BSBHRM602 Project: Strategic HR Planning at Bush Track Lodge

This document presents a comprehensive project solution for BSBHRM602, focusing on managing human resource strategic planning. The assessment involves several key components, including researching planning requirements, developing a strategic human resource plan, and implementing the plan within the context of a simulated business, Bush Track Lodge. The project requires the student to analyze internal and external sources to determine strategic direction, objectives, and future labor needs. It also involves effective consultation and communication with stakeholders to develop, implement, monitor, and review the plan, including budget, priorities, and risk management. The project is divided into written questions and a practical project, where students demonstrate their ability to research, develop, consult, and implement an HR strategic plan. The project also includes a presentation to the management team, seeking agreement on the plan and adapting the plan based on a simulated scenario. The assessment emphasizes the importance of understanding human resource practices, relevant legislation, and labor market options. The document includes an assessment cover sheet, detailed instructions, and information regarding assessment outcomes, reasonable adjustments, and plagiarism policies, ensuring a thorough understanding of the project's requirements and expectations.

ASSESSMENT
GUIDE
Student
BSBHRM602 Manage human resource
strategic planning

BSBHRM602 Manage human resource strategic planning
UNIT OVERVIEW
BSBHRM602 Manage human resource strategic planning
This unit describes the skills and knowledge required to develop, implement and maintain a
strategic approach to managing human resources in an organisation ensuring that the organisation
has the structure and staff to meet current and foreseeable business and performance objectives
It applies to individuals employed as human resource managers after a firm grounding has been
established in a range of human resource activities.
Elements
To achieve competency in this unit students must demonstrate their ability to:
1. Research planning requirements
2. Develop human resource strategic plan
3. Implement human resource strategic plan
Performance Evidence
 analyse information from a range of internal and external sources to determine:
 human resource strategic direction, objectives and targets
 trends and emerging practices that may have an impact on human resource
management
 relevant technology
 recent and potential changes to industrial and legal requirements
 future labour needs and skills requirements
 options for sourcing labour
 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:
 budget
 priorities
 agreed objectives, targets, programs and practices based on cost-benefit analysis
 timeframes
 risk management
 evaluation against objectives.
Knowledge Evidence
 describe human resource practices and functions
 explain the relevant legislative, regulatory and industrial requirements for the business
 outline common options for sourcing labour including:
 recruitment options
 casual labour
 new graduates or trainees
 off shore workers
 outsourcing
 contractors
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BSBHRM602 Manage human resource strategic planning
 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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INFORMATION FOR STUDENTS
General Assessment Information
This information is designed to provide you with a full overview of the tasks you need to
successfully complete to be deemed competent in this unit.
You must achieve a satisfactory performance in each of the assessment tasks in order to be
deemed competent in the relevant unit.Where necessary, the assessment tasks are divided into
parts or steps.These are designed to take you through a step by step approach to completing the
activities.
Instructions
First and foremost, please contact your assessor to discuss any necessary adjustments that may
need to be made prior to completing these tasks.The instructions for each of the assessment tasks
are logically sequenced. If you have any questions, contact your assessor immediately.If there is a
practical component to your assessment, you will need to discuss the arrangements for its
completion with your assessor in advance.
Assessment Cover Sheet
Once you have completed all of the tasks, complete the Assessment Cover Sheet, sign the
declaration and forward along with your documentation to your assessor. It should be uploaded
along with the assessment on to the RTO manager.
Submitting Assessment Tasks
All written assessment tasks must be typed and submitted with the provided cover sheet.
Your trainer/assessor will tell you when assessments are due. It is your responsibility to ensure
that assessment tasks are submitted on or before their due date.
Extensions for individual assessment tasks may be negotiated with your trainer in specific
circumstances. You must request this prior to the due date, and extensions due to illness will
require a medical certificate. Extensions will be confirmed by your trainer/assessor.
Where assessment tasks are submitted following the conclusion of the unit of competency without
a medical certificate or extension, a late submission fee for each assessment task will be charged.
Assessment Outcomes
There are two outcomes of assessment tasks: S = Satisfactory and NS = Not Satisfactory (requires
more training and experience).
You will be awarded C = Competent on completion of the unit when you have achieved S for all
completed assessment tasks and by meeting all the performance criteria. If you fail to meet this
requirement, you will receive the result NYC = Not Yet Competent and will be eligible to be re-
assessed according to George Brown College policy.
If you are deemed Not Competent by your assessor and require re-assessment, you will be
informed of the process. A fee may be charged according to George Brown College policy.
If all assessment tasks are not completed for a qualification, a certificate will not be awarded. A
Statement of Attainment for completed units of competency will be provided.
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Your Results
Your assessor is committed to providing you with detailed feedback on the outcomes of the
assessment and will provide guidance on areas for improvement. In most instances, you should
only need to complete the sections of the assessment that were deemed not satisfactory.
However, it is important to remember that depending on the task, it may be necessary to repeat the
whole task (for example presentations or the delivery of a training session).
You are entitled to view your results at any time by asking your trainer/assessor.
Reasonable Adjustment
George Brown College supports individual differences in the learning environment and provides
‘reasonable adjustment’ in training and assessment activities to support every learner. If you have
any special needs that make it difficult for you to complete your learning or assessments, you
should discuss this with your assessor beforehand and will be provided with reasonable
alternatives to assist you to complete the required tasks such as completing tests verbally or using
an interpreter.
What happens if you do not agree with the assessment result?
If you do not think the assessment process is valid, or disagree with the decision once it is made,
or believe that you have been treated unfairly, you can appeal. The first step is to discuss the
matter with your trainer.
If you still do not agree with the results, refer to the GBC Complaints and Appeals Policy and speak
to the Student Services Team.
Support
While we may not be in a position to assist you with language training or specific LLN training, our
assessors will work with you to ensure that you are supported throughout your qualification.If you
require individual tutoring this may attract an additional fee (see Student Handbook).Support may
be offered by your assessor, or for more specialist support you may need to contact GBC
administration.
A Note on Plagiarism and Referencing
Plagiarism is a form of theft where the work, ideas, inventions etc. of other people are presented as
your own. Information, ideas etc. quoted or paraphrased from another source such as the Internet,
must be acknowledged with “quotation marks” around the relevant words/sentences or ideas and
the source listed in brackets. You must also list the sources at the end of your assessment.
Sources of information, ideas etc. must be provided in alphabetical order by author’s surname
(including author’s full name, name of document/ book / internet etc. and year and place of
publishing) or may be included in brackets in the text.
As a general rule it is advisable to never copy another person’s work. Should it appear that a
student’s work has been copied or does not appear to be authentic, you will be asked to speak to
your Course Coordinator and required to re-submit it. A fee may be charged according to George
Brown College policy.
Contacting the RTO
If you should need further support or assistance please do not hesitate to contact The Student
Services Team.
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ASSESSMENT
BSBHRM602 Manage human resource strategic planning
There are twoassessments for this unit:
1. Written Questions
For this assessment, you are to read the questions and respond in writing with the most suitable
answer. There aresixquestions, all of which must be completed.Most questions require short
answers although some questions require a more detailed response. You may use various sources
