BSBHRM602 Assessment

Assessment 1: Short Answer Questions

Question 1
What are the common human resources practices and functions in a business organisation? List
and describe at least 4.
Ans.

In a business organisation Human Resource practice and function are indeed crucial for
planned approach to managing people effectively for performance. Here are four major
practices and function:
 Recruitment and Selection HR recruitment and selection practices generally are based
on the organization's mission and the workplace culture. Recruitment is the process of
captivating, screening, and selecting potential and qualified candidates based on
objective criteria for a particular job. The goal of this process is to attract the qualified
applicants and to encourage the unqualified applicants to opt themselves out.

 Training and Development Training and development are the indispensable functions
of human resource management. These activities improve employees' job skills in their
current positions and equip them with skills and expertise for cross-functional work that
can increase their value to the organization.

 Professional Development This is a very important function of Human Resource

Management. This function helps the employees with opportunity for growth,
education, and management training. The organization undertakes to sponsor their
employees for various seminars, trade shows, and corporal responsibilities. This, in turn,
makes the employees feel that they have been taken care by their superiors and also the
organization.

 Employment Security the First Human Resource best practice is employment security.
There is a social contract between the organization and its employees. The organization
asks employees to work, commit to the organization, and offer up their ideas. Job
security is an employee’s assurance or confidence that they will keep their current job

Question 2
Make a list of 4 legislatives, regulatory and industrial requirements that can be applied in the
context of human resource management.
Ans.

The field of human resources management is greatly influenced and shaped by the state and
federal laws governing employment issues. Indeed, regulations and laws govern all aspects of
human resource management—recruitment, placement, development, and compensation.
There are 4 legislatives regulatory which are indeed required in any industry:

 Occupational Health and Safety Act 1989 Under this Act organisations have an
obligation to take all reasonably practicable steps to provide a safe working
environment for staff, volunteers and visitors to secure the health, safety and welfare of
employees at work and to protect persons at or near workplaces from risks to health or
safety arising out of the activities of employees at work apart from this to promote an
occupational environment for employees that is adapted to their health and safety needs.

 Children and Young People Act 2008 The Act provides for the protection, care and
wellbeing of children and young people in the ACT. Included are requirements for
mandatory reporting of suspected abuse and non-accidental physical injury.

 Disability Services Act 1991 An Act To Improve The Quality Of Employment

Services And Rehabilitation Programs Provided For People With Disabilities, And For
Related Purposes. It provides a legislative and funding framework for a range of
disability services, most significantly employment services. It specifies that services
are to complement those available generally to people in the community, and are to
enable people with disabilities to achieve increased independence, employment
opportunities and integration in the community.

 Human Right Act 2004 this is a law which recognises and describes the fundamental
civil and political rights that individuals have. It gives the Attorney General and Human
Rights Commissioner some powers to intervene in courts and tribunals where human
rights are concerned the purpose of the Act is to protect people’s civil and political
rights, and fundamental freedoms.

Question 3
HR personnel need to be aware of the labour market options/ common options for sourcing
labour supply. Explain what this means and what labour options might be available or required.
You might, for example, consider full- and part-time employment, contractors, consultants,
new graduates or trainees, casual, offshore or off-site workers etc.

Ans.
Sources of Recruitment mean hiring people from outside or from inside the organization. In
other words, seeking applicants from those who are external to the organization and internal
to the same

There are several methods for external recruiting as well as internal recruiting The firm must
carefully analyse the vacant positions and then use the method which best fulfils the
requirement. Following are the different types of both sources of recruitment:
  External labour source

Media Advertisement: The advertisement is the most common and preferred source
of external recruiting. The ads in newspapers, professional journals, give a
comprehensive detail about the organization, type, and nature of job position, skills
required, qualification and experience expected, etc. This helps an individual to self-
evaluate himself against the job requirements and apply for the jobs which best suits
him.

