Review Report (2)

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Victoria University *

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BSBHRM614

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Management

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Nov 24, 2024

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King Edward VII College Review Report Introduction Established in 2010, King Edward VII College is a Registered Training Organisation (RTO) that provides training to students in business and management. Our principal purpose of this review report is to provide high quality training services to satisfy students’ needs. Our training is nationally recognised and accredited to meet vocational and educational standards. Courses are designed by highly qualified staff with extensive industry and training experience to achieve teaching and learning excellence, flexibility and personal satisfaction. We draw on our established relationships with industry and other stakeholders to ensure that our courses are appropriate to the demands of our clients and consistently meet their expectations. Quality is maintained in compliance with the national VET Quality Framework and through our continuous improvement system. A key objective is to develop the required knowledge and skills for clients to be job ready and competently undertake their chosen role in a wide range of business areas. Other purpose of this review report were Improve web site information to attract more students, Conduct annual internal audit, Develop and implement workforce plan, Develop and implement a cultural sensitivity and awareness program for staff, Implement staff performance management review system, Identify suitable location for Sydney campus, Develop an on-line learning platform for all courses, Undertake scoping study for possible offshore campus. All the plans have been successfully implemented. Analysis of workforce information data ● Current staff turnover rate End of 2018 staff Turnover reduced by at least 10% in the first year, Building internal capacity through a strong learning program reduced by 10% at the end of 2018 but, Number of females in the organisation has increased by 20% at the end of 2019. Flinders International College V.1 Page 1

● Compare workforce characteristics, including age, gender and cultural background in the 2017 and 2018 data to assess performance. In 2017, there were 19 employees and in 2018, there were 20 employees. Gender In 2017 there were 7 females, however, there was only 1 female in the senior management team. In 2018, there were 8 females, however, there was still only 1 female in the senior management team. According to the above data, very less opportunity has been given to the females so we should encourage more female staff and focus on promoting them in higher positions. Age of employees: Median age 2017: 42 Median age 2018: 45 Cultural background In 2017 out of 19 employees, 15 employees are from Australia and 4 of them are from Germany, France, UK and Somalia. But in 2018 the number of employees has been increased to 20 and still out of 20 employees 15 are from Australia and 5 are from other countries. We need to take action on this situation as offshore countries also have many talented employees and they can present different points of views which can help us to grow our business in different countries as well. Employment status Casual trainer/assessors in 2017, 2 full-time contracts issued in 2018. which should assist with turnover rate and retention of the workforce. Flinders International College V.1 Page 2 Analysis of focus group results ● While turnover has decreased, certain focus group evaluations indicate that orientation is still inadequate, and the mentorship programme is ineffective. ● Planned performance reviews, as well as structured learning and development opportunities,

are required. ● Reward and recognition are highly valued. ● More females in senior positions are needed. ● For staff working for our organisation it is required to focus on, more training, staff engagement and enough communication should be made, more flexibility and staff efforts must be recognised. ● 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. ● We need to set clear goals and rewards for our staff. Analysis of exit interviews Need for Higher income, no better promotion prospects, insufficient job role direction, and insufficient communication, Unstructured performance review, Not enough training, Not enough communication between staff and management, Not rewarded for efforts, Asked to do things above and beyond job description, Not recognised for efforts, Lack of flexibility in working hours. Effectiveness of the Human Resources Strategic Plan According to the focus group , exit interviews and other history of King Edwards VII college, following actions is very effective and important to focus:- ● Introduction of a performance management system linked to professional development planning ● Introduction of a reward and recognition program ● Give priorities to more female staff during Hiring process and also give an opportunity for promotion in higher positions. ● Organization to focus on, more training, staff engagement and enough communication should be made, more flexibility and staff efforts to be recognised.

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