Strategic Plan Environmental Scan Bounce fitness is a well-established fitness provider located in four cities across Australia. In order to open the fifth center an environmental scan needs to be carried out to determine the different factors that may affect the initiation and progress of the center. Some factors that may affect the imminent Perth fitness center are: Changes in Technology/Trends * It is important to keep up with the latest trends in fitness equipment as machines may become outdated in time. Thus the need to lease equipment to meet customer requirements. * Staff may need to be trained in the operation of the technology and be able to communicate the benefits to the customers. * New trends regarding fitness programs need to be considered such as zumba,pilates etc to target different audiences. * Various jobs being performed are based on the technology being used. If there is a change in technology then the job description may change as the level of skill required may increase. * Efficiency is adopted with the use of efficient technology. Demographic Trends Bounce fitness can be affected by the following demographic factors: Geographic * The immediate geographic targets are the cities of Brisbane, Sydney and Melbourne. * A 35 mile radius is in need of the services. * An area near a shopping mall where coffee shops, day care and ample parking space is available. * Public transport is available in the area so as to make the center accessible to both customers and employees. Demographic * Bounce fitness does not particularly segment its market. It does target corporate employees from companies that are willing to include health benefits for their employees. * Range from high school students to above 50. * 51%:49% male: female. * The individual income range is $38,000-$75,000. * 67% of the customers are single, 33% are married. * Potential market includes over 50 so as to avoid cardiovascular problems. * For the regular clients, 43% have some undergraduate course work. * For the corporate customers, 83% have some undergraduate course work, 16% have undertaken graduate course work. Behavioural * Recognize the need to have physical activity in their lives. * Have incorporated some sort of exercise program in their daily / weekly routine for the last several years. * Are willing to utilize fringe benefits that are offered by their employer as part of their compensation package. * Understand the benefits of exercise and believe that prevention of any disease/ailment due to the lack of physical activity is better than cure. Changes in Prices * The changes in prices of the equipment and lease need to be considered for sustainability of quality service being provided. Ecological and environmental Trends * The center needs to have ample parking space. * Waste needs to be managed so as to keep the vicinity clean to both customers and other businesses in the vicinity. * Pollution of any sort needs to be controlled to avoid any disturbances, and the center needs to adopt to eco-friendly trends reducing its carbon footprint. This can add to the center’s reputation as an eco-friendly fitness center. * The change is weather needs to be considered. In winter they may be a slump in attendance, adequate equipment to provide a heated environment and a cool environment in the summer must be installed. Economic trends * A contingency plan must be made in case of recession or inflation. Certain decisions will have to be made regarding price point, employee salaries etc. * The marketing strategies used by competitors must be analyzed. * The economic system in Australia must be understood so that the center may exercise its rights and adhere to the constraints. * National income is described as the money value of particular activities of a country during a particular period, usually a year. It determines the purchase power of people and the distributed income. This must be analyzed so as to understand if people are willing to spend on health and weather they regard it as a necessity or luxury. Government Activities * The center must make sure that they have a license and are up-todate with any new laws and documentation required by the government to run the business. * Fiscal policy: This refers to the tax structure that Bounce fitness must consider in its sales. * Earlier obesity was common in Australia. Approximately 5-10 years ago, Australians were fairly inactive, with only 19% of people aged 20-40 exercising three times a week. Luckily, that has changed over the last 10 years. The percentage of active people has increased to 43% as of 2002. More and more people are going to the gym after work or are incorporating some sort of outdoor activity into their daily routine. If there is a ban in schools regarding certain foods this must be used to Bounce finesses’ advantage to provide fitness packages to students. SWOT Analysis The following SWOT analysis captures the key strengths and weaknesses within the company, and describes the opportunities and threats facing Bounce Fitness. Strengths * Results-oriented approach to attracting and maintaining customers * Low overheads * Lower pricing than the competitors. * A well-researched, detailed health wellness program that is long- term in focus * Intensively trained staff. * Prime locations. * State of the art equipment * Accessibility for customers and employees. * Along with fitness programs, other programs are also offered such as life coaching and remedial massages under one roof. * Caters to a range of demographic * Offers customized training to its customers * Good marketing strategies in lifestyle magazines that attract the right sort of clientele. Weaknesses * High costs associated with customized, personal service * The inability to work on a high volume business model * The costs of attracting a large corporate client * Lower income families that may not be able to afford membership Opportunities * The large increase in clients that follows with the acceptance of Bounce Fitness’ program by a single company * The ability to leverage future quantitative analysis that supports the contention that long-term wellness programs have a significant, positive impact on the company’s bottom line. * Making potential customers of all ages understand that prevention is better than cure. * Having an effect on the bottom line of a company. * Have a celebrity become a member and a brand ambassador * Have an employee i.e. a trainer run a marathon or participate in any physical competition to demonstrate their fitness * Increased health concerns are causing people to go to a fitness center * Having a lower price will attract a segment that competitors are not tapping into * New marketing strategies * Tapping a new market segment * Participation within a growing market Threats * Lack of immunity to an economic downturn * Focus on outdoor activities * Decreased interest in fitness and a perception that getting in shape is impossible * Demotivated staff * Potential competition from larger, well established competitors * Competition that has better marketing strategies * Attitude of people, whereby they think fitness centers are a luxury and not a necessity. * Low cost health care equipment availability for at-home exercise. STRENGTHS | OOPPORTUNITIES | * Results-oriented approach * Low overheads * Lower pricing * A detailed health wellness program * Intensively trained staff. * Prime locations. * State of the art equipment * Accessibility * Holistic Approach * Caters to a range of demographic * Offers customized training * Good marketing strategies | * Participation within a growing market * Increase in clients with the acceptance of program by a single company * The ability to leverage future quantitative analysis as positive impact on the company’s bottom line. * Prevention is better than cure strategy * Have a celebrity become a member and a brand ambassador * Have an employee market fitness through physical competition * Increased health concerns * Lower price will attract untapped segment * New marketing strategies * Tapping a new market segment | Opportunity Strength StrategiesStrengths take advantage of opportunities * As the clientele base expands the trained staff will be able to cater to different groups customizing their fitness regime. * As trends are changing and people are becoming more conscious about their health and weight, they also understand that prevention is better than cure. The state of the art equipment at Bounce fitness and the trained staff cater to their concerns. * Trained instructors can run a marathon or any other physical competition to market the professionals at Bounce Fitness. * Lower pricing can tap a new market segment as the competitors focus on higher income individuals. | Opportunity Weakness StrategiesWeaknesses take advantage of opportunities * Families with lower incomes can be a new market segment that can be tapped into by providing low cost services. * Large clientele can be attracted by making a celebrity a brand ambassador or by using one of the instructors to participate in a national physical event such as a marathon. Bounce Fitness will automatically gain popularity as it will associate the brand with a well-known face. | WEAKNESSES | THREATS | * High costs associated with customized, personal service * The inability to work on a high volume business model * The costs of attracting a large corporate client * Lower income families | * Lack of immunity to an economic downturn * Focus on outdoor activities * Decreased interest in fitness * Demotivated staff * Potential competition * Competition that has better marketing strategies * Attitude of people, whereby they think fitness centers are a luxury and not a necessity. * Low cost health care equipment availability for at-home exercise. | Threat Strength StrategiesStrengths are used to avoid threats: * Even if fitness centers are termed as a luxury, Bounce fitness has made this an affordable luxury by keeping the price lower than its competitors whilst maintaining quality. * Healthcare equipment is now available for home exercises, however it does not provide a customized solution as Bounce fitness does with its equipment and qualified staff. * Good marketing strategies in lifestyle magazines attract the right type of clientele that are willing to make a change in their lifestyle. | Threat Weakness StrategyWeaknesses are minimized and threats are avoided * A contingency plan must be made in light of an economic turndown. * Strategies must be implemented to keep the staff motivated so as to keep the client motivated as well. * Marketing must communicate affordability, professionalism and effectiveness. * Bounce fitness must market themselves in such a way that they do not fall in the same bracket as their competitors but instead stand out as a unique entity that provides a holistic approach to its customer’s needs. | The three main competitors for Bounce Fitness are: * Community fitness programs and school facilities appeal to lower- income families and/or students who want accessibility and affordability of fitness facilities * Forever Fit Gym services are targeted toward those motivated and dedicated individuals who work out five to seven times per week * Better Bodies aim for casual fitness-seekers who do not work out with a high intensity but still desire the status and recognition. Service Offering Bounce Fitness provides wellness strategies / programs to businesses. A wellness strategy is a long-term effort, combining both health-promotion and exercise- related activities designed to facilitate positive lifestyle changes in members of a company’s work force. Bounce Fitness will collaborate with a company’s senior management to help it develop a mission statement for its wellness program. The client company’s employees will undergo a health-risk analysis, and then meet with a health professional to design a personalized health program. Employee progress reports will be made to monitor changes in the behaviors of its