BSB51915 – Sep 2018

Assessment Resource Summary
Unit Details	BSBHRM501 Manage Human Resource Services
Assessment Type	This is a summative assessment, this assessment need adequate practice prior to undertaking this assessment.
Assessment Methods	Case Study & Role-play	Assessment 1
	Project work & PPT	Assessment 2
	Project work	Assessment 3
	Short Question & Answers / Case Study	Assessment 4

Unit Summary

This unit describes the skills and knowledge required to plan, manage and evaluate delivery of human resources service, integrating business ethics.

It applies to individuals with responsibility for coordinating a range of human resource services across an organisation. They may have staff reporting to them.

Prerequisite Units

There are no recommended pre-requisite units for this competency.

ELEMENT	PERFORMANCE CRITERIA
Elements describe the essential outcomes.	Performance criteria describe the performance needed to demonstrate achievement of the element.
1 Determine strategies for delivery of human resource services	1.1 Analyse business strategy and operational plans to determine human resource requirements 1.2 Review external business environment and likely impact on organisation’s human resource requirements 1.3 Consult line and senior managers to identify human resource needs in their areas 1.4 Review organisation’s requirements for diversity in the workforce .5 Develop options for delivery of human resource services that comply with legislative requirements, organisational policies and business goals 1.6 Develop and agree on strategies and action plans for delivery of human resource services 1.7 Agree and document roles and responsibilities of human resource team, line managers, and external contractors
2 Manage the delivery of human resource services	2.1 Develop and communicate information about human resource strategies and services to internal and external stakeholders 2.2 Develop and negotiate service agreements between the human resource team, service providers and client groups

2.3 Document and communicate service specifications, performance standards and timeframes

2.4 Identify and arrange training support if required

2.5 Agree on, and arrange monitoring of quality assurance processes

2.6 Ensure that services are delivered by appropriate providers, according to service agreements and operational plans

2.7 Identify and rectify underperformance of human resource team or service providers

2.8 Identify appropriate return on investment of providing human resource services

3 Evaluate human resource service delivery

3.1 Establish systems for gathering and storing information needed to provide human resource services

3.2 Survey clients to determine level of satisfaction

3.3 Capture ongoing client feedback for the review processes

3.4 Analyse feedback and surveys and recommend changes to service delivery

3.5 Obtain approvals to variations in service delivery from appropriate managers

3.6 Support agreed change processes across the organisation

4 Manage integration of business ethics in human resource practices

4.1 Ensure personal behaviour is consistently ethical and reflects values of the organisation

4.2 Ensure code of conduct is observed across the organisation, and its expectations are incorporated in human resource policies and practices

4.3 Observe confidentiality requirements in dealing with all human resource information

4.4 Deal promptly with unethical behaviour

4.5 Ensure all persons responsible for human resource functions understand requirements regarding their ethical behaviour

Foundation Skills

This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.

Skill	Performance Criteria	Description
	Performance Criteria
Reading	1.1, 1.2, 1.4-1.6, 2.6, 2.8, 3.4, 4.2, 4.3	 Critically evaluates and applies content from a range of structurally complex texts
Writing	1.5, 1.7, 2.1-2.3, 3.1, 3.3	 Develops a range of documentation using tone, structure and language suited to context and audience
Oral Communication	1.3, 2.2, 3.2	• Asks questions to gather information and listens carefully to evaluate information • Uses appropriate vocabulary and tone in negotiations
Numeracy	2.3, 2.8	• Makes basic calculations to ensure work output meets predetermined timeframes • Selects from an expanding range of mathematical strategies when analysing investment policies
Navigate the world of work	1.1, 1.2, 1.4, 1.5, 2.6, 4.1, 4.2, 4.3	• Considers and adheres to organisational policies and procedures when developing plans and strategies • Monitors adherence to legislative and organisational requirements • Appreciates the implications of ethical, legal and regulatory responsibilities related to own work • Considers own role in terms of its contribution to broader goals of the work environment
Interact with others	2.1-2.3, 2.5, 2.7, 3.5, 4.4, 4.5	• Recognises the importance of taking audience, purpose and contextual factors into account when making decisions about what to communicate to whom, why and how • Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction
Get the work done	1.1, 1.2, 1.5, 1.6, 2.4, 2.6, 2.7, 3.1, 4.3	• Develops plans for complex, high-impact activities with organisational implications • Uses systematic, analytical processes to solve problems in complex, non-routine situations
			Uses analytical processes to decide on a course of action, establishing criteria for deciding between options, and seeking input and advice from others
			Uses digital technologies and systems safely, legally and ethically when gathering, storing and accessing information

Assessment Requirements

Performance Evidence

Evidence of the ability to:

plan and manage human resource delivery within legislative, organisational and business ethics frameworks
communicate effectively with a range of senior personnel
identify and arrange training support where appropriate
calculate human resource return on investment within the organisation.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

identify the key provisions of legal and compliance requirements that apply to managing human resources
summarise the organisation’s code of conduct
explain human resource strategies and planning processes and their relationship to business and operational plans
describe performance and contract management
explain how feedback is used to modify the delivery of human resources.

Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development human resource development field of work and include access to:

business strategy and operation plans
business technology
legislation, regulations and codes of practice relevant to staff recruitment, selection and induction interaction with others

VERSION HISTORY
Version Number	Date	Reason for revision	Who	Approved By
TAS-AT-V1-05072017	05-07-2017	IBSA Material		CEO
TAS-AT-V1.1-11072017	11-07-2017	Contextualized IBSA Material	A.C	CEO
TAS-AT-V1.2-17072017	17-07-2017	In AT1 inclusion of industrial relationship in Q5f	A.C	CEO
		In AT4 Q10&11 included to meet industry consultation	A.C	CEO
TAS-AT-V1.3-07112017	07-11-2017	Version Control updated to align with other material	A.C	CEO
TAS-AT-V1.4-10032018	10-03-2018	Version Control updated to align with other material	A.C	CEO
TAS-AT-V2-04062018	04-06-2018	Version Control updated to align with other material	A.C	CEO
TAS-AT-V3-06092018	06-09-2018	Re-formatted assessment tool	A.C	CEO

Re-assessment of Result& Academic Appeal procedures:

If a student is not happy with his/ her results, that student may appeal against their grade via a written letter, clearly stating the grounds of appeal to the Director of Studies. This should be submitted after completion of the subject and within fourteen days of commencement of the new term.

Reassessment Process:

An appeal in writing is made to the Director of Studies providing reasons for re-assessment

/appeal.

