• Role play Part 1
Value: 15%
Due date: Variable
Return date: -
Length: Powerpoint presentation
Submission method options
Alternative submission method
Task
The role plays involve working in groups to analyse two scenarios, using knowledge from the subject. Groups will be formed during the first 6 weeks of the session and after Census date. During preparation group members will focus on one or more HR roles assigned within the group.
For this assessment, groups will be given a scenario with accompanying questions in the week or so prior to the due date. Each group will analyse the scenario and produce a PowerPoint presentation to answer the questions. Details of what is required will be provided with the scenario.

Warning: This assessment activity is time-critical, and there are no extensions available. You must be available to participate in this assessment, on the date scheduled for your presentation.
The following roles will be allocated within each group. This will depend on group size. The ideal group size is five people.
o HR Manager - coordinates the work done by the group; uploads presentations and distributes marked work to group members. This role will be done alongside one of the other roles below. This is a key role - select this person carefully.
o WHS specialist – prepares PPT slide relating to workplace health and safety; provides input to other roles; contributes to preparation of a consolidated PPT presentation response to the scenario.
o Recruitment specialist – prepares PPT slide relating to recruitment; provides input on other roles; contributes to preparation of a consolidated PPT presentation response to the scenario.
o Selection specialist - prepares PPT slide relating to selection; provides input on other roles; contributes to preparation of a consolidated PPT presentation response to the scenario.
o Reward specialist – prepares PPT slide relating to reward; provides input to other roles; contributes to preparation of a consolidated PPT presentation response to the scenario;
o Employee training specialist – prepares PPT slide relating to training; provides input to other roles; contributes to preparation of a consolidated PPT presentation response to the scenario.
Here are some tips to make this assessment work well.
1. Once your group has been formed, arrange a meeting - anyone can take the lead on this. At this meeting, work out who will be the HR Manager - who has the drive, the leadership skills, the willingness to organise and get things done, the 'front' to keep things moving.
2. Make a decision on allocation of the topic roles. There is no secret to this - interest is a good guide.
3. Agree on a schedule of meeting dates and times - perhaps, up to three. Lock these in.
4. Agree on a process to get the work done once the scenario is released. This process must cover each step, from release of the scenario to submission of the group answer by the HR Manager.
Complete these actions within a week of the group being formed. Below is a suggested process.
5. Once the first scenario is released, the HR Manager arranges a meeting to discuss the scenario and brainstorm possible answers and work to be done. Agree on outputs required of each group member, a deadline for first draft work to be completed, and a method of communication (for example, Google docs, or similar)
6. Once the deadline arrives, all members should look over and contribute to each other’s' work, using Google docs, or similar.
7. The HR Manager finalises the presentation and after the in class presentation uploads this slides to Turnitin under her or his name.
8. Once the marked work is returned, the HR Manager must download and distribute this to the other members.
Rationale
This assessment task will enable you to demonstrate achievement of the following learning outcomes in the subject:
• be able to apply specialised knowledge of the various roles and functions of human resource management to resolve complex issues associated with an organisation's effective utilisation of its human resources;
• be able to discuss, explain and analyse the relationship between organisational strategy and human resource strategies.

Marking criteria

Criterion and weighting High distinction ( =85) Distinction (75 – 84) Credit (65 – 74) Pass (50 – 64) Fail ( 50)
HR risk analysis that demonstrates the following:
risks are expressed correctly;
subject knowledge (not just textbook);
grounded in the CERA story;
specificity;
time-realistic;
critical analysis.
(10 marks)
All risks are clearly and correctly expressed and explained, with no ambiguities.
Each risk has been mapped to the scenario and to the full CERA story. There are no ambiguities or vague connections.
Demonstrates depth in insight and in critical thought in the way subject knowledge has been applied fully to think through the identification of all risks.
Each risk is very specific and time-relevant.
Risks are expressed correctly, and appropriate metrics are suggested to explain why the risk exists.