workforce. Keys to Success * Corporate Fitness’s keys to success are: * Marketing services to companies and individuals * Recruitment of experienced companies and individuals * Dedication and hard work of the founder * A holistic approach whereby customer needs are met and different services such as life coaching and remedial massages are provided under one roof. * Raising productivity * Lowering overall costs. Critical Issues Bounce Fitness faces several critical issues. It needs to: * Sign up a sufficient number of medium-sized companies. It is more cost effective for them to service a couple of medium-sized companies than many small companies. * Continue to drive down the costs associated with serving a customer. * Sustain the clientele over a period of time. PEST ANALYSIS Bounce Fitness is a growing organization spanning across four cities. It is about providing wellness programs that have a long term effect on its clientele. There are many factors in the macroenvironment that will affect the decisions of Bounce Fitness. Tax changes, new laws, trade barriers, demographic change and government policy changes are all examples of macro change. A PEST Analysis will help analyze these factors: Political * Local, national, and international politics can influence an organization directly or indirectly. It is valuable for to have a clear understanding of the political situation in which it operates so that it can be organized for unexpected changes that outcome from elections or changes in existing policies or laws * Changes in laws and regulatory guidelines may also have an important impact on the organization. Laws concerning minimum wage, employment practice, and business taxes can have direct impact on organizations. * It is necessary to comply with the basic health and safety regulations Economic * Key areas for the pestle analysis include inflation rates, interest rates and general economic conditions. An economy undergoing recession will have high unemployment, low spending power and low stakeholder confidence. Conversely a “booming” or growing economy will have low unemployment, high spending power and high stakeholder confidence. * Recession would result in reduction in costs in relation to part time staff or generating additional revenue with discounts and enhanced services for clients. * The organization will need to review the impact economic conditions are having on their competitors and respond accordingly. Social * Market changes are from time to time motivated by changes in society. Demographic shift in the population may increase or decrease demand for a service. Demographic information should be monitored for changes in variables such as, age, education, and income. * People are becoming more weight and health conscious therefor need to go to a fitness center * Population employment patterns, job market freedom and attitudes to work * Press attitudes, public opinion, social attitudes and social taboos * 16 million new jobs will be created by the year 200X, but there will only be 14 million workers to fill them. * In 2000, women comprised one-third of the work force, a ratio that increased to one-half by 200X. * An estimated 80 per cent of jobs to be filled in the immediate future will require more than a high-school education. Only 74 per cent of Australians, however, finish high school, and only 67 per cent graduate with adequate skills. The number of skilled workers available to fill new jobs is decreasing, meaning that employers are facing more severe competition for labour. Thus, the health and productivity of each employee becomes crucial to a company’s success. Technology * The appearance of new technologies can impact organizations' overall business and production processes. It is valuable, therefore, to observe changes in technologies, mainly those that influence business efficiencies, changes in production, existing infrastructures and the rise of new products or services such as new equipment of fitness regimes. Cost Benefit Analysis Direct Costs | Year 1 | Year 2 | Year 3 | Training Staff | | | | Lease of Equipment | $37855($12618p.a) | Rent of vicinity | $1500 | $1700 | $1900 | Marketing Costs | $24,600 | $21,700 | $18,750 | Salaries | $200,000 | $220,000 | $240,000 | Other | $10,000 | $12,000 | $14,000 | Sales Forecast | $540,860 | $678,515 | $789,568 | Profit | $292142 | $410497 | $502300 | *Asumptions made are mean salary is $40,000 per year. Values Bounce Fitness is based on two simple facts: 1. Healthy employees are more productive than chronically ill employees. 2. It costs less to prevent injuries or illnesses than to treat them after they occur The marketing strategy will seek to develop customer awareness regarding the services offered, develop the customer base, and work toward building customer loyalty. The values for Bounce fitness are as follows: Integrity We hold ourselves and co-workers accountable for building trust with our members and each other by being honest, ethical and consistent in what we say and do. Teamwork We are committed to empowering our internal teams and external members with the appropriate resources to effectively achieve our common vision. Accountability We hold ourselves and our co-workers accountable for our behaviours and responsibilities as they affect us, our members and our culture. Quality We are committed to continually leading the fitness industry by providing the highest standards of quality to our members, through services, programs, and community relations. The above values that are currently used reflect on the quality service provided to customers across Australia. Bounce fitness employees take responsibility in changing people’s lives and are keen to work towards a common goal. Another value that needs to be added is Continuous Improvement Bounce fitness is committed to continuously improving its service by training staff to offer the latest exercise and wellness programs to its clientele. The need to constantly learn more in the field of health and fitness is key to delivering quality service to various clientele. Vision Statement Bounce Fitness is committed to an expanding role as a premiere provider of wellness integrated services. Through the evolvement of an empowered employee culture and the creative acquisition and use of resources, we will develop and implement comprehensive programs and services appealing to all. The current vision statement entails the right focus for potential growth. Empowered employee culture, use of resources and implementation of comprehensive programs are building blocks for a bigger, and better Bounce fitness. Mission Statement The Centers will serve the community with quality, comprehensive, unique, and distinctive health programs and services. The employee team will expand upon the preventive services while improving the quality of life among participants through health and fitness services utilizing state of the art equipment and practices. These programs will reflect members’ needs and be financially viable for all stakeholders. The mission statement reflects on the core values of Bounce fitness: integrity, teamwork, accountability, quality and continuous improvement. The only thing that needs to be added is customer relationship management. Bounce fitness’s strategy is to ensure that they maintain a good rapport with customers so that they keep on coming to achieve their set goals so as to avoid customers that drop out in between. This is key to sustaining the new center. The new mission statement would be: The Centers will serve the community with quality, comprehensive, unique, and distinctive health programs and services. The employee team will expand upon the preventive services while improving the quality of life among participants through health and fitness services utilizing state of the art equipment and practices. The dedicated staff will ensure that individual goals are met. These programs will reflect members’ needs and be financially viable for all stakeholders. Critical Success Factors The key success factors for Bounce Fitness are: * Marketing services to companies and individuals * Recruitment of experienced companies and individuals * Dedication and hard work of the founder * Raising productivity * More research on the demographic in Perth so as to attract customers other than mainly corporates. * Lowering overall costs. * Keeping up to date with new technology and fitness trends. * Keeping the staff motivated so as to sustain customers over a longer duration. * Good customer relationship management especially companies so as to get bulk memberships through companies. * Implementing effective marketing strategies such as having a brand ambassador, either a celebrity or one of the trainers that has participated in a national sports event. * Customizing services as per customer. * Establish a contingency plan in case of economic turndown. * Affordability to the customer as well as making a significant profit Strategies and actions for objectives * Bounce Fitness will open a new Fitness Centre in Perth within two (2) years. * Existing Bounce Fitness Centers will continue to show an abovemarket return on investment through excellence of facility, staff and operational management. * Bounce Fitness will hold its current position through follow up of members who cease to attend (as learned from monthly reviews of client programs), invest greater time in customer relationship management and through continued provision of excellence in service and equipment in the Centers, holding the costs to no more than CPI increases. * Bounce Fitness will increase staff training in line with their job roles through holding training with guest experts and accessing external training. It is intended within a year to establish a system where agreed training expenses for university and other job related tertiary training costs are reimbursed to staff to encourage continued learning and development of staff. * Bounce Fitness intends considering franchising or licensing as an option in the next five years * Plan the workforce: * Anticipate and manage changing workforce demographics * Drive development of workforce capabilities to ensure the delivery of high quality services * Develop strategies to attract high quality staff with the right capabilities * Create a workforce that reflects and draws on the diversity of the local community * Ensure human resource policies and practices are responsive and flexible to meet workforce needs * Selecting, developing and retaining the best people: * Implement business best practice in recruitment and induction * Drive the development of strategies to build a culture of high Performance across the organization * Develop leadership capabilities for current and aspirant leaders in the organization * Build the capability of staff through development opportunities * Continue to improve personal trainer quality * Support the career progression of staff * Enabling the organization: * Continue to build an inclusive workplace culture across the organization * Drive innovation and a culture of continuous improvement * Support the organization’s ability to initiate and embrace change * Develop the capability of managers across the organization * Position Human Resources as a strategic partner to achieve the organization’s priorities * Ensure effective human resource service delivery The Business Objectives of Bounce Fitness set out what the business is trying to achieve. * Generate a 10% yearly increase in sales. * Increase market penetration every quarter. * Continue to cultivate Bounce Fitness' image as the premier longterm wellness program provider. * Decrease customer acquisition costs by 4% every two quarters. * Lower the cost of service delivery by 1% a quarter. * Holding spending, as a percentage of sales, at a steady rate. Implementation Schedule Strategies | KPI | Action | Timetable | Responsibility | Priority | To Market Bounce fitness | To increase membership by 10% | Use a brand ambassador in addition to