industry standards), methods
of advertising (am I advertising in the right places)
HR Management: Further staff to support the HR manager to deliver on services. This can include
outsourcing of areas as needed such as training and development
 Analyse current employee relations performance:
There are clear gaps that need to be addressed including:
- Developing appropriate policies and procedures- currently they do not exist
- Feedback from staff
- Addressing staff turnover
- Address training issues
- Address conflict resolution and grievances
- Review rostering arrangement to address stress and fatigue issues
 Develop several employee relations strategy or policy options for each of your identified employee
relations objectives.
Traffic Safety Co Industrial Relations Policy Statement
Traffic Safety Co strives to continually improve the quality of its productivity, performance and services to
enable continued growth in a competitive industry. Our goal is to have open and transparent processes in
all aspects of our dealings with staff, suppliers and subcontractors, encompassing all issues pertaining to
industrial relations. Effective client, people and project management is based on open, honest relationships
and realistic negotiations that are beneficial to both parties. Continued commercially successful projects can
only occur when our stakeholders are also successful in their personal endeavours and enterprises.
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IR Objectives and Goals
Traffic Safety Co. aspires to eliminate lost time, down time and unproductive work practices that arise
through grievances or disputes pertaining to industrial relations. We encourage proactive, two-way
consultation between parties, with consideration of both parties’ requirements, when faced with any issue
relating to industrial relations. Traffic Safety Co is committed to:
 Ensuring compliance with state and federal industrial relations legislative instruments: Fair Work Act
2009 and the Workplace Health and Safety Act 2011.
 Maintaining an open relationship with our employees and any elected staff members and with other
interested parties as appropriate.
 Accepting that the properly held interests of our clients always prevail, and that accordingly it is the
client who may, in some cases, determine actual industrial relations arrangements.
 Employment practices that ensure equal opportunity and shall not be discriminatory. Unfair
discrimination and sexual harassment is prohibited in Australia by the Equal Opportunity Act 1995 and
three Federal Acts; the Racial Discrimination Act 1975, the Sex Discrimination Act 1984 and the
Disability Discrimination Act 1992.
Traffic Safety Co will make sure that employees and those applying for employment receive fair and
equitable treatment. We are determined to provide a working environment free from discrimination or
victimization in accordance with the principles espoused by the above-mentioned Acts of Parliament.
Encouraging all contractors working on their projects comply to with applicable awards and workplace
arrangements, whilst recognising their right to have their own industrial relations policies and
arrangements.
Traffic Safety Co will from time to time request that contractors provide evidence of compliance with
relevant Industrial Relations practices.
Responsibilities
Traffic Safety Co has two active Directors who all work in the business on a day-to-day basis, are involved in
all aspects of contract negotiations at all levels and generally act as project managers for all contracts. As
such, they become the first and ultimate point of contact for all issues pertaining to industrial relations.
Effective communication between all stakeholders and Traffic Safety Co is a priority and is encouraged
through open access to Directors via face-to-face meetings, electronic and written communications and
telephone contact.
For current details of the directors, please refer to staff intranet, contact us
Industrial Relations Performance Tracking
Traffic Safety Co will track and monitor key performance indicators relating to Industrial Relations and
Worker Productivity. These KPI’s may include;
- Tender Performance
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- On Time
- On Budget
- IR impacts on Tender Performance
- Worker Productivity
- Income per labour hour total
- Income per labour hour on net profit
- Average labour cost per hour
Traffic Safety Co are committed to providing an efficient work environment that provides optimum
opportunities for all workers and stakeholders and will develop strategies to continuously measure and
improve on productivity performance.
Right of Entry
Traffic Safety Co acknowledge the right of entry to union officials who hold valid entry permits to enter their
business for specific purposes:
- To investigate a suspected breach of the Fair Work Act 2009 or a term of a fair work instrument
such as a modern award or enterprise agreement and the suspected breach affects or relates to a
member of the official’s union who performs works on the site and the official’s union is entitled to
represent the member’s interest.
- To hold discussions with employees that the permit holder’s union is entitled to represent, perform
work on the site and wish to participate in these discussions.
- Perform inspections and other functions under WHS laws of a state or territory
- Before entering a site, the union official must; hold a valid federal permit and provide at least 24
hours written notice of entry unless entry is under a Workplace Health and Safety (WHS) law.
Performance Management and Development Policy
Policy Statement
Traffic Safety Co performance management and development policy provides a framework to value our
staff, provides a working environment that acknowledges their contribution and builds capacity to ensure
organisational effectiveness.
Objectives
Performance management and development is a critical process in achieving Traffic Safety Co strategic
goals. It focuses on improving performance through matching outcomes against individual, team and
organisational objectives.