Director of Studies will delegate another faculty member to review the assessment.
The student will be advised of the review result done by another assessor.
If the student is still not satisfied and further challenges the decision, then a review panel is formed comprising the lecturer/trainer in charge and the Director of Studies OR if need be an external assessor.
The Institute will advise the student within 14 days from the submission date of the appeal. The decision of the panel will be deemed to be final.
If the student is still not satisfied with the result, the he / she has the right to seek independent advice or follow external mediation option with nominated mediation agency.
Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-enrol in that subject.

The cost of reassessment will be borne by the Institute. The external assessor will base his/her judgement based on principles of assessment. These principles require assessment to be reliable, fair, practical and valid.

Academic Appeals

If you are dissatisfied with the outcome of the re-evaluation process, you have a right to appeal through academic appeals handling protocol.
To appeal a decision, the person is required to complete the TasCollege- Request for Appeal of a Decision form with all other supporting documents, if any. This form is available via our website. The completed Request for Appeal form is to be submitted to the Student Support Officer either in hard copy or electronically via the following contact details:

Student Support Officer, International College of Tasmania (TasCollege), Level 1, 242 Liverpool Street, Hobart TAS 7000, Email: complaintsandappeals@tascollege.edu.au

The notice of appeal should be in writing addressed to the Director of Studies and submitted within seven days of notification of the outcome of the re-evaluation process.
If the appeal is not lodged in the specified time, the result will stand, and you must re-enrol in the unit.
In emergency circumstances, such as in cases of serious illness or injury, you must forward a medical certificate in support of a deferred appeal. The notice of appeal must be made within three working days of the concluding date shown on the medical certificate.
The decision of Director of Studies will be final.
Student would then have the right to pursue the claim through an independent external body as detailed in the students’ complaint / grievance poli

Reasonable adjustments

TasCollege enables reasonable adjustments to be made to assessment procedures for students with special needs, such as people with disabilities or with language or literacy difficulties. Assessing knowledge is usually assessed through written or oral, short‑answer tests where assessors seek to determine the extent of the student’s knowledge. However, you may need to do the following for a student with disability:

Ask questions orally instead of in a written format
Provide equipment such as text enlargers, image enhancers, and voice recorders.
Give the student more time to complete the assessment;
Allocate a different time for completion of the assessment;
Offer a separate, quiet room.
Modifying or providing equipment
Adapting delivery strategies
Ensuring that course activities are sufficiently flexible
Providing additional support to student where necessary
Customizing resources and activities within the training package or accredited course
Monitoring the adjustments to ensure student needs continue to be me

“I understand all the above rules and guidelines for the assessment”

Full Name Signature Date (dd/mm/yyyy)

ASSESSMENT COVERSHEET

Assessor need to complete this form as this will be used to record student final result. All submission including all checklists are to be attached with this sheet before storing it in student file. No student result will be uploaded in Student Database until and unless all paperwork related to unit is complete.
Student Name:				Student ID:
Unit Code & Title	BSBHRM501 – Manage human resource services
First Submission	□	Subsequent submission			□
Attach following documents to this sheet.			Result S=Satisfactory NYS = Not yet satisfactory NA= Not applicable
Assessment 1	Case Study & Role-play					S	NYS	NA
Assessment 2	Project & PPT					S	NYS	NA
Assessment 3	Project					S	NYS	NA
Assessment 4	Short Question & Answers / Case Study					S	NYS	NA
Final Result	□ Competent □ Not Yet Competent
The Evidence provided is: □ Valid □ Sufficient □ Authentic □ Current
Student Declaration: I am aware of TasCollege policy on plagiarism as stated in the TasCollege Student Handbook. This assignment does not breach those requirements nor has it been previously submitted for assessment contributing to any other subject or course. The ideas and information that are not mine have been referenced accordingly. Student’s Signature: Date:_______/_______/_______
Feedback to Student:
Assessor Declaration:I declare that I have conducted the assessment with this student and have provided appropriate feedback.			Signature: Date:_____/______/_____

Administration use only

Data Entered by

Date

Initials

Information for Students

Prior to Assessment

Your Trainer/Assessor will advise you of your rights before and after assessments, including the right to appeal.

Your Trainer/Assessor will provide you with all relevant information relating to the assessments prior to commencement, and of the appeals procedure that can be utilised if you wish to appeal against the assessment outcome or make a complaint.

Results

You will be informed of the outcome of your assessment as soon as possible from the date the assessment was submitted. Prompt feedback will be offered to you on the outcome of the assessment. Feedback will be delivered in written and where possible, verbal form to you.

AQF Specifications for Assessments

This assessment is set in accordance with the criteria for AQF Level 5. Diploma qualifications must be designed and accredited to enable graduates to demonstrate the learning outcomes expressed as knowledge, skills and the application of knowledge and skills specified in the level 5 criteria and the Diploma descriptor.

Diploma descriptor

Summary

Graduates at this level will have specialised knowledge and skills for skilled/paraprofessional work and/or further learning.

Knowledge

Graduates at this level will have technical and theoretical knowledge in a specific area or a broad field of work and learning.

Skills

Graduates at this level will have a broad range of cognitive, technical and communication skills to select and apply methods and technologies to:

analyse information to complete a range of activities
provide and transmit solutions to sometimes complex problems
transmit information and skills to others

Application of knowledge and skills

Graduates at this level will apply knowledge and skills:

 To demonstrate autonomy, judgement and defined responsibility in known or changing contexts and within broad but established parameters.

ACSF Specifications and Foundation Skills

The term ‘Foundation Skills’ is currently used to include the core skills defined in the Australian Core Skills Framework (ACSF) as well as the employability skills identified by employers as critical for effective performance in the workplace. The core skills of the ACSF include reading, writing, oral communication, numeracy and learning.

Foundation skills encompass the core skills of reading, writing, oral communication, numeracy and learning as described by the Australian Core Skills Framework (ACSF), and the Employability Skills/Core Skills for Work. They exist on a continuum from very basic skills to highly-developed and specialist skills. The foundation skills have been addressed in this assessment.

Assessment Process

To demonstrate competence in this unit, you must undertake all tasks in this assessment booklet and complete them satisfactorily and in addition, also satisfactorily complete the practical assessment, including demonstrating communication skills during the practical activities. If you do not answer some questions or perform some tasks satisfactorily and therefore are deemed to be ‘Not Competent’, you may be asked supplementary questions or given alternative activities to determine competence, which will be documented in your student file. After you have demonstrated consistency in performance you will be awarded this unit.

As part of the assessment process, you must abide by any relevant assessment policies as provided to you. If you feel you are not yet ready to be assessed or this assessment is unfair, please discuss with your assessor all options that are available to you to enable you to complete the assessment.

Submitting Assessments

You should submit assessment tasks with the provided cover sheet.