of information including workbooks, internet and other documents, but must list and reference their
sources. Your assessor will advise you when this is due.
2. Project
This assessment is based on the simulated business Bush Track Lodge. For this assessment you
are to show that you can conduct research to discover what staffing will be needed for the annual
strategic human resources plan, develop a strategic human resource plan, consult with managers
and stakeholders to obtain agreement on plan, implement the plan and review the plan against
objectives and adapt plan.
Each part contains a number of tasks. You are to develop and submit all documents produced as
part of completing the tasks and submit together with your strategic HR plan.
In Part A: - you are to conduct research into the human resource requirements of a simulated
business Bush Track Lodge Your trainer will provide you with the required information about the
scenario.
Part B - you are to develop a human resource (HR) strategic plan. You will then consult with
stakeholders and managers on the plan. For this, you are to get into groups of 3, with other
students playing the role of the management team (Business Partner/Manager and Chef) at Bush
Track Lodge. You will be given time (about 20 minutes) for this to occur.
In Part C: - following the development of the plan, you are to deliver a presentation to a meeting of
the management team to seek final agreement on the plan. The final consultation will take place
practically in the form of a presentation to a simulated 30 minute meeting in which you will
demonstrate ability to consult with relevant ‘managers’ regarding implementation of the strategic
HR plan, and negotiate to obtain agreement on the plan.
Your assessor will observe you and record feedback and comments against the attached checklist.
For Part D: - you are to modify your strategic plan in response to a simulated scenario about Bush
Track Lodge
Note: Refer to the Appendix forthe Strategic Plan, the Operational Plan and Policies and
Procedures related to the simulated business (Bush Track Lodge).Carefully study the scenarioas
appropriate in order to understand any processes, policies, or procedures that may be necessary.
Assessment Schedule
Assessment Due Date
1. Written Questions
2. Project
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ASSESSMENT COVER SHEET
Student Name:
Student ID:
Contact Number:
Email:
Trainer / Assessor Name:
Qualification: BSB60915 Advanced Diploma of Management (Human
Resources)
Unit of Competency: BSBHRM602 Manage human resource strategic planning
Assessment: ☐ Written Questions
☐Project
Due Date: Date Submitted:
Ifyour assessment is being submitted after the due date, please attach a copy of the written
confirmation of extension received from yourassessor.
Declaration: I have read and understood the following information at the
beginning of this assessment guide (please tick):
☐ Assessment information
☐ Submitting assessments
☐ Plagiarism and referencing
I declare this assessment is my own work and where the work is
of others, I have fully referenced that material.
Name (please print) Signature Date
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ASSESSMENT 1: WRITTEN QUESTIONS
Read the questions below and respond in writing with the most suitable answer. There are
sixquestions. You must complete them all. Most questions require short answers although some
questions may require a more detailed response. You may use various sources of information
including your workbook, internet and other documents. Your assessor will advise when this is due.
Question1
(a) Describe human resource practices overall.(About 100 words)
The cost-benefit analysis is a process business to measure all the costs involved, the strengths and
weaknesses, and possible profits to be in a company and this information is used to analyses the
decisions and opportunities. The cost benefit analysis gauges the net present estimation of
decision by limiting the investment and returns.
(b) List and briefly describe each of the main functions of Human Resource Management. List at
least five (5).
1. Define the framework for the analysis. Recognize the program or strategy change and the
current the norm, or the condition of the world before execution contrasted with after.
2. Identity and classify costs and benefits.It is necessary to label costs and advantages and they
are composed in the following way:
 direct costs (proposed costs/benefits)
 tangible (easy to quantify and measure)/
 indirect costs (unintended costs/benefits),
 real (anything that adds to the primary concern net-benefits)/transfer (cash evolving
hands)
 intangible (difficult to recognize and quantify), and
3. Create a timetable for expected costs and revenue: Assess how costs and benefits will
improve every year. It is important to do this even before you begin to put numbers on things.
4. Adapt costs and benefits: Make a point to set all costs and all benefits in a similar money
related unit.
5. Markdown costs and benefits to get present values: That infers changing over future costs
and benefits into current value. That is generally called restricting the cashflowsor benefits by a
sensible discount rate.Each business will in general have an alternate discount rate.
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6. Compute net present values. That is finished by deducting costs from benefits.The
speculation recommendation is viewed as proficient if a positive outcome is acquired.
7. Make recommendations to operate in Covid19 situation
Question2
List and briefly explain the relevant legislative, regulatory and industrial requirements for a
business in relation to human resource management. Include at least three (3) pieces of legislation
or agreements. (approx. 50 words each)
Legislation Brief explanation
Federal laws Federal laws cover the whole level of business,
from hiring to the producer to the end. The U.S.
Labor Branch oversees key resolutions and
directions that affect businesses and employees.
The laws propose rules on pay and hours, safety
and well-being, medical benefits, retirement,
employee pay and working conditions.
State Laws Human resources advice includes the adoption of
state laws governing various parts of the industry,
for example, family and clinical leave, pre-
requisites for posting, notification to the chief
executive, welfare and safety, payment And hours
and compensation of employees.
International Laws The expansion of globalization has seen large
societies work together universally or set up
activities abroad. Ensuring legal and
administrative consistency can be uniquely tested
in an unfamiliar setting where strategic laws and
policies may be surprising.
Application Human resource specialists should adhere to
enforcement warrants and guidelines, criteria
set by government and state courts, and the
decisions of regulatory bodies. They can refer to
the online resources of nearby administrative,
state, and government agencies to help them on
a regular basis.
Question 3
Describe the requirements of a strategic plan. Include the planning process and what the plan
should contain. (About half a page)
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Requirement of strategic plan
Mission, vision, and aspirations.
Core values.
Strengths, weaknesses, opportunities, and threats.
Objectives, strategies, and operational tactics.
Measurements and funding streams.
Planning process:
1. Step 1 - Establish Objectives. To navigate the road to retirement, you must first map out
your destination.
2. Step 2 - Determine Your Investment Style.
3. Step 3 - Evaluate Investments.
4. Step 4 - Choose an Appropriate Investment Plan.
5. Step 5 - Execute and Periodically Examine the Plan.
Requirement of plan
The five basic requirements for a plan are that it be accessible, clear, specific, precise,
and accurate. Is it accessible? To be open, your configuration should provide the
required data with the aim that you can find it. It should be in the proper configuration
and should not be coated with accessory material.
Question 4
Explain the impact of technology on job roles in human resource management. (Write about half a
page)
The implementation of technology in the HR work process frees the experts from a lot of
work. Equipping bikes kills office work, speeds up the performance of a number of
errors, and contributes to a more productive performance of human resources. The
promotion of innovation means that organizations can use the latest advances, for
example, artificial intelligence to secure the ongoing and augmented reality to new
locally available producers.
Question 5
For the following five (5) common options for sourcing labour that a business could access, briefly
state why a business should use them and any considerations. (50 words for each)
Legislation Brief explanation
Hiring casual labour For short term projects usually for 3 months or 6
months on temporary basis.
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Legislation Brief explanation
Hiring new graduates or trainees To hire young aspirants, who are willing to give
their 100% if trained well.
Employing off-shore workers These workers ask less salaries, have less
absence rate and low retention rate.
Outsourcing Saves major cost of expenses, gives best
services at low cost.
Using contractors or consultants Saves cost and time for the company on hiring
staff and invests on their training.
Question 6
If you decided to source your labour supply using external labour market, what are your options for
accessing staff? List three (3)
1. Advertisement in Newspapers
2. Employment exchanges
3. Educational Institutions

