BSBHRM602 - Strategic HR Plan for Organic Foods Company Review

This assignment provides a comprehensive analysis of developing a human resources strategic plan. It covers key factors to consider when determining HR strategic direction, details various types of HR practices, and outlines the steps to develop a strategic HR plan. The assignment includes a case study of Organic Foods Company, where strategies are developed to position the company as an employer of choice. It also addresses future trends affecting the company, sources of labor, technology requirements, relevant legislation, cost-benefit analysis, resource acquisition, and risk management. A SWOT analysis is performed to assess the company's strengths, weaknesses, opportunities, and threats. The document also details the implementation of a human resource strategic plan.

BSBHRM602 ASSESSMENT
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Table of Contents
PART I.............................................................................................................................................4
Written Responses to Questions..............................................................................................................4
1. Explain four factors an organization should consider when determining human resources
strategic direction and objectives.........................................................................................................4
2. Detail four types of human resources practices [1.2]...............................................................5
 Recruitment and Selection............................................................................................................5
 Work-Life Balance.......................................................................................................................5
 Training and Development...........................................................................................................5
 Compensation...............................................................................................................................5
3. Provide in details of five factors would drive the future demand for labour and skills. [1.3]. .6
4. Describe the 7 steps to developing Human Resources strategic plan. [2.1, 2.2, 2.3, 2.4, 2.5,
2.6, 2.7]................................................................................................................................................7
5. Explain what cost/benefit analysis is. [2.4].............................................................................8
6. Explain five aspects should involve in implementing a human resource strategic plan. [3.1,
3.2, 3.3, 3.4].........................................................................................................................................8
7. Explain how you, as the manager would work with others to ensure the Human Resources
Strategic plan is effectively implemented. [3.1]...................................................................................9
PART II Case study.........................................................................................................................9
i. Develop three unique strategies that you should use to position the Organic Foods Company as
an employer of choice and meet organizational objectives as set out in the business plan. [1.1, 1.2,
1.3, 1.4, 1.5, 2.1, 2.3]...........................................................................................................................9
ii. Give details of future practices or trends that may affect the Organic Food Company and its
operations. [1.2].................................................................................................................................10
iii. Provide details of four sources of labour which may be used to fulfil personnel requirements
for the company.................................................................................................................................10
iv. Provide details of technology and support which may be required to implement these
strategies............................................................................................................................................11
v. Provide details of legislation which must be considered when fulfilling personnel requirements
11
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vi. How would you ensure agreement on human resource philosophies, values and policies is
achieved?...........................................................................................................................................12
vii. Conduct a cost benefit analysis to determine the costs and benefits for the organisation prior
to implementing these strategies. [2.4]..............................................................................................12
viii. List some of the resources you think Organic Foods Company will need to acquire to fulfil
its business plan.................................................................................................................................12
ix. Develop a risk management plan to support your human resource strategies. [2.7]..............12
Part III............................................................................................................................................13
Report activity 3....................................................................................................................................13
SWOT Analysis.....................................................................................................................................15
Part IIII: Report..............................................................................................................................16
References......................................................................................................................................19
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PART I
Written Responses to Questions
1. Explain four factors an organization should consider when determining
human resources strategic direction and objectives.
The factors which an organisation has to consider when determining human resource strategic
directions and goals are:
 Economic situations: one of the key factors is the situation of the existing economy. It doesn't
only affect the Talent pool but also can have impact on the capability of hiring anybody. One
of the top methods to be prepared against such situations it too be aware of what all is
happening all over the world and also to make a plan for any possible economic downturn.
The organisation can make money in bad economy only if there is any rainy day finance or
planning done to deal with the harsh situation (Strategic Direction, 2008).
 Government laws and rules: with the applying of new workplace compliance standards, the
human resource strategies also face constant pressure to remain within the law parameters
mind these kinds of regulations having quiet on each and every procedure of HR division,
such as training, hiring, compensating, terminating and others. If such regulations are not
followed by a business then there can be extensive fine and can also lead to shutting down of
the business.
 Technological advancements: It is seen as external factor as when the new technological
advancements are there HR division can start looking at the base of downsizing and saving
money. Any work that had to be done in 2 to 4 individuals could be cut down to a single
individual through technological revolution (Mayo, 2015). So this acts as a basis for
strategies to be made by the human resources department not only for client’s point-of -view
but also from internal cost saving approach.