Assessments should be submitted on or before their due date. Extensions for individual assessment tasks may be negotiated in specific circumstances. Consultation on this must occur prior to the due date and extensions due to illness will require a medical certificate. Extensions must be confirmed by the Trainer/Assessor in writing.

Plagiarism and Referencing

All students are reminded that plagiarism will not be tolerated. Information, ideas etc. quoted or paraphrased from another source, must be acknowledged with “quotation marks” around the relevant words/sentences or ideas and cited at the end of the document. Sources of information, ideas etc. must be provided in alphabetical order by author’s surname (including author’s full name, name of document/ book/internet etc. and year and place of publishing) or may be included in brackets in the text.

Assessment Outcomes

There are two (2) outcomes of assessments: Satisfactory and Not Yet Satisfactory (requires more training and experience).

You will be awarded a ‘Competent’ grade on completion of the unit when the trainer/assessor is satisfied that you have completed all assessments and have provided the appropriate evidence required to meet all criteria. If you fail to meet this requirement you will receive the result of Not Competent and will be eligible to be re-assessed.

Re-assessment

Students will be allowed two (2) further attempts at an assessment for which the outcome is Not Satisfactory, within the timeframe of a course (unit of competency) and in this time they can request a coaching session as required. No additional fees will be charged.

Students who require re-assessment beyond the delivery timeframe of a unit or due date of an assessment, unless it is due to medical reasons, will be given the opportunity to request additional time to resubmit and in this time, they can also request a coaching session as required. After that students may be charged a re-assessment fee.

Reasonable Adjustment

RTOs and trainer/assessors are obliged by law to make reasonable adjustment to ensure maximum participation of students with disability in teaching, learning and assessment activities. This includes:

ensuring that course activities are sufficiently flexible;
providing additional support where necessary; and
offering a reasonable substitute within the context of the course where a student cannot participate

Reasonable adjustment is defined in section 4 (1) of the Employment and the Disability Discrimination Act as ‘an adjustment to be made by a person is a reasonable adjustment unless making the adjustment would impose an unjustifiable hardship on the person’.

Reasonable adjustment as it applies to participation in learning and assessment activities may include:

customising resources or activities within a training package or accredited course;
modifying a presentation medium;
providing additional support;
providing assistive or adaptive technologies;
making additional information accessible both before enrolment and during the course; and
monitoring these adjustments to ensure that the student’s needs continue to be met

Reasonable Adjustment Methods (examples)

Category

Possible issue

Possible Strategies

LLN

• Speaking

• Reading

• Writing

• Confidence

• Verbal assessment

• Presentations

• Demonstration of a skill

• Use of diagrams

• Use of support documents such as word lists

Indigenous

• Knowledge and understanding

• Flexibility

• Services

• Inappropriate training and assessment

• Culturally appropriate training

• Explore understanding of concepts and practical application through oral assessment

• Flexible delivery & using group rather than individual assessments

• Assessment through completion of practical tasks in the field after demonstration of skills and knowledge.

Non-English-

Speaking

Background

• Speaking

• Reading

• Writing

• Cultural background

• Confidence

• Discuss with the student and supervisor whether language, literacy and numeracy are likely to impact on the assessment process

• Use methods that do not require a higher level of language or literacy than is required to perform the job role

• Use short sentences that do not contain large amounts of information and clarify information by rephrasing, confirm understanding

• Read any printed information to the student

• Use graphics, pictures and colour coding instead of, or to support, text

• Offer to write down, or have someone else write, oral responses given by the candidate

• Ensure that the time available to complete the assessment, takes account of the student’s needs

Age

• Educational background

• Age of the assessor

• Limited study skills

• Make sure font size is not too small

• Assessor should refer to the student’s experience

• Ensure that the time available to complete the assessment takes account of the student’s needs

Educational background

• Reading

• Writing

• Numeracy

• Limited study skills and /or learning

strategies

• Discuss with the student their previous learning experience

• Ensure learning and assessment methods meet the learner’s individual need

Disability

• Speaking

• Reading

• Writing

• Numeracy

• Learning Strategies

• Identify the Issues

• Create a climate of support & ensure access

• Appropriately structured assessment

• Using other’s expertise

An individual’s access to the assessment process should not be adversely affected by restrictions placed on the location or context of assessment beyond the requirements specified in the training package. Reasonable adjustments can be made to ensure equity in assessment for people with disabilities. Adjustments include any changes to the assessment process or context that meet the individual needs of the person with a disability, but do not change competency outcomes.

When assessing people with disabilities, trainer/assessors are encouraged to apply good practice assessment methods with sensitivity and flexibility.

The assessment process must:

Provide for valid, reliable, flexible and fair assessment
Provide for judgement to be made on the basis of sufficient evidence  Offer valid, authentic and current evidence

Access and Equity

Please speak to your trainer/assessor if you require assistance with any access and equity concerns you may have.

Recognition of Prior Learning

If you can demonstrate that you have the skills and knowledge within this unit, you should speak to your trainer/assessor about this and apply for recognition of prior learning.

Assessments

There are four (4) forms of assessment or evidence gathering methods for this unit of competency. Students are required to complete them all. Your assessor will advise when assessments are due.

Students may use various sources of information including: text books, learning workbooks, other documents and the internet and they must list the sources of the information.

Assessment 1 Case Study & Role-play: In this assessment you are required to respond to a case study business scenario (provided) and identify human resources needs through a review of business documentation and the external business environment and through role-played consultation with line and senior managers, develop options for delivery of human resources (HR) services (later to be formalised in a service level agreement) and present these in a short report and develop an action plan for the delivery of HR services that includes roles and responsibilities for implementing proposed service level agreements.

Assessment 2 Project work & PowerPoint Presentation: This task continues on from the work undertaken in Assessment Task 1. You are required to communicate information on human resources (HR) strategies, service level agreement/s (SLAs), performance standards and potential return on investment (ROI) in order to build understanding and buy in among internal stakeholders and identify and manage underperformance through development of a coaching/performance management action plan. Assessment 3 Project Work: This task continues on from the work undertaken in Assessment Tasks 1 and 2. You are required to seek feedback on human resources (HR) service delivery and develop an evaluation report on performance.

Assessment 4 Short Question Answers: This task continues on from the work undertaken in Assessment Tasks 1, 2 and 3. You are required to answer a series of questions relating to analytical skills and knowledge of HR management.

STUDENT INFORMATION

Instruction for Student:

Whilst researching and writing your project it is important to:

Read the Assessment description carefully
Assessment should be in a Word format
All work is to be entirely of the Student. General Information for this assessment:
Read the instructions for each question very carefully.
Be sure to PRINT your FULL name & LAST name in every place that is provided.
For those activities requesting extra evidence such as: research reports, ESSAY reports, etc. The student must attach its own work formatted in double space, Arial 12 pts.
All activities must be addressed correctly in order to obtain a competence for the unit of competency.
If the Student doesn’t understand the assessment, they can request help from the assessor to interpret the assessment.
Submit this document along with your assessment

Assessment Task 1 – Case Study & Role-play

Student name
Student ID

Submission Details of Assessment

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See instructions below for details.

