RECENT ASSIGNMENT

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

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 uploaded online in RTO Manager (gbc.rtomanager.com.au) for being marked by your assessor.
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 Do not quote directly from the notes.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

Assessment Schedule
Week Tasks to complete
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

Task 1: Research workforce requirements and develop workforce planning
Performance objective
In this task you will need to:
• Demonstrate skills and knowledge necessary to research workforce requirements within an organisational context and
• Develop workforce planning.
Assessment description
In this task you will:
• Research workforce requirements,
• Review organisational strategic plans and
• Develop a report outlining your proposed workforce plan to meet organisational strategic objectives.

Procedure
1. Study the JKL business documents on page 28.
2. Study the JKL information below
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.
3. Study the JKL business documents in Appendix 1, on page 9.
• Study the current data on staff turnover and demographics
• Study the projections for future workforce needs.
4. Using appropriate online 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.
5. 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
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 2017–18. 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.
6. 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.
7. 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.
8. 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.
Specifications
You must provide:
? a workforce planning report – refer to Appendix 1 and procedures 1-4
? a communication strategy – Appendix 2, refer to procedure 5
? a risk management and contingency plan – Appendix 3, refer to procedure 6.
Your assessor will be looking for evidence of:
? communication and leadership skills to:
? explain the need for change
? 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:
? communicate with key stakeholders
? 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.
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 2016–17 (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 2016–17
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
Future needs
FY 2017–18
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 2018–19
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
FY 2019–20
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 102 0.7
Mechanic 38 0.5
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 2012–13 80 (5 locations) 32
FY 2013–14 85 (5 locations) 34
FY 2014–15 80 (5 locations) 32
FY 2015–16 80 36
FY 2016–17 78 29
FY 2017–18 84 required to support projected revenue across 6 locations 32*
FY 2018–19 90 required 35*
FY 2019–20 102 required 40*
*Projected sales
Mechanics
As the business expands, more mechanics will be needed to satisfy demand.
Financial year Numbers mechanics required
FY 2012–13 25
FY 2013–14 30
FY 2014–15 30
FY 2015–16 30
FY 2016–17 32
FY 2017–18 38*
FY 2018–19 42*
FY 2019–20 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.

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:

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:
Workforce objective:
Risk mitigation strategy or contingency plan:

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.

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, 2017–18.
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 2017–18. . 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 2017–18.
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 FY 2017–18.
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
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 – Appendix 2, refer to procedure 3
? deliver your workforce planning and strategies presentation – refer to procedure 4, 5, 6
? submit evidence of your presentation, for example, presentation notes, slides, etc. – refer to procedure 4
Your assessor will be looking for evidence of:
? communication and leadership skills to:
? explain the need for change
? 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.

Appendix 1 – Staffing information FY 2017–18
Role Sydney Melbourne Brisbane Perth Adelaide Canberra
Senior manager Current: 4
Required: 4
Exiting: 1 - - - - -
Branch manager Current: 1
Required: 1
Exiting: 0 Current: 1
Required: 1
Exiting: 0 Current: 1
Required: 1
Exiting: 1 Current: 1
Required: 1
Exiting: 0 Current: 1
Required: 1
Exiting: 0 Current: 1
Required: 1
Exiting: 1
Line manager
(service, sales) Current: 2
Required: 2
Exiting: 1 Current: 2
Required: 2
Exiting: 0 Current: 2
Required: 2
Exiting: 1 Current: 2
Required: 2
Exiting:1 Current: 2
Required: 2
Exiting: 0 Current: 2
Required: 2
Exiting: 0
Sales force Current: 10
Required: 15
Exiting: 3 Current: 9
Required: 15
Exiting: 3 Current: 9
Required: 15
Exiting: 2 Current: 9
Required: 13
Exiting: 3 Current: 9
Required: 13
Exiting: 3 Current: 9
Required: 13
Exiting: 3
Rental customer service (redundant) Current: 5
Required: 0
Exiting: 1 Current: 4
Required: 0
Exiting: 1 Current: 4
Required: 0
Exiting: 1 Current: 4
Required: 0
Exiting: 2 Current: 4
Required: 0
Exiting: 1 Current: 4
Required: 0
Exiting: 2
Mechanic Current: 7
Required: 8
Exiting: 2 Current: 5
Required: 6
Exiting: 2 Current: 5
Required: 6
Exiting: 1 Current: 5
Required: 6
Exiting: 2 Current: 5
Required: 6
Exiting: 1 Current: 5
Required: 6
Exiting: 2
Mechanic’s apprentice 0 1 1 1 0 0
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 2017–18 Actual (as per staffing action plan) Achieved
Senior manager ?
Branch manager ?
Line manager (service, sales) ?
Sales force ?
Mechanic ?