pamphlets, website and ads. | 5 months | CEO, GM Marketing | High | Increase staff training | To generate a customer base ROI atleast 15% | Establish a system where agreed training expenses for university and other job related tertiary training costs are reimbursed to staff to encourage continued learning and development of staff. | 8 months | Directors,CEO, HR Manager | High | Have good customer relationship | To sustain the amount of registered members | Cater to their individual needs. Staff must be patient and welcoming. | 2 months | HR Manager and Trainers. | Medium | Tap into new Markets | Achieve market share of 15% | Keep prices lower than competitors | 6 months | Directors,CEO Marketing Manager | Medium | Customize programs | Sustain membership in holiday slump | Trainers must be innovative so as to sustain memberships during the holiday season. | 3 month | CEO HR Manager, Trainers | Medium | |||||| The strategic plan should be circulated amongst the directors, CEO, managers and stakeholders. These may include the community, staff, clients and regulators. The better input received from the people involved in the process the better the result. By getting everyone’s input a better sense of what is required is developed and more effective decisions can be made. Involvement means commitment, the more committed a team, the better the end result. Involving stakeholders gives them a sense of forthrightness as changes are being made. Support can be gained from the board of directors as they are responsible for the strategic decisions being made. Government and community support is also necessary for the new center. The media plays an important role. If there is a keen interest from the community to attend a fitness center, it is easier to take decisions based on the market demand, therefore the need to advertise. The managers should be briefed as they are the ones that will implement the changes. The management level will communicate with the staff to carry out the plan in a timely manner. Monitor and review of the plan Strategic planning is integral to the success of an organization’s growth and development. Directors and administrators need to be aware of the obligations and responsibilities accepted in regard to the strategic business planning of Bounce Fitness. It is important that any major changes affecting the organization are reflected within the strategic business plan. A strategic business plan is an evolving strategic management document and it will change as a business develops and therefore needs to be regularly monitored and reviewed. Directors have a legal responsibility to monitor and review the organization’s Strategic Business plan. The strategic business plan should be monitored and reviewed on a monthly, quarterly, and yearly basis by the Board. This should be written into the organization’s governance policy and procedures. Step 1: The board takes responsibility for monitoring and reviewing the organization’s strategic business plan. Step 2: The CEO asks each Manager to prepare monthly, quarterly, and yearly monthly, report on the activities within their portfolio of responsibilities. Step 3: Place monitoring and review as a recurrent Board/Committee agenda item i.e. * Item 3 – Finance Managers Report – Targets * Item 4 – Marketing Managers Report – Update Strategic and actions. Evaluation * The business planning process is ongoing * The entire business plan should be evaluated and updated annually, preferably just prior to the budget setting process (however, regular evaluation of Bounce fitness center business plan is always beneficial) * Targets should be evaluated quarterly * Financial plans should be evaluated monthly * Implementation plans should be evaluated monthly, weekly and daily * The sooner you identify that you are deviating from your plan, the better for you can take corrective action before great damage is done * Routine time for planning and evaluation should be built into the calendar. Steps in the evaluation process 1. Annually evaluate the entire business plan, looking at each part of the plan in detail, and making the appropriate changes. 2. Quarterly evaluate the targets of the key people at progress review meetings. This is done by looking at the targets and action plans that have been set, and assessing whether the targets were achieved. If targets were not achieved, analyse why not. Then a new plan of action is developed or the existing one is altered to hold operations in line, or to return operations to an in-line state after deviation. 3. Update and evaluate the financial plans monthly by comparing planned against actual. If things are not going as you planned, an analysis is carried out and corrective action immediately taken. Action plans are evaluated for our own targets, preferably on a daily basis. The sooner we realise that we are moving off track (or can't achieve target), the better. Student Instructions This unit describes the skills and knowledge required to develop, implement and maintain a strategic approach to managing human resources in an organisation ensuring that the organisation has the structure and staff to meet current and foreseeable business and performance objectives. To achieve competency the following assessment tasks must be successfully completed in the time allocated with the essential resources. Your trainer/assessor will give you the due date to submit the assessments and provide you with feedback after assessing your work. Refer to the table below for the summary of assessment tasks for this unit: Assessment Task Assessment Type Notes Number 1 Practical Assessment To be completed by the due date provided by the trainer/assessor 2 Report To be completed by the due date provided by the trainer/assessor 3 Project Date of presentation to be arranged with trainer/assessor. Will be conducted during class time. 1. Students will be given the Student assessment at the beginning of the unit 2. Students may need to spend some hours outside the class hours without supervision to complete the assessments 3. All assessment tasks must be satisfactory to achieve competency in the unit 4. All the units of competency must be deemed competent to complete the qualification and obtain a certificate 5. The assessment requirement for this unit are presented clearly in the Unit of Competency located at https://training.gov.au/Training/Details/BSBHIRM602 6. In the Student assessment, you must be able to: o Answer all questions o Complete all assessment tasks within the required timeframe o Complete all assessments tasks to a satisfactory standard 7. The following resources are required for this assessment:  appropriate documentation and resources normally used in the workplace  business documentation  appropriate learning and assessment support when required  computer with internet access  Access to word processing, spreadsheet and PowerPoint software BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 5 Reasonable adjustment For information on reasonable adjustment please refer to the student handbook located at: http://scei.edu.au/?page_id=45 Record of assessment outcome After all of the assessment evidence has been gathered from the assessment tasks for this unit/cluster of units of competency the Record of Assessment stating your result will be completed. Information for the Student If you do not understand any part of the unit or the assessments you are required to undertake, please talk with your trainer/assessor. It is important that you understand all of the aspects of the learning and assessment process that you will be undertaking. This will make it easier for you to learn and be successful in your studies. BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 6 Assessment Task 1 – Practical Assessment Instructions for completion      DUE DATE You are required to complete all parts in Assessment Task 1 – Practical Assessment The word limit of this project should be approximately 1400 words Your submission must be typed (except part B may be hand written) Use of correct grammar and spelling is required to demonstrate foundational skills Use of APA referencing must be used where original sources other than your own have been used – to avoid plagiarism  Write your name, student ID, the assessment task and the name of the unit of competency on each piece of paper you attach to this assessment document  Submit to your trainer/assessor by the due date  The trainer/assessor will inform you of the due date The due date for this task is _____________________________ SCENARIO: You have recently been employed by Bounce Fitness as part of their Human Resources Team. Part of your job requires you to help manage staffing requirements for the organisation. As such, you have been asked to develop a report regarding Bounce Fitness's staffing requirements and present this to your manager (assessor). For this task you are required to access the Bounce Fitness website to access their strategic plan documents of the organisation. The strategic planning documents for Bounce Fitness are available through the following link: http://bounce.precisiongroup.com.au/ Part A - Analyse and Report Staffing Requirements for Bounce Fitness For this task you are required to develop a report regarding Bounce Fitness's human resource requirements and present this to your manager (assessor). The report must contain the following elements: a. Look at the strategic plan documents of Bounce Fitness and discuss what you have learned, what the targets and goals are and how these will impact on the staff. b. Research emerging practices or trends that may impact on the Bounce Fitness staff. Emerging practices or trends are things like changes in the way people buy or the community expectations, economic trends, labour market trends, new products or services that may be introduced, new technologies, political or legislative changes and/ or qualification changes that may be required of your staff. Discuss your findings. c. Discuss how the information from part (b) may impact on Bounce Fitness's staffing requirements in the future. Based on the results of your findings, outline the amount of staff you think is needed and what skills they should already have (or be willing to acquire). How will you obtain these people? d. Undertake a PEST analysis and discuss how each area might have an impact on Bounce Fitness, its staff and their job roles. BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 7 Part B - Planning and Consultation To help develop an effective human resources strategic plan, you are required to arrange a meeting with Bounce Fitness management (role play this meeting with your assessor or another classmate) and ask them about their human resource requirements and preferences. You will also need to refer to the Bounce Corporate Marketing Plan to assist you for further information. During your meeting, you are to discuss the human resource objectives and requirements for Bounce Fitness, such as: - What kind of staff professional development they would like implemented - Key values and philosophies that they would like Bounce Fitness staff to follow - Busy/quiet times of the year - Any equal opportunity and diversity requirements to consider - Occupational Health and Safety and any other legal/regulatory requirements - Performance Management - Remuneration - Staff retention and succession planning - Any other suggestions and constraints that might affect the staff going forward *You must ensure that you make notes of the meeting and include this with your assessment submission. Part C - Develop Human Resources Strategic Plan Using the information that you have collected in Part A and Part B, you are required to develop a HR strategic Plan for Bounce Fitness. Your strategic plan must include the following:  Document your strategic objectives and targets for the agreed plan.  Develop a plan for achieving your objectives and targets. Include a Cost Benefit Analysis.  