ABN 94 134 836 454 - RTO Provider 91707 - CRICOS Code 03208D
Level 4, 56-58 York Street, Sydney NSW 2000 Australia Tel: +61 2 92794949 Email: info@georgebrown.nsw.edu.au Web: www.georgebrown.nsw.edu.au
Assessment
Manage workforce planning
BSBHRM513

Student Name
Student ID Term Year
Class Trainer Name
Result NYC C
I declare that all work completed in this assessment is my own.
Student Signature Date
Contents
Assessment Guidelines 3
Assessment Schedule 4
Task 1: Research workforce requirements and develop workforce planning 5
Task 2: Implement actions in support of workforce planning 16
Task 3: Monitor and Evaluate workforce planning 21
Assessment methods and tasks 26
Assessment mapping summary 27
Record of Assessment Outcome 28
References / recommended resources 29
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Assessment Guidelines
Assessment
You are advised to commence work on your assessment from week 1 and must be submitted by the due date.
1. All assessment tasks must be completed and handed in to your trainer for marking.
You also need to submit a soft copy of your assessments through the email: assignments@georgebrown.nsw.edu.au for records purposes only
2. Please read all instructions before starting each assessment.
3. Where you are required to submit documentation for an assessment, it must be attached to your assessment booklet.
4. Your trainer will not be able to assist you in answering questions. However, your trainer will address any issues concerning questions requiring further explanation.
5. You may refer to your student learner guide/student resources or any other relevant resource when completing your assessment. Do not quote directly from the notes. You should answer questions in your own words, except where it asks you to quote.
6. You have access to computers which are equipped with Microsoft suite of products and printing facility is available at nominal cost
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Assessment Schedule
Week Tasks to complete Learner Sign off Trainer Sign off / Comments
Date
Week 1 Task 1:
Review of report
Week 2 Task 1:
Review of report
Week 3 Task 2:
Review of presentation /
information briefing
Week 4 Task 2:
Review of portfolio:
Staffing action plan
Week 5 Task 3:
Review of portfolio:
Climate survey
Week 6 Task 3:
Review of monitoring /
evaluation report
Comments/feedback to participant
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Task 1: Research workforce requirements and develop workforce planning
Performance objective
This task requires you to demonstrate skills and knowledge necessary to research workforce requirements within an organisational context and to develop workforce planning.
Assessment description
In response to a simulated business, you will research workforce requirements, review organisational strategic plans and develop a report outlining your proposed workforce plan to meet organisational strategic objectives.
Assessment Task 2
Workforce
planning
presentation
Assessment Task 3
Organisational
climate survey
Evaluation
report
Staffing action plan
Assessment Task 1
Workforce
planning report
Communications
strategy
Risk management
and contingency
plan
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Procedure
1. Review the JKL simulated business documents provided by your assessor and the scenario below.
2. Using the information provided in Appendix 1, review:
a. current data on staff turnover and demographics
b. projections for future workforce needs.
3. Using appropriate sources, investigate the external environment:
a. external factors that may affect workforce supply
b. relevant industrial relations information, such as modern awards, conditions, rights and responsibilities of workers and management
c. relevant government policy.
4. Using the results of your review of internal and external data and simulated business documentation, such as
strategic or operational plans, develop a workforce planning report containing:
a. An executive summary: a short summary of the contents of the report.
b. A discussion of organisational need. including current and future situation with respect to workforce capability:
i. a description of the organisation’s requirements for a skilled and diverse workforce
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JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts to industry, with a rental division leasing forklifts and small trucks.
The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra.
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 for purchases of these vehicles.
Taking the sales opportunity will, however, entail some significant changes, including significant changes to company structure and operations. 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.
The changes will necessarily impact workforce planning. The company will need to ensure it has the right people with the right skills at the right time to achieve objectives. JKL will need to closely monitor turnover and recruitment and implement strategies to retain skilled people and ensure critical roles are filled. In accordance with the organisation’s values, JKL intends (to the extent feasible) to recruit from within the company and up skill or re skill existing rentals employees who wish to remain with the company.
