I have assignment based on the case study (provided), it has 3 sections to be answered (section 1, 2, 3)
Case Study King Edward VII College has been operating for five years. The college is based in the Melbourne CBD, with about 500 students enrolled. It offers a range of courses in management, marketing, human resources and international business. Courses are offered at all levels from Certificate II to Graduate Diploma. The college is very popular due to its competitive pricing structure, innovative teaching methods and state of the art facilities. Information relevant to complete Section 1 and 2 pf the Project Portfolio Due to its success, the college plans to establish two additional campuses, one in Brisbane and one in Sydney. The Brisbane campus will commence operating in January 2018 and Sydney in mid-2018. Campus locations are already in place, with the process being overseen mainly by the CEO and the Finance Manager. No staff have been employed as yet, but it is anticipated that each campus will require a receptionist, a student services officer and 4 trainers. Existing staff at the Melbourne campus will complete all other staff functions until such time as student numbers increase substantially. It is anticipated that maximum student numbers will be up to 50 students at each of the new campuses. The College currently employs 24 staff members including the CEO, a Marketing Manager and Marketing Assistant, Human Resources Manager, Finance Manager, Administration Manager, Office Assistant, Receptionist, Academic Manager, Student Services Officer, and approximately 14 trainers. Further details regarding the above staff, as well as the staff turnover statistics, are provided in the Workforce Information document. King Edward VII College understands the overall importance of strategic planning for human resources and, given the company’s expansion plans, a Strategic workforce plan is now required. The status of key areas of human resources is as follows: · Equal employment opportunity and diversity: equal employment opportunity is implicit in recruiting staff and in the workplace but there is no formal policy or strategy in place or arrangements for flexible working arrangements. · Human resources information systems: the current human resources system is basic. Staff files are kept in a filing cabinet and payroll is managed through accounting software. There is interest in migrating to an advanced HR information system as the business grows and has multiple sites. Costs need to be identified. · Induction is limited to a couple of hours at the beginning of an employee’s employment. There is no follow up. · Job analysis and design: no formal systems in place. · Occupational health and safety: policies and procedures and processes are in place. However, no formal training system or ongoing development systems are in place. · Performance management: while performance management is indicated in the company’s strategic plan, it is sporadic and depends on the manager. Clearer procedures and systems need to be put in place and there also needs to be some attention to reward and recognition schemes. · Professional development: professional development onus is on the staff with no formal systems in place. Any professional development undertaken by staff is not always recorded although staff are supposed to complete a professional development register. An online system for recording professional development and that is linked to the human resources information system would be useful. There is no current budget for professional development and an annual amount needs to be identified per staff member. · Recruitment and selection: there are a desire to identify recruitment and selection strategies that ensure the recruitment of quality staff. · Staff retention and succession planning: no formal systems are in place. Information relevant to complete Section 3 of the Project Portfolio (Survey) Assume that the following objectives and actions have been included in the strategic workforce plan. Issues Action Outcomes Resources Timelines Reduce staff turnover Develop a strong orientation and induction program that supports and develops new staff Appoint mentors to support new staff Turnover reduced by at least 10% in the first year. Human resources End 2018 Building internal capacity through a strong learning program Identify professional development needs of each staff member and implement a formal program of professional development. Turnover reduced by at least 10% in the first year. Employee satisfaction with professional development Human resources End 2018 Increase diversity within the workforce Identify diverse media networks where positions can be