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
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.
8. Submit documentation as per specifications below. Please keep copies for your records.
Specifications
You must provide:
? an organisational climate survey – refer to Appendix 1 and procedures 1-5
? an evaluation report – refer to procedure 6, 7.
Your assessor will be looking for evidence of:
? communication and leadership skills to:
? explain the need for change
? 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:
? communicate with key stakeholders
? 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.
Appendix 1: Scenario – Workforce Data
Current HR workforce trends
Turnover FY 2016–17 (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 2016–17
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 2017–18 (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
Demographics FY 2017–18
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 2017–18
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 planning for
FY 2014–15 See Assessment Task 2
Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy Completed
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 organisational values Complete twice-yearly performance reviews 75% managers compliant
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

Simulated Business: JKL Industries
Business and strategic planning FY 2014–15 2
Mission 2
Vision 2
Company values 2
Strategic planning 2
Operational plan 5
Human resources 5
Office requirements 6
Operating capital requirements 7
Insurance requirements 7
Operational workflow 7
Operating hours 8
Risk management strategy and plan 9
Introduction 9
Guiding principles 9
Responsibility and authority 9
Risk management framework 9
Definitions 10
JKL risk management action plan 11
JKL policies and procedures 12
Code of conduct 12
Legislative requirements 12
Health, safety and rehabilitation policy 13
Workplace harassment, victimisation and bullying policy 13
Anti-discrimination and equal opportunity policy 14
Privacy policy 15
Recordkeeping policy 16
Recordkeeping procedures 17
Vocational education and training, apprenticeships and traineeships policy 17
Performance management policy 18
Business and strategic planning FY 2014–15
Mission
JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce.
Vision
JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia.
Company values
? Performance excellence
? Value for investors, customers and employees
? Personal and professional development
? Diversity
? Sustainability.
Strategic planning
Goals Strategic objectives Operational objectives
Provide value to investors and owners Increase overall profitability by 10% over next three years Reduce costs through negotiations with suppliers
Reduce costs through HR management efficiencies
Increase revenue by through providing increased customer value
Exit underperforming markets; JKL will withdraw from the rental market and close the rental division within the next 18 months
HR partners with business to help business achieve financial goals HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development
Provide value to customers JKL will continue to sell and service forklifts and expand their market share by 7% within the next 12–18 months Provide quality customer service
JKL will expand existing branches to include the sale of medium and large trucks within 18 months
HR partners with business to help business meet customer needs HR partners with front line managers to help them meet the needs of customers through motivated, competent and well- equipped staff
Develop workforce potential Provide required training to meet workforce needs Deliver training to upskill rental employees
Recruit Conduct workforce planning through FY 16–17
Complete implementation of staff planning for FY 2014–15
Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy
Ensure all critical roles are filled to meet revenue targets
Become an Employer of Choice Provide personal development plans for all employees
Retain managerial talent through rewards, promotion and training
Provide best in industry programs incentives and HR services
Manage performance and adherence to organisational values Complete twice-yearly performance reviews
Communicate organisational values and code of conduct
Build culture of excellence: eliminate discrimination and promote diversity in workforce
Promote levels of diversity in workplace proportional to percentage of population
Continuously improve operations and management efficiency Monitor performance in all areas of strategy and operational efficiency Monitor management inputs, such as completion of reporting and coaching requirements
Monitor stock turns of forklifts, trucks, etc.
Monitor HR service delivery efficiency
Operational plan
JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources and workforce planning, performance management, physical and financial resources and workflow.
Human resources
The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: sales, fleet rentals, and service.
JKL employees over 190 personnel in the following categories (see organisation chart).