As an HR consultant, you have been contracted by JKL to review workforce requirements and develop workforce objectives and strategies. To complete this task, you will need to assess factors that may affect workforce supply, such as internal labour resources and the external labour market.
ii. a discussion of the data you have considered and analysis of the impact on organisational objectives, including:
(1) internal and external labour supply predictions
(2) external conditions, for example, government policy
(3) organisational future demand and predictive techniques used.
c. Recommended actions:
i. Your proposed objectives for the modification of the workforce and retention of the workforce in line with strategic objectives through FY 2016–17. Ensure you develop objectives for sourcing skilled labour and promoting from within by:
(1) developing skills and organisational capability
(2) retaining skilled labour
(3) promoting workforce diversity.
ii. Your proposed strategies for realising each of the objectives above.
iii. Your proposed process for developing detailed targets consistent with objectives in consultation with managers.
5. Develop a communication strategy using the template provided in Appendix 2:
a. Plan communication and consultation activities to be undertaken to communicate, and seek approval and endorsement for, proposed workforce planning measures from stakeholders, including:
i. senior management
ii. line management
iii. workers.
b. Include in your communication strategy a broad plan to communicate implementation of the workforce plan to senior management.
Note: This communication activity will be planned in detail and undertaken in Assessment Task 2.
6. Develop a risk management and contingency plan using the template provided in Appendix 3. Assess risk and develop contingency planning for the three workforce objectives and strategies discussed in your report. At least one risk management and contingency plan must be in response to an extreme situation.
7. Submit all documentation as per specifications below. Please keep copies for your records. Note: For Assessment Tasks 2 and 3, you will need to refer to work submitted for this assessment task.
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Specifications
You must provide:
• a workforce planning report
• a communication strategy
• a risk management and contingency plan.
Your assessor will be looking for evidence of:
• communication and leadership skills to:
o explain the need for change
o gain senior management support for workforce planning initiatives
• literacy skills to read and write reports and succinct workforce plans
• numeracy skills to work with data and predictions about labour supply information
• analytical skills to review data according to the needs of the organisation
• technology skills to:
o communicate with key stakeholders
o support HR functions, including data collection and managing information according to legislation and
organisational policies
• knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation
• labour force analysis and forecasting techniques.
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Appendix 1: Workforce Data
The following staff turnover and demographics data was gathered from the JKL accounting and payroll system and HR management system.
Current HR workforce turnover and demographic data
Turnover FY 2013–14 (29%)
Position Number exits Number staff Reasons for leaving
Senior manager 1 4 1. Retirement
2. Other opportunities
Branch manager 2 6 1. Retirement
2. Other opportunities
Line manager 3 18 1. Lack of opportunity
2. Unhealthy work culture
3. Retirement
Sales force and customer service 25 80 1. Lack of opportunity
10 2. Lack of recognition
3. Unhealthy work culture
Mechanic 32 1. Better opportunities elsewhere
2. Lack of recognition
3. Unhealthy work culture
Demographics FY 2013–14
Position Number Number women Number Aboriginal or Torres Strait Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 12 2 0
Sales force and customer service 80 70 0
Mechanic 32 3 0
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Future needs
FY 2014–15
Position Number Probability of successful filling of position
Senior manager 4 0.9
Branch manager 6 0.9
Line manager 12 0.9
Sales force 84 0.8
Mechanic 34 0.7
FY 2015–16
Position Number Probability of successful filling of position
Senior manager 4 0.8
Branch manager 6 0.8
Line manager 12 0.8
Sales force 90 0.7
Mechanic 36 0.6
102 0.7
FY 2016–17
Position
Senior manager
Branch manager Number Probability of successful filling of position
4 0.8
6 0.8
Line manager
12 0.8
Sales force
Mechanic
38 0.5
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Workforce requirements (historical data and projected data)
Sales force
The sales force is critical for achieving revenue targets. Revenue is closely correlated with average staff levels at each location (R2= 0.9782). Future staff requirements (x) have been calculated by substitution into the regression equation (y=0.3717x +0.2175)
Financial year Numbers of sales/customer service personnel Revenue
($ millions)
FY 2009-10 80 (5 locations) 32
FY 2010-11 85 (5 locations) 34
FY 2011-12 80 (5 locations) 32
FY 2012-13 80 36
FY 2013-14 78 29
FY 2014-15 84 required to support projected revenue across 6 locations 32*
FY 2015-16 90 required 35*
FY 2016-17 102 required 40*
*Projected sales
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8
7
6
5
4
3
Sales ($M)
2
1
0
y = 0.3717x + 0.2175
R2 = 0.9782
0 5 10 15 20
Number of staff at location
Mechanics
As the business expands, more mechanics will be needed to satisfy demand.