advertised. Explore options for flexible working arrangements. Increase the number of females in the organisation by 20%. Human resources End July 2019 Flinders International College V.1 Page 1 Information relevant to complete Section 3 of the Project Portfolio (Review report) Workforce Information 30/6/2017 Employee M/F Position Age Country of origin Full-time or Part-time Status Length of service Salary Reports to Simon Brimbank M CEO 52 Australia 1.0 Permanent 5 years $150,000 Board John Sykes M Finance Manager 60 Australia 1.0 Permanent 5 years $115,000 CEO Abdi Hassan M Marketing Manager 45 Somalia 1.0 Permanent 1 years $95,000 CEO Sarah Smith F Human Resources Manager 57 UK 4 days a week Permanent 1 years $90,000 CEO Ben Thornbury M Academic Manager 59 Australia 1.0 Fixed Contract for 1 year 6 months $75,000 CEO Jane Barrow F Administration Officer 22 Australia 1.0 Permanent 4 years $40,000 HR Manager Aisha Simons F Receptionist 30 Australia 1.0 Permanent 3 years $39,000 HR Manager Pierre Allard M Student Services Officer 27 France 1.0 Permanent 2 years $45,000 Academic Manager Maria Blanc F Trainer - Management 52 Australia 20 hours a week Contract 8 months $38 per hour Academic Manager Dennis Miller M Trainer - Management 61 Australia 20 hours a week Contract 8 months $38 per hour Academic Manager Marion Smiles F Trainer - Management 30 Australia 20 hours a week Contract 1 year $38 per hour Academic Manager Amir Said M Trainer - Management 32 Australia 10 hours a week Contract 6 months $32 per hour Academic Manager Joanne Fox F Trainer - Management 59 Australia 20 hours a week Contract 2 years $38 per hour Academic Manager Anthony Bates M Trainer - Marketing 33 Australia 20 hours a week Contract 6 months $38 per hour Academic Manager Mark Schwarz M Trainer – Marketing 54 Australia 20 hours a week Contract 4 months $38 per hour Academic Manager Jack Muller M Trainer - Marketing 29 Australia 10 hours a week Contract 2 months $32 per hour Academic Manager Leonard Hass M Trainer – Human Resources 40 Germany 20 hours a week Contract 8 months $38 per hour Academic Manager Bob Marr M Trainer – International Business 41 Australia 20 hours a week Contract 4 months $38 per hour Academic Manager Samiya Jones F Trainer – International Business 51 Australia 20 hours a week Contract 8 months $38 per hour Academic Manager Percent turnover of staff in calendar year 2017 Employment area 2014 2015 2016 2017 Academic staff including trainers 50% 45% 60% 50% Management 15% 0% 15% 15% Administration 0% 25% 0% 0% Workforce Information 30/6/2018 Employee M/F Position Age Country of origin Full-time or Part-time Status Length of service Salary Reports to Simon Brimbank M CEO 52 Australia 1.0 Permanent 6 years $150,000 Board John Sykes M Finance Manager 60 Australia 1.0 Permanent 6 years $115,000 CEO Abdi Hassan M Marketing Manager 45 Somalia 1.0 Permanent 2 years $95,000 CEO Sarah Smith F Human Resources Manager 57 UK 4 days a week Permanent 2 years $90,000 CEO Mina Bradley F Human Resources Officer 31 India 1.0 Permanent 6 months $45,000 HR Manager Ben Thornbury M Academic Manager 59 Australia 1.0 Fixed Contract for 1 year 6 months $75,000 CEO Jane Barrow F Administration Officer 22 Australia 1.0 Permanent 5 years $40,000 HR Manager Aisha Simons F Receptionist 30 Australia 1.0 Permanent 4 years $39,000 HR Manager Pierre Allard M Student Services Officer 27 France 1.0 Permanent 3 years $45,000 Academic Manager Maria Blanc F Trainer - Management 52 Australia 20 hours a week Contract 2 years $38 per hour Academic Manager Dennis Miller M Trainer - Management 61 Australia 20 hours a week Contract 2 years $38 per hour Academic Manager Mark Simons F Trainer - Management 35 Australia 20 hours a week Contract 6 months $38 per hour Academic Manager Amir Said M Trainer - Management 32 Australia 10 hours a week Contract 6 months $32 per hour Academic Manager Joanne Fox F Trainer - Management 59 Australia 1.0 Full-time 2 years $60,000 Academic Manager Anthony Bates M Trainer - Marketing 33 Australia 20 hours a week Contract 6 months $38 per hour Academic Manager Mark Schwarz M Trainer – Marketing 54 Australia 20 hours a week Contract 4 months $38 per hour Academic Manager Jack Muller M Trainer - Marketing 29 Australia 10 hours a week Contract 2 months $32 per hour Academic Manager Leonard Hass M Trainer – Human Resources 40 German 20 hours a week Contract 8 months $38 per hour Academic Manager Bob Marr M Trainer – International Business 41 Australia 20 hours a week Contract 4 months $38 per hour Academic Manager Samiya Jones F Trainer – International Business 51 Australia 1.0 Full-time 8 months $60,000 Academic Manager Percent turnover of staff in calendar year (2018) Employment