Educational Institutions or Campus Placement: Creating a close liaison with the

educational institutes for the recruitment of students with technical and professional
qualifications has become a common practice of external recruitment. Here, the
companies, visit the technical, management and professional colleges to recruit the
students directly for the job positions

Direct Recruitment: The direct recruitment also called as factory gate recruitment is
an important source of hiring, especially the unskilled workers or badly workers who
are paid on a daily-wage basis. Here, the company puts up a notice on a notice board
or on the factory gate regarding the jobs available, such that the applicant sees it and
apply for the job directly.

 Internal labour source

Transfers: Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige.
A transfer involves the shifting of an employee from one job to another without special
reference to change in responsibilities or compensation”. Usually transfer takes place
between jobs paying approximately the same salaries. A slight change in responsibilities,
duties and pay increase may also take place occasionally.

Promotions: To fill a higher-level position, hiring managers could promote an existing

employee. Promotions refer to shifting of persons to positions carrying better prestige, higher
responsibilities and more pay. The higher positions falling vacant may be filled up from
within the organisation.

Question 4
Technological advances are constant. All organisations, regardless of size or of core business,
will utilise some form of technology. How is technological development likely to impact on
the HR function in a business? Consider this and discuss it.
Ans.
Human Resource function includes activities such as recruiting, training, developing and
rewarding people in the organization. HRM must aim at achieving competitiveness in the
field of HR by providing constant educational and training programs for the personal and
professional development of the employees of the organization. Technology changes the way
HR departments contact employees, store files and analyse employee performance. Used
well, technology makes HR practices more efficient. When used poorly, it can get in the way
of managing the company's human resources. Good HR practices maximize the benefits and
minimize the problems. Before the internet and email, connecting with job seekers meant
phone, face time or a letter. In the 21st century, it's routine for companies to post openings
online, and require job seekers to apply through an online applicant tracking system. That
frees up a great deal of time that HR would have spent dealing with paper resumes or
personal calls. On the other hand It has been conventionally proved that Information and
Communication Technology (ICT), such as the Internet, mobile communication, new media,
and such in HR can greatly contribute to the fulfilment of personnel policies of the
organization.

Technological advancement can have a huge impact on the HR department of an

organization. It allows the company to improve its internal processes, core competencies,
relevant markets and organizational structure as a whole. More importantly security practices,
Securing employee records used to mean locking a file cabinet. In the 21st century, best HR
practices have to include security for the digital data. Some security is more an IT matter,
such as a good firewall. HR needs to have good policies in place, though, governing who can
access confidential data, both hard copy and in electronic form

Question 5
What is strategic planning; what are the basic requirements of a strategic plan; what is it
intended to achieve and why is it necessary?

Ans.
Strategic planning is an organizational management activity that is used to set priorities, focus
energy and resources, strengthen operations, ensure that employees and stakeholders are
working toward common goals, The process also includes establishing the sequence in which
those goals should fall so that the organization is enabled to reach its stated vision.

More importantly strategic planning endows to achieve organisation goals faster it is set of
overall goals which not only provide a road map to help any business to grow even it lead any
firm to right direction. Also, Strategic objectives provide a shared sense of purpose, a shared
language to gauge progress. They also provide milestones to celebrate, once they have been
achieved. Hence this is a crucial part of any origination to stay in focus also important tool
for bringing your team together and motivating them to work in tandem.

There are many requirements of a strategic plan but I’m writing down 2 important one

1. Well designed research An effective strategic plan is based on an extensive research

phase which objectively examines the strengths and weaknesses of the organization
(assets, knowledge, processes….), as well as the threats and opportunities in the
external environment.

2. Effective execution A successful strategic plan should include an “Action Plan” that
identifies WHAT must be done, by WHOM, by WHEN and HOW it will be
measured. This is the cumulative impact of the company's activities, and the most
important part of any plan. A clear vision coupled with aligned competencies and
opportunities is great and essential. However, without effective execution, all of that
becomes just dreams without realization.