Financial year Numbers mechanics required
FY 2009-10 25
FY 2010-11 30
FY 2011-12 30
FY 2012-13 30
FY 2013-14 32
FY 2014-15 38*
FY 2015-16 42*
FY 2016-17 45*
*Projected requirements
The business has red-flagged sourcing skilled mechanics with advanced IT and technical skills as a potential risk area for the business.
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Appendix 2: Communication Strategy
Communication objectives:
(aligned to workforce objectives and organisational strategic goals)
Audience:(characteristics/receptivity to message) Message: Strategy: media, approach, rationale: (why it will communicate message and meet objectives) Resources/budget:(if applicable, estimate) Person:

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Appendix 3: Risk Management and Contingency Plan
Workforce objectives:
Risk likelihood:
Risk consequence:
Workforce objective:
Risk mitigation strategy or contingency plan:
Workforce objective:
Risk mitigation strategy or contingency plan:
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Workforce objective:
Risk mitigation strategy or contingency plan:
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Task 2: Implement actions in support of workforce planning
Performance objective
This task requires you to demonstrate skills and knowledge necessary to implement initiatives to support workforce planning.
Assessment description
Using the workforce planning report you developed in Assessment Task 1, you will develop a staffing action plan to implement long-term strategies. You will then partially implement the communication strategy developed in Assessment Task 1 to support workforce planning objectives and facilitate organisational change.
Assessment Task 3
Organisational
climate survey
Evaluation
report
Assessment Task 2
Staffing action plan
Workforce
planning
presentation
Assessment Task 1
Workforce
planning report
Communications
strategy
Risk management
and contingency
plan
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Procedure
1. Review the JKL simulated business documents provided by your assessor and the scenario below.
You are an HR consultant contracted by JKL to review workforce planning, implement activities to manage workforce planning, and evaluate workforce planning effectiveness.
The broad recommendations proposed in your report to JKL management have been accepted in principle. You now need to plan the implementation of your proposed strategies over the current financial year, 2014–15.
You will implement part of your communication plan by presenting and explaining your implementation plan to senior management to gain their acceptance and support.
It is now the beginning of Quarter 2 FY 2014–15. You will need to plan and schedule activities to implement your management strategies for workforce planning over the next six months.
2. Review the staffing information in Appendix 1 for FY 2014–15.
3. Applying strategies developed in Assessment Task 1 (and documented in a report, communication strategy and
contingency plan)and using the template provided in Appendix 2, prepare a staffing plan for FY2014–15.
a. Ensure your plan includes implementation of strategies for:
i. recruitment and sourcing skilled labour
ii. retention of skilled labour
iii. promoting diversity
iv. succession planning
v. ensuring the workplace exemplifies and is promoted as an Employer of Choice.
Note: Your staffing plan will need to be more detailed and specific than your description of overall strategies in your report in Assessment Task 1. For example, if your overall, long-term retention strategies include promotion from within, you will need to show how this will be implemented in the current period to meet staffing needs, specify who will be responsible, what resources may be required, dates, specific actions to promote long-term strategies and reduce risk. To demonstrate your ability to apply general and longer-term strategies and objectives to current operational problems, your staffing action plan should be broadly consistent with the strategies you developed in Assessment Task 1.
4. Plan to deliver a presentation to senior management to explain and gain support for your workforce planning and your completed staffing action plan. Ensure your presentation:
a. exemplifies strategies to win support and overcome resistance to change from managers
b. outlines approaches to overcoming resistance to change and managing change so that managers may use these in turn among their own staff
c. explains the need for workforce planning with respect to:
i. external labour supply and characteristics
ii. specific present and future needs of the organisation for skilled labour
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d. explains staffing action plan and specific application of broad, longer-term strategies in the current period.
5. Arrange with your assessor to deliver your presentation.
6. Deliver your presentation and:
a. use effective communication skills to build support from senior management
b. be prepared to answer questions and defend your workforce planning, staffing action plan and associated strategies.
7. Submit all documentation as per specifications below. Please keep copies for your records.
Note: For Assessment Task 3, you will need to refer to work submitted for this assessment task.
Specifications
You must:
• submit your staffing action plan
• deliver your workforce planning and strategies presentation
• submit evidence of your presentation, for example, presentation notes, slides, etc.
