BSB51107 assessment task 1 and 2

Assessment
Resource Summary

Course

BSB51107 Diploma of Management

Unit
of Competency

BSBHRM501A Manage Human Resources Services

Duration
of Training and Learning

100 hours

Term
and Year

Term 4A, 2015

Trainer

Oimi
Tam

Assessment
Methods

Due
in Week

Assessment 1 Assignment and role-play –
25%

3

Assessment 2
Case Study and Presentation – 25%

3

Assessment 3 – Report
– 25%

5

Assessment 4 – Assignment – 25%

5

Last
Modification Date

July 2015

Proposed
Review Date

July 2016

Assessment
Task 1-Develop HR delivery strategies
The assessment task is due on the date specified by your assessor.
Any variations to this arrangement must be approved in writing by your
assessor.
Submit
this document with any required evidence attached. See specifications below for
details.
Performance
objective
In
this assessment task, you will demonstrate the skills and knowledge required to
determine strategies for the delivery of human resources services.
Assessment
description
In
response to a provided simulated business scenario, you will identify human
resources needs through a review of business documentation and the external
business environment and through role-played consultation with line and senior
managers. You will then develop options for delivery of human resources (HR)
services (later to be formalised in a service level agreement) and present
these in a short report. You will then develop an action plan for the delivery of
HR services that includes roles and responsibilities for implementing proposed
service level agreements.
Procedure

1.
Review the scenario information
provided in the appendices of this assessment task.

2.
Review the simulated business
information for JKL (provided by your assessor) and identify human resources
requirements.

3.
Review external business
environment (political, economic, social, and technological circumstances,
etc.) and identify possible impact on human resources requirements.
Note: You may gather such information from simulated role-plays or
through reviewing the scenario and business information provided; you may also
undertake additional research to supplement your report.

4.
Arrange with your assessor to
consult with two managers to determine HR requirements:

a.
Service Manager

b.
Sales Manager
Note: Roles to be performed by and/or observed by assessor.
Note:The HRrequirements you
identify through consultation will later need to be formalised in service level
agreement (SLA) to be completed and agreed in Assessment Task 2.

5.
Prepare a 1–2 page report on
human resources needs that includes:

a.
a discussion of human resources
needs gathered from:
–
analysis of business
documentation
–
consultation with internal
stakeholders
–
a review of the external
business environment.

b.
a discussion of at least two
options to meet human resources needs and discuss the risks associated with
each (relate risks to your review of external business environment), such as:
–
labour market skills shortages
–
slow economic growth
–
business confidence
–
uncertainty in environmental
regulatory environment

c.
recommendations to meet HR
needs including recommendations for service level agreement/s

d.
a discussion of HR strategies
to deliver HR services in accordance with business needs, diversity, and
anti-discrimination policy.

6.
Prepare an action plan to
communicate and implement recommendations over the next four weeks. (You may
use the template provided in Appendix 3). Include:

a.
timelines

b.
roles and responsibilities (include
roles for HR team, line managers, senior managers, external parties, etc. as
required for implementation)

c.
resources required; including
financial resources and technology for communication to stakeholders (both
internal and external)

d.
strategies and tactics to
ensure successful implementation, including monitoring activities and
technology required to collect and manage data in accordance with policies and
procedures

e.
activities – you need to
include the activities required to communicate and promote changes, to communicate
SLAs (for implementation in Assessment Task 2), and to implement your
recommendations to meet HR requirements.
Note: in Assessment Task 2, you will implement communication of the SLA
to managers and seek final agreement.

7.
Arrange with assessor to meet
and role-play meeting with Operations Manager to approve action planning and
make revisions as required.
Note: roles to be performed and/or observed by assessor.
You must provide
1.
Participate in three role-plays with the:
·
Service Manager
·
Sales Manager
·
Operations Manager
2.
Submit a 1–2 page report on HR requirements and recommendations
3.
Submit action plan (revised as required by Operations Manager in role-play).
Your assessor will be
looking for:
?
analytical and problem?solving
skills to review business and operational plans and to develop and evaluate
human resources strategies to support the organisational plans
?
communication and negotiation
skills to consult with key stakeholders across the organisation and ensure
their support for human resources strategies
?
learning skills to see that
performance is managed and skills are developed in a range of contexts
?
technology skills to:
?
communicate with key
stakeholders
?
support HR functions, including
data collection and managing information according to legislation and
organisational policies
?
knowledge of human resources
strategies and planning processes as they relate to business and operational
plans
?
knowledge of performance and
contract management
?
knowledge of relevant
legislation that applies to human resources.