 Staff demographics: since the older generation very tired and younger generation is coming
into the staff, the human resources division has to strategies for adjusting with the new set of
candidates and also to find there has to be different approach to hiring along with various
kinds of compensation so that it can act as per a new generation. Also, there has to be a work
environment office which is conducive to the way younger generation operates.
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2. Detail four types of human resources practices [1.2]
The different four kinds of Human Resource practices are termed as the bureaucratic,
professional, market and flexibility package. All these practices are connected to organisational
structures. These human resource practices make a difference in the human resource Strategies
and goals (Renckly, 2011). The key 4 HR practices are:
 Recruitment and Selection
HR recruitment and selection practices are usually as per the goals and Mission of the
organisation and the workplace culture. Like the employees that identify the worth of workplace
diversity use the recruitment practices which are focused on attracting a diverse set of applicants.
The recruitment practices lay down recruitment apps and processes like sponsoring the
recruitment Fair at various colleges and other Institutions where diversified students can be
approached.
 Work-Life Balance
Applying flexible work schedules, giving workers with telecommuting alternative and training
supervisors so that the signal of workplace pressure can be found and a work life balance can be
applied to the business environment. It would include management of scheduling logistics,
modification of Technology for remote accessibility and carrying out of training sessions. But
these practices generally lead to a result oriented work culture as they provide with higher
effectiveness.
 Training and Development
Training and development are the practices which involve fresh workers orientation, job skills
training, professional growth and leadership training. These activities involved enhancement of
workers in the present position and equipment them with experience and talent for Cross
functional work that can enhance their work in the business.
 Compensation
The benefits and compensation are generally taken as one thing which provide with a
comprehensive picture of how the employers reward the workers. But just looking at the
compensation provided with a better image of the HR management practices as the workers’
wages is made up of 70% of the cost of employer for operating. The weather compensation is an
internal equitable and outwardly competitive practice.
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3. Provide in details of five factors would drive the future demand for labour
and skills. [1.3]
The demand for skills is a derivative demand: skills demand is reliant on the kinds of goods and
services manufactured, and so influenced by a business’ product market strategy, upcoming
plans for growth and wider economic circumstances. The future demand for labour and skills
will be derived by numerous factors as given below:
Source: Cuyvers, Dhyne and Soeng, (2010)
 The economic and political factors: These have huge impact on the kind of profile of
goods and services demand and therefore the future skill demand in the place of work.
This sector also considered the trade liberalization, globalization and the changing the
policies of the government.
 Corporate strategic choice - one more question which affects the skills required is type of
goods and services which will be produced inside the nation on imported from anywhere
else in the world and the find and volume of the high value added out sports which need
enhance skills to be produced inside the nation. Employers will choose from where they
can find out various elements of production procedure.
 Technical changes- innovation causes the growth of latest goods, services and production
procedures coming along with automation of the manufacturing procedures that word
highly based on the labour in the past. The speed of Technical changes is growing and it
is anticipated that with the KETs (key enabling Technologies), Nano-technologies,
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biotechnology and nano-electronics there would be changes in the requirement of skills
and labour demand.
 Globalisation and competition - the profits from ICT Information and Communication
Technologies has to be connected with the globalisation and there has been removal of
trade barriers among the Nations. Globalisation is one of the key factors which drive the
amendments in the global economy and therefore there have been lots of trade barriers
removed or lessened, so the businesses have enhance the decision with respect to the
location of producing. With the growth of ICT it is highly possible for the goods and
services to be manufactured at any place of the globe and can be exported.
 Demographic changes -one more driver of change in the demand for labour and skills is
demographic change. Specifically, and aging population potentially give rise to enhance
demand for health and social care goods and services like in medicinal areas application
of self Diagnostic tools is also Rising. Similarly other areas also have aging staff and will
have to think about the succession planning and the way they can transfer skills and
knowledge is to younger generation who will stay with the labour force.
4. Describe the 7 steps to developing Human Resources strategic plan. [2.1, 2.2,
2.3, 2.4, 2.5, 2.6, 2.7]
1. Alignment of Business and HR requirements- The HR strategy has to be aligned with the HR
requirements and business goals and has to be understanding about the business and its
competitive advantage
2. Development of HR strategy- the business goals and business knowledge have to be deeply
understood along with the potential opportunities and threats with respect to that type and
level of human resources needed by the business.