Your assessor will be looking for evidence of:
• communication and leadership skills to:
o explain the need for change
o gain senior management support for workforce planning initiatives
• literacy skills to read and write reports and succinct workforce plans
• technology skills to communicate with key stakeholders
• knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation.
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Appendix 1 – Staffing information FY 2014-15
Role Sydney Melbourne Brisbane Perth Adelaide Canberra
Senior manager Current: 4 - - - - -
Required: 4
Exiting: 1
Branch manager Current: 1 Current: 1 Current: 1 Current: 1 Current: 1 Current: 1
Required: 1 Required: 1 Required: 1 Required: 1 Required: 1 Required: 1
Exiting: 0 Exiting: 0 Exiting: 1 Exiting: 0 Exiting: 0 Exiting: 1
Line manager Current: 2 Current: 2 Current: 2 Current: 2 Current: 2 Current: 2
(service, sales) Required: 2 Required: 2 Required: 2 Required: 2 Required: 2 Required: 2
Exiting: 1 Exiting: 0 Exiting: 1 Exiting:1 Exiting: 0 Exiting: 0
Sales force Current: 10 Current: 9 Current: 9 Current: 9 Current: 9 Current: 9
Required: 15 Required: 15 Required: 15 Required: 13 Required: 13 Required: 13
Exiting: 3 Exiting: 3 Exiting: 2 Exiting: 3 Exiting: 3 Exiting: 3
Rental customer service (redundant) Current: 5 Current: 4 Current: 4 Current: 4 Current: 4 Current: 4
Required: 0 Required: 0 Required: 0 Required: 0 Required: 0 Required: 0
Exiting: 1 Exiting: 1 Exiting: 1 Exiting: 2 Exiting: 1 Exiting: 2
Mechanic Current: 7 Current: 5 Current: 5 Current: 5 Current: 5 Current: 5
Required: 8 Required: 6 Required: 6 Required: 6 Required: 6 Required: 6
Exiting: 2 Exiting: 2 Exiting: 1 Exiting: 2 Exiting: 1 Exiting: 2
Mechanic’s apprentice 0 1 1 1 0 0
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Appendix 2: Staffing action plan Template
Staffing objectives:
Activity:
(staffing move, promotion, new hire, etc.) Timeline Strategy/rationale Resources Person

Checklist
Position Staffing target for FY 2014–15 Actual (as per staffing action Achieved
plan)
Senior manager ^
Branch manager ^
Line manager (service, sales) ^
Sales force ^
Mechanic ^
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Task 3: Monitor and Evaluate workforce planning Performance objective
This task requires you to demonstrate skills and knowledge required to monitor and evaluate the implementation of workforce planning.
Assessment description
Using the workforce planning you developed in Assessment Task 1, you will monitor and evaluate the effectiveness of your workforce planning against your objectives. To perform this task, you will develop an internal survey, and review and analyse performance data.
Procedure
1. Review the JKL simulated business documents provided by your assessor and the scenario below.
You are an external consultant contracted to develop, implement and review workforce planning at JKL. You now need to evaluate the implementation of your workforce planning. You will need to review the effects of actual trends in the JKL workforce, review the external environment, survey the workforce and develop an evaluation report for senior management.
2. Using the information provided in Appendix 1, review workforce trends at JKL with regard to exiting employees.
3. Review the external environment for:
a. trends in labour supply that may affect demand
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Assessment Task 1
Workforce
planning report
Communications
strategy
Risk management
and contingency
plan
Assessment Task 3
Organisational
climate survey
Evaluation
report
Assessment Task 2
Staffing action plan
Workforce
planning
presentation
b. review relevant government policy
c. industrial relations and industrial relations legislation, including identification of relevant modern awards, conditions, and rights and responsibilities of workers and management.
4. Develop a survey to gauge organisational climate:
a. worker satisfaction and reasons for satisfaction levels
b. worker intentions to retire, exit, pursue internal and external opportunities and reasons
Note: Design your survey to gather necessary data while protecting privacy and fair treatment of individual employees under relevant company policy and legislation. Include a short statement on the intention of the survey, how the data will be used and how it will be stored.
5. Submit your survey to your assessor. Your assessor will supply organisational climate data.
6. Using information gathered from steps 2 through 5 and your workforce plan strategies and objectives developed in
Assessment Task 1 and implemented in Assessment Task 2, review and revise your objectives and strategies.