Identify any required technology and systems to support your chosen human resources strategy  Develop risk management plans to support the agreed strategic human resources plan and manage contingencies. Part D - Implementation and review Provide a short report relating to the implementation and review of the HR strategic plan:     Identify how the plan is effectively implemented through the organisation how will the staff at Bounce Fitness be able to monitor and review the plan If circumstances change at Bounce, how can the HR strategic plan be adapted? Who will be responsible to make these changes? Evaluate the success/failure of your HR Strategic Plan and comment on how effective the HR strategy will be for Bounce Fitness. What are some of the major HR challenges and opportunities facing the business? What to submit for assessment     A report reviewing Bounce Fitness's strategic direction and requirements (Part A) Meeting notes covering the points mention in part B (Part B) A Human Resources Strategic Plan (Part C) A report based on the implementation and review of the HR Strategic Plan (Part D) BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 8 Assessment Task 2 – Report Instructions for completion        DUE DATE Read the report details below and follow the instructions All parts of the report must be successfully completed The report must be submitted to the trainer/assessor for marking by the due date Report is to be typed (not hand written) The word count for the report is 800 words +/- 10% Use of correct grammar and spelling is required to demonstrate foundational skills Use of APA referencing must be used where original sources other than your own have been used – to avoid plagiarism  Write your name, student ID, the assessment task and the name of the unit of competency on each piece of paper you submit for assessment  The trainer/assessor will inform you of the due date The due date for this task is _____________________________ For this task you are required to write a 800 word report that compares the Human Resources Strategic Plan 1999– 2001 of University of Western Australia against the newly developed Human Resources Strategic Plan 2016-2019. These HR Strategic plans are located in Appendix 1. Performance objective You must analyse the development of a strategic human resources plan and its alignment with broader business objectives and review the plan with changes in the business objectives. Specifications You must answer the following questions in your report: a. How would you describe the HR strategy at University of Western Australia? How has University of Western Australia adopted a strategic approach to Human Resources Management that will meet its needs? b. How does this HR strategy support the business plan? Analyse the development of a strategic human resources plan and its alignment with broader business objectives. Do you think that University of Western Australia will be able to mobilise its employees’ competencies and commitment to achieve a competitive advantage? c. Examine both the strategic plans to determine human resource strategic direction, objectives and targets. d. Examine the development of strategic objectives and targets for human resources services in both the human resource plans. e. Identify and analyse internal and external environment factors that led to the development and review of the policies. f. Identify and analyse legal and technological requirements that had impact on HR plan. g. What goals and objectives have been developed for human resource services in HR plan 2016-2019? h. What human resources philosophies, values and policies have they agreed upon in HR plan 2016-2019? What to submit for assessment  An 800 word report that addresses questions a - f BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 9 Assessment Task 3 – Project Instructions for completion Due Date       You are required to develop a HR strategic plan You must complete Parts A, B and C of this project. The word limit of this project should be approximately 2000 words. Refer to your trainer/assessor for further information. You are required to adhere to industry code of ethics in completing this project. Write your name, student ID, the assessment task and the name of the unit of competency on each piece of paper you submit for assessment The trainer/assessor will provide a date and time for this assessment The due date is _____________________________ SCENARIO: Coffeeville is a small coffee shop, established in 2009 and is located in the heart of Melbourne's CBD. Being a small business, Coffeeville does not have a dedicated Human Resources professional. The owners Rufus and Emma have decided to hire your services as a HR consultant to help Coffeeville develop and implement a HR strategic plan for the business. The owners have given you access to all of their organisational documentation (such as their business plan, operational plan, policies and procedures, staff handbook etc.) to help you develop an effective Human Resources Strategic Plan. All of Coffeeville's documents can be found here: http://simulations.ibsa.org.au/coffeeville/secure/documents.php The owners have informed you that they have been extremely busy and haven't had time to update their business documents, as a result, most of their planning and strategic documents are currently out of date, but you should still be able to use most of this information to help you develop an effective HR strategic plan. It is also a good idea to visit Coffeeville's main website to get a feel of the culture and services the business provides. This can be found here: http://simulations.ibsa.org.au/coffeeville Your job as the HR consultant for Coffeeville is to develop and implement a Human Resources Strategic Plan. To do this, you must complete tasks A, B and C below: Part A: Research planning requirements Review Coffeeville's current environment and create a report on their Human Resource requirements. Your report should address the following:  Analyse strategic plans to determine human resource strategic direction, objectives and targets  Undertake additional environmental analysis to identify emerging practices and trends that may impact on human resources management in the organisation  Identify future labour needs , skill requirements and options for sourcing labour supply  Consider new technology and its impact on job roles and job design  Review recent and potential changes to industrial and legal requirements BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 10 Part B: Develop human resources strategic plan The owners of Coffeeville have spoken to you about the importance that the HR strategy must be in line with the culture and values that they have built over the years. The owners show a great sense of pride about Coffeeville's relationship with the local community, their fair trade business ethics, as well as the quality their customer service (as well as their coffee of course!). Building on the information you have collected from part A, your are to develop a human resources strategic plan that contains the following information:  Develop the organisations’ human resources philosophies, values and policies  Identify the strategic objectives and targets for human resources services  Develop a plan for achieving the strategic objectives  Examine options for the provision of human resources services and analyse costs and benefits of each option  Identify any required technology and systems to support your chosen human resources strategy  Develop risk management plans to support the strategic human resources plan Part C : Implement and review human resources strategic plan Provide a short report relating to the implementation and review of the HR strategic plan:  Identify how the plan is implemented through the organisation  how will the staff at Coffeeville be able to monitor and review the plan  If circumstances change at Coffeeville, how can the HR strategic plan be adapted? Who will be responsible to make these changes?  Evaluate the success/failure of your HR Strategic Plan and comment on how effective the HR strategy will be for Coffeeville. What are some of the major HR challenges and opportunities facing the business?  List any issues that you may have experienced while developing the HR strategic plan (in the table below) including recommendations for future plan developments. Description of problem/opportunity Recommended action for next time What to submit for assessment    A report reviewing Coffeeville's strategic direction and requirements (Part A) A Human Resources Strategic Plan (Part B) A report based on the implementation and review of the HR Strategic Plan (Part C) BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 11 APPENDIX 1 Human Resources Strategic Plan 1999 – 2001 (Old Version) Our Vision Within the University of Western Australia Human Resources ensures that best practice human resources principles and procedures contribute positively to all processes affecting staff and students. Our success will see the University of Western Australia develop as an organisation recognised nationally and internationally as an employer of choice. To achieve this vision Human Resources will work with members of the University community in a way that:       offers high quality professional expertise; is collaborative and supportive; models inclusive behaviour in all its activities; demonstrates an awareness of and responsiveness to the University’s core business and culture; utilises transparent and efficient systems regularly evaluated to facilitate ongoing improvement; and responds positively to new challenges. Our Mission To contribute to the University’s mission through the development and integration of best practice human resource principles and practices to enhance individual and organisational effectiveness. Our Values Human Resources will act in accord with a clear set of values: Ethical Behaviour To work in a manner that exhibits openness, honesty, integrity, tolerance, and responsibility in all matters. Professional Standards To deliver high quality human resource services by staff with the appropriate qualifications, experience, knowledge, skills and abilities, and who demonstrate qualities of leadership and creativity in their conduct. Quality To establish and maintain clear measurable standards of practice, judged against the highest international criteria. Responsiveness To work with University staff in a way that is consultative, timely, flexible, and innovative to best meet their changing needs. Equity and Inclusivity To apply principles of natural justice, fairness, respect, and merit principles to all human resource issues. Accountability To work to clear purposes and defined outcomes within identified resource parameters using transparent and consistent processes, relevant information, and reporting as appropriate to staff and students, Senate, the public and governments. Strategic Framework and Outcomes Human Resources operates within a complex framework where a range of external challenges – a competitive environment, financial constraints, new technologies and increased requirements for accountability — meet our unique University culture. Within this framework effective human resource management requires the creation of processes that facilitate ongoing learning (creating a learning organisation2), improved leadership capacity and consultation and collaboration with staff. Such processes are central to the achievement of our intended outcomes — cultural change that enhances institutional equity and diversity, high morale and high productivity. BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 12 Key Strategies and Key Result Areas To recruit, develop and retain the highest quality staff. Service Provision Key Strategies To provide Human Resource services and staff development programmes responsive to the needs of University staff and delivered at highest possible standards of quality. Key Result Areas 1. Personnel Services 2. Industrial Relations Services 3. Risk Management, Safety and Health Services 4. Equity and Diversity Services Organisational Development To provide human resource infrastructure planning and consultancy support throughout the University to help create a learning organisation capable of ongoing improvement. 