3. Business performance- business performance is the procedure by which the business
objectives and business goals are laid out and managed also the organisation. It acts as a
basis for the HR activity and provides is the best way to directly affect business strategy for
business success, business repute and its contribution (Bartel et al., 2017).
4. Type of Business and its structure-The business design consists of its size, shape, structure
which is necessary for meeting the business customers’ needs. Therefore the strategic plan
has to be created in order to add value to the structure and operation of the organisation
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5. Strategic resources- it involves decisions on the resources strategy that is identification of
various critical elements which are required for determining the resources needs, procedures
for attracting the right individuals and procedures for accessing and choosing the right
individuals.
6. The Other step for strategic resources would involve the creating a pipeline for importing
external talent and aligning it with the HR team along with the reward strategy and
compensation so that the new person hired is also a line with the HR objective.
7. The final step would be to play down the businesses cultural ambitions like describing of
new behaviours and working styles and by the skills in the business development so that
growth solutions can be provided for delivering the business improvements.
5. Explain what cost/benefit analysis is. [2.4]
Similar to any other management decisions, the human resources management decisions also
include utilizing business resources like time, money, facilities so that the worker productivity or
any other desired outcomes are impacted. The cost benefit analysis is a decision making
technique which includes carefully thinking about the benefits and the costs that is negative
effects of various optional decisions.
6. Explain five aspects should involve in implementing a human resource
strategic plan. [3.1, 3.2, 3.3, 3.4]
 Restructuring strategies: These involved reducing the staffs by terminating them on attrition
or regrouping them to have a better arrangement of jobs organising the working units so that
more efficiency can be obtained
 Training and development strategies: These involve all the trainings to be carried out for new
roles or enhancing the existing staff members’ skills by providing them training for the future
jobs in the company (Gashi, 2013).
 Recruitment strategies: These involve recruitment of new members with the capabilities and
talent that is needed for future of the business and considering all the options for enhancing
job openings and encouragement of suitable applicants.
 Outsourcing strategies: Utilising of external people or businesses so that a few tasks can be
completed, in case the internal staff do not have the required skill set.
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 Collaboration strategies: These include collaborating so that better success can be achieved
for dealing with shortage of specific skills like collaborating with the forms so that future
leaders are prepared, sharing of the cost of training for workers making the workers visit
different organisations so that they can get more Insight and also collaborating with various
courses offered by different educational institutions
7. Explain how you, as the manager would work with others to ensure the
Human Resources Strategic plan is effectively implemented. [3.1]
The strategic HR plan has to be communicated all over the organization and to the team
members, and it has to be ensured that communication includes the manner in which plan is
linked with the strategic plan of the company and what amendments are there in the HR
management strategies, activities and exercises for supporting the specific strategic plan. There
has to be a communication made to the key stakeholders about the impact of plan on each and
every staff member along with the time frame of plan to be implemented (Blankenship, 2016).
There can be effective implementation by informing the stakeholders regarding the manner in
which the business will be different in the future. Taking confirmation from the board of
members for my executive director, senior managers on agreement with the strategic HR plan
would help in getting everybody's involvement.
PART II Case study
i. Develop three unique strategies that you should use to position the Organic Foods
Company as an employer of choice and meet organizational objectives as set out in the
business plan. [1.1, 1.2, 1.3, 1.4, 1.5, 2.1, 2.3]
Johnson Morgan established organic food places in 2000 producing health items in 15 local
outlets of West Metropolitan region. There around 80 staff members of accounts and
administration, it supports distribution and marketing. Looking at the case study, the business
wants to be the employer of choice in the given area therefore it has to apply different strategies.
 Since it needs to come up with one more office in Southern Metropolitan area by December
2016 and it has to recruit an assistant manager by 2015 therefore it is suggested that the
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[1.
3]
[1.
recruitment for assistant manager is done from internal candidates only. This will encourage
the internal candidates and therefore they would also get a chance for career advancement.
 The business has to make way for promotional opportunities for the people who are working
with the organization and as it has so many employees working from year 2000 it has to
provide with opportunity to the existing ones to grow. This will build up and enhance the
worker loyalty towards organization and also will prove help the business to promote a
visible career ladder.
