Action plan

 JKL Industries industry can partner with trusted advisor and can outsource their HR activities. JKL can arrange a regular, retained by the hour, week or month support service with an experienced HR Professional. Tailored to deliver the HR support JKL Industries business requires. JKL Industries assigned HR Account Manager can deliver tailored strategic, operational and administrative HR support as required. However,  JKL Industries might face risks as the provider might not be aware of their industry or business which might be risky in complying with the enterprise agreements, codes of practice, legislation and industrial relations. b. Self-service delivery 1. JKL Industries need to hire an internal personnel who have thorough concepts of all the HR activities and can align the HR strategies with the organizational objectives. 2. A common way to facilitate self-service delivery is to include in-depth Question & Ask hosted on company intranets so that employees can find answers to their questions. 3. JKL Industries need to handle all aspects of the employee payroll, benefits and other human resource concerns. Using a self-service human resources system may save a company money, but there are some drawbacks. 4. The rate of errors in personnel records is likely to increase under a self-service system. Employees must have training and support before they can use a self-service system self- service human resource systems involve storing and accessing employee's sensitive information on a computer, the business must have strong Internet and technology security. 2.2 Strategies for the delivery of HR service JKL Industries top management tends to be operations focused . JKL Industries human resources do not have proper strategic HR planning, recruitment and workforce planning . JKL Industries organization is lacking the human resources professionals to make a clear industrial relation policy and strategies JKL Industries need to hire a new manager who is well-versed a well-defined strategy HR manager who able to determines the size, structure and cost of the resource required to deliver it and ensures that all HR activity is aligned to business needs. HR manager with deeper knowledge and understanding of JKL Industries business goals and business model can identify potential threats and opportunities in the quantity and quality of human resource required by the organisation. Recruitment and Selection Strategies  JKL Industries should use the external recruitment sources by publicizing their need in periodicals and using audio-visual media sources. Or they can also take the support of third-party employment agencies  Recruiting new staff with the skill and abilities that JKL industries will need in the future Considering all the available options for strategically promoting job openings and encouraging suitable candidates to apply.  From top down and bottom up, the hiring process across divisions must be consistent, interview process is one of the strongest tools an HR manager can develop that will directly support long- term corporate success.  A good recruitment and selection strategy

o strengthen communication between shared service providers and its customers; o provide guidelines for resolving conflicts.  This Agreement sets out The services we provide to the JKL Industries, employees, other internal departments and external stakeholders the overall standard, which we aim to achieve in the provision of our services a mechanism for resolving any problems relating to the delivery of the service.  Vision To address the above challenge, we propose to re-think the interface between JKL Industries and the stakeholders. We propose to perform Strategic Business Objectives and Action Planning for them. The new business environment will continuously enhance service, compliance and productivity to its customers and core business practices The primary goals for the service centers include: 1. Integrate people , processes, and technology to provide a balanced service level to all customers. Create a collaborative environment where trusted relationships and teamwork are encouraged between administration, departments, clinical areas, institutions and suppliers to further Enterprise goals. 2. Leverage human resources, institutional knowledge, developing skill sets, and technology in an effort to continuously improve service and productivity for JKL Industries. Create an organizational structure that balances strategic and tactical efforts that promote efficiencies. 3. Mitigate risk to the JKL Industries by focusing on compliance requirements and understanding the impact these requirements have on productivity and customer service. Develop an integrated organizational structure that will promote the consistent interpretation and enforcement of policies, procedures, local, state and Federal laws and regulations throughout the organization. Service performance  Mission E & E HR Services Centre will encompass all the task related to the future core HR of JKL Industries which cover, recruitment, safety, employee relation, compensation and benefits, policy compliance and staff training development.  Scope The E & E HR Services Centre shall provide SLA management to the JKL Industries and its affiliates employee. • Meeting response times associated with service related incidents. • Generating service level reports for customer. • Training required staff on appropriate service support tools. • Notifying customers about all scheduled maintenance.

 Service Process/Area  Expectation  Performance metric  Performance monitoring schedule  Employee relation  Learn the meaning of employee relations and understand the essential elements of an effective employee relations program.  Maintaining positive employer - employee relationship s which promote satisfactory productivity, morale, and motivation is critical. Employee Relations staff members assist with the prevention and resolution of problems which arise out of or impact work situations  Technical Assistance  Employee Relations staff are available to help employees and supervisors understand JKL Industries Policies and Procedures, Board of Regents (BOR) Policies.  Performance Management  The evaluation process used at JKL Industries is referred to as the Performance Management Process (PMP). Continuous communication and feedback are key elements leading to optimal job performance.  Grievances  Whenever possible, employees are encouraged to resolve grievances informally through discussions with their supervisors. The grievance procedure allows employees to bring workplace concerns to the attention of upper management  Disciplinary Process  Employee Relations staff are available to consult with supervisors and employees who have questions or concerns regarding  schedule is set up for a daily cycle and reporting available daily Create templates with a words, easy to implement processes, terms and dates that every ER team member understands and can commit to and every employee comes to expect.  -Time to respond to an internal complaint lowered  -Number of communications (town halls, walk- arounds, emails, calls, logins) Increased  Adherence to steps in the communication plan