Purpose of the Assessment

This assessment task provides you with the opportunity to demonstrate that you have the skills and knowledge to determine strategies for the delivery of human resources services.

Introduction

In this assessment you are required to respond to a case study business scenario (provided) and:

identify human resources needs through a review of business documentation and the external business environment and through role-played consultation with line and senior managers.
develop options for delivery of human resources (HR) services (later to be formalised in a service level agreement) and present these in a short report.
develop an action plan for the delivery of HR services that includes roles and responsibilities for implementing proposed service level agreements.

Instructions

Review the scenario information provided in the appendices of this assessment task.
Review the simulated business information for JKL (provided by your assessor) and identify human resources requirements.
Review the external business environment (political, economic, social, and technological circumstances, etc.) and identify possible impact on human resources requirements.

Note: You may gather such information from simulated role-plays or through reviewing the scenario and business information provided; you may also undertake additional research to supplement your report.

Arrange with your assessor to consult with two managers to determine HR requirements: a. Service Manager
Sales Manager

Note: Roles to be performed by and/or observed by assessor.

Note: The HR requirements you identify through consultation will later need to be formalised in service level agreement (SLA) to be completed and agreed in Assessment Task 2.

Prepare a 600 – 800 word report on human resources needs that includes:
1. information gathered from:
  - analysis of business documentation
  - consultation with internal stakeholders
  - a review of the external business environment.
2. a discussion of at least two options to meet human resources needs and discuss the risks associated with each (relate risks to your review of external business environment), such as:
  - labour market skills shortages
  - slow economic growth
  - business confidence
  - uncertainty in environmental regulatory environment
3. a return on investment (ROI) calculation and analysis for each option
4. recommendations to meet HR needs including recommendations for service level agreement/s
5. a discussion of HR strategies to deliver HR services in accordance with business needs, diversity, and anti-discrimination policy.
6. A review on existing industrial relations
Prepare an Action Plan to communicate and implement recommendations over the next four weeks. (You may use the template provided in Appendix 3). Include:
1. timelines
2. roles and responsibilities (include roles for HR team, line managers, senior managers, external parties, etc. as required for implementation)
3. resources required; including financial resources and technology for communication to stakeholders (both internal and external)
4. strategies and tactics to ensure successful implementation, including monitoring activities and technology required to collect and manage data in accordance with policies and procedures
5. activities – you need to include the activities required to communicate and promote changes, to communicate SLAs (for implementation in Assessment Task 2), and to implement your recommendations to meet HR requirements.

Note: in Assessment Task 2, you will implement communication of the SLA to managers and seek final agreement.

Arrange with assessor to meet and role-play meeting with Operations Manager to approve action planning and make revisions as required.

Note: roles to be performed and/or observed by assessor.

Submit all documentation by the agreed deadline as outlined below. Ensure you keep copies for your records.

Evidence that you need to submit to your Assessor

You must:	Tick off below when you have submitted
Participate in three role-plays with the: o Service Manager o Sales Manager o Operations Manager	r
Submit a 600-800 word report on HR requirements and recommendations	r
Submit an Action Plan (revised as required by Operations Manager in role-play).	r

What your assessor will be looking for evidence of

analytical and problem-solving skills to review business and operational plans and to develop and evaluate human resources strategies to support the organisational plans
communication and negotiation skills to consult with key stakeholders across the organisation and ensure their support for human resources strategies
learning skills to see that performance is managed and skills are developed in a range of contexts
technology skills to:

○ communicate with key stakeholders

○ support HR functions, including data collection and managing information according to legislation and organisational policies

knowledge of human resources strategies and planning processes as they relate to business and operational plans
knowledge of performance and contract management
knowledge of relevant legislation that applies to human resources.

Appendix 1 – Scenario: JKL Industries

JKL Overview

JKL Industries is an Australian owned company, selling forklifts, small trucks and spare parts to industry.

They also have a division which leases forklifts and small trucks.

The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra.

Change

After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide JKL with an advantage in range over its competitors.

Sales results over the past five years have indicated strong growth in forklift and truck sales which have averaged 10% sales growth per annum. The rental market has been in decline for the past three years due to the reduced costs of these vehicles and some taxation benefits to industries who purchase these vehicles.

Taking the sales opportunity will, however entail some significant changes, including significant changes to the current organisational structure. The company will reposition itself to focus solely on retail sales and service and exit the rentals market in which forces such as competition and consumer choice reduce potential profitability.

In accordance with the organisation’s values, JKL intends to (to the extent feasible) recruit from within the company and upskill or reskill existing employees in rentals who wish to remain with the company.

HR role

HR will have a key role to play in the implementation of strategic and operational changes. The significant changes to the organisation also provide an opportunity for HR to potentially restructure and certainly rethink how it delivers services to internal clients. HR will need to consider company strategic directions, the external business environment, and the needs of employees and managers to implement the strategy effectively.

Options for service delivery

A number of HR service delivery options are available for discussion and analysis.

BSBHRM501 – Assessment Resource The following cost and benefits are presented for a number of possible HR service delivery options and strategies All figures are predicted for following financial year except where otherwise noted.
		???????? ????? ?? ????????? ????? = ????????? ???? × ??????ℎ??? ?? ???????.
	Strategic options		Cost	Financial gain through efficiencies, savings or direct revenue (without consideration of costs)	Chance of failure/Likelihood of risk
	Outsourcing basic HR services.		$600,000	$800,000 for the following financial year	10% (0.1) – Low risk
	Restructuring HR.		$800,000	$1,000,000 over next 5 years	20% (0.2) – Low risk
	Redeploying and retraining rental employees.		$500,000	$3,000,000 over next 3 years	30% (0.3) – Moderate risk
	Integrating HR services and recruitment.		$100,000	$1,500,000 over next 3 years	10% (0.1) – Low risk
	Enhancing HR services with respect to performance management to enhance business partnering at all levels.		$100,000	$1,000,000 over next 5 years	10% (0.1) – Low risk
	Enhancing HR services with respect to industrial relations (IR) to enhance business partnering at all levels.		$150,000	$500,000 for the following financial year	20% (0.2) – Low risk
	Task JKL have requested that you, as the newly appointed Human Resources Manager, provide them with options for the strategic delivery of human resources services to support the organisation’s plans TAS-AT-V3-06092018 © International College of Tasmania P a g e 21 \| 59

Appendix 2 – JKL Industry’s industrial relations history

JKL Industries has not had a clear industrial relations policy or strategies in the past. There has been a tendency to manage issues on an ad hoc basis rather than drive the business through long-term industrial relations objectives.