The Managing Director reports to a Board of Directors and is based in the Sydney head office, along with the Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to the Operations Manager and heads up the HR centres of excellence that include recruitment, learning and development, and employee relations and services. At each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The HR officers (Business Partners) report to both the HR Manager at head office and their respective managers in the branches.
A summary of human resources at each location in FY 2013–14 appears below:
Sydney head office
Personnel:
? 30 full-time and casual sales and customer service people (10 sales consultants; 5 rental consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants
? accounts manager and 2 accountants
? senior management team (3) + 1 branch manager (operations manager, HR manager, finance and administration manager)
? CEO and managing directors.
Branches
Each branch employs the following personnel:
? 30 full-time and casual sales and customer service people (9 sales consultants; 4 rental consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants
? branch manager.
Office requirements
Sydney Head office
? size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing)
? large mezzanine office space (occupied by Senior Management Team)
? loading bay with large capacity.
Branches
? average size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing)
? large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company)
? loading bay with large capacity.
Operating capital requirements
JKL requires approximately $13 million in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations.
Operational expenses
Wages, salaries $6,000,000
Consultancy fees $150,000
Communication expenses $120,000
Marketing $2,400,000
Premises expenses $3,000,000
Insurance $356,000
Depreciation and amortisation $540,000
Office supplies $180,000
Training $180,000
Total expenses $12,926,000
Insurance requirements
JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year.
Operational workflow
Sales
1. Negotiate with suppliers.
2. Receive and warehouse products.
3. Provide service and information to customers.
4. Receive payment.
5. Arrange delivery of items (if required).
Rentals
1. Conduct market research to determine needs.
2. Negotiate with suppliers.
3. Receive and warehouse rental products.
4. Provide service and information to rental customers.
5. Receive payment.
6. Arrange delivery of items (if required).
Service
1. Conduct market research to determine needs.
2. Negotiate with suppliers.
3. Receive and warehouse service supplies.
4. Provide service and information to service customers.
5. Receive payment.
JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.
Operating hours
JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational year round except federal and state holidays (as they apply to each branch).
Risk management strategy and plan
Introduction
JKL recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to:
? identify, evaluate, control and manage risks, including environmental risks
? ensure potential threats and opportunities are identified and managed
? inform store management, partners and staff members about their roles, responsibilities and reporting procedures with regards to risk management
? ensure risk management is an integral part of planning at all levels of the organisation.
Guiding principles
JKL is committed to achieving its vision, business objectives and quality objectives. This will be achieved through the proactive management of risk at all levels of the organisation. JKL acknowledges that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes.
Responsibility and authority
Store managers/partners have responsibility for ensuring that risk management is in place.
Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of this document) on a monthly basis.
Staff support and implement policies approved by the partners.
Key risk indicators will be identified, closely monitored and action taken where necessary, by all employees of JKL.
Risk management framework
This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling JKL to respond to a variety of operational, financial, commercial and strategic risks. These elements include:
? Policies and procedures: A series of policies underpin the internal control process.
? Reporting: Decisions to rectify problems are made at regular meetings of the partners and management.
? Business planning and budgeting: The business planning and budgeting process is used to set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the partners. Contingency planning is undertaken as required.
? Risk management review: The partners are required to report monthly.
? External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the partners.
Definitions
Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or consequence of the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function in such a way as to achieve company goals. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function, and low indicates minor reductions in achieving budget or minimal reduction in performance.

