Research Report Guidelines for Strategic Workforce Planning

Assessment Cover Sheet tudent Name Please write in block etters) tudent ID GI Unit Code / Unit Name BSBHRM614 - Contribute to strategic workforce planning Assessment No. 2 Date of Submission tudent Declaration : certify that:  I declare that I have received sufficient training prior to the assessment.  I declare that the work submitted is my own, and has not been copied or plagiarised from any person or source.  I have read the Assessment and Student Handbook and I understand all the rules and guidelines for undertaking assessments.  I give permission for my assessment material to be used for continuous improvement purposes. tudent Signature: _______________________ Date: ____ / ____ / ______ rainer/Assessor Feedback rainer/Assessor Signature_______________________ Date: ____ / ____ / ______ Result: □ Satisfactory | □ Not Satisfactory Assessment method-based instructions and guidelines: Skills Test – Research Report Assessment type

 Skills Test - Research Report Instructions provided to the student: Assessment task description:  This is the second (2) task you must successfully complete to be deemed competent in this unit of competency.  This assessment task comprises a research report.  The student is required to complete a research report on strategic workforce planning.  You must attempt all criteria to the required level, e.g. the assessment criteria mentioned in the performance checklist needs to be deemed satisfactory in this task.  For your trainer/assessor to assess your competency in this assessment task, you must prepare your report by following all instructions outlined. Applicable conditions:  You will be assessed independently on this assessment task.  No marks or grades are allocated for this assessment task. The outcome of the task will be Satisfactory or Not Satisfactory.  As you complete this assessment task, you are predominately demonstrating your knowledge and skills to your trainer/assessor.  The trainer/assessor may ask you relevant questions during this assessment task. Location:  This assessment task may be completed in: ☐ a classroom ☐ learning management system (i.e. Moodle),  Your Trainer/Assessor will provide student further information regarding the location for completing this assessment task. Purpose of the assessment The purpose of this assessment task is to assess the students’ knowledge and skills essential to prepare research report on strategic workforce planning in a range of contexts and industry settings.  Skills to analyse the existing human resource practices and functions of the training organisation.  Skills to research relevant legislative, regulatory and industrial requirements that the training organisation must comply with to manage the strategic workforce planning.  Skills to determine the common options for sourcing labour considering the operations of the training organisation and human resource practices.  Skills to research and evaluate the impact of technology on job roles in the training organisation and discuss technologies that the training organisation can use to improve its recruitment and selection processes.  Skills to determine options for sourcing labour supply, taking into consideration the operations of the training organisation.  Skills to support the strategic workforce planning by developing risk management plans.  Skills to establish a format and features of a strategic workforce plan.  Skills to research and evaluate modern philosophies, values and policies applicable to the human

resources professional within the training organisation. Task instructions  This assessment task aims to assess the students’ skills to prepare a research report on strategic workforce planning.  The student will take on the role of the HR manager in the training organisation.  The trainer/assessor will familiarise you with the training organisation’s operations and provide you with information regarding the organisation’s strategic and operational plan.  The student must use the templates provided to document their responses.  Word-limit to complete the research report is 1500-1800 words.  The trainer/assessor must assess the student using the performance checklist provided.

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Assessment Task 2: Skills Test – Research Report Skills Test – Research Report This assessment requires you to take on the role of the Human Resource Manager in your training organisation. You are required to complete a research report on the strategic workforce planning for your training organisation. During the preparation of the research report, you will be required to:  Consult a range of internal stakeholders to identify and gather information regarding the training organisation’s strategic and operational plan.  Conduct online research to analyse information from a range of internal and external sources regarding legislative, regulatory and industrial requirements for the training organisation. Note: The purpose of this research report to participate and carry out workplace-related activities and tasks, using your training organisation as an example of existing workplace and workplace personnel such as trainers/assessors and other nominated individuals by them as the stakeholders required to complete this assessment task. The research report should be based on the information provided in the scenario and description sections. Scenario To build an organisation with stable staffing levels across every department, with the right skills in the right positions for more successful results and a higher return on investment (ROI), all training organisations must develop, implement and maintain a strategic approach to workforce planning. This will ensure that there is a structure and staf in place to meet current and foreseeable organisational objectives. The training organisation wants to develop and implement a strategic workforce plan. They want the Human Resource Manager to complete a research report on strategic workforce planning. As part of the task assigned to develop and implement a strategic workforce plan, the HR Manager has the following responsibilities:  Analyse the existing human resource practices and functions of the training organisation.  Research relevant legislative, regulatory and industrial requirements that the training organisation must comply with to manage the strategic workforce planning.  Determine the common options for sourcing labour considering the operations of the training organisation and human resource practices.  Research and evaluate the impact of technology on job roles in the training organisation and discuss two (2) technologies that the training organisation can use to improve its recruitment and selection processes.  Determine options for sourcing labour supply, taking into consideration the operations of the training organisation.  Support the strategic workforce planning by developing risk management plans.  Establish a format and features of a strategic workforce plan.  Research and evaluate modern philosophies, values and policies applicable to the human resources professional within the training organisation.