Assessment 2: Case Study

You take on the role of Human Resources Manager at ABC Company. You are replacing
previous Human Resources Manager who is on leave for six months. The managing director
are in the process of developing the organisation’s 5-year strategic plan. To achieve
competitive advantage, the directors are pursuing an innovation strategy with a focus on
developing a range of tools to enhance the customer’s online shopping experience.
They have developed an innovation strategy to ensure the organisation’s sustainability and,
consequently, they need to ensure the organisation’s workforce is able to implement this
strategy. You have been asked to prepare a comprehensive draft of the human resources
strategic plan. Please begin by researching the planning requirements to develop a draft of the
human resources plan. You will need to review the current business plan and consider the
information relating to the innovation strategy to determine the HR direction. In drafting the
plan, you will consult with managing director and other relevant mangers (your assessor) about
their HR preferences and approaches. You will also need to identify HR services to implement
the innovation strategy, their costs, requirements and risks.
Complete the following tasks to guide you through the development and preparation of this
project.
1. Research planning requirements:
 Review the company business plan and organisation operational plan in
reference to the HR strategic direction, objective and targets
 Ans. The strategic direction of the human resources function should align with
the strategic goals of the organisation. For example, the organisation may decide
it wants to grow the business by diversifying both its product base and its
geographic location; thus the strategic direction for human resources will be to
grow the available workforce. This could be accomplished either by identifying
what skill sets are required or developing these internally or looking at where in
the labour market people with these skills can be sourced.
The alignment of organisational and HR strategies, is critical to the success of an
organisation and should follow the following strategies:
• Actively pursue quality performance
• Attain sustainability
• Create a learning/teaching/research culture
• Encourage service innovation
• Engage our community
ABC’s is committed to provide the following key factors to its employees
through its HR strategic plan:
Provide induction training at the commencement of employment to train new
employees to be knowledgeable, helpful and enthusiastic.
Provide the physical, human and time resources to support an annual
professional development program for all ABC employees.

 Undertake a PEST analysis using the PEST analysis template to determine

trends and issues, including new and emerging technology that could impact
human resource management in the organisation

Political Economical

• What are the political and regulatory • What is the impact of a change in the
constraints affecting operations or Australian and/or US dollar?
performance?
• When and how will inflation rates
• What current or pending consumer, change?
corporations and taxation laws will
• Will there be an increase in spending
impact the organisation?
power?
• What existing or pending workplace
• Are we in a recession? At what point
relations laws will affect the management
are we in the general business cycle?
of the workforce?
• What is happening in the global
• Will a new government bring change to
marketplace?
legislation?
 Social Technological

• Is there an anticipated change in the What is in the process of development

values and beliefs in society?
• What are the demographic shifts in age,
education, religion, etc.?
• How will demographic trends or shifts
affect labour supply?
• What are the cultural groups, and what
are their needs and demands?
• What do changes mean for the
workforce?
and how will this product affect
performance?
• What is the rate of technological
change?
• What technology will affect the
organisation's processes, and therefore
required knowledge and skills?
• How will the trend for electronic
delivery of products

 State the future labour needs and skill requirements for the organisation and
identify potential options for sourcing labour
 Ans.
Identifying business growth and areas where the business needs to scale down
operations should be the initial step when planning future workforce needs
Each planned business initiative will have corresponding staffing issues, as indicated
below:
Developing new products
Expanding the market
Moving into new markets
Improving distribution networks

Forecasting labour supply involves projecting the present workforce profile into the
future. The following methods can tell us what exactly we are looking for in employees:
Labour demand forecasting
Qualitative forecasting methods:
 Delphi method
 Nominal group technique
Statistical or mathematical forecasting methods:

 Simple regression
 Multiple linear
 Productivity ratios
 Staffing ratios

2. Consider internal stakeholders using the organisational charts. Create a simple

engagement and communication plan that lists each manager and how you will
communicate with them to identify their preferences, and to reach agreement on
philosophies, values and policies. Explain how you will obtain support for the plan

Ans.