 Service Process/Area  Expectation  Performance metric  Performance monitoring schedule  Staff training development  Improving JKL Industries employees' skills specific to your business, it is important both the employer and employees to be up-to-date in admin and management areas including finance, sales, marketing, administration and staff management.  Increase JKL Industries employee motivation and retention  opportunity for employees to continue to grow and develop job and career enhancing skills through training.  JKL Industries can use these metrics to judge and compare the success of company training program. They are:  Training courses  Training recipients  Time duration  Training Evaluation & Feedback  schedule is set up for a daily cycle and reporting available daily  Working assumptions The E &E HR Services Center will be fully staffed and funded, and supported by the SAP (SAP is especially well-known for its Enterprise Resource Planning) and data management programs  Service constraints 1. Workload - Increases in workload, such as back log due to power outages or fiscal year end closing, may result in temporary reduction of service level delivery. 2. Requirements - Finance policy changes and Internal Revenue regulations may alter procedures and service delivery timeframes. 3. Dependencies - Achievement of our service level commitment is dependent upon customer compliance with the policies and procedures of the JKL Industries. Support from the Support Maintenance Organization is paramount to the success of the E&E HR.  Service level agreement maintenance This agreement commences on June 24 2016 with the mutual understanding that modifications may be required over time. Any and all modifications will be made in the spirit of the original Agreement and must be reviewed by representatives of the E & E HR Services Centre. A formal review of this Agreement and published modifications will occur on a semi-annual basis  Periodic quality reviews The E & E HR Service Centre and representatives of its customer base (Advisory Group) will conduct periodic reviews of the Service Centre’s performance against agreed-upon service level expectations. The agenda for these reviews should include, but is not limited to:  service delivery since the last review  major deviations from service levels  conflicts or concerns about service delivery  planned changes to improve service effectiveness

The poor performance of the service provider has been impacting on the morale of employees and negatively impacting the business. The delays have been impacting on the operational capabilities of the business, which is unacceptable. 1. Develop an action plan to address underperformance of team or service providers. Address two of the three scenarios presented in Appendix 2. Action plans should include: performance management activities timelines strategies to ensure success/integration with organisational values/policy/business ethics/legal requirements resources responsibilities. Note: You may use the template provided in Appendix 3. JKL Industries and service provider need to address the issue employee’s work is unsatisfactory issue as soon as possible. Number of steps that may help to manage under-performance:  Act promptly don’t let poor or unsatisfactory performance continue as it will be more difficult to resolve if left unchecked.  Arrange a private meeting to discuss under-performance with the employee . Tell the employee what is unsatisfactory and ensure they understand the difference between what they are doing and what you want done. Check that they understand relevant instructions, processes or policy and performance targets. Ensure that the employee is given ample time to respond and ensure it is a two-way conversation.  Give the employee an opportunity to explain the reasons for their performance . Under-performance may be due to lack of information or skill, job related issues or personal circumstances. Some personal circumstances may be best referred to someone with appropriate skills or through an Employee Assistance Program. Agree on how the issue will be resolved, including how you can best assist the employee to develop the skills required to do the job to the standard you expect .

y Timeline Strategy/application of policy (if relevant) Resources Person Policy cruitment and selection ue assess the recruitment cedure and guideline , uding the validity of e duration and monitor ruitment performance haviour of the line nagers 4 weeks Ongoing action Service provider and JKL Industries Should  Build a recruiting culture.  Recruiting processes must be integrated with other HR processes.  Well defined communication strategy  Clearly define performance expectations and standards , describe the consequences of the continued behaviour and the impact on the business.  Creating a recruitment plan to ensure the best approach and strategies are used to fill each position  Providing assessment solutions to help ensure candidates are fit for the job and culture  Counselling the underperforming employee and entails advising them that their performance needs improving and setting out a plan for improvement  regular monitoring of progress toward achievement of recruitment objectives  behaviour management to ensure productive working relationships  Handbook of code of conduct of employee performanc e standard and procedure  people, money, and technology  Success web  site  Useful Links  Australian Job Search website.  Service provider  HR manager  Line managers  and team member  Recruitment Agencies  Internal Candidates  Recrui policy  Affirma Action,  Equal Employ Opport and Divers not sep actions the recruit and selecti proces  Recrui and Selecti Policy  Recrui and Selecti Proced  Hiring Mission Intervi Guide ining tivational seminars and nts to motivate their ployees porate In-house delivery y s course can be tomised and delivered in- use for up to 20 people per e division for a more evant training solution, ned to your organisation’s vision and strategy rkshop format inclusive of up and individual activities d facilitator led discussions. nagement/Administrative ning l training ss-functional training olves training individuals perform operations in as other than their 2 days  Provide training program that suit HR professionals with between 1-5 years' experience who want to refresh their knowledge in this topic and managers and team leaders seeking an introductory course on workplace relations and recruitment.  Design a course to provide participants with the skills and understanding to develop and implement HR policies that are relevant, clear and effective in their organisational rules and guidelines relating to the practices and behaviour of the people in the organisation.  The Policy should be reviewed every year to ensure it remains relevant to the needs and goals of the organisation and its employees .  Admin support  Money  Technology  JKL Industries Training Consultants  Department managers and team members  HR managers  Training a Developm Policy  Performan Managem Policies  Traineesh Policy and Procedure