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ASSESSMENT 2: PROJECT
Overview
For this assessment you are to demonstrate that you can develop, implement and maintain a
strategic approach to managing human resources in an organisation, ensuring that the
organisation has the structure and staff to meet current and foreseeable business and performance
objectives. You must demonstrate that you can:
 Research planning requirements
 Develop human resource strategic plans
 Implement a human resource strategic plan
There are four parts, each with a number of tasks. You are required to complete all tasks.
The tasks will be based on the simulated businessBush Track Lodge.
To be assessed as satisfactory for this assessment, you must complete all tasks addressing all the
related points.
Scenario
You and your business partner are owners of Bush Track Lodge, a big, old homestead in a
remote area, which you purchased just over twelve months ago andconverted into a Bed and
Breakfast. It is in bushland near a lake with lots of local flora and fauna. The area offers bush
walking, fishing and kayaking. There is also a nearby treetops walk with several tour companies
offering hikes and tours to local attractions.
The house has 7 bedrooms, 3 bathrooms, a kitchen, 3 sitting areas and a big outside area. The
house is old-fashioned but you have renovated and now each room has an en-suite. You have
painted the place, stripped and polished the floors and installed a commercial kitchen. You have
set up internet and each room has Wi-Fi.
You and your husband are partners in the business. You are in charge of the operational side of
the B and B and your husband works outside and also does the bookkeeping and assists in
recruitment and staffing.You have hired 3 staff to do the cleaning and gardening. Laundry is
outsourced.
You have been operating it successfully for a year with over 90% occupancy and are now
looking at expanding to turn the B and B into a tourism attraction offering an authentic
Australian, outback farm experience.
You offer a restaurant in an old barn on the property and in the evenings, you are open for
typical meals made from locally sourced produce, which attracts not only your own guests but
day visitors and at weekends, locals. You employ a chef full time who manages this and also
assists with cooking breakfast for the guests.
Your aim in setting up this business was to develop a successful operation that will be a desired
tourism destination. Your goal is that in three years’ time you will be managing a successful
business, and will have both a good income as well as a good work/life balance.
Over the next three years, you aim to increase the typical farm activities to offer to visitors
including:
 Sheep shearing and hay rides. You recently purchased a small flock of sheep with which
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you intend to supplement your incomeby producing wool and providing visitors with the
experience of watching rounding up sheep and shearing. A local farmer has offered to
come and work at weekends to help you with this. He/she can also give visitors a ride on
a trailer pulled by a tractor.
 Opening a café that sells scones and jam and other local produce to day visitors.Your
chef will work on setting up the café and the menu and will cook, in addition to running
the barbeque. You will also need to hire 2 part-time persons to work 7 days a week in
the café.
 Locally produced wine. You are also thinking of purchasing an old winery next to your
land and making your own wine. You will need to employ someone to manage this full-
time and will employ backpackers to help pick the grapes.
 Horse riding. There is an old stable on your property and you plan to buy some horses
so that you can offer horse riding to visitors. You realise that you will need to employ a
full-time person to look after this.
Tasks
Part A: Research Planning Requirements
This task requires you to conduct research to discover what staffing you will need for the strategic
human resource plan.
Complete your answer in word format and submit a copy to your assessor in the form of a report.
Address the following points to ensure that you provide all of the necessary information.
1. Look at the scenario,strategic and operational plans of Bush Track Lodge (in the
Appendices)and discuss what you have learned, what the targets and goals are and how these will
impact on the staff.
2. Research emerging practices or trends that may impact on the Bush Track Lodgestaff.
Emerging practices or trends are things like changes in the tourism market, visitor expectations.
You can use the internet to do this research, looking at the sorts of attractions being offered and
visitor expectations. Write approximately half a page. List your sources.
3. Research thehuman resource issues in Bush Track Lodge by conducting a businessassessment
and write a brief summary of what each means for Bush Track Lodge. These are topics that should
be considered:
 Equal employment opportunity and diversity
 Human resources information systems
 Induction
 Industrial relations
 Job analysis and design
 WHS
 Performance management
 Professional development
 Recruitment and selection
 Remuneration
 Staff retention and succession planning.
Write approximately 2 pages. You can use any suitable sources of information for this research
such as the Bush Track Lodge policies and procedures (Appendix 3), workbook, and the internet.
You must cite your sources of information.
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4. Discuss how the information from Tasks 1 and 2 may impact on Bush Track Lodgestaffing in the
future, what number of staff you will need and what skills your staff will need to deal with based on
the results of your findings. How will you obtain these people? What will be the cost and benefits?
5. Discuss how new technology will impact on Bush Track Lodge, job roles and how the jobs are
done. (half a page)
6. Discuss recent or forecast changes to legislation that could impact on your staffing. (200 words)
Print and include any documents you use from the simulated business Bush Track Lodge and
reference any other information for the assessor.
Part B: Create a Strategic Human Resources Plan
This part requires you to develop a strategic human resource plan. To enable you to do this, as a
business partner, you will develop a strategic human resource plan for approval byyour partner,
and the bank manager to whom you have applied for a loan for the business expansion.
1. Create a vision of what is possible to achieve within the organisation in terms of its HRM
functions in line with the business objectives.
2. Meet with your management team to agree on human resource philosophies, values and
policies. Your management team consists of you, your partner and the chef. You will do this
through meeting with a small group of 3 students who will act as the managers. You will be allowed
approximately 20 minutes for this meeting. (Note: you will need to rotate roles with other students
and participate in their project.)
In this role play, you will have 20 minutes to briefly present your plan, consult ideas and opinions.
You must engage and negotiate an agreement, making changes where possible and appropriate.
Your assessor will observe you during the meeting and assess you on your ability to communicate
effectively and consult with others.
3. Develop the plan with strategic objectives and targets for the human resource services. You
must do this independently.