The risks are appropriate to the CERA scenario and to the full CERA story. Specific, evidence-based connections are made.
Demonstrates critical thought in the application of subject knowledge in each area of HR practice.
Few gaps, if any, in completeness of application of subject knowledge.
The risks are expressed in specific terms, with evidence, and they are and time-realistic. There may be a few minor gaps. Risks are expressed correctly and it is explained why the risk exists.
The risks are appropriate to the CERA scenario, but there may be gaps in taking into account the whole CERA story.
Demonstrates correct application of subject knowledge in each area of HR practice. There may be some gaps in completeness of application of subject knowledge.
The risks are expressed in specific terms and are and time-realistic; however, the expression may occasionally be vague, ambiguous and/or insensitive to time. Risks are expressed correctly, although some may be expressed as issues rather than as risks.
The risks identified are appropriate to the CERA scenario and to the full CERA story. There may be some gaps in alignment between the risk and the CERA story and/or CERA scenario.
Demonstrates correct application of subject knowledge in each area of HR practice. There may be some gaps in correct application of subject knowledge.
The risks are expressed in specific terms and are and time-realistic. There may be gaps in specificity and/or in time-reality. Fails to meet the pass requirements.
Recommendations (5 marks) demonstrate the following characteristics:
time-realistic
application of subject knowledge
critical thought
grounded in the realities of CERA’s HR journey. All recommendations are clearly and correctly expressed, with no ambiguities. Correct, clearly measurable metrics are included for each recommendation.
Each recommendation demonstrates thoughtful consideration of the scenario and the full CERA story. There are no ambiguities or vague connections.
Each recommendation demonstrates depth in insight and in critical thought in the way subject knowledge has been applied fully to think through the recommendations.
Each recommendation is very specific and time-relevant.
All recommendations are expressed correctly, and appropriate metrics are suggested to evaluate the recommendation. There may be a few minor gaps.
The recommendations are appropriate to the CERA scenario and to the full CERA story. Specific, evidence-based connections are made.
Demonstrates critical thought in the application of subject knowledge in each area of HR practice.
Few gaps, if any, in completeness of application of subject knowledge.
The recommendations are expressed in specific terms, with evidence, and they are and time-realistic. There may be a few minor gaps. The recommendations are expressed correctly and clearly. There may be some gaps in clarity of expression of interpretation.
The recommendations are appropriate to the CERA scenario, but there may be gaps in taking into account the whole CERA story.
Demonstrates correct application of subject knowledge in each area of HR practice. There may be some gaps in critical thought in the way knowledge is applied.
The recommendations are specific and they are and time-realistic. However, the recommendations may occasionally be vague, ambiguous and/or insensitive to time. The recommendations are expressed correctly, although some may be too broad or may appear vague.

The recommendations are appropriate to the CERA scenario and to the full CERA story. There may be some gaps in alignment between the recommendation, the CERA story and/or CERA scenario.
Recommendations
demonstrates correct application of subject knowledge. There may be some gaps in correct application of subject knowledge.
The recommendations are specific and they are and time-realistic. There may be gaps in specificity and/or in time-reality. Fails to meet the pass requirements.
Presentation
The presentation format for your response will be provided with the scenario for this group activity.
Scenario 1
Mark French has called his senior management team to an important meeting early in the day. He hands each of the managers a document titled, Future Directions. (This document is available for you in the resources folder.)
CERA has been considering expanding its geographical footprint to regional NSW and Mark has been thinking for some time about how best to do this. Following several productive meetings with government Ministers and their agencies over the last six months, Mark has decided that CERA will relocate fully to Bathurst in NSW over the next 12 months. This is a bid to capture a share of the growing infrastructure market in central western NSW, and in other parts of regional NSW. This move is designed to signal the company’s intention to be a serious player in infrastructure development in regional NSW, coinciding with the government’s plans to invest significant funds in regional infrastructure development. To make things more interesting, Charles Sturt University has recently established an innovative national engineering school headquartered in Bathurst. There are some potential synergies there. There are already several engineering consultancies located in the region, but the size and experience of CERA will make it a very competitive player. This move will also provide opportunities for CERA to establish its credentials to move into other regions in Australia in the longer term.