Implementation plan Communication and

Budget Implementation
development engagement

HR
A,I A A A
Directors
HR
R.C R.C R.C R.C
Manager
HR team
C C A.C R
leader1
Leaders/
Area I I 1.C I
managers
HR team
C C C C
reader1

All roles for implementing the strategic HR plan must be clearly described, explained
and agreed to. This can be achieved by creating a matrix that defines roles, expectations
and levels of accountability. The following is an example of a responsibility matrix that
 outlines key roles and responsibilities in a development plan. This matrix allows you to
clearly identify and communicate who is responsible for what part of the
implementation process:
• A: defines a responsibility for approving (they have ultimate accountability).
• R: defines a responsibility for reviewing material that will be distributed, which may
include reports, documents, workbooks or key information.
• C: defines a responsibility for creating or developing. This should only be the person
who is ultimately responsible, not people in the team who might participate in or
contribute to this.
• I: defines key people who provide input.
Develop the schedule: The schedule should include the activities required to
implement the HR strategies and services, with assignment of each activity to HR team
members
Plan for review and monitoring: It is essential that the implementation plan identifies
a regular time frame for reporting on progress, both of the implementation of the
strategic HR plan and of the HR strategies themselves.
Engage stakeholders: The organisation and the HR department will have a number of
key stakeholders with a vested interest in the implementation of the strategic HR plan.
Senior management, the board and those concerned with the finances of the
organisation will be interested in the costs of the implementation and delivery of the
HR strategies
Effective engagement should include.
• identifying the relevant stakeholders
• Communication tailored to meet the needs of each stakeholder
• guiding expectations
• seeking and acting on feedback
• understanding stakeholder roles, interests and their importance to the change
program.
Implement the plan with support from others: Effective communication means that
the manager, employees and other key stakeholders understand why it is important for
the organisation to adopt a strategic HR plan and how the plan will support the
organisation's overall performance in the future

3. Develop the human resources strategic plan which covers the following items:
 Determine strategic directions, objectives and targets

Ans. A goal is a specific target, an end result or something to be desired. It is a

major step in achieving the vision of the organisation. In the strategic planning
context a goal is a place where the organisation wants to be, in other words a
destination. For example, a goal for a sporting organisation might be to have 50
qualified and active coaches. An organisation may set several goals that will
outline a path to achieving the vision. The goal of attaining 50 qualified and
active coaches will be an important step in achieving the vision of becoming
most dynamic, most respected and best achieved club in the district league
 An objective is an measure of change in order to bring about the achievement
of the goal. The attainment of each goal may require a number of objectives to
be reached.
There is often much confusion between goals and objectives. Whereas as a goal
is a description of a destination, an objective is a measure of the progress that is
needed to get to the destination
Targets are specific desired outcomes that support achievement of the objectives

 Identify the HR training and development services that will need to be delivered
to achieve the HR strategic objectives

Ans. Since entry level, low-skill jobs are usually easier to fill than positions for
skilled employees, training existing staff to meet future needs is a valuable
strategy. These employees can then be monitored to identify suitable candidates
for training and development to move into more skilled positions. These
individuals may be identified at the initial recruitment phase or through their
work appraisals.
To build effective relationships that encourage and promote partnerships with
line managers, HR managers need to ensure that line managers have appropriate
training and development options, the tools they need to manage their teams,
and the support and respect of HR in listening and acting on their feedback and
ideas
For many employers, a common human resource strategic objective is to ensure
the organization’s workforce is capable of meeting future staffing needs. To
achieve this goal, human resources staff and line managers generally work
together in assessing current workforce skills and qualifications. This helps
determine the best course of action for human resources activities such as
succession planning. Succession planning identifies employees who show
promise and aptitude. It then provides them with the training and development
they need for transitioning into higher-level positions or more responsible roles
within the company This process of identifying and training internal personnel
to fill vacancies is also called succession planning.