4. In your plan, examine options for the provision of human resource services and analyse costs
and benefits. You can do this in a table or spreadsheet.
5. Identify appropriate technology and systems to support the human resource programs and
practices.
6. Develop a risk management plan to support the strategic human resource plan. Identify each
risk, the degree of risk and how you will manage it. Use standard risk management tools and forms
for this.
7. Write up the above information in the form of a plan. There is no particular format you must use
but it must be structured logically with logical sections, headings, clear expression, and use of
tables, graphs as required. The plan should be about 4 – 6 pages (minimum 2000 words)
Part C: Consult and implement the plan
Once you have developed your strategic plan, you will be required to meet with key stakeholder
groups, inside and outside the organisation, to get feedback on your draft policy.
You are required to:
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1. Deliver a presentation to your management team to outline your vision for the organisation, the
process you have followed and some of your findings such as relevant demographic data, future
demographic projections and strategic goals for the organisation, how the goals will be met, budget
and operational details.
You are to include:
 vision and strategic goals
 overview of research findings
 priorities for the organisation
 agreed objectives, targets, programs and practices based on cost-benefit analysis
 budget
 timeframes
 risk management
 evaluation against objectives
In this role play you have to demonstrate that you can work with others to monitor and review the
plan and if necessary, adapt the plan for Bush Track Lodge. You will have 30 minutes for this
presentation.
You will get into small groups for this. While you perform the role play, your assessor will record
feedback and comments on your skills on a checklist.
The purpose of the meeting is to seek agreement from other managers on your proposed Strategic
HR Plan. You are to present an overview of your proposed plan that you have developed, invite
feedback and reach agreement on the plan. You will then make any changes to your plan (Part B).
2. Get agreement on the plan, document the outcomes of the meeting, and revise some aspects of
the plan and resubmit if it is not accepted by the meeting of managers.Write up the outcomes of
the meeting in the form of minutes.
3. Identify how you will communicate the strategy to other key stakeholder groups e.g. your bank
manager, other staff and community members. Develop a communication plan to keep the other
managers and the rest of the organisation informed of your activities. (Include a list of
stakeholders and how you will communicate with them.)
4. Develop an action plan for implementing the Strategic HR Plan. Specify accountability and
responsibilities. You can do this in the form of a table or spreadsheet. Develop measures of
success for each clause in the plan and how performance will be evaluated and reviewed against
the plan objectives.
Part D: Review plan against objectives and adapt plan
Scenario
It is now twelve months since you implemented the changes in your Strategic Plan
including the strategic HR plan.
The accommodation is always fully booked and there has started to be a lot of interest in
the new activities you are offering.
The café is operating smoothly but is not making a profit as most of your guests are
away during the day. You have decided that you will concentrate on the restaurant in the
evening and will work in the cafe yourself during the day, as required. You will ask the 2
café staff to work in the restaurant in the evenings. You will need to re-train them in food
and beverage service as you also have a licence now to serve wine and beer. They will
need to do a Responsible Service of Alcohol course which you will pay for, but can do
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this online. You will also need to hire a person to work in the bar at weekends.
The big problem now is lack of accommodation. You have had a lot of enquiries from
large parties including families, groups of international visitors and schools. You have
read about other similar venues offering camping facilities and have decided to do the
same. You intend to build a shower block and will clear spaces so people can pitch a
tent or park a campervan.
Your partner will look after the guests this once the area has been set up. However, you
will need to hire another part-time gardener to look after the grounds as it will involve
mowing, pruning and tree lopping.
1. Evaluate and review performance against the objectives in your plan that relate to current staff.
2. Meet with the management team to discuss and agree on the required changes, what these
were based on, and what needs to be done?
3. Adapt your HR Strategic plan to accommodate the need to hire a new gardener and bar
attendant and to retrain the two café staff.
Assessment Criteria
Your assessor will be assessing you against the criteria in the attached Marking Guide.
Submission Requirements
You will need to submit the following for this assessment:
 Research report with summary of information you have researchedand sources of
information
 Your Strategic HR Plan
 Action plan with targets and responsibilities
 Budget
 Notes from meeting with managers
 Outline of presentation to managers
 Minutes of meeting and discussion with managers
 Communication plan
 Action plan for implementing the strategic plan
 Revised Strategic HR Plan (Part D).
Present your work in a folder with all attached forms, tables etc. Print and include any documents
you use from the simulated business Bush Track Lodge. Reference any other information you have
used.
ASSESSMENT 2: PROJECT MARKING GUIDE & RESULTS
Student’s name:
Student ID:
Assessor’s name:
Date of assessment:
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Unit of competency: BSBHRM602 Manage human resource strategic planning
Did the student satisfactorily overall: Yes No Comments
Part A: Research Planning Requirements
Analyse strategic plans to determine human
resource strategic direction, objectives and targets
for the simulated business, and impact on staff?
Undertake additional environmental analysis to
identify emerging practices and trends that may
impact on human resource management in the
organisation, for example:
 changes in the way people buy or
community expectations
 economic trends
 labour market trends
 new products or services that may be
introduced,
 new technologies
 political or legislative changes and/or
qualification changes that may be required
by your staff?
Research the human resource issues in Bush
Track Lodge by conducting a business
assessment, and write a brief summary of what
this means for Bush Track Lodge, including
consideration of:
 Equal employment opportunity and diversity
 Human resources information systems
 Induction
 Industrial relations
 Job analysis and design
 WHS
 Performance management
 Professional development
 Recruitment and selection
 Remuneration
 Staff retention and succession planning?
Based on findings, identify future labour needs,
skill requirements and options for sourcing labour
supply in relation to the organisation?
Consider new technology and its impact on job
roles and job design?
Review any recent and potential changes to
industrial and legal requirements that could impact
on staffing?
Part B: Develop Human Resource Strategic Plan
StudentAssessment Guidev March 2019 Page 17 of 42

