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RTO 41111 CRICOS 03487C Project Portfolio BSBHRM614 Contribute to strategic workforce planning Contents Section 1: Research planning requirements6 Section 2: Develop a Strategic Workforce Plan8 Section 3: Support the implementation of the Strategic Workforce Plan10 2 BSBHRM614 Contribute to strategic workforce planning Project portfolio- Student Vocational Training Institute RTO 41111 CRICOS 03487C Version: V7.0 January 2021 © RTO works 2021 Student name: Assessor: Date: Business this assessment is based on: List the available workplace documents (e.g.project management policy and procedures): Section 1: Research planning requirements Summarise legislation, regulations and codes of practise that will impact your Strategic Workforce Plan. Include at least one: Legislation Regulation code of practice. Review policies, procedures,protocols and templates that address human resource management. Highlight any appropriate information (or make notes) on the policy and procedure. Attach proof of the policies and procedures to this section of the portfolio. Review your business’ Strategic Plan and Operational Plan. What are the strategic objectives? List the operational priorities Summarise other workforce information. Attach proof of plan to this section of the portfolio. Summarise your research to understand workforce requirements. Include research from at least two external sources. Attach proof of your research to this section of your portfolio (e.g. screen shot of search results). Develop a Workforce Briefing Report. Use the template provided (or any other template relevant to your business) Attach the report to this section of your portfolio. Attach: Policies and procedures related to Human Resources. ☐ Strategic and Operational plan ☐ Proof of research ☐ Workforce Briefing Report ☐ Section 2: Develop a Strategic Workforce Plan Summarise your meeting with senior managers. Who attended the meeting (at least two senior mangers of varying levels)? Summarise what was discussed and agreed at the meeting. Summarise the negotiations that took place (at least one). Attach proof of the meeting to this section of the portfolio. Develop a Strategic Workforce Plan. Use the template provided (or any other template relevant to your business) Attach the plan to this section of your portfolio. Develop a Risk management Plan. Use the template provided (or any other template relevant to your business) Attach the report to this section of your portfolio. Create a draft email to obtain support for your Strategic Workforce Plan and risk Management Plan. Introduce and summarise the contents of the attached Strategic Workforce Plan and Risk Management Plan and ask for final approval. Attach your draft email to this section of your portfolio. Attach: Proof of meeting with senior management ☐ Strategic workforce Plan ☐ Draft email to seek support ☐ Risk Management Plan ☐ Section 3: Support the implementation of the Strategic Workforce Plan Develop an online survey to seek staff input. Include: At least 12 questions about general satisfaction with the workplace. at least eight questions about satisfaction with new initiatives. Make sure your survey allows employees to provide an answer based on a five-point scale. Attach a link to your survey to this section of the portfolio. Create a draft to all staff to complete the survey. Introduce and outline the purpose of the survey Give the link to the survey. Give an appropriate deadline for completing it. Attach your draft email to this section of your portfolio. Assume that a period of time has passed and that Strategic Workforce Plan has been implemented. Develop a Strategic Workforce Plan Review report. Use the template provided (or any other template relevant to your business) Attach the report to this section of your portfolio. Develop a Work Life Balance Report and Action Plan Report. Use the template provided (or any other template relevant to your business) Attach the report to this section of your portfolio. Update Health and Safety Policy and Procedures to include a statement about the organisation’s commitment to Work/Life balance. Highlight any changes you make to the Health and Safety Policy and Procedures. Attach your updated Health and Safety Policy and Procedures to this section of the portfolio. Assume that more time has passed and the work-life balance policies and procedures have been implemented (for the cases study, this is 12 months). Develop a short evaluation report. Summarise the impact of the working from home arrangements and performance against objectives from the plan. Use your own words. Attach the report to this section of your portfolio. Update your Strategic Workforce Plan. Include additional actions in your Strategic Workforce Plan to account for the actions that need to be undertaken (based on the scenario information and assumptions made for this section). Highlight the changes you’ve made and change the version number of your plan. Attach your updated plan to this section of your portfolio. Attach: Online survey proof ☐ Draft email to all staff to complete survey ☐ Strategic Workforce Plan Review report ☐ Work Life Balance Report and Action Plan Report ☐ Updated Health and Safety Policy and Procedures ☐ Evaluation report ☐ Updated Strategic Workforce Plan. ☐ 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 1 BSBHRM614 Contribute to strategic workforce planning Simulation Pack - Student Vocational Training Institute RTO 41111 CRICOS 03487C Version: V7.0 January 2021 © RTO works 2021 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