 Provide a cost-benefit analysis of the training and development services

Ans.The various models that are used to estimate the benefits of the training
program are as under.

 The Return on Investment Model (ROI)

Organisations spend huge amount of money on employee development, it is
therefore very important to ascertain the benefits of training. Different studies were
conducted to evaluate the effectiveness of training programs. In one of the studies
it was found out that sales and technical trainings gave better ROI compared to
managerial training programs. Ford, for example, evaluates all the training
programs against the profitability in a given product line. The basic formula for
calculating the ROI for training is as:
 ROI (in percent) = Program benefits / Costs × 100
Let’s assume that the total costs incurred towards a certain training is USD.
80,000/- all inclusive and the benefits in terms of overall improvement in
 productivity and quality are USD. 4,00,000/-. Thus the ROI is 525 %, which means
for each rupee invested the return in USD. 5.25 over and above the cost of the
program.
 Utility Analysis
This is another way of reflecting upon the usefulness of a training program. Utility
itself is a function of the duration up to which the training leaves an impact upon
the trainee, the relative importance of the training program, the importance of the
position or profile that received training and the cost of conducting the training. For
example leadership programs conducted for top and middle management tend to
be high on value where as sales training programs for the front line sales staff
tends to be low on value scale.
 Identify appropriate technology and system to support agreed human resource
programs and practices
 Using the risk management plan template, develop a risk management plan to
support the human resources strategic plan

Ans. When making any key decisions within an organization, it is upright

practice to recognize the conceivable risks involved, the possibility of them
happening and the consequences should they occur. This is called risk analysis.
Many big organisations will have risk management strategies in place to aid
with this procedure and these should be tracked before you implement your
decisions
Here are some aspects of risk management that need to be considered
What is a risk:
Risk is well-defined usually as exposure to the threat of danger, harm or loss.
In business, risk is the probability of threat and loss that happens within an
organization’s operations and environment
Risk management:
Risk management states to procedures for recognizing, measuring and
prioritising risks so that they can be eradicated, minimised or controlled with
minimal impact to the organisation. All new projects, changes and major
decisions should undergo risk analysis and risk management planning before
implementation.
Risk management planning:
As a manager, you may be required to undertake risk management planning
before you finalise your plan. Even if it is not a requirement, it is good practice
anyway. Failure to do so may result in you encountering an unplanned-for risk
and its consequences. Already having risk management strategies in place will
either prevent the risk from occurring or allow you to deal with it in an efficient
and cost-effective way when it does occur.
Retain the risk:
Some negative risks may be at an acceptable level when the likelihood and
consequences can be adequately managed internally within the organisation.
Others may have such a low level as to not warrant any effort. For example,
occasional staff absences may not have a huge impact on meeting time lines, so
this low-level risk can be accepted.

Review the risk management plan:

 A risk management plan is a tool used to record in detail all of the steps
described above. Risk management templates and guides are widely available
on the internet and in HRMS software. Their purpose and elements are shown
below:
Plan purpose –
• assist decision-making • plan at the start of a project • support overall business
and strategic planning • demonstrate capability when vying for business; for
example, tenders and expressions of interest
Plan elements –
• process for identifying, analysing, evaluating and controlling risks • personnel
responsible • costs • actions to be undertaken • resources required • reporting
requirements.
 Prepare a schedule for implementation (priority and timeframe)

Ans The implementation of the strategic HR plan is a change process that should
be treated in the same way as any change in the organisation
 Work with others to see that the strategic human resource plan is implemented
 Monitor and review the plan
 Adapt the plan should circumstances change
 Evaluate and review performance against plan objectives

 Prepare a budget for training and development services (projection, actual and
contingency)

Ans. Training budgets typically define how money can be allocated for training
development and delivery for an organization. Financing training activities
requires analyzing needs, making decisions and monitoring results. Based on
your assumptions and projections, create a training budget for a set period of
time, such as a year.
Meet with Heads to find out what organizational goals and problems exist in
your company. This helps you effectively lay out budget priorities for the year.