6. Strategic Policy, Planning and Coordination 7. Consultancy Advice and Support Quality Assurance To ensure that the University fulfils its statutory and audit requirements and has in place means to establish standards and monitor organisational and individual performance. 8. System Monitoring and Reporting 9. Performance Management of Staff 5. Staff Development and Awareness Raising Programmes. Strategic Issues  Recruiting and retaining high quality staff. In a competitive labour market in which budgets are constrained it becomes ever more difficult to recruit and retain high quality staff. Effective human resource management utilising effective recruitment and retention strategies, flexible remuneration packages and an attractive career structure are essential.  Flexible Employment. Rapidly changing demands on universities require flexible work arrangements while, at the same time, protecting the interests of staff. Enterprise bargaining is a useful tool to help develop this flexibility.  Accounting for performance. Achieving world best standards requires that all staff perform at a high level. A performance management framework that links individual and institutional performance objectives is an important element in the University’s accountability framework. Effective performance management will incorporate benchmarking of expectations and emphasise performance-based rewards.  Skill Development. A rapidly changing knowledge base in the work of universities, rapidly developing information technologies, the competitive environment, and a greater level of liaison with the community requires a commitment to lifelong learning by each member of staff and access to a comprehensive range of staff development opportunities. The need to develop 21st century leadership capacity offers a particular challenge.  Equity and Diversity. Diversity amongst staff and students which reflects the broader Australian community has the benefit of building a broad base of community support as well as meeting important social, moral and human rights, and commitments to equity and diversity. A diverse staff will improve the quality of BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 13 decision-making in the University and should be a formal objective in strategic planning, incorporated into the accountability framework. 1 This strategic plan for the Human Resources Directorate is intended to complement the University of Western Australia Human Resource Management Plan that documents human resource responsibilities and priorities across the University, as well as University wide plans such as the Strategic Plan and the Operational Priorities Plan. 2 The term ‘learning organisation’ was first used by Peter Senge (The Fifth Discipline: The Art & Practice of the Learning Organization, Random House Australia, 1990). ‘Learning organisations’ are “organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together”. (p 3) 18th October, 1999 BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 14 Human Resources Strategic Plan for 2016 – 2019 Table of Contents SECTION i – PLANNING OVERVIEW 16 INTRODUCTION 16 HUMAN RESOURCES DIRECTORATE – AN OVERVIEW 16 THE OPERATING CONTEXT FOR HUMAN RESOURCES AT THE UNIVERSITY OF WESTERN AUSTRALIA17 SECTION II - MISSION, VISION, GOALS AND OBJECTIVES 18 STRATEGIC DIRECTION FOR HUMAN RESOURCES 19 EDUCATION OBJECTIVES 20 RESEARCH AND RESEARCH TRAINING EXTERNAL RELATIONS RESOURCING STAFFING MANAGEMENT BSBHRM602 – Student Assessment Version 1.0 – January 2016 Southern Cross Education Institute Page 15 SECTION I – PLANNING OVERVIEW 1.0 INTRODUCTION The University's primary mission is: To advance, transmit and sustain knowledge and understanding through the conduct of teaching, research and scholarship at the highest international standards, for the benefit of the international and national communities and the state of Western Australia. Achieving a reputation for international excellence requires world class human resource management as people provide the University with its key competitive advantage. This document, the Strategic Plan for Human Resources 2016 – 2019, describes the goals and objectives for realising the Division’s strategic goals, hence contributing to the University’s mission. In so doing, the Human Resources Division operates within the context of the University budgeting and planning cycle. 2.0 HUMAN RESOURCES DIVISION – AN OVERVIEW The Human Resources Division supports the University mission through a set of key strategies which:  provide support to the strategic leadership of the University,  deliver organisational development and other support services to staff, and  ensure quality assurance. The Human Resources Division is organised into a Directorate and six functional sections each of which reports to the Director and through to the Executive Director, Finance and Resources. On Human Resources policy there is also a reporting line through to the Senior Deputy Vice Chancellor. A brief listing of the responsibilities of each Section is listed below. HR Directorate Strategic Planning and Financial Management HR Services Recruitment, Appointments, Leave, Salary Related Payments, Resignations, Terminations, Alesco, Employee Self Service, System Reports, Superannuation & Salary Packaging, Eligible Termination Payments and Statements and Executive and Chair Appointments, Academic Promotions Employee Relations and Management Services Industrial Relations, Enterprise Bargaining, Classifications, Mobility, Organisational Change and Restructure, Consultancy/Advice on HR Issues, Alternative Dispute Resolution Organisational and Staff Development Services Implementation of the Leadership Framework including provision of programmes, workshops and facilitation to support strategic, leadership, academic, professional and personal development of staff; Management and development of organisational change initiatives and projects; Training Support Services Safety and Health Services Occupational Health and Safety, Employee Assistance Programme, , Radiation Protection, Biological Safety, Chemical Safety, Injury Management and Workers' Compensation, OHS Management Systems Auditing BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 16 Equity and Diversity Services Equal Opportunity, Diversity, Affirmative Action, Harassment, Discrimination, Work, Family and Flexibility, Workplace Culture, Diversity and Equity in the Curriculum 3.0 3.1 Policy and Planning Planning, Research, Policy Development, Review and Evaluation, Monitoring and Reporting, Workforce Planning THE OPERATING CONTEXT The External Environment Strategic human resource management recognises the economic, social and political factors that create the external context in which the University operates. Factors with significant implications for effective human resource management relate to the changing composition of the Australian workforce, in terms of age, gender and ethnic distribution. The University seeks to ensure that its workforce, to the greatest extent possible, is a reflection of the Australian community. To that end UWA will continue to analyse and remove the systemic organisational barriers to women’s advancement and encourage diversity in its staff and student population. There are significant challenges in maintaining high level productivity in an ageing workforce and ensuring that the University is successful in recruiting and retaining high quality staff at a time of significant competition, nationally and professional discipline areas such as engineering, business and medicine. The resources boom in Western Australia has also contributed to difficulties in recruiting and retaining quality staff in professional areas such as information technology, financial services, human resources, and the trades. 3.2 For all staff the issue of work-life balance has become a high priority that is essential to address. A comprehensive approach to personal and professional development is necessary so that the University can create the career opportunities and reward structures that contribute to ongoing job satisfaction and, hence, retention. The University operates within a complex legal framework (see Appendix A). A number of items of legislation are directly relevant to day to day human resource management. The Internal Environment Human Resources is a centralised function that operates within a complex and dynamic framework where a range of external challenges intersect with our unique University culture or, to be more accurate, University cultures. Its role is to provide advice and support to Executive and line management on human resource issues. The Human Resources Division at UWA, unlike most other Australian universities, incorporates a full suite of HR functions1. Within this framework effective human resource management processes are required that facilitate continual staff learning and development (creating a learning organisation2), improve leadership capacity, and encourage consultation and collaboration with members of the University and broader community. 1 Includes Safety and Health, Equity and Diversity, and Staff Development for all staff in addition to traditional personnel, payroll and industrial functions. 2 The term ‘learning organisation’ was first used by Peter Senge (The Fifth Discipline: The Art & Practice of the Learning Organisation, Random House Australia, 1990). ‘Learning organisations’ are “organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together”. (p 3) BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 17 Such processes are central to the achievement of our intended outcomes -- cultural change that enhances institutional equity and diversity, high morale, commitment, trust and a willingness to embrace change, and high productivity. A framework that describes the operating environment for human resources at the University of Western Australia is presented diagrammatically below. To effectively manage its human resources given the complexity of its operating environment the University has developed a comprehensive policy framework. Section II - Mission, VISION, Goals and Objectives The University has identified as its prime goal the entry of UWA into the top 50 universities of the world within the next 50 years. The quality of its staff are central to that vision. Competitive and Insecu re Environment Financial and Political Constraints Institutional Equity and Diversity UN IVERSITY CULTURES Lead ership Continual Learning and D evelopm ent VISION High Morale, Commitment, Trust and a Willingness to Embrace Change Consultation and Collaboration Requirements for Accountability 1.0 High Productivity Impact of Technology MISSION STATEMENT BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 18 “People Matter” To engage in best practice human resource management that enables University excellence. 