Responsibility for industrial relations issues has been spread between various levels of management including the Operations Manager, Sales Manager, Service Manager and Human Resources Officers for each branch. This has led to issues of inconsistency and allegations of unfair work practices, with team members confused as to their entitlements and unsure of how to resolve grievances and conflict appropriately.

On several occasions the union has become involved in disputes when team members have been unable to resolve issues with their line managers.

Morale in the workplace fluctuates and is often dependent on the division manager’s management style and skill level. There have been instances of workplace conflict which have not been satisfactorily resolved and have led to complaints of discrimination and unfair dismissal.

Employees have heard rumours of the forthcoming changes in the structure of the organisation and the move into medium and large truck sales. There are concerns about possible redundancies but no information from management has been forthcoming.

There has been a history of dissatisfaction within the organisation relating to pay and conditions with some employees complaining they are not receiving the entitlements they should be.

Management skills and knowledge

The current management team has little understanding of industrial relations matters and has been appointed to their current positions based on their abilities in sales or their technical skills.

They have limited understanding of Australian workplace agreements and a tendency to refer any problems to the HR officers. This has led to conflict and dissatisfaction within the work teams and is felt to be a contributing factor to the high turnover of staff in some departments. Management tends to be ‘operations’ focused and have little understanding of people management, performance management or leadership skills; moreover, managers tend to resent any intrusion of HR into strategic planning, recruitment and workforce planning, seeing these as business issues. HR is seen to merely provide administrative assistance, but not to contribute to the achievement of business goals in more direct or meaningful ways.

The HR officers have experience in understanding and interpreting Australian Workplace

Agreements from an administrative perspective. They have limited knowledge of strategic management and have little control over or influence in implementing industrial relations policy. As they report directly to the Division Manager, they are functioning more as administration assistants than as a strategic HR resource.

While JKL Industries has policies and procedures relating to workplace behaviours and values, employees are not provided with written copies of procedures nor are they trained in values, behaviours, codes of practice or workplace cultural issues. Many employees are confused about their rights and entitlements at work and are not clear on who they should speak to if they have a problem.

Conflict situations

Some examples of industrial relations issues are detailed below.

Case 1

An apprentice mechanic complained to the union that he was left unsupervised for up to five hours several days per week.

The union investigated the matter and found it to be substantiated. Management claimed it was a temporary rostering issue caused by the resignation of senior mechanics and would be rectified. The apprentice was satisfied with the response and the rosters were adjusted.

Case 2

Five sales consultants claimed their annual bonus was calculated incorrectly. Management asked the payroll department to review the payments and was advised it was correct. The sales consultants felt they had been misled by confusing contracts detailing the bonus arrangements and had, in fact earned their bonuses. Management did not respond. Three sales consultants resigned as a result.

Case 3

The mechanics and apprentices in the NSW branch complained to management about excessive hours of work. They were told that the business did not have the resources to hire extra staff and they would have to work the overtime. The mechanics continued to do the overtime for two months and then complained again. One mechanic refused to work more overtime and was dismissed summarily by the Service Manager, Norm Johnston. He lodged an unfair dismissal claim and was reinstated and back paid. No action was taken by the company with regards to the Service Manager’s performance or behaviours.

Case 4

An administration assistant in the finance division complained to the HR Officer that she felt uncomfortable working around one of the male accountants as he had asked her out on several occasions. When she said no, she felt like he singled her out for the worst jobs in the office, was rude to her in front of other staff and made comments in public about her weight. The HR officer told her she was being overly sensitive and should be flattered to have been asked out. She was told to be more of a team player. The administrative assistant then complained to the Finance and Administration Manager and was told there was nothing he could do. She resigned from the company.

Case 5

Management decided to restructure the sales department which involved redundancies. They did not involve the union or offer any type of counselling or personal meetings. Employees were informed by letter and were paid the minimum payouts they were entitled to. There was no discussion with remaining staff and morale became extremely low. Within two months, management had replaced the team members made redundant with new workers.

Appendix 3 – Action plan template

Activity	Timeline	Strategy/application of policy (if relevant)	Resources	Person	Policy

Assessment Task 2 – Project Work & PowerPoint Presentation

Student name
Student ID

Submission Details of Assessment

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See instructions below for details.

Purpose of the Assessment

This task provides you with the opportunity to demonstrate that you have the knowledge or skills required to manage the communication, promotion and delivery of human resources services.

Introduction

This task continues on from the work undertaken in Assessment Task 1.

You are required to:

communicate information on human resources (HR) strategies, service level agreement/s (SLAs), performance standards and potential return on investment (ROI) in order to build understanding and buy in among internal stakeholders.
identify and manage underperformance through development of a coaching/performance management action plan.

Instructions

Part A

Review the scenario information provided in the appendices of this assessment task and the simulated business information for JKL (provided by your assessor in Assessment Task 1).
Review work completed and information gathered for Assessment Task 1, and in particular, the selected options for HR service delivery and action planning.
Develop a draft service level agreement (SLA) in response to HR requirements identified in Assessment Task 1. (Use the SLA template is provided in Appendix 1).

Try to align the service level agreements to the overall strategic and operational needs of the organisation. For example, develop performance metrics related to financial or investor value, customer value, development of people or employee value, and the value added through improvement of HR management practices and processes.

Remember to include measures related to meeting requirements of the organisation’s values, code of conduct, and legal obligations.

Prepare to deliver a presentation to managers on the human resource strategies developed in Assessment Task 1 to seek agreement on your draft SLA (which formalises agreement on delivery of options by HR service providers to internal clients).

Ensure that your presentation covers the following.

Work to gain support for strategies and the draft SLA.
Discuss relationship of SLA to business performance at various levels of the organisation (for example, helps sales people meet customer needs, helps managers, helps senior managers, helps the organisation achieve its vision).
Discuss the need for training to enable effective implementation of SLA.
Discuss risk level and management (risk mitigation) for proposed strategies. e. Discuss ROI.
Discuss methods for monitoring performance against the SLA, for example strategies to:
- focus on building quality into the process and continuous improvement
- focus on preventing problems through early identification
- monitor constantly
- set clear accountabilities.
Discuss strategies for monitoring performance against SLA with respect to the organisation’s values, code of conduct, and legal obligations.

Deliver the presentation to your class and Assessor who will take the role of managers.
Amend SLA if required due to input from managers.
Amend action plans for implementation of SLA as required.
Submit all documentation by the agreed deadline as per the outline below. Ensure you keep copies for your records.