 It also must explain the strategic plan and goals to its staff members. Given that there are 80
workers, and there has to be a new store opened so more workers can be recruited at the
lower level getting a younger generation with the new ideas on board and the previous
workers can be promoted so that they can also be shown with a clear career path
(Rouwendal, 2012). This will provide the existing workers with a sense of a future with the
company.
ii. Give details of future practices or trends that may affect the Organic Food Company
and its operations. [1.2]
- Globalization: Complexity is rising for both firms and persons. At the business level,
difficulty enhances with layers upon layers of government rules, in several nations, along
with needs from clientele with their own particular arrangements.
- Demographic shifts: at the present millennial is the biggest generation in the place of work in
most nations, and their voices, linked by social media, will gradually changing the workplace
culture.
iii. Provide details of four sources of labour which may be used to fulfil personnel
requirements for the company.
- Present employees: The existing employees will be moved to the next level or to the new
store
- Employee referrals: The existing staffs will refer their friends and relatives to the Organic
Food Company
- Previous data of applicants: These are the sets of applicants which had applied with the
Organic Food Company in the past.
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- Employment agencies: These will help in getting desired candidates at Organic Food
Company
- Campus recruitment: The new staffs and younger generation will be hired from the campus
recruitments.
iv. Provide details of technology and support which may be required to implement these
strategies.
Training and development needs to be provided to the existing staff members so that they do not
become bored in the existing positions and since the strategy of the company is to expand in the
upcoming 15 to 16 years therefore it has to show the workers with the visible career ladder.
Recognition is also one more strategy where the business must engage its staff members and the
goals have to be set at the individual and the departmental level. When the goals are set at the
business level and employees are rewarded for attaining those goals, a sense of teamwork and
encouragement is created for accomplishment of the business objectives. One more strategy that
is Highly Effective is the compensation as the staff members like to be part of the organisations
which pay them well. The business must involve the benefit packages like Health Insurance,
vacations, time off, paid holidays and other such packages which encourage the staff to stay with
the business for such a long time. Becoming an employer of choice well need attracting and
retaining the best talent and it is not a simple task. This cannot take place overnight therefore for
becoming an employer of choice, the leaders of this business have to amend the culture of the
organisation and work on the weaknesses of the organisations. Since in the 4 departments, there
are 80 staff members, therefore the strategy plan must also include reassessment of the actual
number of staff members needed and in case there is under or over employment then it should be
taken into consideration.
v. Provide details of legislation which must be considered when fulfilling personnel
requirements
The legislations to be considered for fulfilling the personal requirements would involve the
federal and state and territory laws to be followed along with the industrial awards and
agreements. The payment of correct and suitable wages has to be done along with providing the
staff members with the payslips. The work related expenses have to be reimbursed to the staff
members and a safe working environment has to provide it. Worker compensation insurance has
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to be there for every staff member and superannuation guarantee has to be paid for the staff
members.
vi. How would you ensure agreement on human resource philosophies, values and policies
is achieved?
For ensuring this there has to be a communication among the departments and with the
department heads so that any disagreement can be stated and worked upon. All the key
Stakeholders have to be involved in the human resource strategy making process.
vii. Conduct a cost benefit analysis to determine the costs and benefits for the organisation
prior to implementing these strategies. [2.4]
Before implementing the above stated strategies like training, promotion, communication and
similar strategies, the cost has to be considered for the same. Given that the benefit of this
strategy would be sales of 2 million dollars in the year 2015. Another benefit would be
expansion of the outlets. when the business will hire or promote one more assistant manager then
cost might increase however as per the first benefit analysis it is highly beneficial to promote and
encourage the internal staff member so that hire sales can be attained. Other coast will involve
recruiting new staff for expansion purpose and still it will add to the profitability and sales of the
business so as per the cost benefit analysis this is a beneficial approach.
viii. List some of the resources you think Organic Foods Company will need to acquire to
fulfil its business plan.