2.0 VISION STATEMENT The University of Western Australia is recognised nationally and internationally as an employer of choice and a model of best practice human resource management. This vision will be achieved, through consultation and communication with clients, by          3.0 providing high quality professional HR expertise; being collaborative, consultative and supportive; fostering and sustaining relationships; modelling inclusive behaviour in all our services benchmarking our services nationally and internationally to foster continuous improvement; aligning our services to the University’s core business; facilitating culture change; utilising transparent systems and regularly evaluating these; and identifying and responding positively to new challenges STRATEGIC DIRECTIONS FOR HUMAN RESOURCES A high quality University is dependent upon the quality, reputation and productivity of its staff, its human resources. The Human Resources Division will continue to engage in regular analysis and planning to ensure its services address the long term needs of the University. Over the next five years the six strategic concerns are:       Staff and Organisational Renewal – Recruiting and Retaining High Quality Staff Employment Flexibility Accounting for Performance Continual Learning Creating an Equitable and Diverse Workplace Creating a Safe and Supportive Workplace Culture Strategies to address these are identified in the University’s Operational Priorities Plan and the related HR Operational Priorities Plan. 3.1 Staff and Organisational Renewal – Recruiting and Retaining High Quality Staff Recruitment and retention of high quality staff in a competitive labour market is of vital importance to the University. As Australia ages there is a concentration of staff in the older age groups and a relatively small proportion of younger academic staff. Successful human resource management will require effective recruitment and retention strategies that take into account the following:  Accelerated retirements will be accompanied by continued growth in student numbers as the participation rate rises, increasing the demand for staff  There will be increased competition for a limited number of quality staff in an increasingly international labour market in which Australian higher education budgets are significantly constrained in contrast to many competitors.  Traditional academic career structures may be less attractive to younger people than in the past. BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 19 3.2  Well-being in the workforce has become increasingly important. High workload, low financial reward careers may further constrain the supply of quality staff. Together with increased expectations about research performance and higher levels of accountability and reporting, there is the potential to become less competitive internationally.  A difficult funding environment will continue to limit the University’s ability to provide an internationally competitive reward structure. Employment Flexibility Current collective agreements are aligned with the University's strategic planning and budget process, and salary increases are based on capacity to pay. There continues to be moves towards greater flexibility at both the institutional and individual level, a trend seen as also important in recruitment and retention. 3.3 Accounting for performance – a high performance culture Human Resources analyses information from a variety of sources to assist in the development of institutional improvement strategies. The University’s staff performance management framework linking individual and institutional performance objectives is an important element in the University’s accountability framework. 3.4 Continual learning A rapidly changing knowledge base in the work of universities, rapidly developing information technologies, the competitive environment, the devolution of decision-making to faculty and school leaders, and an increasing level of liaison with the community requires a high level of skill and knowledge on the part of staff. This can be developed only by a commitment to lifelong learning by each member of staff as well as access to a comprehensive range of staff development opportunities. The need to develop 21st century leadership capacity offers a particular challenge, particularly given the significant demographic change. 3.5 Creating an equitable and diverse workplace Diversity amongst staff and students which reflects the broader Australian community has the benefit of building a broad base of community support as well as meeting important social, moral and human rights, and commitments to equity and diversity. A diverse staff will improve the quality of decision-making in the University and is incorporated into its accountability framework. This commitment is not only important in terms of social justice but it an important attraction and retention strategy. 3.6 Creating a safe and supportive workplace culture Physically and psychologically safe work environments and safe work practices are key aspects of the University’s risk management strategy. This university has a high commitment to safety, not only for its own employees and students, but also for contractors and visitors. To maintain UWA as an employer of choice requires a positive, inclusive and high performance culture marked by cooperation and respect, and where the work environment promotes work/life balance for staff. Improved productivity also rests, therefore, on building a ‘one-staff, one-University’ culture. 4.0 VALUES BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 20 The core values of the University of Western Australia are a commitment to: o A high performance culture designed to achieve international excellence o Academic freedom to encourage staff and students to engage in open exchange of ideas and thought o Continuous improvement through self-evaluation and external review o Fostering the values of openness, honesty, tolerance, fairness, trust and responsibility in social, moral and academic matters o Transparency in decision-making and accountability o Equity and merit as the fundamental principles for the achievement of the full potential of all staff and students Human Resources is determined to provide a quality integrated service by creating a safe, healthy and supportive environment where its own staff are valued, respected and able to realise their full potential. In so doing Human Resources has further refined the University level values to demonstrate: Integrity by Maintaining confidentiality and professionalism, treating others with respect, courtesy and fairness Innovation by Promoting and embracing meaningful change, pursuing excellence and striving to improve our knowledge and skills Diversity by Recognising and respecting the value of human differences, acknowledging and appreciating the contributions of others Freedom of expression by Expressing views without fear of recrimination, encouraging and acknowledging new ideas Team spirit by Communicating openly and honestly in a constructive and a supportive manner sharing ideas and resources Accountability by Taking personal and professional responsibility for our actions, maintaining a consistently high level of performance In so doing Human Resources aspires to maintain a positive attitude, sense of perspective and good humour 5.0 GOALS AND OBJECTIVES A. 1.0 Education To provide services that contribute to ongoing improvement of university teaching and learning 1.1 To support the career transition of postgraduate students, postdoctoral staff and early career academics 1.2 To contribute to the embedding of equity and diversity perspectives into the curriculum BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 21 B. 1.0 Research and Research Training To provide services that contribute to ongoing improvement of university research and research training 1.1 To support the development of research staff and research leaders C. 1.0 External Relations To demonstrate excellence in human resource management that positions UWA as an employer of choice nationally and internationally 1.1 To expand links with external organisations (both nationally and internationally) and community groups 1.2 To showcase UWA HR achievements and expertise and contribute to national HR agendas. D. 1.0 Resourcing To align resource allocation with University strategic and operational priorities 1.1 To collaborate in maximising external funding E. 1.0 Staffing To support the development of UWA as a learning organisation responsive to individual and organisational needs 1.1 To provide appropriate leadership development opportunities 1.2 To develop and maintain orientation and induction procedures 1.3 To support the career aspirations of UWA staff 2.0 To provide high quality human resource services to the University community 2.1 To manage the employment instruments of the University 2.2 To recruit the highest quality staff (Staff) and support their retention 3.0 To ensure that the University fulfils its statutory and audit requirements 3.1 To ensure compliance with State and Commonwealth legislation applicable to the management of the University’s workforce 4.0 To monitor organisational and individual performance 4.1 To support the performance management process (the Professional Development Review) 4.2 To support quality assurance through benchmarking and auditing 5.0 To identify, promote and implement improved policies and practices that demonstrate social and economic responsibility 5.1 To work towards an equitable representation and distribution of staff from diverse backgrounds (Staff) 5.2 To promote a safe, healthy and inclusive workplace that encourages work/life balance for staff 5.3 To facilitate the provision of appropriate facilities and services to create an accessible work and study environment BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 22 F. 1.0 Management To respond to workplace trends and opportunities 1.1 To build a comprehensive policy review and development process 1.2 To develop strategic policy responses to human resource issues 1.3 To facilitate cultural change and organisational well being 2.0 To support effective management systems, organisational structures and practices 2.1 To partner with managers in addressing their emerging human resource priorities 2.2 To improve leave management in the University 2.2 To develop and deliver high quality and responsive IT/IS capabilities 2.3 To improve the coordination between and within central and devolved units in the University structure (Mgt) through practical application of the One Staff, One University approach 2.4 To establish systems that ensure maintenance of the knowledge of key human resources procedures 2.5 To provide accurate and reliable HR data through regular management reporting to facilitate decision making Key Objectives Service Provision To provide Human Resource services and staff development programmes responsive to the needs of University staff and delivered at highest possible standards of quality. Performance Indicators      Extent to which positive comments about personnel services to staff are increased and complaints reduced. Extent to which the formal industrial relationship between staff and employer remains an effective vehicle for change. Extent to which occupational safety and health issues in the University are positively addressed. An increase over time in the proportion of employees who identify UWA as a equitable workplace. Extent to which staff development contributes to improvement strategies within the University. 1. Personnel Services Objective Task Success Criteria An efficient and effective personnel and payroll system responsive to staff needs. To further implement the Alesco Human Resource Information System including the Web Kiosk, budgets and commencements module, applicant tracking module, occupational health and safety module, and management of Academic Study Leave credits. Implementation of modules completed effectively. A flexible remuneration system responsive to staff needs. To extend the range of items that may be salary packaged. The range of items is extended and available to meet expressed staff needs. An efficient University records system (U) To work with Archives and Records to place greater emphasis on electronic information flow. Mutual cooperation effective. BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Processes streamlined. Reduction in the number of queries and complaints. Page 23 2. Industrial Relations Services Objective Task Success Criteria Effective relationship between the University, as an employer, and its staff, documented in Enterprise Bargaining Agreements. To conduct negotiations to replace existing Enterprise Bargaining Agreements for all staff. Agreements certified. Efficient personnel and industrial processes to meet staff needs. To ensure that reclassification assessments are completed within three months. Timelines met. To ensure the University complies with legislative requirements. Number of Industrial Commission proceedings and outcomes of proceedings minimised. To provide electronic access to job documentation including benchmark position data. Job documentation accessible online. Number of formal disputes minimised. 