JKL risk management action plan
Risk Risk likelihood Risk impact Controls Monitoring Timelines Responsible
JKL fails to meet revenue goals Medium high Tightly plan and manage skills and capability Scorecard results
Financial statements Monthly and quarterly reporting Managers at each level
JKL fails to expand market share Medium High Manage performance and adherence to organisational values
Regular training Revenue figures
Customer Monthly and quarterly reporting Managers at each level
JKL fails to recruit and retain staff in areas of critical need (management, salesforce, mechanics) Medium High Manage performance and adherence to organisational values
Take steps to become an Employer of Choice (steps TBD)
Plan strategic approach to workforce and staffing for three years in alignment with organisational goals
Consult to complete shorter term (yearly staffing plans in business partnership with relevant managers in alignment with workforce strategic planning) HRMS statistics:
? training numbers
? recruitment figures
? turnover
Internal climate survey results Monthly and quarterly reporting Managers at each level
JKL fails to comply with legislative requirements Low High Manage performance and adherence to organisational values
Regular review of legislative environment and relevant policies HRMS statistics:
? demographics
Audit results
Internal climate survey results Monthly and quarterly reporting Managers at each level
Individual staff and contractors
JKL policies and procedures
JKL has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements.
Code of conduct
JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation.
Employees and officers of JKL are expected to:
? respect and support the core values of the organisation:
? performance excellence
? value for investors, customers and employees
? personal and professional development
? diversity
? sustainability
? respect others and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness
? act in accordance with relevant legislation, standards and industry codes of practice
? act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest
? protect the privacy of others in accordance with organisational privacy and recordkeeping policies.
Legislative requirements
It is company policy to comply in all respects with local, state/territory, and federal government legislation. The relevant legislation that needs to be complied with includes:
? Competition and Consumer Act 2010
? Disability Discrimination Act 1992
? Workplace Gender Equality Act 2012 (Cwth)
? Fair Work Act 2009
? Freedom of Information Act 1982
? Privacy Act 1988
? Racial Discrimination Act 1975
? Safety, Rehabilitation and Compensation Act 1988
? Sex Discrimination Act 1984
? state and territory health and safety legislation.
JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to their position.
Managers and employees of JKL are expected to conduct their operations in a manner consistent with all relevant legislation.
Relevant legislation is available for reference through senior management, HR or via access to the internet. State legislation and summary notes are accessed on state government websites.
A guide to accessing federal and state legislation, court decisions, key national and state bodies and research tools is available at:
? Parliament of Australia, ‘Key internet links on Australian law’, viewed March 2014, http://www.aph.gov.au/About_Parliament/Parliamentary_Departments/
Parliamentary_Library/Browse_by_Topic/Auslaw .
Health, safety and rehabilitation policy
The purpose of this policy is to state the organisation’s commitment to reducing and managing health and safety risks, and delivering workers’ compensation and rehabilitation and first aid training.
This policy applies to all officers, employees and contractors of JKL.
Applicable legislation includes:
? Safety, Rehabilitation and Compensation Act 1988 (Cwlth)
? Work Health and Safety Act 2011 (NSW)
? state health and safety Acts that apply to each branch (check your state’s legislation)
? Workers’ Compensation Act 1987 (NSW)
? Workplace Injury Management and Workers’ Compensation Act 1988 (NSW).
The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the work health and safety is further detailed as part of the JKL Work Health and Safety Management Standards.
Workplace harassment, victimisation and bullying policy
The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high-performance environment.
Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL.
Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Disability Discrimination Act 1992
? Workplace Gender Equality Act 2012 (Cwth)
? Racial Discrimination Act 1975
? Sex Discrimination Act 1984
? Anti-Discrimination Act 1977 (NSW).
Anti-discrimination and equal opportunity policy
The purpose of this policy is to underscore the organisation’s commitment to the fair treatment of all personnel and customers.
JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination.
Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL. It is embedded in policies, practices and forward planning.
JKL recognises the importance of diversity in achieving our vision.
JKL understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision.
A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential.
At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of:
age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender identity; sexual orientation; parental or carer status; employment activity; or personal association with any individuals with these characteristics.
Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is illegal. Complaints may also be lodged with a relevant government agency or regulatory body.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Disability Discrimination Act 1992
? Workplace Gender Equality Act 2012 (Cwth)
? Racial Discrimination Act 1975
? Sex Discrimination Act 1984
? Anti-Discrimination Act 1977 (NSW).
JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This legislation is detailed at:
? ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed March 2014, http://www.humanrights.gov.au/our-work/legal/
legislation .
Privacy policy
The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees and customers.
Customer information is treated under the following rules.
Collection Organisations must ensure that individuals are aware their personal information is being collected, why, who it might be passed on to and that they can ask the organisation what personal information it holds about them.
Use Personal information may not be collected unless it is necessary for an organisation’s activities and must only be used for the purpose it was collected.
Data
quality Organisations must take steps to ensure that the personal information they collect is accurate, complete and up-to-date.
Data
security An organisation must take reasonable steps to protect the personal information it holds from misuse and loss and from unauthorised access, modification or disclosure.
Openness An organisation must have a policy document outlining its information handling practices and make this available to anyone who asks.
Access and correction Generally, an organisation must give an individual access to personal information it holds about the individual on request.
Identifiers Generally, an organisation must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency.
Anonymity Organisations must give people the option to interact anonymously whenever it is lawful and practicable to do so
Transborder
data flows An organisation can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection.
Sensitive information Sensitive information (such as about someone’s health, political opinions or sexual preference), may only be collected with the consent of the individual (unless a public interest exception applies).
JKL takes care to respect employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include:
? employee records and personnel files
? referee reports
? workplace surveillance and monitoring.
Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees through:
? providing access to own records where available or practicable for correction
? undertaking not to pass on data to others or external parties except for the strict purposes of undertaking JKL business or without express permission.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Privacy Act 1988
? Privacy Amendment (Private Sector) Act 2000.
Recordkeeping policy
The purpose of this policy is to outline the organisation’s approach to recordkeeping.
At JKL, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation.
Implementation strategies for recordkeeping systems include:
? ensuring the system to meets all of the operational and strategic needs of JKL
? documenting the system (see procedures)
? training personnel to create and store records
? setting standards for recordkeeping and monitoring the use of systems
? ensuring all legislative requirements are met, including for retention periods.
JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records Management.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Privacy Act 1988
? anti-discrimination legislation.
Recordkeeping procedures
File management
Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files.
Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash.
If you use a laptop and require access to files offsite, you will be set up with remote access to server files away from the office.
When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your department.
To ensure privacy, all employee records and information gathered from employees must only be used for the stated purpose of collection and must be kept on a secure HRMS server.
Filenames
Filename should include authors last name, title of report (or abbreviated title of report), and date of submission.
Back-ups
Back-up copies of all electronic files on the server are made twice weekly.
If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up.
Vocational education and training, apprenticeships and traineeships policy
The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and developing its people.
JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices and trainees are rostered on each shift with at least one vocationally competent person who supervises the apprentice/trainee’s work and performance of duties.
JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government websites.
? Australian Apprenticeships, viewed March 2014, http://www.australianapprenticeships.gov.au/ .
This policy applies to all officers, employees and contractors of JKL.
Performance management policy
The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing workforce capability and developing its people.
Performance reviews should be held twice yearly by managers. Performance should be monitored against agreed KPIs and feedback provided on a regular basis.
This policy applies to all officers, employees and contractors of JKL.
Relevant legislation may include, but is not limited to:
? Privacy Act 1988
? anti-discrimination legislation
? equal employment opportunity legislation.