BSBHRM602 Manage human resource strategic planning
Did the student satisfactorily overall: Yes No Comments
Create a vision of what is possible to achieve
within the organisation in terms of its HRM
functions in line with organisational objectives?
Consult the management team about their human
resource preferences?
Agree on human resource philosophies, values
and policies with the managers?
Develop strategic objectives and targets for human
resource services?
Examine options for the provision of human
resource services and analyse costs and benefits
in a spreadsheet or table?
Identify appropriate technology and systems to
support agreed human resource programs and
practices?
Develop a communication plan to keep
management and the rest of the organisation
informed of activities?
Write a strategic human resource plan and obtain
management support for the plan?
Develop risk management plans to support the
strategic human resource plan using standard risk
management tools and forms?
Develop a plan which is:
 formatted with sections and appropriate
headings
 in an appropriate style and be free of
spelling mistakes or grammatical errors?
Part Three: Consult and Implement Human Resource Strategic Plan
Deliver a presentation to management to seek
agreement including:
 Vision and strategic goals
 Overview of research findings
 priorities for the organisation
 agreed objectives, targets, programs and
practices based on cost-benefit analysis
 budget
 timeframes
 risk management
 evaluation against objectives?
StudentAssessment Guidev March 2019 Page 18 of 42

BSBHRM602 Manage human resource strategic planning
Did the student satisfactorily overall: Yes No Comments
Conduct a discussion with management about the
plan and how this links to business goals?
Communicate effectively including:
 clear speech
 appropriate body language
 listening with interest, question and
respond appropriately
 encouraging others to contribute to the
discussion and decision making?
Agree on the plan, document decisions and revise
some aspects of the plan and resubmit if it is not
accepted by the meeting of managers?
Develop a communication plan in relation to key
stakeholder?
Develop an action plan for implementing the
strategic plan in the form of a table or spreadsheet
which:
 specifies accountability and responsibilities
 includes measures of success for each
clause in the plan
 plan on how performance will be evaluated
and reviewed against the plan objectives?
Demonstrate ability to work with others on the
plan?
Let the employees and management team know
what decisions have been made, what these were
based on, and what needs to be done?
Part D: Review plan against objectives and adapt plan
Demonstrate ability to evaluate and review
performance against plan objectives?
Meet with the management team to discuss and
agree on the required changes?
Let the employees know what decisions have been
made, what these were based on, and what needs
to be done?
Adapt the HR Strategic Plan to accommodate the
need to hire new staff and train existing staff?
Feedback to student:
StudentAssessment Guidev March 2019 Page 19 of 42

BSBHRM602 Manage human resource strategic planning
Student’s overall performance is: ☐ Satisfactory ☐Not Satisfactory
Is re-assessment required? ☐ Yes ☐No
Assessor’s signature: Date:
Student’s signature: Date:
StudentAssessment Guidev March 2019 Page 20 of 42

Appendix 1
Bush Track Lodge
Strategic
Business Plan
2018-2023
Commercial - In – Confidence

BSBHRM602 Manage human resource strategic planning
EXECUTIVE SUMMARY
This Strategic Business Plan ("the Plan”) covers the period 2019 to 2023 and was adopted by the
business partners of Bush Track Lodge on 12 January 2018.
The Plan provides the foundation for future developments of the business by articulating the
following key strategic objectives:
 Objective 1 – Provide high quality and comfortable accommodation
 Objective 2 – Offer quality and attentive service to all its guests
 Objective 3 – Provide an authentic Australian outback experience
 Objective 4 – Grow the business to offer a range of tourist activities typical of the area
 Objective 5 - Build up a solid and sustainable business as a tourist attraction.
Having adopted the Plan, the next stage in the process is to translate these strategic objectives
into actions which, when allocated to members of the business, will allow these objectives to be
realised within the agreed timeframes. Also, there will be an ongoing system of monitoring and
review to check progress on the achievement of strategic objectives and to revise the Plan on an
annual basis.
HISTORY AND PROFILE OF THE ORGANISATION
Bush Track Lodge is a Bed and Breakfast located in a regional country area surrounded by local
farms and wineries and natural bushland. It is located near a lake with local flora and fauna. It
offers guests bush walking, fishing and kayaking. There is also a nearby treetops walk with several
tour companies offering hikes and tours to local attractions.
The B and B is operated by two business partners both of whom have experience in hospitality.
Accommodation is provided in comfortable surroundings with de luxe amenities
Food and wine offered to guests specialises in locally grown, organic produce.
Vision
To provide an authentic, quality Australian rural cultural experience
Mission Statement
The business will achieve its vision by:
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BSBHRM602 Manage human resource strategic planning
• Providing comfortable, quality accommodation to local and overseas visitors
• Offering catering from locally sourced produce from local farms, fisheries and market
gardens
• Developing and offeringinnovative and authentic cultural experiences and activities
• Ensuring the business is staffed by friendly, skilled personnel
ENVIRONMENTAL SITUATION ANALYSIS
The following are the major factors that influence the business environment in which the business
operates:
Government Policy
• Government policy is focused on expanding tourism into rural areas
• Government tourism bureau undertakes overall marketing of rural tourism in Australia
• Government controls supply of overseas casual labour
• Government controls licensing for sale of wine, production of wine
Business Environment
• The current economy is good with people having a generous disposable income
• Overseas tourism is growing with an increase in tourists seeking a ‘real’ Australian
experience
• There is a growth on backpackers on working holidays who are looking for travel and work
in the Australian outback and to experience authentic regional activities
• There are other similar tourism attractions but not in the immediate area
Current Market Situation
• Other similar tourist attractions but not in this particular area
• Increasing number of international visitors
23

BSBHRM602 Manage human resource strategic planning
S.W.O.T. ANALYSIS
The SWOT Analysis is an examination of the strengths, weaknesses, opportunities and threats that
relate directly to the business environment within which Bush Track Lodge is operating.
Strengths
The business sees itself as having the following strengths:
• Located in attractive country area near lake and natural bushland
• Offers genuine activities such as kayaking, bush walking and fishing
• Has access to locally sourced, organic food and wine
• No similar competitors in the immediate area
• Can appeal to both Australian and international visitors
Weaknesses
The organisation sees itself as having the following weaknesses:
• need to transition from current accommodation business to wider, tourism attraction
• need to market to local target groups and international visitors
• need to maintain high standard of both accommodation and tourism activities
Opportunities
The organisation has the following opportunities in its marketplace:
• More clearly differentiate the market positioning of Bush Track Lodge
• Provide an authentic, quality rural cultural experience not found in local area
• Offer locally produced food and wine
• Support local food producers
• Develop a new branch to the business in producing wine
Threats
The organisation faces the following threats in its marketplace:
• Regulatory complexity and compliance requirements
• Increasing rules around work health and safety, alcohol licensing
• Downturn in tourism and the local economy
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BSBHRM602 Manage human resource strategic planning
MEASURES OF SUCCESS
The following table shows how Bush Track Lodge will measure its success, so it will know when it
has achieved its Strategic Objectives.
Strategic Objective Measure of Success
Objective 1 – Provide high quality and
comfortable accommodation  customer satisfaction ratings
 positive online feedback
Objective 2 – Offer quality and attentive service
to all its guests  customer satisfaction ratings
 positive online feedback
Objective 3 – Provide an authentic Australian
outback experience
 customer satisfaction ratings
 positive online feedback
Objective 4 – Grow the business to offer a range
of tourist activities typical of the area  establish and have operational new
activities within next 12 months
 find and employ suitable staff to operate
new activities
Objective 5 - Build up a solid and sustainable
business as a tourist attraction.  Annual financial statements and budget
results
 Customer satisfaction results
25

Appendix 2
Bush Track Lodge Operational Plan
Goals
To continue to successfully operate the outback Bed & Breakfast targeted
at domestic and international tourists, and offering both accommodation
and catering.
To expand the outback experience by offering a range of authentic,
outback cultural activities
In order to develop a successful business operation that will provide both
you and your partner with a good income as well as work / life balance.
Objectives
1. To continue to achieve 98% occupancy and 30% repeat business
over next 3 years
2. To invest in additional facilities and activities to increase the cultural
experience for guests
3. To return to a profit of $100,000 after the second year.
Date of plan 28 January 2019
What is to be
done?
(target)
When is it to
be done?
(target date)
Where will it
be done?
How will it be
done?
(the tasks
involved,
stages/key
points)
Who will do it?
Convert and
equip outback
shed into
proper eating
area and cafe
End of 2019 On-site  Rebuild roof
 Paint area
 Strip and polish
floor
 Installation of
commercial
kitchen
 Purchase
equipment,
coffee machine,
tables and chairs
 Hire 2 staff to
work in the café
Builder
Self
Partner
Organise sheep
shearing and
hay rides
End of 2019 On-site  Arrange with
farmer to work at
weekends
 Set up fenced
area
Partner and farmer