Appendix 1 – Scenario: JKL Industries
JKL Overview
JKL Industries is an Australian owned
company, selling forklifts, small trucks and spare parts to industry. They also
have a division which leases forklifts and small trucks.
The company’s head office is in Sydney and
JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra.
Change
After 12 years in business, focusing on
forklifts and small trucks, JKL has been offered the sales rights to a range of
medium and large trucks from an overseas supplier. This opportunity will provide
JKL with an advantage in range over its competitors.
Sales results over the past five years have
indicated strong growth in forklift and truck sales which have averaged 10%
sales growth per annum. The rental market has been in decline for the past
three years due to the reduced costs of these vehicles and some taxation
benefits to industries who purchase these vehicles.
Taking the sales opportunity will, however
entail some significant changes, including significant changes to the current
organisational structure. The company will reposition itself to focus solely on
retail sales and service and exit the rentals market in which forces such as
competition and consumer choice reduce potential profitability.
In accordance with the organisation’s
values, JKL intends to (to the extent feasible) recruit from within the company
and upskill or reskill existing employees in rentals who wish to remain with
the company.
HR role
HR will have a key role to play in the
implementation of strategic and operational changes. The significant changes to
the organisation also provide an opportunity for HR to potentially restructure
and certainly rethink how it delivers services to internal clients. HR will
need to consider company strategic directions, the external business
environment, and the needs of employees and managers to implement the strategy
effectively.
Task
JKL have requested that you, as the newly appointed Human Resources
Manager, provide them with options for the strategic delivery of human
resources services to support the organisation’s plans.

Appendix 2 – JKL Industry’s industrial
relations history
JKL Industries has not had a clear
industrial relations policy or strategies in the past. There has been a
tendency to manage issues on an ad hoc basis rather than drive the business
through long-term industrial relations objectives.
Responsibility for industrial relations
issues has been spread between various levels of management including the
Operations Manager, Sales Manager, Service Manager and Human Resources Officers
for each branch. This has led to issues of inconsistency and allegations of
unfair work practices, with team members confused as to their entitlements and
unsure of how to resolve grievances and conflict appropriately.
On several occasions the union has become
involved in disputes when team members have been unable to resolve issues with
their line managers.
Morale in the workplace fluctuates and is
often dependent on the division manager’s management style and skill level.
There have been instances of workplace conflict which have not been
satisfactorily resolved and have led to complaints of discrimination and unfair
dismissal.
Employees have heard rumours of the
forthcoming changes in the structure of the organisation and the move into
medium and large truck sales. There are concerns about possible redundancies
but no information from management has been forthcoming.
There has been a history of dissatisfaction
within the organisation relating to pay and conditions with some employees
complaining they are not receiving the entitlements they should be.
Management skills and knowledge
The current management team has little
understanding of industrial relations matters and has been appointed to their
current positions based on their abilities in sales or their technical skills.
They have limited understanding of
Australian workplace agreements and a tendency to refer any problems to the HR
officers. This has led to conflict and dissatisfaction within the work teams
and is felt to be a contributing factor to the high turnover of staff in some
departments. Management tends to be ‘operations’ focused and have little
understanding of people management, performance management or leadership
skills; moreover, managers tend to resent any intrusion of HR into strategic
planning, recruitment and workforce planning, seeing these as business issues.
HR is seen to merely provide administrative assistance, but not to contribute
to the achievement of business goals in more direct or meaningful ways.
The HR officers have experience in
understanding and interpreting Australian Workplace Agreements from an
administrative perspective. They have limited knowledge of strategic management
and have little control over or influence in implementing industrial relations
policy. As they report directly to the Division Manager, they are functioning
more as administration assistants than as a strategic HR resource.
While JKL Industries has policies and
procedures relating to workplace behaviours and values, employees are not
provided with written copies of procedures nor are they trained in values,
behaviours, codes of practice or workplace cultural issues. Many employees are
confused about their rights and entitlements at work and are not clear on who
they should speak to if they have a problem.
Conflict situations
Some examples of industrial relations
issues are detailed below.
Case 1
An apprentice mechanic complained to the
union that he was left unsupervised for up to five hours several days per week.
The union investigated the matter and found
it to be substantiated. Management claimed it was a temporary rostering issue
caused by the resignation of senior mechanics and would be rectified. The
apprentice was satisfied with the response and the rosters were adjusted.
Case 2
Five sales consultants claimed their annual
bonus was calculated incorrectly. Management asked the payroll department to
review the payments and was advised it was correct. The sales consultants felt
they had been misled by confusing contracts detailing the bonus arrangements
and had, in fact earned their bonuses. Management did not respond. Three sales
consultants resigned as a result.
Case 3
The mechanics and apprentices in the NSW
branch complained to management about excessive hours of work. They were told
that the business did not have the resources to hire extra staff and they would
have to work the overtime. The mechanics continued to do the overtime for two
months and then complained again. One mechanic refused to work more overtime
and was dismissed summarily by the Service Manager, Norm Johnston. He lodged an
unfair dismissal claim and was reinstated and back paid. No action was taken by
the company with regards to the Service Manager’s performance or behaviours.
Case 4
An administration assistant in the finance
division complained to the HR Officer that she felt uncomfortable working
around one of the male accountants as he had asked her out on several
occasions. When she said no, she felt like he singled her out for the worst
jobs in the office, was rude to her in front of other staff and made comments
in public about her weight. The HR officer told her she was being overly
sensitive and should be flattered to have been asked out. She was told to be
more of a team player. The administrative assistant then complained to the
Finance and Administration Manager and was told there was nothing he could do.
She resigned from the company.
Case 5
Management decided to restructure the sales
department which involved redundancies. They did not involve the union or offer
any type of counselling or personal meetings. Employees were informed by letter
and were paid the minimum payouts they were entitled to. There was no
discussion with remaining staff and morale became extremely low. Within two
months, management had replaced the team members made redundant with new
workers.