7. Prepare a report for senior management to:
a. evaluate the internal and external workforce trends and their effect on organisational objectives
b. build support for your recommendations.
Include in your report:
a. An executive summary.
b. A discussion of internal and external data, including:
i. internal labour trends
ii. external supply
iii. government policy
iv. industrial relations and modern awards
v. climate survey results.
c. Evaluation of the effectiveness of workforce planning and change processes against objectives and targets. Use information from Appendix 1 and refer to the objectives and targets you developed and implemented in Assessment Tasks 1 and 2.
d. Recommendations for changes to objectives and strategies to achieve organisational objectives or, if achieved, contribute to continuous improvement. Ensure your recommendations are supported by your discussion of internal and external data.
2. Submit documentation as per specifications below. Please keep copies for your records.
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Specifications
You must provide:
• an organisational climate survey
• an evaluation report.
Your assessor will be looking for evidence of:
• communication and leadership skills to:
o explain the need for change
o gain senior management support for workforce planning initiatives
• literacy skills to read and write reports and succinct workforce plans
• numeracy skills to work with data and predictions about labour supply information
• analytical skills to review data according to the needs of the organisation
• technology skills to:
o communicate with key stakeholders
o support HR functions, including data collection and managing information according to legislation and
organisational policies
• knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation.
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Appendix: Scenario – Workforce Data
Current HR workforce trends
Turnover FY 2013–14 (29%)
Position Number exits Number staff Reasons for leaving
Senior manager 1 4 1. Retirement
2. Other opportunities
Branch manager 2 6 1. Retirement
2. Other opportunities
Line manager 3 18 1. Lack of opportunity
2. Unhealthy work culture
3. Retirement
Sales force and customer service 25 80 1. Lack of opportunity
2. Lack of recognition
3. Unhealthy work culture
Mechanic 10 32 1. Better opportunities elsewhere
2. Lack of recognition
3. Unhealthy work culture
Demographics FY 2013–14
Position Number Number women Number Aboriginal or Torres Strait Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 18 2 0
Sales force 80 70 0
Mechanic 32 3 0
Turnover FY 2014–15 (20%)
Position Number exits Number staff Reasons for leaving
Senior manager 1 4 1. Retirement
2. Other opportunities
Branch manager 2 6 1. Retirement
2. Other opportunities
Line manager 3 12 1. Other opportunities
2. Retirement
Sale force 15 84 1. Better opportunities
2. Pay
3. Lack of opportunity
Mechanic 8 38 1. Better opportunities elsewhere
2. Personal reasons
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Demographics FY 2014–15
Position Number Number women Number Aboriginal or Torres Strait Islander
Senior manager 4 1 0
Branch manager 6 1 0
Line manager 12 2 0
Sales force 84 73 1
Mechanic 38 5 0
Mechanic’s apprentice 8 3 1
Workforce planning scorecard FY 2014–15
Objective Targets Result
Provide required training to meet workforce needs Deliver training to up skill rental employees See Assessment Task 2 staffing action plan
Recruit Conduct workforce planning thru FY 2016–17 See Assessment Task 1 report
Complete implementation of staff See Assessment Task 2
planning for
FY 2014–15
Conduct skills audits and needs Completed
analysis for all roles to be filled by recruitment strategy
Ensure all critical roles are filled to meet revenue targets See Assessment Task 2 staffing action plan
Become an Employer of Choice Provide personal development plans for all employees 60% completed
Retain managerial talent through rewards, promotion and training See Assessment Task 2 staffing action plan
Manage performance and adherence to Complete twice-yearly 75% managers compliant
organisational values performance reviews
Communicate organisational values and code of conduct 80% employees and managers state they are aware of values and code
Build culture of excellence: eliminate discrimination and promote diversity in workforce Hiring practices reviewed
Manager training completed
Promote levels of diversity in workplace proportional to percentage of population Aboriginal representation in sales force and mechanics apprenticeships increased from 0 to 1 in each category;
3 of 8 mechanics apprenticeships are women
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Assessment methods and tasks
Methods of assessment Through consultation with industry, the following assessment methods have been deemed appropriate for this unit.
Role-play • Assessment Task 2: Student presents workforce planning to senior management (in role of HR consultant).
Written report • Assessment Task 1: Student prepares research report.
• Assessment Task 3: Student prepares evaluation report.