BSBHRM602 Manage human resource strategic planning
 Purchase a
sheep dog
 Purchase a
tractor and trailer
Purchase
winery next
door
End of 2019 On-site  Employ
winemaker to
prune vines and
assist to review
winery and refit if
necessary
 Employ
backpackers to
assist with
harvest
Partner
Set up horse
riding operation
End of 2019 On-site  Re-build stables
 Hire a person to
look after horses
 Purchase two
horses
Builder
Stableperson
Marketing of
the property
End of 2019 -
2022
On-site  Employ
marketing
company to do
launch of new
activities
 Build website to
include social
media page
 Webpage listing
e.g. TripAdvisor
etc. to include
tourism activities
Self
Marketing company
Create tourist
activities
schedule
End of 2019 On-site  Engage with
three local
tourist
operations for
range of tours
and schedules
 Seek insurance
& legal advice
Partner
Insurance broker
Lawyer
27

Appendix 3
Bush Track Lodge
Policies and Procedures

BSBHRM602 Manage human resource strategic planning
Recruitment and Selection
Policy:
Bush Track Lodge is an organisation that seeks to employ the best possible employees. It
is an equal opportunity employer.
Purpose:
The purpose of the recruitment and selection process is to ensure that Bush Track Lodge
has the best possible human resources available to effectively provide its service.
The Bush Track Lodge recruitment and selection process has been developed in line with
organisational strategies, relevant legislation and best practice recruitment.
Recruitment and Selection Procedure:
The recruitment and selection process involves the following procedures:
 Vacant position analysis
 Position description
 Advertisement
 Short-list applicants
 Interview preparation
 Interview applicants
 Reference check
 Job offer
 Feedback to unsuccessful applicants.
Interviewing
Bush Track Lodge uses the interviewing selection technique with interviews being
conducted on site only. Where possible, Bush Track Lodge requires a selection panel of
two staffing personnel to interview applicants.
For interviews, we will organise:
1. comfortable and quiet location
2. beverage for interviewee and interview panel
3. interview schedule.
4. The person conducting the interview is to organise interview documentation which
includes:
5. position description
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BSBHRM602 Manage human resource strategic planning
6. resumes for each shortlisted student
7. consent to check and release police record form
8. standard interview questions for HR members of interview panel
9. interview assessment forms for interviewers
10. use checklist for documentation.
Interviews are to be conducted only on site in the office. Interviews are to be 30 minutes
in duration with a five-minute break in between.
Timeframe: scheduled interviews one to two days depending on number of applicants.
Procedure
1. Chairperson greets student and makes introductions.
2. Chairperson opens interview.
3. HR members of panel ask applicant a series of standard interview questions.
4. Staff member from job-related department asks three questions.
5. Chairperson asks applicant if they have any questions.
6. Chairperson informs the student of the process.
7. Panel thank student for attending.
8. Panel complete interview assessment.
9. Panel select applicant.
10. Gain approval from senior management – subject to reference check.
Reference checking
Reference checks are an important part of the selection process. Bush Track Lodge
reference checks must be conducted on both internal and external applicants by the
manager interviewing.
Timeframe: one to two days depending on number of applicants.
Procedure
1. Phone workplace of applicant and speak to manager/referee.
2. Introduce self, organisation and purpose of call.
3. Ask standard questions about applicant’s knowledge and skills.
4. Ask about applicant’s personality.
5. Ask manager for their opinion of applicant’s standard of work.
6. Ask manager if there have been any problems with applicant.
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BSBHRM602 Manage human resource strategic planning
7. Discuss references with persons on interview panel.
31