Develop a plan that identifies the projects that align to strategic goals,
mandatory events and review cycles for any development efforts. Assign roles
and responsibilities to ensure training and development request approvals occur
in a systematic way.

Use templates to gather information about target audience profiles, tasks,

policies and procedures and other information needed to develop short- and
long-term plans. Prioritize needs in terms of return on investment and allocate
budgets accordingly.

Avoid the temptation to rely on last year's budget as indication of the current
year's needs. Examine today's situation before concluding the training and
development projects should reflect the same needs and expenditures.
Centralize your training budget to maximize the impact. Allowing individual
departments to contract with training vendors can be inefficient and costly.

Focus your training budget on achieving business goals and career development.
Reserve funding for employee benefit programs such as degree assistance as
well as workshops and seminars run by industry organizations provided as a
reward and recognition for exemplary employees. Developing talent internally
for executive leadership functions makes managing your training budget a
strategic necessity.

Consider seasonal fluctuations in training needs and plan to accommodate them

in advance. For example, if your company typically hires college graduates in
June each year, allowing funding your budget for orientation events.

Monitor your training expenditures including the costs of custom development,

packaged self-paced training and supplies, as well as employees time away from
their jobs. Include the costs of duplicating materials such as student guides.

Coordinate with product and service groups within your company to ensure you
align strategically. Be ready to support any new products with trained support
personnel.

Measure and analyze your company operational metrics to determine if

productivity issues might be improved by training. Use this data to plan your
subsequent training budgets.

Get input from managers in your company. Educate them on what's available
and coordinate efforts. Utilize cost-effective alternatives (such as distance
learning sessions delivered using web conferencing software) to reduce training
delivery costs.

Determine your training statistics such as average cost per training, annual
expenditure per employee and average amount spent on total training
expenditures and compare your figures with industry standards such as the
Corporate Learning Factbook. Adjust your budget and spending to align to other
companies in your industry.

According the 2017 State of the Industry report from the Association for Talent
Development, organizations spend an average of $1,273 per employee for direct
learning expenditures

Here’s three ways to calculate your yearly training budget:

Total yearly salary budget X 1-3% = Total Training Budget

This calculation takes the total salary budget for the entire year and multiplies
it by 1% to 3%. The 1% to 3% is what you can use to represent the size, industry,
 or other organization specifics. his could also be based on what the company
historically has spent on training. For example, last year we spent 2.5% of our
salary costs on training. If training needs appear to be the same, then that same %
can be applied to the next year

Industry specific per employee average X FTEs = Total Training Budget

Calculating a training budget based on a reputable industry report is a great way
to benchmark against similar companies in size and industry. Use these reports
to not only ensure that training and professional development investments and
strategies are aligned with trends but also ensure competiveness within the
talent market.

Predetermine training needs, estimate costs, and calculate

This calculation takes a little more work ahead of the year. It’s less of a formula
and more of an estimate based on the needs of the organization. Calculate a
training budget using known training needs and estimated costs for items such
as materials, instructor fees, travel, technology, consulting, facilities rental, etc.

 Determine how the plan will be monitored and reviewed, and how amendments
will be made if issues arise, for example ABC would like to decrease staff

Ans. The regular monitoring and reviewing of key strategic HR plan

deliverables is crucial to the plan's success and to the changes being
implemented. The review process also provides reliable information about
outcomes, issues and benefits.
Here are some monitoring and review considerations:
Monitoring Considerations
• How will results and feedback be collected?
• How will you know when you have reached a milestone?
• What activities need to be reported on?
• What types of reports will need to be generated, when, and who will be
responsible for each?
• How will progress be communicated - forums, meetings, email, internet/social
media?
• Who will update the plan to ensure change benefits will be realised?
Review Considerations
• Has a process for monitoring and review of progress on key strategy
deliverables been identified?
• Is there sufficient information about the performance of the strategies and the
progress of the implementation?
• Are senior management and stakeholders being informed of progress?
• Are the identified risks being tracked and reported to senior management?
• Is there a risk register to report on risk developments?
• Is there a process of approval for amendments or changes to the
implementation plan?
 • Are concerns and lessons learned being addressed and documented?
• Is the team willing to take corrective action as risks and concerns are identified?
• Has a reporting process been adopted? Who is responsible?
• What feedback mechanisms have been initiated?