Part B

Identify instances of underperformance using the information provided in Appendix 2.
Develop an Action Plan to address underperformance of team or service providers in two of the three scenarios presented in Appendix 2.

Action plans should include:

performance management activities
timelines
strategies to ensure success/integration with organisational values/policy/business ethics/legal requirements
resources

Note: You may use the template provided in Appendix 3.

Submit all documentation by the agreed deadline as per the outline below. Ensure you keep copies for your records.

Evidence that you need to submit to your Assessor

You must	Tick off below when you have submitted
deliver a presentation on HR service delivery and strategies	r
submit presentation notes or slides	r
submit draft and amended service level agreements	r
submit an amended action plan for delivery of SLA	r
submit an action plan to address and rectify HR delivery underperformance in two of the three scenarios.	r

What your assessor will be looking for evidence of

analytical and problem-solving skills to review business and operational plans and to develop and evaluate human resources strategies to support them
communication and negotiation skills to consult with key stakeholders across the organisation and ensure their support for human resources strategies
communication skills to manage service delivery
learning skills to see that performance is managed and skills are developed in a range of contexts
technology skills to:

○ communicate with key stakeholders

○ support HR functions, including data collection and managing information according to legislation and organisational policies

knowledge of human resources strategies and planning processes as they relate to business and operational plans
knowledge of performance and contract management
knowledge of relevant legislation that applies to human resources.

Appendix 1 – Service level agreement template

General information

Purpose

Vision

Service performance

Mission

Scope

Hours of operations

Performance expectations Service expectations

Service Process/Area	Expectation	Performance metric	Performance monitoring schedule

Working assumptions

Service constraints

Service level agreement maintenance

Terms of agreement

Periodic quality reviews

Issue resolution

Signatures to agreement

Provider

Client/s

Appendix 2 – Performance issues

Case study – Service provider

You have completed a quality assurance audit for a service agreement with a recruitment provider.

The audit revealed that the service provider (PeoplePower) is not providing service at an adequate level:

● Recruitment process is taking too long.

● On several occasions, the service provider has failed to complete the three required reference checks, delaying the appointments as the reference checks are a requirement for appointment under the organisation’s recruitment policy. The service provider states that other organisations only require two and the extra check provides a burden on their ability to act within the timeframes of the service agreement.

● There is confusion over coordinating roles of the service provider and the organisation.

● The provider is providing incorrect information on benefits and rewards and remuneration policy to employees.

● Training of personnel (as stipulated in SLA) is inadequate to business needs.

The poor performance of the service provider has been impacting on the morale of employees and negatively impacting the business.

Case study – Line manager

You have monitored the performance of line managers with respect to implementing business strategies. Your monitoring activities revealed that sales managers are not following recruitment procedures in the following manner:

● They are not submitting request forms in the required time frames.

● They are failing to complete person specification forms as per the required procedures.

As a result, the external service provider has referred unsuitable candidates to the organisation and has not met the timeframes specified in the agreement.

The service provider has noted that line managers have been delaying final decisions for up to three weeks; in breach of the service agreement. Line managers are complaining they don’t have time to do the final selection checklists provided by HR and that is what is delaying them. They say the forms are time consuming and they don’t really understand what to do with them.

The delays have been impacting on the operational capabilities of the business, which is unacceptable.

Case study – HR Officer

You have completed a quality assurance audit for a service level agreement with the business.

The audit revealed that the HR officer in the Sydney service department is not providing service at an adequate level in the following ways:

● Providing incorrect information on benefits and rewards and remuneration policy to employees.

● Providing inadequate advice on training.

● Not following the organisation’s performance management policy.

● Failing to live up to the spirit of partnering with managers to further business goals; not listening to needs of managers and customer-facing staff in order to meet customer needs; not effectively translating higher level business goals to operational measures such as developing workforce capability; not promoting general understanding of business goals and employee buy in.

The lack of acceptable performance has been impacting on the operational capabilities of the Sydney service department, which is unacceptable.

Appendix 3 – Action plan template

Activity	Timeline	Strategy/application of policy (if relevant)	Resources	Person	Policy

Assessment Task 3 – Project Work

Student name
Student ID

Submission Details of Assessment

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See instructions below for details.

Purpose of the Assessment

This task provides you with the opportunity to demonstrate that you have the skills and knowledge to collect feedback on and evaluate human resources service delivery.

Introduction

This task continues on from the work undertaken in Assessment Tasks 1 and 2.

You are required to:

seek feedback on human resources (HR) service delivery
develop an evaluation report on performance.

Instructions

Review the scenario information provided in the appendices of this assessment task and the simulated business information for JKL (provided by your assessor in Assessment Task 1).
Review work completed and information gathered for Assessment Tasks 1 and 2, particularly performance information and planned monitoring activities.
Consider the following scenario:

You have implemented the service delivery strategies based on the case study in Assessment Task 1.

You wish to collect feedback from: managers; external providers of HR services; and clients, regarding HR performance against set performance expectations.

You need to gather feedback covering the following areas:

● financial performance

● customer value

● people development

● operational process efficiency

● organisational values, policies and legal obligations.

You will need to capture information on potential causes for performance issues.

You have decided to develop a client satisfaction survey to gather qualitative, level 1 feedback (the ‘Reaction’ level on the Kirkpatrick Model) from a range of stakeholders to supplement performance scorecard information provided in Appendix 1.

Revise action planning undertaken in Assessment Task 1 to include service delivery surveys and information from company balanced scorecard (Appendix 1) over the current financial year. Include actions to ensure that you comply with organisational recordkeeping policy.
Develop a survey on HR service delivery to obtain feedback from clients, including:
1. senior management
2. line managers
3. recruitment service provider
Provide a copy of the survey to your assessor for completion. The assessor will fill out several surveys as if completed by various stakeholders.
Obtain the completed surveys from your assessor.
Analyse the feedback (in surveys) provided by your assessor as well as performance data provided in Appendix 1.
Prepare a report on HR service delivery performance for the Operations Manager. Your report should be approximately 600-800 words and include the following:
1. a summary of proposed recommendations for service delivery changes (executive summary)
2. analysis of performance data, including adherence to values, code of conduct, organisational policy and legal requirements
3. proposed recommendations for service improvements, for example:
  - changes to service level agreement/s (SLAs)
  - changes to implementation strategies
  - reference to business needs in connection with changes and impact (if any) on business or operational plans
  - revised return on investment (ROI) figures with justification.

Note: Ensure your proposed changes are expressed in a business-like and persuasive manner designed to seek approval and gain support from the operations manager.