area 2014 2015 2016 2017 2018 Academic staff including trainers 50% 45% 60% 50% 30% Management 15% 0% 15% 15% 10% Administration 0% 25% 0% 0% 0% © 2021 RTO Works Page 1 Focus Group questions and results What do you like most about working for this organisation? The people I work with and the people I work for. The goal-oriented atmosphere and the drive of the company to grow. Seeing students achieve their goals. The feeling that what I do on a day-to-day basis has a direct impact on our company and its success. That there is always something new and exciting in the works; everyday there is an effort to make things better for the company and the clients What do you like least about working for this organisation? Unstructured performance review. Not enough training. Not enough communication between staff and management. Not rewarded for my efforts. Asked to do things above and beyond my job description. Not recognised for efforts. Lack of flexibility in working hours. What causes you the most stress or frustration at work? Disorganised processes, not consistent with managerial decisions. Too much work. Not always clear what my role is. Not having time to do my work. Too much noise in the office to concentrate. If you were the CEO of this organization, what would you do differently? I would set clearer goals and rewards for my staff. More staff participation in the meetings. Lay out a vision, give clear expectations and job descriptions to each person and "let go" so the business runs in an efficient manner as possible. Give timely and effective feedback. Employ more women in senior positions to add diversity to the organisation. Introduce flexible working arrangements. What is it about this organization that causes you to give more than what’s expected (or necessary to keep your job)? I really connect with the vision of the company. I want to see the company succeed. I want to keep my job. I want to be recognised. What about this organization causes you to withhold an extra effort? My specific role within the company does not tap into my full potential. I feel I am unchallenged here and therefore I don't feel that I am working as hard or trying as hard as I could be. Seeing a lack of effort from others. Lack of flexibility in working arrangements. What gets in the way of teamwork and/or cooperation in this organization? People who do not make the effort to find out about the company and its services and procedures. Procedures that are set up for very good reasons, but not followed. Managers that are not available when you really need them because they are often in meetings. Meetings are important, but so is supporting your team in every way that you can. There is an “us versus them” mentality between trainers and head office staff. What could be done to improve teamwork and cooperation? People need to be trained properly and by a manager, so that they can learn the proper procedures and be encouraged to take notes for future reference. This will also allow the manager to see the employees’ progress (or lack thereof). The three-month probation period to determine whether or not the person will fit in with the team and be able to grow with the company. The three-month probation is not being used. Better communication and cooperation throughout the whole company. Better communication. Exit interview results Main reason for leaving: Better job opportunity – more pay, no requirement to work after 6 pm Better job opportunity – higher pay Bigger organisation, more opportunity for promotion What might have prevented you from leaving: Pay increase, not having to teach in the evenings Pay increase Flexible working arrangements What is your overall assessment of the job you are leaving? Enjoyed my time with King Edward most of the time and liked working with diverse students Glad to leave, pay just too low Reasonable job but I needed more opportunities and more flexibility How would you rate your manager? Not great, not enough direction Okay Didn’t give enough guidance about job role How well were your training and development needs met? No opportunities, expected to sort it out yourself on the whole Some info at the staff meetings was good but not enough Not at all What improvements could be made in our organisation: Increase pay for academic staff because then you’ll get better staff Implement strategies so that employees more likely to stay with company Increase pay Information relevant to complete Section 3 of the Project Portfolio (Evaluation report) Performance indicators relating to the implementation of work-life balance policies are indicated in the Strategic workforce plan as follows: · High staff satisfaction with working from home arrangements