Performance management and development is an essential element in the creation of an organisational
culture which promotes high quality performance and the individual acceptance of responsibility and
Performance management and development processes complement other management practices of
providing ongoing feedback, review and development of staff.
Responsibilities and delegations
All employees are responsible for:
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• Participating in a performance management and development process consistent with this policy
and their conditions of employment as outlined in their employment contract.
• Demonstrating and being accountable for their performance in relation to the implementation of
organisational and workplace goals.
• Participating in ongoing review and formal performance review meetings.
• Participating in appropriate and related professional training as required.
Managers are responsible for:
• Demonstrating leadership by working with staff members to implement the performance
management and development process consistent with the policy and staff members’ conditions of
employment.
• Providing continuing support and feedback to staff members.
• Assisting in the identification of and participation in appropriate and related professional
development as required.
The manager and staff member will identify appropriate goals for the staff member and ensure appropriate
progress towards their achievement in accordance with the timeframes as outlined in relevant support and
implementation documents.
Monitoring, evaluation and reporting requirements
The Human resources Manager will monitor the currency of this policy and will report on its effectiveness
annually, or as required, to the executive.
All managers are responsible for the operation of this policy and the implementation of the procedures for
the relevant staff category.
Contact - HR Manager
Area Actions Responsible
Officer
Date for
completion
Evaluation
Analysis of
employee turnover
1. Review exit
surveys
2. Staff feedback
3. Assess work
environment
4. Research
external factors
Human
Resources
Manager
27.03.18
27.03.18
14.03.18
27.03.17
1. All actions
implemented
by due date
2. Feedback
from all
stakeholders
collated and
report
prepared
Development of
Performance
Management
system
1. Research
legislation
2. Consult with
HR specialist
service
3. Consult with
Senior
management
regarding
expectations
Human
Resources Team
14.03.18
14.03.18
14.03.18
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Area Actions Responsible
Officer
Date for
completion
Evaluation
4. Develop draft
plans for
approval 27.04.18
Training and
Development of
staff
1. Conduct a
training needs
analysis of staff
2. Review training
needs analysis
and
development of
a 12 month
training
schedule for all
staff and then a
12 month plan
for individuals
3. Source
appropriate
training for staff
to cater for shift
workers
including online
training options
Human
Resources Team
27.04.18
27.05.18
27.06.18
 Identify relevant Safety Traffic Co. stakeholders for each option and include a description of how they
will be consulted.
CEO: Consulted through meetings and presentations. Information provided through emails and reports.
Confirm budget and agree to processes and changes
Management: through meetings and email. Review processes and procedures. Develop an action plan to
achieve objectives
Staff by division: Through meetings and presentations. Information also provided through emails, notices
and emails
Training providers: Through meetings and emails to discuss and confirm suitable training delivery
 Evaluate each option, including:
o a cost–benefit analysis and an assessment of risk (include a completed cost–benefit analysis
and risk assessment plan template, provided in the next page)
o A determination of the likelihood of risk preventing the organisation meeting its objectives
and the possible consequences of such an event on organisational performance.
 Document and summarise the legislative requirements and key entities in the industrial relations
system (courts, tribunals, etc.) and considerations for each option.
Legislation and regulation exist to protect the rights of people in the workplace. Employers are governed by
legislation that exists to ensure that employees have their rights upheld in the workplace, and are employed
in an environment that is free from harassment and discrimination. There are penalties for employers who fail
to observe legislation and who breach guidelines. The following National legislation is applicable in the
workplace;
Fair Work Act 2009 - This act creates a national workplace relations system that is fair to working people,
flexible for business and promotes productivity and economic growth.
Legislation in the Employment and Workplace Relations Portfolio - Links to the previous Workplace Relations
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Act 1996, Acts and Bills amending it, and other legislation administered by the Dept of Employment and
Workplace Relations
Sex Discrimination Act and the Racial Discrimination Act - These acts and others protect people from
discrimination
Equal Opportunity for Women in the Workplace Act 1999 (Cth) - An Act to require certain employers to
promote equal opportunity for women in employment, to establish the Equal Opportunity for Women in the
Workplace Agency and the office of the Director of Equal Opportunity for Women in the Workplace.
Work Health and Safety Regulation 2011 The Work Health and Safety Regulation 2011 describe how to
prevent or minimise a risk at your workplace.
Courts and Tribunals: The Industrial Relations Commission (IRC) of New South Wales is the industrial
tribunal and industrial court for the state. The commission has the power to make or alter the conditions of
employment of state and local government employees; resolve industrial disputes and deal with unfair
dismissal and other work-related matters. When convened as the Industrial Court, it can determine
prosecutions for criminal offences or other civil matters that must be heard by a judge.
The Administrative Decisions Tribunal (ADT) reviews administrative decisions made by New South Wales
government agencies, resolves discrimination and retail lease disputes, and regulates a range of professional
and occupational groups.