Assessment
Resource Summary

Course

BSB51107 Diploma of Management

Unit
of Competency

BSBHRM501A Manage Human Resources Services

Duration
of Training and Learning

100 hours

Term
and Year

Term 4A, 2015

Trainer

Oimi
Tam

Assessment
Methods

Due
in Week

Assessment 1 Assignment and role-play –
25%

3

Assessment 2
Case Study and Presentation – 25%

3

Assessment 3 – Report
– 25%

5

Assessment 4 – Assignment – 25%

5

Last
Modification Date

July 2015

Proposed
Review Date

July 2016

Assessment
Task 2 -Deliver HR services
In this assessment task, you will demonstrate the knowledge or
skills required to manage the communication, promotion and delivery of human resources
services.
Assessment
description

In
response to a simulated business scenario and following on from work undertaken
in Assessment Task 1, you will communicate information on human resources (HR)
strategies, service level agreement/s (SLAs), performance standards in order to
build understanding. You will also identify and manage underperformance through
development of a coaching/performance management action plan.
Procedure
Part A

1.
Review the scenario information
provided in the appendices of this assessment task and the simulated business
information for JKL (in Assessment Task 1).

2.
Review work completed and
information gathered for Assessment Task 1, and in particular, the selected
options for HR service delivery and action planning.

3.
Develop a service level agreement
(SLA) draft in response to HR requirements identified in Assessment Task 1. An
SLA template is provided in Appendix 1. Attempt to align the service level agreements
to the overall strategic and operational needs of the organisation.
For example, develop performance metrics related to financial or
investor value, customer value, development of people or employee value, and
the value added through improvement of HR management practices and processes.
Remember to include the organisation’s values, code of conduct, and legal
obligations.

4.
Prepare to deliver a presentation to managers on the human
resource strategies developed in Assessment Task 1, ensure that your
presentation will cover the following.

a.
Work to gain support for
strategies and the draft SLA.

b.
Discuss relationship of SLA to
business performance at various levels of the organisation (for example, helps
sales people meet customer needs, helps managers, helps senior managers, helps
the organisation achieve its vision).

c.
Discuss the need for training
to enable effective implementation of SLA.

d.
Discuss risk level and
management (risk mitigation) for proposed strategies.

e.
Discuss methods for monitoring
performance against the SLA, for example strategies to:
–
focus on building quality into
the process and continuous improvement
–
focus on preventing problems
through early identification
–
monitor constantly
–
set clear accountabilities.

f.
Discuss strategies for
monitoring performance against SLA with respect to the organisation’s values,
code of conduct, and legal obligations.