3. Risk Management, Safety and Health Services Objective Task Success Criteria Comprehensive policy framework for risk management, safety and health issues. To review and maintain safety and health policies, procedures and information to ensure accuracy, readability and usefulness to the user. Review complete and comprehensive policy framework established. Maintenance ongoing. Staff well informed about To promote risk management and safety risk management, safety and and health principles and procedures health principles and throughout the University. procedures. To introduce chemical management software. An increase over time in the percentage of employees who are aware of risk management and safety and health policies and procedures. Comprehensive insurance, workers’ compensation and injury management procedures. To maintain and improve insurance, workers’ compensation and injury management procedures and practices to minimise expense to the University and to assist injured staff in early return to suitable work. Maintenance of present low levels of accident statistics and workers’ compensation claims. Efficient management of safety and health concerns. To assist staff, students, contractors and Prompt attention to concerns and visitors to remain in a safe environment positive feedback from departments at this University. and users. Software successfully implemented with online access to departments. To provide specialist training Maintenance of attendance levels at programmes in areas such as four wheel these courses and positive feedback driving, unsealed radioisotope handling, from attendees in the course reviews. safe use of lasers in research, x ray analysis safety, laboratory safety and fire and emergency procedures for persons at this University and on a commercial basis to other institutions. BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 24 Develop documentation, systems and procedures which accord with internationally recognised standards. To develop and implement ISO 9001 quality assurance procedures. Accreditation obtained. 4. Equity and Diversity Services Objective Task Success Criteria An equitable work environment in which (U)  Staff are well informed about equity and diversity issues.  Effective policies and procedures for sexual harassment, racial harassment and equity grievances are in place.  Rapid resolution of equity grievances occurs. To conduct courses and disseminate information about equity and diversity issues, including sexual and racial harassment. An increase over time in the percentage of employees who are aware of policies and procedures for sexual harassment, racial harassment and equity grievances. To support faculty based initiatives such as the Equity Adviser programme, Equity Committees and to provide support to heads and supervisors. A reduction over time in the percentage of employees who identify through survey, sexual harassment or racial harassment occurring in their workplaces. Family friendly environment for staff. (U) To promote a family friendly environment through wide dissemination of the Work and Family Guide and other consultation with Heads and supervisors An increase in the percentage of employees who are aware of work and family policies. 5. Staff Development and Awareness Raising Programmes Objective Task Success Criteria Skills development courses widely available to staff. To offer a broad range of skill development programmes to UWA staff. Maintain levels of attendance at staff development programmes (approx 1500) To offer on a commercial basis selected CSD courses to other universities in Western Australia. Staff of other Universities participating in UWA courses. Staff in leadership positions To review and, where necessary, revise Programmes revised. develop skills necessary to carry University leadership programmes. out their responsibilities. (U) To encourage staff with leadership Attendance levels maintained. responsibilities to participate in leadership programmes. To incorporate leadership development responsibilities within the performance management system. BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Introduction of an integrated performance management system (see #9) Page 25 Staff are aware of equity and diversity issues in the workplace. To continue to offer training and awareness programmes in relation to equity and diversity, and to encourage attendance. An increase over time in the number of staff who have attended equity training, cross-cultural awareness and Aboriginal crosscultural awareness training sessions, and who exhibit awareness of the issues. Staff well informed about safety To continue to offer a range of training and health issues in the and awareness programmes in the area of workplace. safety and health, and to encourage attendance. An increase over time in the number of staff who have attended equity training, cross-safety and health training sessions, and who exhibit awareness of the issues. Staff well informed about human resource issues. All websites reviewed. To maintain user friendly websites for staff. Organisational Development To provide human resource infrastructure planning and consultancy support throughout the University to help create an organisation capable of ongoing improvement. Performance Indicator  Extent to which human resource considerations are incorporated into organisational improvement strategies. 6. Strategic Policy, Planning and Coordination Objectives Tasks Flexible human resource policy and planning framework responsive to needs of University and staff members. To develop and introduce a range of human Identified strategies developed resource strategies including: and implemented.  More flexible employment conditions  Improved links between performance and remuneration  A new academic career structure  Improved performance management procedures for all staff  Improved recruitment and retention strategies  A range of flexible superannuation options  Encouragement of the development of leadership skills Improved teaching and learning strategies as identified in the Operational Priorities Plan. (U) To establish a Centre for the Advancement of Centre established that Teaching and Learning as a way to: collaborates effectively with  Improve the University’s capacity for more faculties. flexible teaching and learning  Enhance the teaching and research nexus  Address training needs emerging from the IT Strategy Working Party BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Success Criteria Page 26 Improved information for To improve human resource management and human resource planning information through: management and  Conduct of training and user-surveys for planning. Alesco  More creative use of websites  Investigation of benchmarking of key human resource practices with best practice universities in the areas of equity, Enterprise Bargaining, HRIS and staff development Alesco training successfully completed. Increased commitment to equity and diversity at all levels of the University. (U) The increase in time in the number of departmental management plans with strategic plans that include EO objectives, strategies and performance indicators. To include equal opportunity and diversity objectives, strategies and outcomes in the University’s Strategic Plan, Faculty Strategic Plans and Departmental Strategic Plans Benchmarking data incorporated into Human Resources Annual Report. The establishment of Faculty Equity Committees. Efficient and effective To review the Policy and Procedures for dealing resolution of equity with Equity enquiries and complaints. enquiries and complaints. The Policy reviewed and amended. Efficient and effective To evaluate the Equity Initiatives Scheme Equity Initiatives Scheme. The evaluation completed and published. Proposed amendments made… Greater involvement of To develop a database of women’s skills and women staff in University experiences. decision-making processes. (U) The database established. Increased number of women involved in University decisionmaking. Involvement of the University in the Centenary of Women’s suffrage activities. To explore strategies to celebrate the Centenary of Strategies to celebrate the Women’s Suffrage. Centenary of Suffrage implemented. Efficient and effective planning for equity and diversity within the University. (U) To collect demographic data to assist with EEO planning. BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute An EEO survey developed. Data collected and analysed. Page 27 7. Consultancy Advice and Support Objectives Tasks Success Criteria Enhancement of a customer service ethos resulting in the effective resolution of human resource issues for University staff. Human Resources staff respond efficiently and positively to staff queries on equity, safety, industrial and personnel issues. Positive feedback from staff Efficient review process for departments and other organisational units. (U) To encourage participants in University reviews to identify any human resource considerations early in the process. Review panels inform the Deputy Vice-Chancellor where any human resource issues emerge. HR staff and departments better informed about each other’s needs and working requirements. To introduce an ‘external visits’ programme between HR staff and departments. Visits commenced. To conduct human resource awareness raising sessions for staff. Sessions conducted and awareness raised. Reduction in the number of complaints. Access of departments and other organisational units to CSD consultancy services for organisational improvement purposes. To maintain CSD consultancy services on Consultancy services an equitable basis across the University. provided. Efficient and effective SPOT service to support the improvement of teaching. To further automate SPOT reporting. SPOT reports provided only electronically unless otherwise requested. Equity and diversity consulting services provided to all staff. To further integrate equity and diversity into departments and faculties. Increase in consultancy services requested by departments and faculties… Quality Assurance To ensure that the University fulfils its statutory and audit requirements and has in place means to establish standards and monitor organisational and individual performance. Performance Indicator Extent to which the University meets and/or exceeds required standards of performance. Extent to which the performance management system for staff encourages high performance linked to institutional objectives. BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 28 8. System Monitoring and Reporting Objectives Tasks Success Criteria The University operates at best practice human resource standards. To investigate the benchmarking (ie comparison of standards) in key human resource practices with best practice universities in the areas of equity, Enterprise Bargaining, HRIS and staff development. Benchmarking data incorporated into Human Resources Annual Report. To cooperate with the external review of Human Resources. Review completed and positive assessment offered. To encourage participants in University reviews to identify any human resource considerations early in the process. Review panels inform the Deputy Vice-Chancellor where any human resource issues emerge To prepare for and obtain WorkSafe accreditation for University safety management systems. Accreditation received. Public accountability for the To prepare a range of annual reports to meet both University’s human resource external and internal accountability requirements. practices and procedures. Annual reports prepared and widely disseminated to staff.  