BSBHRM513 Manage workforce planning

BSBHRM513 Manage workforce planning

Learner Instructions 3

(Monitor and evaluate workforce planning)

Submission details

Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s

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

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

Performance objective

This task requires you to demonstrate skills and knowledge required to monitor and evaluate the implementation of workforce planning.

Assessment description

Using the workforce planning you developed in Assessment Task 1, you will monitor and evaluate the effectiveness of your workforce planning against your objectives. To perform this task, you will develop an internal survey, and review and analyse performance data.

Workforce planning report

Communications strategy

Risk management and contingency plan

Assessment Task 1

Staffing action plan

Workforce planning presentation

Assessment Task 2

Organisational climate survey

Evaluation report

Assessment Task 3

Procedure

1. Review the JKL simulated business documents provided by your assessor and the scenario below.

You are an external consultant contracted to develop, implement and review workforce planning at JKL.You now need to evaluate the implementation of your workforce planning. You will need to review the effects of actual trends in the JKL workforce, review the external environment, survey the workforce and develop an evaluation report for senior management.

2. Using the information provided in Appendix 1, review workforce trends at JKL with regard to exiting employees.

3. Review the external environment for:

a. trends in labour supply that may affect demand

b. review relevant government policy

c. industrial relations and industrial relations legislation, including identification of relevant modern awards, conditions, and rights and responsibilities of workers and management.

4. Develop a survey to gauge organisational climate:

a. worker satisfaction and reasons for satisfaction levels

b. worker intentions to retire, exit, pursue internal and external opportunities and reasons

Note: Design your survey to gather necessary data while protecting privacy and fair treatment of individual employees under relevant company policy and legislation. Include a short statement on the intention of the survey, how the data will be used and how it will be stored.

5. Submit your survey to your assessor. Your assessor will supply organisational climate data.

6. Using information gathered from steps 2 through 5 and your workforce plan strategies and objectives developed in Assessment Task 1 and implemented in Assessment Task 2, review and revise your objectives and strategies.

7. Prepare a report for senior management to:

a. evaluate the internal and external workforce trends and their effect on organisational objectives

b. build support for your recommendations.

Include in your report:

a. An executive summary.

b. A discussion of internal and external data, including:

i. internal labour trends

ii. external supply

iii. government policy

iv. IR and modern awards

v. climate survey results.

c. Evaluation of the effectiveness of workforce planning and change processes against objectives and targets. Use information from Appendix 1 and refer to the objectives and targets you developed and implemented in Assessment Tasks 1 and 2.

d. Recommendations for changes to objectives and strategies to achieve organisational objectives or, if achieved, contribute to continuous improvement. Ensure your recommendations are supported by your discussion of internal and external data.

2. Submit documentation as per specifications below. Please keep copies for your records.

Specifications

You must provide:

· an organisational climate survey

· an evaluation report.

Your assessor will be looking for evidence of:

· communication and leadership skills to:

· explain the need for change

· gain senior management support for workforce planning initiatives

· literacy skills to read and write reports and succinct workforce plans

· numeracy skills to work with data and predictions about labour supply information

· analytical skills to review data according to the needs of the organisation

· technology skills to:

· communicate with key stakeholders

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

· knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation.

Candidate: I declare that this work has been completed by me honestly and with integrity and that I have been assessed in a fair and flexible manner. I understand that the Institute’s Student Assessment, Reassessment and Repeating Units of Competency Guidelines apply to these assessment tasks.

Signature: ___________________Date: ____/_____/_____

Appendix 1 – Workforce data

Current HR workforce trends

Turnover FY 2013–14 (29%)

Position	Number exits	Number staff	Reasons for leaving
Senior manager	1	4	1. Retirement2. Other opportunities
Branch manager	2	6	1. Retirement2. Other opportunities
Line manager	3	18	1. Lack of opportunity2. Unhealthy work culture3. Retirement
Salesforce and customer service	25	80	1. Lack of opportunity2. Lack of recognition3. Unhealthy work culture
Mechanic	10	32	1. Better opportunities elsewhere2. Lack of recognition3. Unhealthy work culture

Demographics FY 2013–14

Position	Number	Number women	Number Aboriginal or Torres Strait Islander
Senior manager	4	0	0
Branch manager	6	0	0
Line manager	18	2	0
Salesforce	80	70	0
Mechanic	32	3	0

Turnover FY 2014–15 (20%)

Position	Number exits	Number staff	Reasons for leaving
Senior manager	1	4	1. Retirement2. Other opportunities
Branch manager	2	6	1. Retirement2. Other opportunities
Line manager	3	12	1. Other opportunities2. Retirement
Salesforce	15	84	1. Better opportunities2. Pay3. Lack of opportunity
Mechanic	8	38	1. Better opportunities elsewhere2. Personal reasons

Demographics FY 2014–15

Position	Number	Number women	Number Aboriginal or Torres Strait Islander
Senior manager	4	1	0
Branch manager	6	1	0
Line manager	12	2	0
Salesforce	84	73	1
Mechanic	38	5	0
Mechanic’s apprentice	8	3	1

Workforce planning scorecard FY 2014–15

Objective	Targets	Result
Provide required training to meet workforce needs	Deliver training to upskill rental employees	See Assessment Task 2 staffing action plan
Recruit	Conduct workforce planning thru FY 2016–17	See Assessment Task 1 report
	Complete implementation of staff planning for FY 2014–15	See Assessment Task 2
	Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy	Completed
	Ensure all critical roles are filled to meet revenue targets	See Assessment Task 2 staffing action plan
Become an Employer of Choice	Provide personal development plans for all employees	60% completed
	Retain managerial talent through rewards, promotion and training	See Assessment Task 2 staffing action plan
Manage performance and adherence to organisational values	Complete twice-yearly performance reviews	75% managers compliant
	Communicate organisational values and code of conduct	80% employees and managers state they are aware of values and code
	Build culture of excellence: eliminate discrimination and promote diversity in workforce	Hiring practices reviewedManager training completed
	Promote levels of diversity in workplace proportional to percentage of population	Aboriginal representation in salesforce and mechanics apprenticeships increased from 0 to 1 in each category;3 of 8 mechanics apprenticeships are women

BSBHRM513 Learner Instructions 3

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