To fulfil the business plan it will need to acquire land or a place where outlet has to be opened,
human resources, technological resources, supplies and Logistics.
ix. Develop a risk management plan to support your human resource strategies. [2.7]
The risk management plan for supporting the given human resource strategies will involve
defining the rest and then planning out the ways to deal with them. The key risks attached with
this would be:
 Succession planning: there has to be your future of leadership plan in place so that the
organisation can look forward to the upcoming change in the leadership. in this HR will
have a critical role by measurement of time and money in the leadership pipeline for the
future of the organic foods company
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 Insurance and data: The Other risk will be in terms of the compensation and benefits of
the staff members and here also HR is responsible for arranging employee compensation
and making sure that all the benefits are provided correctly and the legal manner. In case
the data is wrong for employees salaries are incorrectly given then the employer is liable
for the same.
 Supply chain risk: since there is an expansion expected therefore there is a risk of supply
chain getting too big to manage safely. Therefore there has to be scrutinization and
monitoring of relation with the staff members, recruitment and Employment Institutions,
engagement with steps to know about any potential problems and making sure that a
proper and appropriate suitable workplace is provided at every location of the organic
food company.
Part III
Report activity 3
DEVELOP HUMAN RESOURCES STRATEGIC PLAN
Develop human resources strategic plan
The runners Paradise and a small clothing design organisation known as Active Leak are looking
forward to a merger. Runners Paradise has 35 and the merging organisation has 10 staff
members. Active Leak has no time for handling HRM roles therefore there is no strategic plan
for the same. For the integration of the two organisations it is important that human resource
strategic plan is created.
 Induction: This is the way toward accepting and inviting representatives of Active Leak,
when they first join Runners Paradise. The points are:
- To smoothen the preparatory stages for a superior start up.
- To set up an ideal mentality to the association.
- To acquire viable yield as right on time as would be prudent.
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An officer should lead the induction procedure having adequate data about the organization, and
which may incorporate the history, items/administrations, association and administration and so
forth. At the level of the office, the capable supervisor ought to carry out the activity. This will
give the new representative a positive picture of the organization or association. The director will
hand the staff member over to the segment head/administrator for more detail.
 Industrial relations: The human resource manager can complete an extraordinary
arrangement in keeping up industrial peace in the business as he is profoundly connected
with different boards of trustees on train, work welfare, wellbeing, grievance, and so forth.
He helps in setting out the grievance technique to change the grievances of the workers. He
additionally gives bona fide data to the exchange association pioneers and passes on their
perspectives on different work issues to the top managers.
 Recruitment and selection: An unmistakable strategy on when and how recruitment and
choice will be led is essential for the administration, staff and the candidates in light of the
potential risks of subjectivity.
 Remuneration: This capacity is linked to the assurance of satisfactory and even-handed
compensation of the workers in the association of their commitment to the authoritative
objectives. The work force can be remunerated both as far as money related and additionally
non-fiscal prizes. Elements which must be borne at the top of the priority list while settling
the compensation of staff are their fundamental needs, necessities of employments, legitimate
arrangements with respect to least wages, limit of the association to pay, wage level managed
by contenders and so forth. For settling the wage levels, the staff office can make utilization
of specific procedures like job evaluation and performance appraisal.
 Equal employment opportunity and diversity: Equal opportunity approaches may
influence all segments of the employment procedure in an association, including
recruitment, determination, preparing, advancement, exchange, pay and others like leave
and lodging and so on. The method of reasoning for equal opportunity spins around the
below aspects:
- Maximizing workers' capability will enhance execution.
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- Conformity with the law and other enactment.
- The requirement of a relative work constrain that speaks to the greater part of the
society.
SWOT Analysis
Strengths:
- Runners Paradise has a brand name
- More of client base for Runners Paradise
- Additional skills and experience of Active Leak
Weaknesses:
- Clash of culture among shareholders and top management
- No HRM strategy for Active Leak
- 10 employees stand less against 35 staff members and they might feel de - motivated
Opportunities:
- Infrastructure usage and technical advancements can help in business integration and business
growth
- Economies of scales
Threats:
- Clashes of interest among two company’s staffs
- There can be high decline in motivation levels and performance due to changes in leadership
 Issues that may arise in the organization and their impact on human resources
- Legal issues
- Differences of opinions
-Differences in culture
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- Integration challenges
The human resources will need to be identified and reason has to be communicated for the
merger to the Employees. There has to be training provided to the most team along with the
changes in the leadership. The human resources will also face changes in the corporate culture
along with the decision regarding who stays and who goes. There will be a new organisational
structure and the key talent would be retained and motivated.