BSBHRM602 Manage human resource strategic planning
Management/Employee Relations Policy
We are committed and trained to provide you with the tools and positive working
environment for you to do your job to the best of your ability. You will be treated with
respect and dignity by all of our management personnel and we will try our best to
recognise and reward your hard work and accomplishments.
We recognise there may be occasional misunderstandings. We want to clear up these
types of situations in a fair and timely manner and in order to do this we need your help
in bringing them to our attention. We want you to know that management is never too
busy to be informed of work- related problems, complaints or disputes of any employee.
If you have such a problem, you should promptly talk to a manager. They will listen in an
open, objective and courteous manner. We want to understand and help try resolving any
issues. If the problem is not resolved to your satisfaction, you should take up the matter
with the owners, Emma and Ron Wilson.
Every necessary action will be taken to resolve a problem or settle a dispute in a fair and
equitable manner. We recognise our employees as one of our most valuable resource and
we take all employee problems and complaints very seriously. No problem is too small
and each issue will be given the utmost attention and consideration.
Meetings
Staff meetings will be held on a regular basis. Meetings are held for a variety of reasons
and can include new menu offerings, upcoming promotions and events, training, policies,
etc. Meetings will be scheduled to allow maximum attendance. Attendance is required
where possible.
Meetings are considered as a shift and paid accordingly. Only management-approved
absences will be accepted. Most meetings offer employees the opportunity to provide
valuable input for feedback and provide suggestions to enhance our working
environment and the operation of the business.
Teamwork
We cannot achieve our goals and provide the highest levels of service to our guests
without working together as a team. Pay attention to the workload of other employees so
that you can identify where another staff member may be struggling to keep up with the
workload. If a co-worker is overloaded and you’re not, help them in any way you can.
Always help a customer where you can, even if your role is not a direct customer service
role. If another employee hasn’t quite caught on to something and you have, ask if you
may suggest another way to do it. Genuine teamwork makes for a much more enjoyable
and satisfying work experience and results in happier (and more generous) customers.
Communication
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BSBHRM602 Manage human resource strategic planning
It is important for every employee to have a good sense of ‘what’s going on’ in the
business. It is management’s responsibility to keep everyone informed of ongoing
changes and news affecting Bush Track Lodge and our people.
Such communication takes place primarily in staff meetings, via email and by posting
notices and information to the bulletin board located just inside the office.
Equal Employment Opportunity (EEO) Policy
Policy:
Bush Track Lodge is guided by the principle of equal opportunity in all of its activities.
Bush Track Lodge aims to create a positive, equitable and productive working
environment. This includes providing staff with an environment that is safe, flexible, fair,
culturally appropriate, friendly and professional. Equity principles are a core element of
the planning, recruitment, interview, selection and appointment of new employees of
Bush Track Lodge.
It is critical to the achievement of our business goals that we have a culture which
respects, values and actively pursues the benefits of diversity.
Bush Track Lodge is committed to an equitable and inclusive work environment that is
free from discrimination and harassment. The organisation has implemented policies and
procedures to promote a discrimination and harassment free work environment for all
staff to ensure that they are able to work effectively within the organisation and with its
clients and stakeholders.
Bush Track Lodge will assist staff in meeting these objectives with clear policy, education,
training and practice.
Equal Employment Opportunity and Diversity
Bush Track Lodge is responsible for ensuring that equal employment opportunities exist
for all current and future employees. Staff will be selected or promoted according to
merit irrespective of personal attributes.
Diversity is any collective mixture characterised by differences and similarities. In
relation to staff, diversity can refer to function, experience, discipline, education, socio-
economic background, marital status, personality profile, gender, age, language, ethnicity,
culture, sexual orientation, religion, family responsibility, etc.
Managing diversity is about creating an environment in which everyone can achieve his
or her full potential.
Employees are happier and more productive if they are appreciated and included, not
assimilated or tolerated.
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BSBHRM602 Manage human resource strategic planning
Strategic advantages can result from incorporating a wide variety of approaches and
perspectives and the workplace. Improved innovation and creativity are documented
benefits of diversity. Teams that are diverse and inclusive find more innovative, feasible
and effective ways to overcome challenges. They bring a variety of perspectives to a
situation and thus offer a wider range of solutions.
Bush Track Lodge is committed to identifying and eliminating the barriers that may be
encountered by staff, including the elimination of discriminatory selection criteria and
providing equal access to training and development, support and mentoring.
Equal employment opportunity and merit-based management and recruitment requires
you to avoid discrimination. For more information on anti-discrimination, see the anti-
discrimination, anti-harassment and anti- bullying policy.
Anti-Discrimination, Anti-Harassment and Anti-Bullying
Policy
Policy:
Bush Track Lodge is committed to providing a workplace free from discrimination, sexual
harassment and bullying. Behaviour that constitutes discrimination, sexual harassment
or bullying will not be tolerated and will lead to action being taken, which may include
dismissal.
For the purposes of this policy, the following definitions apply:
 Direct discrimination occurs when someone is treated unfavourably because of a
personal characteristic.
 Indirect Discrimination occurs when a rule seems neutral, but has a discriminatory
impact on certain people. For example a minimum height requirement of 175 cm for a
particular job might be applied equally to men and women, but would indirectly
discriminate on the basis of sex, as women tend to be shorter than men.
 Sexual harassment includes unwelcome conduct of a sexual nature in circumstances in
which it could reasonably be expected to make a person feel offended, humiliated or
intimidated.
 Workplace bullying may include behaviour that is directed toward an employee, or
group of employees, that creates a risk to health and safety, e.g. physical and/or verbal
abuse, excluding or isolating individuals; or giving difficult or unpleasant tasks to
particular staff members.
Bush Track Lodge provides equal opportunity in employment. Discrimination based
on a personal characteristic mentioned under state and federal equal opportunity
legislation is strictly forbidden.
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BSBHRM602 Manage human resource strategic planning
Under state legislation, characteristics that must not result in discrimination include:
 age
• breastfeeding
• carer status
 disability
 employment activity
 gender identity
 industrial activity
 lawful sexual activity
 marital status
 parental status
 personal association with someone having any of these characteristics
 physical features
 political activity/belief
 pregnancy
 race
 religious activity/belief
 sex
 sexual orientation.
Any employee found to have contravened this policy will be subject to disciplinary
action, which may include dismissal as outlined in the complaint procedure below.
Employees must report any behaviour that constitutes sexual harassment, bullying or
discrimination to their manager, or, where the manager is implicated in the inappropriate
behaviour, to an owner: Ron or Emma Wilson.
Employees will not be victimised or treated unfairly for raising an issue or making a
complaint.
Procedure to make a complaint
If you believe you are being, or have been, discriminated against, sexually harassed or
bullied, you should follow this procedure.
1. Tell the offender the behaviour is offensive, unwelcome, and against business policy and
should stop (only if you feel comfortable enough to approach them directly, otherwise
speak to your manager). Keep a written record of the incident(s).
2. If the unwelcome behaviour continues, contact your supervisor or manager for support.
35

BSBHRM602 Manage human resource strategic planning
3. If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact
another relevant senior manager. Employees may also lodge a complaint with the
Victorian Equal Opportunity and Human Rights Commission, the Australian Human
Rights Commission, or take action under the Fair Work Act 2009.
Employees should feel confident that any complaint they make is to be treated as
confidential as far as possible.
Procedure to receive a complaint
1. When a manager receives a complaint or becomes aware of an incident that may
contravene Bush Track Lodge EEO Policies, they should follow this procedure.
a. Listen to the complaint seriously and treat the complaint confidentially. Allow
the complainant to bring another person to the interview if they choose to.
b. Ask the complainant for the full story, including what happened, step by step.
c. Take notes, using the complainant’s own words.
d. Ask the complainant to check your notes to ensure your record of the
conversation is accurate.
2. Explain and agree on the next action with the complainant.
3. If investigation is not requested (and the manager is satisfied that the conduct
complained is not in breach of Bush Track Lodge EEO policies) then the manager
should:
 act promptly
 maintain confidentiality
 pass any notes on to the other managing staff.
If an investigation is requested or is appropriate, follow the next procedure.
Procedure to investigate a complaint
When a manager investigates a complaint, they should follow this procedure.
1. Do not assumeguilt.
2. Advise on the potential outcomes of the investigation if the allegations
aresubstantiated.
3. Interview all directly concerned,separately.
4. Interview witnesses,separately.
5. Keep records of interviews and theinvestigation.
6. Interview the alleged harasser, separately and confidentially and let the alleged
harasser know exactly of what they are being accused. Give them a chance to respond
to the accusation. Make it clear they do not have to answer any questions; however,
the manager will still make a decisionregardless.
36

BSBHRM602 Manage human resource strategic planning
7. Listen carefully and recorddetails.
8. Ensure confidentiality, minimisedisclosure.
9. Decide on appropriate action based on investigation and evidence collected.
10. Check to ensure the action meets the needs of the complainant and Bush Track
Lodge.
11. If resolution is not immediately possible, refer the complainant to more senior
management. If the resolution needs a more senior manager’s authority, refer the
complainant to thismanager.
12. Discuss any outcomes affecting the complainant with them to make sure where
appropriate you meet theirneeds.
Possible outcomes
If after investigation management finds the complaint is justified, management will
discuss with the complainant the appropriate outcomes which may include:
 disciplinary action to be taken against the perpetrator (counselling, warning or
dismissal)
 staff training
 additional training for the perpetrator or all staff, as appropriate
 counselling for the complainant
 an apology (the particulars of such an apology to be agreed between all involved).
Remuneration and Performance Appraisal Policy
Policy and Purpose
This policy establishes the framework and guidelines to be used by the organisation in
determining remuneration arrangements for its employees and to assist staff in
understanding the organisation’s position on staff remuneration.
The purpose of the policy is to:
 attract and retain employees of the required quality
 ensure the staff are appropriately compensated for the services they provide to the
organisation
 ensure that remuneration levels are competitive with the external market
 encourage and motivate staff to achieve the organisation’s strategic business objectives
 promote and reinforce the organisation’s key values and appropriate employee
behaviours
37