Prepare an Action Plan to support communication of changes and implementation of changes over the next six months. You may want to use the action plan template provided in Appendix
Include in your plan:
1. communications activities designed to obtain support and approval from clients for service changes and changes to SLAs
2. activities, resources and strategies designed to effectively implement, monitor and win buy in from organisational stakeholders and clients of HR services.
Submit all documentation by the agreed deadline as per the outline below. Ensure you keep copies for your records.

Evidence that you need to submit to your Assessor

You must	Tick off below when you have submitted
amended action plan/s for monitoring of service delivery performance	r
a survey on HR service delivery	r
a 1–2 page report on service delivery performance, including proposed recommendations for service improvement or variation	r
action plan to support communication of and amended implementation of HR service delivery.	r

What your assessor will be looking for evidence of

analytical and problem-solving skills to review business and operational plans and to develop and evaluate human resources strategies to support them
communication and negotiation skills to consult with key stakeholders across the organisation and ensure their support for human resources strategies
communication skills to manage service delivery
learning skills to see that performance is managed and skills are developed in a range of contexts
technology skills to:

○ communicate with key stakeholders

○ support HR functions, including data collection and managing information according to legislation and organisational policies

knowledge of human resources strategies and planning processes as they relate to business and operational plans
knowledge of performance and contract management.

Appendix 1 – Company balanced scorecard (HR related performance)

KRA	Objective or target	Performance metric or KPI	Result
Financial	Costs of new HR measures kept to forecasts as outlined in Assessment Task 1	Cost of HR measures	20% budget overrun
	5% growth in revenue to $20,000,000 gross revenue	$ revenue	$18,000,000 gross revenue
	90% managers agree HR contributes to business financial success	% agree	60% agree
Customer value	Maintain market share in sales and service at around 15%	Market share	12% market share
	10% Market share in trucks	Market share	5% market share
	90% managers agree that HR helps them to meet customer needs effectively	% agree	70% agree
People development	100% rental staff trained in sales	% rental staff trained in sales	60% successfully trained

KRA	Objective or target	Performance metric or KPI	Result
	25% managers engaged in career development	% managers enrolled in internal or external programs	4% enrolled in further training
	90% job satisfaction rate	% satisfied with role and career prospects within company	70% satisfaction
Process	100% of performance reviews conducted in accordance with policy	% completion	80% completion rate
	90% of administrative HR tasks completed on time and in accordance with policy	% completion	75% completion rate
	90% managers agree their own HR officer is effective and personally helpful	% agree	80% agree

Appendix 2 – Action plan template

Activity	Timeline	Strategy/application of policy (if relevant)	Resources	Person	Policy

Assessment Task 4 – Short Question Answers / Case Study

Student name
Student ID

Submission Details of Assessment

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See instructions below for details.

Purpose of the Assessment

This task provides you with the opportunity to demonstrate that you have the skills and knowledge to manage the integration of business ethics in human resources practices.

Introduction

This task continues on from the work undertaken in Assessment Tasks 1, 2 and 3.

You are required to:

answer a series of questions relating to analytical skills and knowledge of HR management.
submit your written answers to your assessor by the deadline agreed with your assessor.

Instructions

Review the simulated business information for JKL provided to you by your assessor.
Review scenario-based questions in Appendix 1.
Answer questions.
Submit written answers to each scenario-based question and associated documents by the agreed deadline and according as outlined below. Ensure you keep copies for your records.

Evidence that you need to submit to your Assessor

You must:

Tick off below when you have submitted

Submit written answers to scenario-based questions

Provide associated documents if required, for example:

○ action plans (Q6b)

○ amended policies (Q6e).

What your assessor will be looking for evidence of

analytical and problem-solving skills to review business and operational plans and to develop and evaluate human resources strategies to support them
communication and negotiation skills to consult with key stakeholders across the organisation and ensure their support for human resources strategies
communication skills to manage service delivery
learning skills to see that performance is managed and skills are developed in a range of contexts
technology skills to:

○ communicate with key stakeholders

○ support HR functions, including data collection and managing information according to legislation and organisational policies

knowledge of human resources strategies and planning processes as they relate to business and operational plans
knowledge of performance and contract management
knowledge of relevant legislation that applies to human resources.

Appendix 1 – Scenario-based questions – Business ethics

What are two pieces of legislation that may apply to managing human resources?
How do human resource strategies and planning processes relate to business and operational plans?
What is performance management for the delivery of HR services in your own words?
What is contract management for HR service delivery in your own words?
How is feedback used to modify the delivery of human resources?
Use JKL Industries’ code of conduct to answer the following questions.
1. What are the requirements of the organisation’s code of conduct?
2. How would you communicate the code of conduct? Discuss:
  - activities
  - strategies to achieve the aims of the communication activities
  - technologies and media to achieve the aims of the communication strategies.

Note: you may wish to submit an action plan as an alternative way of answering this question.

Who would you consult and why?
How would you monitor employee adherence to the code of conduct?
How would you incorporate the code of conduct into HR policies and practices?

Note: You may wish to submit an amended policy or procedure example as a way of answering this question.

How would you incorporate the code of conduct into service level agreements?
How can the effective implementation by HR of a code of conduct contribute to business and operational success?
How would you personally ensure that you adhered to (and were seen to adhere to) the organisation’s code of conduct?

You have had a complaint from one of the senior managers that information relating to a sexual harassment investigation was being discussed amongst his team members. He believes the human resources officer may have discussed the case with a friend (uninvolved in the case) who works in the manager’s department.
1. What action would you take as the human resources manager?
2. What could be the consequences of failing to act promptly and appropriately?
3. What could be the business impact of failing to act promptly and appropriately?
4. How can you ensure all human resources staff are clear about ethical expectations and behaviours?
Your recruitment service provider has advised you that on an employee recruitment request form submitted to the provider, the manager specifically requested he preferred older women who won’t ‘run off and get pregnant’.
1. What legislation is this in breach of?
2. What action would you take to deal promptly with the matter?

When you discussed the situation with the manager, he stated, ‘how am I supposed to know this that it’s not ok to make that request? Is it written down anywhere? I’m a mechanic not an

HR expert. Why don’t you do this from now on?’

What documentation within the organisation would identify that his request is inappropriate?
What would you do to ensure that all personnel in the organisation are aware of their obligations, the company’s policies, procedures and expectations and the consequences of unethical behaviour?
What would you do to ensure the matter was handled in accordance with confidentiality requirements and the policy-related requirements of the organisation?
How would you use digital technologies and systems safely, legally and ethically when gathering, storing and accessing information?
Discuss the steps of taking disciplinary actions briefly.
Discuss the steps of Redundancy management in short.