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 observation ? Assessment Task 2: Student presents workforce planning to 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).

Assessment mapping summary
Assessment Task Description Assessment
number Assessment method/s Elements/
PCs* Performance
evidence** Knowledge
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, 2.1–2.8, 4.2, 4.6 1–4 1–3
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 planning to support workforce planning objectives and facilitate organisational change. 2 Review of presentation/information briefing
Review of portfolio: Staffing action plan 2.6, 2.7, 3.1–3.5 2, 4 1
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. To perform this task, the student will develop an internal survey, and review and analyse performance data. 3 Review of portfolio: Climate survey
Review of monitoring/ evaluation report 1.1, 2.7, 4.1–4.7 1–3
* 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’

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 November 2017, http://www.hrawards.com.au .
? People Pulse, viewed November 2017, http://www.peoplepulse.com.au .
Documents within websites:
? Australian Bureau of Statistics, ‘Statistics by topic’, Australian Bureau of Statistics, viewed November 2017, http://www.abs.gov.au/AUSSTATS/abs@.nsf/viewcontent?readform&view=ProductsbyTopic&Action=expandwithheader&Num=1 .
? Australian Government, 2011, ‘Workplace diversity strategy 2011–13’, Department of Immigration and Citizenship, viewed November 2017, http://www.immi.gov.au/about/plans/workplace-diversity/workplace_diversity_strategy_2011-2013.pdf .
? Innovation and Business Skills Australia (IBSA), ‘Skilling Australians: Workforce development case study: SCU study and rewards program’, IBSA, viewed November 2017, https://www.ibsa.org.au/sites/default/files/media/SCU%20WD%20Case%20Study.pdf .
? Innovation and Business Skills Australia (IBSA), 2013, ‘NCVER data: enrolments and qualifications issued in IBSA qualifications 2008–2011’, IBSA, viewed November 2017, https://www.ibsa.org.au/sites/default/files/media/NCVER%20data%202013%20-%20enrolments.pdf .
? NSW Business Chamber, 2012, ‘Calculating staff turnover’, WorkplaceInfo, viewed November 2017, http://www.workplaceinfo.com.au/recruitment/pre-employment/calculating-staff-turnover .
? Phillips J. and Phillips, P., 2010, ‘Measuring return on investment in HR a global initiative for HR strategy’, ROI Institute, viewed November 2017, http://www.roiinstitute.net/
? Queensland Government, 2014, ‘How to develop a succession plan’, Business and industry portal, viewed November 2017, http://www.business.qld.gov.au/business/exiting-business/succession-planning/develop-succession-plan .
? South Australian Government, 2012, Employer resource kit, a guide to workforce planning and development, available online, Skills For All, viewed November 2017, http://www.skills.sa.gov.au/ .
? South Australian Government, Workforce planning in your business, available online, Business, industry and trade, viewed November 2017, http://www.sa.gov.au/topics/business-industry-and-trade/employing-people/workforce-planning-in-your-business .
? Yu, S., Bretherton, T., and Schutz, H., 2012, Vocational trajectories within the Australian labour market, available online, National Centre for Vocational Education Research (NCVER), viewed November 2017, http://www.ncver.edu.au/
wps/wcm/connect/637e0326-02f5-4955-b98c-8b8284934992/Vocational-trajectories-2557.pdf?MOD=AJPERES&CACHEID=637e0326-02f5-4955-b98c-8b8284934992 .