BSBHRM602 Manage human resource strategic planning
 ensure a level of equity, consistency and transparency in employee remuneration.
Definitions
Remuneration will comprise base salary, an ‘at risk’ performance pay component,
employer guarantee superannuation, and motor vehicle allowance where this is included
in an employee’s employment package. The total of these components make up the
employee’s remuneration package.
Underlying Common Rule Award
Staff covered by the relevant underlying award, Restaurant Industry Award 2010, will be
paid no less than the rate of pay set out in that award for the relevant position.
Policy Coverage
The staff remuneration policy covers all employees at all levels of the organisation.
Determining Base Salary Levels
Base salary levels will be determined by job evaluation. Job evaluation is the evaluation of
the position from the information in the relevant position description, in terms of the level
of required skills, competencies and knowledge, and criteria such as the level and impact of
decision-making and authority to act.
Job evaluation will be carried out by the relevant store manager or partner.
The underlying principles of job evaluation include:
 salary levels will be paid no less than the rate of pay set out in the relevant underlying
award, Restaurant Industry Award 2010
 salary levels are to be benchmarked on an annual basis (as part of the annual budgeting
process) against the external market using salary surveys to establish competitiveness
with similar positions in the external market
 if the job changes as determined by a job evaluation, the base level remuneration should
be altered to reflect the change in the employee’s role and responsibilities
 decisions on broad salary increases (those that apply to all employees), such as CPI or
cost of living based increases will be made on an annual basis in consultation with
partners
 staff will have the opportunity to raise remuneration issues at six monthly performance
review meetings with their manager.
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BSBHRM602 Manage human resource strategic planning
Work Health and Safety (WHS) Policy
Bush Track Lodge recognises its responsibility to provide a healthy and safe working
environment for employees, contractors, clients and visitors. Bush Track Lodge is
committed to the continued wellbeing of its employees and to ensuring that all employees
are safe from injury and health risks whilst undertaking work-related duties, including
home-based work.
Objectives
In order to ensure a healthy and safe working environment, Bush Track Lodge will:
 undertake risk assessments and implement procedures to adequately manage any risks
in the working environment
 provide written procedures and instructions for safe working practices
 ensure compliance with all relevant legislation
 maintain safe systems of work including the work premises and environment
 provide appropriate support, instruction, training and supervision to employees to
ensure safe working practices.
Relevant Legislation
 Occupational Health and Safety Act 2004
 Dangerous Goods Act 1985
Both of these Acts are administered by WorkSafe Victoria which is part of the Victorian
WorkCover Authority.
Responsibility and Authority
The partners and business owners are ultimately responsible for ensuring that safe
systems of work are established, implemented and maintained.
The partners and business owners are responsible for:
 the effective implementation and regular review of OHS procedures
 consultation with employees regarding health and safety issues and changes to
legislation and/or working practices which may affect the health, safety or welfare of
employee
 providing and maintaining a safe system of working practices
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BSBHRM602 Manage human resource strategic planning
 providing support, training, and supervision to employees to ensure safe and healthy
workplace practices are carried out, including relevant first aid training where
appropriate
 the provision of adequate resources for employees to meet the OH&S commitment,
including an up to date first aid kit.
Individual employees are responsible for:
 following all OHS policies and procedures
 ensuring they report all potential and actual risks to partners or managers/supervisors
 taking care to protect their own health and safety and that of their colleagues at work
 ensuring their own or others health and safety is not adversely affected by the
consumption of drugs or alcohol
 encouraging others to follow healthy and safe working practices in the workplace.
Policy Implementation and Review
This policy has been established and implemented through the human resource functions
of the organisation and will be reviewed regularly in consultation with Bush Track Lodge
management/partners and employees to ensure compliance with legislation, industry
standards and organisational changes.
Remuneration and Performance Appraisal Policy
Policy and Purpose
This policy establishes the framework and guidelines to be used by the business in
determining remuneration arrangements for its employees and to assist staff in
understanding the organisation’s position on staff remuneration.
The purpose of the policy is to:
 attract and retain employees of the required quality
 ensure the staff are appropriately compensated for the services they provide to the
organisation
 ensure that remuneration levels are competitive with the external market
 encourage and motivate staff to achieve the organisation’s strategic business objectives
 promote and reinforce the organisation’s key values and appropriate employee
behaviours
 ensure a level of equity, consistency and transparency in employee remuneration.
40

BSBHRM602 Manage human resource strategic planning
Definitions
Remuneration will comprise base salary, an ‘at risk’ performance pay component,
employer guarantee superannuation, and motor vehicle allowance where this is included
in an employee’s employment package. The total of these components make up the
employee’s remuneration package.
Policy Coverage
The staff remuneration policy covers all employees at all levels of the organisation.
Underlying Common Rule Award
Staff covered by the relevant underlying award, Restaurant Industry Award 2010 or other
relevant Award, will be paid no less than the rate of pay set out in that award for the
relevant position.
Appraisal Policy
All staff will undergo a six-monthly appraisal. Employees will be evaluated against targets
and key performance indicators. Employees will be provided with the opportunity to
discuss promotion or other job roles as available and to plan and undertake additional
training as required.
Determining Base Salary Levels
Base salary levels will be determined by job evaluation. Job evaluation is the evaluation of
the position from the information in the relevant position description, in terms of the level
of required skills, competencies and knowledge, and criteria such as the level and impact of
decision-making and authority to act.
Job evaluation will be carried out by the relevant manager or partner.
The underlying principles of job evaluation include:
 salary levels will be paid no less than the rate of pay set out in the relevant underlying
award, Restaurant Industry Award 2010 or other relevant Award
 salary levels are to be benchmarked on an annual basis (as part of the annual budgeting
process) against the external market using salary surveys to establish competitiveness
with similar positions in the external market
 if the job changes as determined by a job evaluation, the base level remuneration should
be altered to reflect the change in the employee’s role and responsibilities
 decisions on broad salary increases (those that apply to all employees), such as CPI or
cost of living based increases will be made on an annual basis in consultation with
partners
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BSBHRM602 Manage human resource strategic planning
 staff will have the opportunity to raise remuneration issues at six monthly performance
review meetings with their manager.
Induction and Training
Policy
All staff will be provided with induction training on commencement which will include as a
minimum:
 Overview of business policy and goals
 Operational details – hours, meal times, holidays
 Job role
 Tour of premises
 WHS responsibilities
 OHS training in accordance with job roles
 Communication and lines of authority
 Presentation to other staff members
 Customer service policy
Training
Staff will be provided with all required training to enable them to effectively and safely
perform their work in accordance with any changes in job role, equipment or technology.
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