The emerging practices and trends like changes in the location, globalization, liberalization and
various other similar factors have impact on the human resources. There are legislative and
statutory requirements to be considered for the Merger along with the change in the strategic HR
plan. commercial or contains the key rules for assessing the areas like right to be heard,
notifications, deadlines, changes and several other things. Since there is every organisation
therefore merger must have statutory merger or consolidation. In case of emergency has to be
changes brought to the HR strategic plan. The main. is that the number of employees has
changed after the Merger and there are changes that a few of the employees are reluctant to
change are there are chances that there is lack of communication among the management and the
team members therefore it is important that employees are made aware how they have to go
about for the change and they are convinced regarding the aim of the change. The changes to be
made during the strategy have to be informed to the workers. In the strategic plan, there has to be
changes with respect to alignment of the top team and development of the new operating model.
The baselines and targets will also change. The new plan has to be made as per the joint ambition
and strategic priorities with the understanding regarding the status quo and definition of the
desired future.
Part IIII: Report
 Scope and purpose of the change: The Chosen organisation for the study is Uniqlo. It is
one of the key casual wear sellers in Hong Kong. It has many fashion items for males and
females. There are various styles for my designs on clothes offered by the brand. It values
its people. The HR procedures involved performance management for my training and
development, reward management, disciplinary policy and health and safety. All these
processes contribute for communicating the business objectives and its dedication to
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human resources. The goal and scope of change involve changing the rating scale system
for performance management
 Drivers of the change: The key motivators behind these changes that the company
applies rating scale for appraising employee performance and it is widely utilised method
it is very simple and quick to be utilised. The workers are rated on any attribute or level
of performance or attitude.
 What organisational problems did the change seek to address: There is a need for
changing because the rating scale has problem since it is easy to be made, utilise and
understood. There are huge issues in utilising the rating scales because ratings are quite
subjective. Each of the attribute of job is not equally significant and various attributes are
highly significant for one job and not for the other. Ratings can be provided quickly for
each attribute or level but it is important that these attributes are valid or useful for each
evaluation. So this method has its own limitations and weaknesses.
 Required resources for the change: For changing the performance appraisal method, it
is important that the top management and workers are involved.
 Who were the relevant managers consulted in the change: How to communicate to
the relevant managers: the relevant managers consulted in the change our team
managers and top leaders who give rating to the staff members and are part of
performance appraisal procedure. Along with this the team members also need to be
consulted because they are the ones who get impressed on the basis of their performance.
 Barriers to success: The communication with be made through email, regular sessions
and training delivered for the performance appraisal procedures to be followed.
 Contingencies to overcome barriers: The barriers to success will involve the reluctance
to change by the management and staff members, inability to apply any other techniques
of performance appraisal, since rating is a simple method to be utilised so the top
managers or management might be reluctant to use any difficult method. To overcome
these barriers it is important that the managers and the staff members are made aware of
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the weaknesses of the existing method and its limitations are explained along with the
name of the change and why the new method would be beneficial and useful.
 Outcome of organizational change effected: With the changes in the performance
appraisal methods, there will be better days of performance appraisal and bone
motivation can be expected for the employees along with fair way of appraising.
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References
Bartel, A., Ichniowski, C., Shaw, K. and Correa, R., 2017. International Differences in the
Adoption and Impact of New Information Technologies and New HR Practices. Cambridge,
Mass: National Bureau of Economic Research.
Blankenship, J., 2016. SCAI's future: The 2016 strategic plan. Catheterization and
Cardiovascular Interventions, 87(2), pp.183-187.
Cuyvers, L., Dhyne, E. and Soeng, R., 2010. The Effects of Internationalisation on Domestic
Labour Demand by Skills: Firm-Level Evidence for Belgium. SSRN Electronic Journal.
Gashi, R., 2013. Strategic Human Resources Management: Human Resources or Human
Capital. Academic Journal of Interdisciplinary Studies.
Mayo, A., 2015. Strategic workforce planning – a vital business activity. Strategic HR Review,
14(5), pp.174-181.
Renckly, R., 2011. Human resources. Hauppauge, NY: Barron's Educational Series.
Rouwendal, J., 2012. Indirect Effects in Cost-Benefit Analysis. Journal of Benefit-Cost Analysis,
3(01), pp.1-27.
Strategic Direction, 2008. The human resource craze: human performance improvement and
employee engagement. Strategic Direction, 24(8).
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