(http://www.courts.justice.nsw.gov.au/Pages/cats/which_court_or_tribunal/jurisdiction.aspx) accessed
29.07.2017
Trade Unions: Trade or labour aim to resist through equal bargaining power the domination of employers
over employees and to represent workers’ interests in the employment relationship. It is through union efforts
that workers benefit from better pay and working conditions, and that they are treated with dignity and respect
at work. Unions assist employees in Collective Bargaining processes, responding to unfair work practises,
employee wellbeing and safety and legislation.
Employer Bodies: An Employer Body or Employers' Association is a collective organization of
manufacturers, retailers, or other employers of wage labour within the same sector. Employers' organizations
seek to coordinate the behaviour of their member companies during negotiations with trade unions or
government bodies and determine delegation during negotiations. They may seek to challenge legislation, or
petition for amendments to legislation that impacts on them collectively.
Include discussion of how your identified long-term employee relations objectives meet the needs of the
organisation and how they address current employee relations issues.
The review of the current organisation raises multiple concerns.
Decrease the staff turnover rates over the next 12 month period: Current staff turnover rates with traffic
controllers are currently 50%. I would look at conducting a staff survey (anonymously) to determine areas of
concern and seek feedback from staff about how we can address this. I would also implement exit interviews
to find out further information from staff that is leaving and how we can prevent this in the future.
Review staffing needs for schedulers and address high number of hours. Review rostering arrangement to
support staff to be able to achieve work-life balance and reduce stress. Review methods for training to allow
for staff to attend at own convenience such as offering online options.
HR Manager: look at recruiting a staff member to assist with employee engagement and training to support
the HR manager to achieve their objectives.
Training of staff:
Traffic controllers: Experience a large number of fatigue related issues due to prolonged periods of standing
at traffic sites and manually handling heavy equipment. To address this I would look at how work was
conducted and look at variations in job roles. I would provide training to staff (also available on line for staff
who cannot attend site based training) of how to address fatigue and also utilise safe work practices for
manual handling tasks. I would also look at the times of the shifts and ensure that they are safe.
Management: I would provide additional training for staff relating to staff management, rostering, and how to
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address conflict and grievances in the workplace.
Review recruitment, selection and induction procedures to attract and retain quality staff.
It has been identified that the HR manager is having problems filling positions. I would look at the following
areas: the pays and conditions of staff (do we pay in line with industry standards), methods of advertising (am
I advertising in the right places)
HR Management: Further staff to support the HR manager to deliver on services. This can include
outsourcing of areas as needed such as training and development
Cost-benefit analysis and risk assessment plan template
Option
Cost–benefit analysis Risk assessment plan
Cost Benefit Outcome Associated
risk/s Consequence Likelihood
Risk level
(monitor, low,
medium, high,
very-high)
Risk control
Analysis of
employee
turnover-
conduct exit
interview and
conduct staff
feedback
$1000
(calculate
d at
approxim
ately one
week of
work)
Identify areas
of concern
and why staff
are turning
over
Reduce
staff
turnover
and the
cost of
recruitmen
t and
training of
new staff
Not all staff
will participate
in exit
interviews.
No all staff
will be honest
Ineffective data Likely Low Change
survey so that
it is
anonymous
Development
of
Performance
Management
system
$1000
plus
ongoing
costs for
delivery
Ongoing
performance
review and
address
issues as they
arise
Ensure
staffs is
performing
to the
required
standards.
Work in
legislative
requireme
nts
Staff may not
want to
participate
Lack of
participation
Unlikely Low Show benefits
to staff and
link
performance
management
processes to
also rewards
and
recognition.
Training and
Development
of staff
$5000 set
up plus
$1000 per
year per
staff
member
Ongoing
development
of staff and
addressing
issues as they
arise
Address
areas of
underperfo
rmance.
Not all
training will be
beneficial.
Some review
will need to
take place
Lack of
participation or
required
competencies
not achieved
Likely Medium Review
training and
collect
information to
determine
suitability for
future delivery.
Utilise test
group rather
than rolling out
to all staff
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Appendix 2: Task 1 – Answer Sheet
A formal email to stakeholders to schedule a meeting to discuss the proposal.
To the CEO,
In review of recent performance of Safety Traffic Co, I would like to arrange a meeting to discuss the
newly implemented Employee Relations Policy and Performance Management Policy.
In this review, I would also like to discuss;
- How to address staff turnover including the implementation of staff surveys and exit
interviews
- Implementation and management of a performance management system
- Implementation and management of training across the organisation.
If we could please arrange a meeting on xxxx at xxxx.
I have attached a detailed report to support the proposal.
Thanking you kindly,
Simone Dawson
HR Manager
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