Mark stressed that CERA will continue to source work in Sydney and surrounding areas.
He added: -I want to make it very clear that this will not be a half-a...d [expletive deleted] move, with one office in Sydney and another one in Bathurst. We are in this for the long haul-.
Bathurst is reasonably proximate to the Sydney basin. With the right communications technology solutions and client relationship management strategies, it will be feasible for CERA to operate in both the metropolitan and central west.
This is a bold strategic move. Mark French is taking personal responsibility. He has asked his managers for their “full-throated support”. Mark had already visited several potential sites for the CERA office, and he is finalising a lease for an office building in downtown Bathurst, fairly close to the Bathurst Regional Council building. He announced that he’d had preliminary discussions with the Mayor, several Councillors and staff in the Economic Development Unit, and there was “absolutely unreserved enthusiasm” for the move by CERA.
That afternoon, the executive team met with all staff. Mark French led the meeting and did most of the talking, supported by Israel Tobin and Kellie Lincoln. Predictably, staff were stunned at the move, although they had known for some time that CERA was looking to expand its footprint into regional NSW. But, no one had expected this. A few people had heard rumours, but no one really took that seriously. There were several ‘dead spots’ in the meeting – periods of silence as Mark and the others invited questions. People looked at each other, some shook their heads, some wept quietly, struggling to take in the news.
Mark advised that the senior team would be issuing weekly bulletins to keep people informed of progress. He made it clear that the relocation would go ahead. He said that he appreciated the contribution that staff had made to the development of the company since its formation, and understood that not everyone would welcome this news. He hoped that all staff would take some time to consider the pros and cons of staying with the company, and choose to stay. However, he was realistic and understood that some people would prefer to stay in Sydney and will be looking for new opportunities. He knew it was going to be a difficult time for everyone, but it was time to make the bold, but difficult decision to move CERA to a new level.
Israel Tobin announced that staff would be provided with assistance to relocate and that his team would be meeting with each section to talk over the implications of the move and needs for support. It was likely, he announced, that CERA would retain the services of an outplacement company to assist those who felt that they couldn’t continue with the company.
Almost immediately, Israel and his team got to work to identify the key HR risks that they would need to manage, from a business continuity perspective. They determined that the benchmark was service delivery to the customers. Everything would flow from this risk focus. They brainstormed probable risks (as best as they could aniticipate these) that would arise in the following 12 months. Next, they discussed their list with the CERA executives. Now, they are seeking external advice on the top two HR risks in the following topic areas that must be addressed immediately together with -immediately doable- strategies:
- workplace health and safety;
- recruitment;
- selection;
- reward;
- employee training.
Miriam made it clear that: -There isn't time to engage in naval gazing, analysis paralysis or ambitious exercises that will take months to complete. Our people need support now and we need to safeguard the business strategy of CERA. Customers would not take lightly any project delays or underperformance, so the right HR strategy must be put in place to manage the top priority risks. Israel agreed.
Your task is to produce a powerpoint presentation of no more than 6 slides to address the request from the HR team in CERA.
Slide 1 is a title slide. This slide will show the group names, the assessment number and the subject code.
Slide 2 will set out the top two workplace health and safety risks and accompanying strategies to manage these risks.
Slide 3 will deal with recruitment.
Slide 4 will deal with selection.
Slide 5 will deal with reward.
Slide 6 will deal with employee training.
It is very important that your work demonstrates knowledge of relevant topics covered in the subject AND an understanding of the CERA story. It is not necessary to provide citations and references. There is no standard template for the format. You can be creative. Balance busyness with detail. This is a formal presentation, so avoid slides that are full of writing - communicate clearly and succinctly.
Students taking this subject in face-to-face mode will be given further instructions in class.