5.
Deliver the presentation.
Part B

1.
Identify of underperformance using the information
provided in Appendix 2.

2.
Develop an action plan to address underperformance of team or service
providers. Address two of the three scenarios presented in Appendix 2. Action
plans should include:

a.
performance management
activities

b.
timelines

c.
strategies to ensure
success/integration with organisational values/policy/business ethics/legal
requirements

d.
resources

e.
responsibilities.
Note: You may use the template provided in Appendix 3.
You must provide
1.
Deliver a presentation on HR service delivery and strategies developed in
Assessment Task 1. Submit presentation notes
or slides
2.
Submit draft service level agreements
3.
Submit an action planfor delivery of SLA and rectify HR delivery
underperformance in two of the three scenarios.

Your assessor will be
looking for:
?
analytical and problem?solving
skills to review business and operational plans and to develop and evaluate
human resources strategies to support them
?
communication and negotiation
skills to consult with key stakeholders across the organisation and ensure
their support for human resources strategies
?
communication skills to manage
service delivery
?
learning skills to see that
performance is managed and skills are developed in a range of contexts
?
technology skills to:
?
communicate with key
stakeholders
?
support HR functions, including
data collection and managing information according to legislation and
organisational policies
?
knowledge of human resources
strategies and planning processes as they relate to business and operational
plans
?
knowledge of performance and
contract management
?
knowledge of relevant
legislation that applies to human resources.

Appendix 1 – Service level agreement template
General information
Purpose

Vision

Service performance
Mission

Scope

Hours of operations

Performance expectations
Service expectations

Service Process/Area

Expectation

Performance metric

Performance monitoring schedule

Working assumptions

Service constraints

Service level agreement maintenance

Terms of agreement

Periodic quality reviews

Issue resolution

Signatures to agreement

Provider

Client/s

Appendix 2 – Performance issues

Case study – Service provider

You have
completed a quality assurance audit for a service agreement with a
recruitment provider.
The audit revealed that the service
provider (PeoplePower) is not providing service at an adequate level:
? Recruitment process is taking too long.
? On several occasions, the service provider has failed to complete
the three required reference checks, delaying the appointments as the
reference checks are a requirement for appointment under the organisation’s
recruitment policy. The service provider states that other organisations only
require two and the extra check provides a burden on their ability to act
within the timeframes of the service agreement.
? There is confusion over coordinating roles of the service provider
and the organisation.
? The provider is providing incorrect information on benefits and
rewards and remuneration policy to employees.
?
Training of personnel (as
stipulated in SLA) is inadequate to business needs.
The poor performance of the service
provider has been impacting on the morale of employees and negatively
impacting the business.

Case study – Line manager

You have
monitored the performance of line managers with respect to implementing
business strategies. Your monitoring activities revealed that sales managers
are not following recruitment procedures in the following manner:
? They are not submitting request forms in the required time frames.
?
They are failing to complete
person specification forms as per the required procedures.
As a result, the external service
provider has referred unsuitable candidates to the organisation and has not
met the timeframes specified in the agreement.
The service provider has noted that line
managers have been delaying final decisions for up to three weeks; in breach
of the service agreement. Line managers are complaining they don’t have time
to do the final selection checklists provided by HR and that is what is
delaying them. They say the forms are time consuming and they don’t really understand
what to do with them.
The delays have been impacting on the
operational capabilities of the business, which is unacceptable.

Case study – HR Officer

You have
completed a quality assurance audit for a service level agreement with the
business.
The audit revealed that the HR officer in
the Sydney service department is not providing service at an adequate level
in the following ways:
? Providing incorrect information on benefits and rewards and
remuneration policy to employees.
? Providing inadequate advice on training.
? Not following the organisation’s performance management policy.
?
Failing to live up to the
spirit of partnering with managers to further business goals; not listening
to needs of managers and customer-facing staff in order to meet customer
needs; not effectively translating higher level business goals to operational
measures such as developing workforce capability; not promoting general
understanding of business goals and employee buy in.
The lack of acceptable performance has
been impacting on the operational capabilities of the Sydney service
department, which is unacceptable.

Appendix 3 – Action plan template

Activity

Timeline

Strategy/application of policy
(if relevant)

Resources

Person

Policy