Human Resources  Equal Opportunity  Affirmative Action  Radiation Safety  Safety and Health 9. Performance Management of Staff Objectives Tasks Success Criteria All staff work within a performance management system linked to organisation improvement and lifelong learning. (U) To develop an integrated performance management system for all staff that links individual and institutional objectives and is appropriate across the career spectrum. The introduction of an integrated performance management system All staff work within a performance management system linked to organisation improvement and lifelong learning. (U) To ensure that the principles of performance management are based on an encouragement of life-long learning for staff. Implementation of an amended performance management system that incorporates principles of life-long learning. All staff work within a performance management system linked to organisation improvement and lifelong learning. (U) To develop performance management skills in all staff, especially those with leadership responsibilities. Extent to which staff with supervisory responsibilities are able to effectively undertake the performance management of their staff. BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute An increase over time in the number of supervisors’ and managers’ job descriptions and performance agreements that include human resource responsibilities. Page 29 STATE AND COMMONWEALTH LEGISLATION AFFECTING HUMAN RESOURCES State Legislation: The University of Western Australia Act 1911 Equal Opportunity Act 1984 Industrial Relations Act 1979 Workplace Agreements Act 1993 Minimum Terms of Employment Act 1993 Occupational Safety and Health Act 1984 Worker's Compensation and Rehabilitation Act 1981 Freedom of Information Act 1992 Financial Administration and Audit Act 1985 Crime and Corruption Commission Act 2003 Long Service Leave Act Age Discrimination Act Gender Reassignment Act 2000 Lesbian and Gay Reform Act 2002 Commonwealth Legislation: Higher Education Funding Action 2003 Equal Opportunity for Women in the Workplace Act 1999 Disability Discrimination Act 1992 Sex Discrimination Act 1984 Racial Discrimination Act 1975 Workplace Relations Act 1996 Defence Legislation Amendments (Enhancement of the Reserves Modernisation Act) 2003 Human Rights and Equal Opportunity Commission Act 1986 Racial Hatred Act Superannuation Acts (various) Taxation Acts (various) BSBHRM602 – Student Assessment Version 1.1 – May 2016 Southern Cross Education Institute Page 30 1. 2. 3. 4. Explain why strategic planning is important to all managers. Explain with examples each of the seven steps in the strategic planning process. List with examples the main generic types of corporate strategies and competitive strategies. Define strategic human resource management and give an example of strategic human resource management in practice. 4. 5. Briefly describe three important strategic human resource management tools. Explain with examples why metrics are important for managing human resources. The Shanghai Portman Ritz Carlton Ritz carlton Hotel  Strategically they set the goal of making their hotel outstanding by offering superior customer service.  To achieve this, the hotel employees would have to exhibit new skills and behavior, for instance, in terms of how they treated and responded to guests.  http://www.ritzcarlton.com/en/hotels/china/shanghai? scid=c96945af-11b3-478c-8bb6a7709b75880b&ppc=ppc&pid=rztbppc The Shanghai Portman Ritz Carlton Hotel  To produce this employee skills and behaviors, the management formulated new human resources management plans and policies.  Setting objectives  Basic planning forecasts  Reviewing alternative courses of action  Evaluation of options  Choosing and implementation of plan. *A plan shows getting from where you are to where you want to go. Strategy A course of action the company can pursue to achieve its strategic aims. Strategic Plans The company’s plan for how it will match its internal strengths and weaknesses with the external opportunities and threats in order to maintain a competitive advantage. Strategic Management The process of identifying and executing the organization’s strategic plan by matching the company’s capabilities with the demands of its environment.  Concentration  Diversification  Vertical Integration  Consolidation  Geographical Expansion  Competitive Strategy ◦ A strategy the identifies how to build and strengthen the business long term competitive position in the market place.  Competitive advantage ◦ Any factors that allow an organization to differentiate its products or service from those of its competitors to increase market share.   A strategy that identifies the broad activities that each department will pursue in order to help the business accomplish its competitive goals. Strategic Fit ◦ Porter said that each departments functional strategy must fit and support the company’s aim.  Devise strategic plan  Determines the direction of the business.  Responsible for achievement of company aims.    They help devise the strategic plan. They formulate supporting, functional/departmental strategies. They execute the plans.  Formulating and executing human resource policies and practices that produce employee competencies and behaviors the company needs to achieve its strategic aims.  A graphical tool that summarizes the chain of activities that contribute to a company’s success and so shows employees the “big picture” of how each employee and department’s performance contributes to achieving the company’s overall strategic goals.  A process for managing employee performance and for alignment of all employees with key objectives of assigning financial and non financial goals or metrics to the human resource management related chain of activities required for achieving the company’s strategic aims and for monitoring the results.  Presents the manager with desktop graphs and charts so he gets a picture of where the company is ad where it is going tin terms of each activity in the strategy map.    Measuring performance is an integral part of Strategic HRM. Management translates workforce requirement to measurable worker competencies and behavior. Formulation of supportive HR strategies, policies, and practices to produce intended workforce competencies.  Comparing the practices of high performing companies to your own, in order to understand what they do that makes them better.  Strategy-based metrics ◦ Metrics that focus on measuring activities that contribute to achieving a company’s strategic aim.  Examples: ◦ Measuring customer service quality, customer engagement, sales pitch success, employee process knowledge. ◦ Action plans to improve performance of workforce.   The use of applications to analyze human resources data and draw conclusion from it. Data mining is the technique used to search for relevant data (new, hidden, unexpected patterns).  An analysis by which an organization measures where it currently stands and determines what is has to accomplish to improve its hr function. ◦ Roles, head count, legal issues, recruitment, compensation, employee relations, benefits, payroll, documentation and record keeping, training and development, employee communications, internal communications, termination and transition policies and practices.    Be objective in gathering and interpreting data. Use of experimentation. This approach will allow managers to have better decision making.   A set of human resource management policies and practices that promote organization or superior employee effectiveness. 4 Principles ◦ ◦ ◦ ◦ Egalitarianism and engagement Shared information Knowledge and talent development Performance-reward linkage       Sense of being members, not just workers, in an organization Egalitarian work environments eliminate status and power differences Increase collaboration and teamwork Productivity improves through working together Employee engagement: Involving employees in decision-making and giving them the power Engaged employees: performing at high levels, are enthusiastic about what they do, and look for better, more efficient ways of doing things     The principal of shared information is critical to the success of employee empowerment and involvement initiatives in organizations In the past employees traditionally were not given and did not ask information about the organizations Information helps employees make good suggestions for improving the business and to cooperate in major organizational changes The principal of shared information typifies a shift in the relationship between employer and employee in organizations        Knowledge development: the twin sister of information sharing “The only thing you get when you empower dummies, is bad decisions faster.” The number of jobs requiring little knowledge and skill is declining The number of jobs requiring greater knowledge and skill is growing High-performance work systems depend on the shift from touch labor to knowledge work Employees today need a broad range of skills Knowledge and skill requirements must also change rapidly   People may intentionally or unintentionally pursue outcomes that are beneficial to them but not necessarily to the organization as a whole When companies reward their employees based on their performance, workers naturally pursue outcomes that are mutually beneficial to themselves and the organization 1. 2. 3. 4. Explain why strategic planning is important to all managers. Explain with examples each of the seven steps in the strategic planning process. List with examples the main generic types of corporate strategies and competitive strategies. Define strategic human resource management and give an example of strategic human resource management in practice. 4. 5. Briefly describe three important strategic human resource management tools. Explain with examples why metrics are important for managing human resources.     Managers are focused on transactional HR activities like payroll, hiring, compensation and benefits. Role expanded to testing and training and dealing with unions that began in the 1930s. 60s began the role of helping the company avoid and manage discrimination claims. Today HR managers are dealing with globalization, increased demand of profit from operations, and technology.  Talent management is the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. It involves instituting a coordinated process for identifying, recruiting, hiring, and developing high-potential employees.  The Institute for Corporate Productivity defines engaged employees as those who are mentally and emotionally invested in their work and in contributing to an employer s success.   Adding value means helping the firm and its employees gain in a measurable way from the human resource manager’s actions. Putting in place a high-performance work system is one way to add value. 1. 2. 3. Talent Managers/Organization Designers, with a mastery of traditional human resource management tasks such as acquiring, training, and compensating employees Culture and Change Stewards, able to create human resource practices that support the firms cultural values. Strategy Architects, with the skills to help establish the company s overall strategic plan, and to put in place the human resource practices required to support accomplishing that plan 4. 5. Operational Executors, able to anticipate, draft, and implement the human resource practices (for instance in testing and appraising) the company needs to implement its strategy Business Allies, competent to apply business knowledge (for instance in finance, sales, and production) that enable them to help functional and general managers to achieve their departmental goals 6. Credible Activists, with the leadership and other competencies that make them both credible (respected, admired, listened to) and active (offers a point of view, takes a position, challenges assumptions.)
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