Presentation and • Assessment Task 2: Student presents workforce planning to
observation senior management.
Portfolio of work/ simulation • Assessment Task 1: Student submits communication strategy, contingency plan.
• Assessment Task 2: Student submits staffing action plan.
• Assessment Task 3: Student submits employee satisfaction survey (climate survey).
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Assessment mapping summary
Assessment Task Description Assessment Assessment Elements/ Performance Knowledge
number method/s PCs* evidence** evidence***
Research workforce requirements and develop workforce planning In response to a simulated business, the student will research workforce requirements, review organisational strategic plans and develop a report outlining a proposed workforce plan to meet organisational strategic objectives. 1 Review of report 1.1–1.3, 1–4 1–3
2.1–2.8,
4.2, 4.6
Implement actions in support of workforce planning Using the workforce plan developed in Assessment Task 1, the student will develop a staffing action plan to implement strategies. The student will then partially implement the communication strategy developed as part of the workforce 2 Review of 2.6, 2.7, 2, 4 1
presentation/inform ation briefing 3.1–3.5
Review of portfolio:
planning to support workforce planning objectives and
facilitate organisational change. Staffing action plan
Monitor and evaluate workforce planning Using the workforce planning developed in Assessment Tasks 1 and 2, the student will monitor and evaluate the effectiveness of the workforce planning against objectives. 3 Review of portfolio: Climate survey 1.1, 2.7, 1–3
4.1–4.7
Review of
To perform this task, the student will develop an internal survey, and review and analyse performance data. monitoring/ evaluation report
* Elements and Performance Criteria are numbered using the Unit of Competency numbering system.
** Obtain number from previous table ‘Performance Evidence’
*** Obtain number from previous table ‘Knowledge Evidence’
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Record of Assessment Outcome
Student Name
Student ID
Date
Student Signature
Assessment Assessment Satisfactory Date
Number Type
Yes No
TASK 1
TASK 2
TASK 3
Comments:
I have been provided with feedback on the evidence I have provided. I have been informed of the assessment result and the reasons for the decision.
Student Signature:
The student has been provided with feedback and informed of the assessment result and the reasons for the decision
Assessor Name/Signature: Date:
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References / recommended resources
Manage workforce planning – BSBHRM513, 2015, 1st Edition, Version 1, Innovation and Business Industry Skills Council Ltd Australia, East Melbourne, VIC, Australia
Printed resources
• Anthony, W., Kacmar K., and Perrewe, P., 2010, Human Resources Management: A Strategic Approach, 6th edn, South Western Educational Publishing, Cincinnati.
• Bechet, T. P., 2008, Strategic staffing: a comprehensive system for effective workforce planning, 2nd edn, AMACOM, USA.
• Cole, K., 2001, Supervision: the theory and practice of first-line management, Pearson Education Australia, NSW.
• Compton, R., Morrissey, W. and Nankervis, A., 2014, Effective Recruitment and Selection Practices, 6th edn, CCH Australia, Sydney.
• Johnson, S., 2001, Meeting the challenge of change, Eastern House, Croydon.
• Kramar, R., Bartram, T., De Cieri H., Noe, R., Hollenbeck, J., Gerhart, B., and Wright, P., 2013, Human resource management in Australia, 5th edn, McGraw-Hill Australia.
• Standards Australia, 2009, AS/NZS ISO 31000:2009 Risk management – principles and guidelines, Standards Australia.
• Standards Australia, 2009, HB 299-2008 Workforce planning.
• Ulrich, D., Younger, J., Brockbank, W., and Ulrich, M., 2012, HR from the outside in: six competencies for the future of human resources, McGraw-Hill, USA.
Online resources
Websites:
• Human Capital HR Awards Australia, viewed October 2014, http://www.hrawards.com.au .
• People Pulse, viewed October 2014, http://www.peoplepulse.com.au .
Documents within websites:
• Australian Bureau of Statistics, ‘Statistics by topic’, Australian Bureau of Statistics, viewed October 2014, http://www.abs.gov.au/AUSSTATS/abs@.nsf/viewcontent?readform&view=ProductsbyTopic&Action=expandwith header&Num=1 .
• Australian Government, 2011, ‘Workplace diversity strategy 2011–13’, Department of Immigration and Citizenship, viewed October 2014, http://www.immi.gov.au/ about/plans/workplace-diversity/workplace_diversity_strategy_2011-2013.pdf .
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