Assessor Checklist

Did the student answered the following questions:

Questions	Satisfactory
Questions	Yes	No
1. What are two pieces of legislation that may apply to managing human resources?
2. How do human resource strategies and planning processes relate to business and operational plans?
3. What is performance management for the delivery of HR services in your own words?
4. What is contract management for HR service delivery in your own words?
5. How is feedback used to modify the delivery of human resources?
6. Use JKL Industries’ code of conduct to answer the following questions. a. What are the requirements of the organisation’s code of conduct? b. How would you communicate the code of conduct? Discuss: – activities – strategies to achieve the aims of the communication activities – technologies and media to achieve the aims of the communication strategies. Note: you may wish to submit an action plan as an alternative way of answering this question. c. Who would you consult and why? d. How would you monitor employee adherence to the code of conduct? e. How would you incorporate the code of conduct into HR policies and practices? Note: You may wish to submit an amended policy or procedure example as a way of answering this question. f. How would you incorporate the code of conduct into service level agreements? g. How can the effective implementation by HR of a code of conduct contribute to business and operational success? h. How would you personally ensure that you adhered to (and were seen to adhere to) the organisation’s code of conduct?
7. You have had a complaint from one of the senior managers that information relating to a sexual harassment investigation was being discussed amongst his team members. He believes the human resources officer may have discussed the case with a friend (uninvolved in the case) who works in the manager’s department.
a. What action would you take as the human resources manager? b. What could be the consequences of failing to act promptly and appropriately? c. What could be the business impact of failing to act promptly and appropriately? d. How can you ensure all human resources staff are clear about ethical expectations and behaviours?
8. Your recruitment service provider has advised you that on an employee recruitment request form submitted to the provider, the manager specifically requested he preferred older women who won’t ‘run off and get pregnant’. a. What legislation is this in breach of? b. What action would you take to deal promptly with the matter? When you discussed the situation with the manager, he stated, ‘how am I supposed to know this that it’s not ok to make that request? Is it written down anywhere? I’m a mechanic not an HR expert. Why don’t you do this from now on?’ c. What documentation within the organisation would identify that his request is inappropriate? d. What would you do to ensure that all personnel in the organisation are aware of their obligations, the company’s policies, procedures and expectations and the consequences of unethical behaviour? e. What would you do to ensure the matter was handled in accordance with confidentiality requirements and the policyrelated requirements of the organisation?
9.How would you use digital technologies and systems safely, legally and ethically when gathering, storing and accessing information?
10.Discuss the steps of taking disciplinary actions briefly.
11.Discuss the steps of Redundancy management in short.

Assessor Checklist

Assessment Task 1 – Project Work & Role-play

Student’s Name
Assessment Date/s

Outcomes

Did the student:	Satisfactory
Did the student:	Yes	No
Participate in three role-plays with the: ● Service Manager ● Sales Manager ● Operations Manager?
Submit a 600-800 word report on HR requirements and recommendations?
Submit an Action Plan (revised as required)?
Submit evidence by agreed deadline?

Performance indicators

Did the student:	Satisfactory
Did the student:	Yes	No
Adhere to file-naming policy: Author, report name (or abbreviated name), date of submission?
Analyse business strategy and operational plans to determine human resources requirements?

Did the student:

Satisfactory

Yes

Review external business environment and likely impact on organisation’s human resources requirements?

Consult line and senior managers to identify human resources needs in their areas taking into consideration of industrial relation?

See role-plays in assessor instructions for full list of possible needs.

Review the organisation’s requirements for diversity in the workforce?

Develop options for delivery of human resources services that comply with legislative requirements, organisational policies and business goals?

Develop and agree on strategies and action plans for delivery of human resources services?

Agree and document roles and responsibilities of human resources team, line managers, and external contractors?

Develop and communicate information about human resources strategies and services to internal and external stakeholders?

Develop and negotiate service level agreements between the human resources team, service providers and client groups? (Note that this is a partial coverage of performance criterion)

Document and communicate service specifications, performance standards and timeframes?

(Note that this is a partial coverage of performance criterion)

Identify and arrange training support if required?

(Note that this is a partial coverage of performance criterion)

Did the student:

Satisfactory

Yes

Agree and arrange monitoring of quality assurance processes?

(Note that this is a partial coverage of performance criterion)

Ensure that services are delivered by appropriate providers according to service level agreements and operational plans? (Note that this is a partial coverage of performance criterion)

Identify appropriate return on investment in providing human resources services?

(Note that this is a partial coverage of performance criterion)

Task outcome

NYS

Assessor feedback

Assessor signature

Date

Student signature

Date

Assessor Checklist

Assessment Task 2 – Project Work & PowerPoint Presentation

Student’s Name
Assessment Date/s

Outcomes

Did the student:	Satisfactory
Did the student:	Yes	No
Deliver a presentation on HR service delivery and strategies?
Submit presentation notes or slides?
Submit draft and amended service level agreements?
Submit amended action plan for delivery of SLA?
Submit action plan to address HR delivery underperformance (for two of three scenarios)?
Submit deliverables by agreed deadline?

Performance indicators

Did the student:	Satisfactory
Did the student:	Yes	No
Adhere to file-naming policy: Author, report name (or abbreviated name), date of submission?
Develop and communicate information about human resources strategies and services to internal and external stakeholders?
Develop and negotiate service level agreements between the human resources team, service providers and client groups?

Assessor Checklist

Assessment Task 3 – Project Work

Student’s Name
Assessment Date/s

Outcomes

Did the student:	Satisfactory
Did the student:	Yes	No
Submit amended action plan/s for monitoring of service delivery performance?
Submit survey on HR service delivery?
Submit 600-800 word report on service delivery performance, including recommendations for service improvement or variation?
Submit action plan to support communication of and amended implementation of HR service delivery?
Submit deliverables by agreed deadline?

Assessor Checklist

Assessment Task 4 – Short Question Answers / Case Study

Student’s Name
Assessment Date/s

Outcomes

Did the student:	Satisfactory
Did the student:	Yes	No
Submit answers to scenario-based questions?
Submit associated documents (if required or chosen)? For example: ● action plans (Q6b) ● amended policies (Q6e).
Submit deliverables by agreed deadline?

Performance indicators

Did the student:			Satisfactory
			Yes		No
Demonstrate knowledge evidence?
Ensure that personal behaviour is consistently ethical and reflects values of the organisation?
Ensure that the code of conduct is observed across the organisation and that its expectations are incorporated in human resources policies and practices?
Did the student:			Satisfactory
			Yes		No
Observe confidentiality requirements in dealing with all human resources information?
Deal with unethical behaviour promptly?
Ensure that all persons responsible for the human resources functions are about ethical expectations of their behaviour?		clear
Demonstrate use of digital technologies and systems safely, legally and et when gathering, storing and accessing information?		hically
Properly use the information sources given for Q10 and 11
Task outcome				S	NYS

Assessor feedback
Assessor signature	Date
Student signature	Date

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