The most stringent planning process can still be affected by unforeseen

circumstances. A range of factors may affect implementation of the strategic
HR plan, including changes in both the internal and external environments. Here
are some examples of changes and impacts
Changes
• An increase in turnover - due to the changes being implemented, staff decide
to leave the organisation
• Time lines for implementation of the strategic HR plan are extended due to an
inability to retain expert consultants
• Inability of staff to use new services due to lack of skill
• Changes to workplace legislation requiring a change in one or more HR
strategies or services
• Other projects in the organisation impacting on its ability to resource
implementation of the strategic HR plan
• The business has an opportunity to merge or acquire another company
• Insufficient experience in the HR team to service new HR strategies due to
staff leaving unexpectedly
Impacts
The changes mentioned would require adjustments to the implementation plan,
such as:
• changing the implementation option to a partial rollout instead of a full
organisational rollout
• increasing or changing the training for staff in how to use the new HR
processes and practices being introduced as part of the strategic plan
• changing the HR service to ensure it meets legislative requirements.

The Australian Government recently announced an unexpected increase in the

minimum wage. Wolf Bros, a larger retailer, has failed to allow contingency for
such a change. It announces it will reduce staff by 20 units over the next two
years to ensure profitability. As a result, the strategic HR plan needs to be
amended with strategies and services developed to accommodate the new
organisational redundancy strategy.

 Outline the process HR will undertake to evaluate performance against plan

objectives and make improvement
Ans. To review the effectiveness of the strategies and services, you need to
systematically collect and analyse a range of data in areas such as employee skills
development, employee performance, staff satisfaction, productivity and sales, and
budget performance
Evaluation strategies
The plan may have introduced changes to increase productivity, improve staff
morale, decrease the number of staff, increase workforce diversity, provide a staff
incentive scheme or offer redundancies. Corresponding changes may have involved
a restructure or the introduction of a reward system, a redundancy program, a
redeployment scheme or a training and development program. Strategies for
evaluating HR changes against objectives are outlined here.
Increase productivity
Strategy or service:
• Restructure the organization
Evaluation:
• Review of company performance and staff morale; for example:
- staff satisfaction questionnaire
- review of organisational performance.
Reduce absenteeism
Strategy or service:
• Offer flexible work hours
Evaluation:
• Distribute employee satisfaction questionnaire.
• Review findings from turnover and absenteeism metrics results.
• Review performance appraisal feedback.
Decrease staff
Strategy or service:
• Offer voluntary redundancies
Evaluation:
• Review staff morale and workforce feelings towards the company after process.
• Distribute employee satisfaction questionnaire.
• Review of financial reports on human resource costs.
• Review of staff movement metrics results.
Increase diversity
Strategy or service:
• Ensure recruitment advertising emphasises the organisation as an employer of a
diverse workforce
 Evaluation:
• Workplace diversity questionnaire
• Satisfaction survey
• HRMS report identifying employees from different backgrounds and/or with
languages other than English
Incentive scheme
Strategy or service:
• Implement a reward and recognition program
Evaluation:
• Staff satisfaction survey:
• Are staff happier?
- Does the scheme make them happier working for the organisation?
- Review findings from turnover and absenteeism metrics results.
• Review performance appraisal feedback.

4. Consult and communicate effectively with finance manager, business operations

manager, project managers, customer service manager and sales manager (your
classmates) and managing director (your assessor) to develop, implement, monitor and
review the human resource plan. You need to ensure your managers are clear about
your human resources strategic plan and answer all their questions.