Description of the activity: This activity requires the student to complete a research report on the strategic workforce planning for your training organisation. You will take on the role of the Human Resource Manager at your training organisation. The trainer/assessor will familiarise you with the training organisation’s operations and provide you with the information regarding the following:  Training organisation’s business strategic and operational plan  Training organisation’s relevant workplace policies and procedures. Your report must follow the below-given guidelines:  The report must be prepared using ‘Template 1’ provided. Word-limit to complete the report is 1500-1800 words.  Start with an introduction, then move on to supporting body paragraphs. Write a conclusion and cite your sources.  You must only use authentic and verifiable information.  The report should be presented in the provided format.  Proofread it.  Always make sure to run your ideas by your trainer/assessor to make sure that it is okay that you approach the report in this way.  Your report must contain original content and should not be a “copy” of someone else’s work.  You must use Harvard style referencing in the report.

To prepare the report, you must complete the steps given below:  Step 1: Analyse the existing human resource practices and functions of the training organisation. o Consult a range of internal stakeholder to identify the existing human resource practices and functions of the training organisation. o Document the existing human resource practices and functions of the training organisation.  Step 2: Research relevant legislative, regulatory and industrial requirements that the training organisation must comply with to manage the strategic workforce planning. o Conduct online research and identify the legislative, regulatory and industrial requirements that the training organisation must comply with related to strategic workforce planning, including the following:  Fair trading  Privacy  Employment o Document the legislative, regulatory and industrial requirements that the training organisation must comply with.  Step 3: Determine the common options for sourcing labour considering the operations of the training organisation and human resource practices. o Assess the operations of the training organisation. o Determine and document three (3) common options for sourcing labour.  Step 4: Research and evaluate the impact of technology on job roles in the training organisation. o Evaluate the recruitment and selection procedure of the training organisation. o Determine two (2) technologies that the training organisation can use to improve its recruitment and selection processes.  Step 5: Determine options for sourcing labour supply, considering the operations of the training organisation. o Evaluate the operations of the common options for sourcing labour. o Determine three (3) options for sourcing labour supply, considering the operations of the training organisation.  Step 6: Support the strategic workforce planning by developing risk management plans. o Determine three (3) risks associated with strategic workforce planning. o Document control measures that can be implemented to address the risks associated with strategic workforce planning.  Step 7: Establish a format and features of the strategic workforce plan. o Determine and document the key features of the strategic workforce plan that the training organisation must incorporate. o Determine the key elements that you would include in the strategic workplace plan.  Step 8: Research and evaluate modern philosophies, values and policies applicable to the human resources professional within the training organisation.

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o Research, evaluate and document two (2) modern philosophies applicable to the human resources profession. o Discuss the values related to the human resource profession. o Determine and document two (2) policies applicable to the human resources profession. o Provide an explanation of the purpose of each activity. The student must complete a research report on the development of performance development processes for your training organisation. Your report must contain all of the following:  Introduction to the report  Body of the report: o Internal stakeholder consulted. o Existing human resource practices and functions of the training organisation. o Legislative, regulatory and industrial requirements that the training organisation must comply with related to strategic workforce planning, including the following:  Fair trading  Privacy  Employment o Three (3) common options for sourcing labour. o Two (2) technologies that the training organisation can use to improve its recruitment and selection processes. o Three (3) options for sourcing labour supply, considering the operations of the training organisation. o Three (3) risks associated with strategic workforce planning. o Control measures to be implemented to address the risks associated with strategic workforce planning. o Key features of the strategic workforce plan that the training organisation must incorporate. o Key elements that you would include in the strategic workplace plan. o Two (2) modern philosophies applicable to the human resources profession. o Values related to the human resource profession. o Two (2) policies applicable to the human resources profession. o Explanation of the purpose of each activity.  References and bibliography (Harvard style – Any five references) Template 1: Research report:

Research report (1500- 1800 words) Introduction to the report This report aims to report on the strategic workforce planning for Berkeley Business Institute. Body of the report: • Internal stakeholder consulted. In order to have strategic workforce planning, we have consulted HR Managers, Corporate Services Managers and HR Analysts. • Existing human resource practices and functions of the training organisation. Berkeley Business Institute has the following human resource practices and functions: Recruitment and Selection HR recruitment and selection practices generally are based on the Berkeley Business Institute 's mission and the workplace culture. For example, employers that recognize the value of workplace diversity embrace recruitment practices designed to attract a diverse applicant pool. Recruitment practices underlie recruiting activities and functions such as sponsoring career fairs at colleges and universities with diverse student populations, advertising job vacancies across several venues to reach a broad audience. Achieving Work-Life Balance Implementing flexible work schedules, providing employees with telecommuting options and training supervisors to spot signs of workplace stress suggests the organizational culture supports employees achieving work-life balance. Managing scheduling logistics, modifying technology for remote access and conducting training sessions are essentially transactional functions. However, these functions ultimately create a results-oriented work environment because they enable greater efficiency and, thus, increase the time employees have to devote to family obligations and personal endeavours. Training and Development Training and development are HR management functions that include new- employee orientation, job skills training, leadership training and professional development. These activities improve employees' job skills in their current positions and equip them with skills and expertise for cross- functional work that can increase their value to the organization. Professional development supports an organization's succession planning strategy by preparing future leaders for higher-level jobs and more responsibility. HR management training and development functions reflect promotion-from-within practices and support employees' work goals. Compensation and Benefits Compensation and benefits often are viewed together, presenting a comprehensive view of how employers reward their employees. However, a

look at compensation by itself ofers a clearer picture of HR management practices because total employee wages, including salary, benefits and related taxes, can comprise up to 70 percent of an employer's cost to operate her business, according to a 2019 report. Benefits alone can account for 30% of total labor costs, and are rising at a rapid rate, largely due to increases in health care benefits.

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• Legislative, regulatory and industrial requirements that the training organisation must comply with related to strategic workforce planning, including the following: o Fair trading NSW Fair Trading is a division of the New South Wales State Government's Department of Customer Service in Australia. The division's focus is to create a fair, safe and equitable marketplace in New South Wales. It investigates allegations of unfair business practices, and regulates goods sold in New South Wales. o Privacy Privacy Act focuses on regulating personal information about individuals. It also states what personal information which identifies an individual is. Also, the principles establishes the rights and obligations, accessing and correction of personal information and sets out the standards for inclusion of sensitive personal information. The Privacy Act regulates the way individuals personal information is handled. As an individual, the Privacy Act gives you greater control over the way that your personal information is handled. The Privacy Act allows you to know why your personal information is being collected, how it will be used and who it will be disclosed to have the option of not identifying yourself, or of using a pseudonym in certain circumstances ask for access to your personal information including your health information, stop receiving unwanted direct marketing, ask for your personal information that is incorrect to be corrected, make a complaint about an organisation or agency the Privacy Act covers, if you think they've mishandled your personal information. The Privacy Act cover some small business operators. o Employment Employment legislation covers the diferent statutes or acts that set out the legal entitlements employees have to certain conduct, benefits and rights from their employer or their employment. Anyone working in HR will be trained in employment legislation and how it relates to all aspects of work. The Fair Work Act 2009 (FW Act) and the Fair Work Regulations 2009 are the main legislation we deal with. They govern the employee / employer relationship in Australia. States kept their workplace relations powers over state and local government employees. • Three (3) common options for sourcing labour. Recruitment options - Recruitment is divided into sourcing and selection wherein sourcing is the process of attracting candidates, while selection involves interviews and ofer processes. The options available are job centres, professional recruiters, agencies, recruitment fairs, internet, networking, open days, employee recommendations, newspapers and traditional advertising. Casual labour - Casual labour, irregular employment or part-time labour, including the labour of workers whose normal employment consists of a series of short-term jobs. These are traditional advertising, online job portals, local newspapers, in supermarkets dashboards or in school dashboards. Ofshore workers - One common option for sourcing labour in ofshore workers are through online portals, recruitment agencies and consultancies.

• Two (2) technologies that the training organisation can use to improve its recruitment and selection processes. Applicant tracking systems

What it’s good for: Organization, candidate experience, and reducing recruitment spend How: An applicant tracking system (ATS) is an HR software application that helps HR departments and recruiters manage applicants’ information, resumes and applications, job posting, recruitment statistics, and more. Applicant tracking systems collect resume applications from the employer career site, and allow recruiters access to requisition statuses at a glance. Many applicant tracking systems allow for automatic replies or pre- populated communication messages, that when used consistently, keep an open dialogue with applicants and candidates to let them know where they are in the process. This approach enhances the candidate experience, as it keeps candidates in the loop. Video interviewing What it’s good for: Time-saving, reducing time-to-fill, and eliminating unnecessary meetings How: Video interviewing is by no means a replacement for a face-to-face interview, but it is a great time-saving tool to help pre-screen and select applicants. Video-based interviewing can be pre-programmed and sent to applicants to eliminate the need for telephone interviews, or scheduling one-on-one meetings with applicants that don’t have the most basic qualifications. Recruiters can pre-record video questions or simply write text-based questions for applicants to respond to in video format. Completed interviews can then be shared with internal stakeholders. Taking out the need to play phone-tag with applicants to set up the initial telephone interview is a huge time-saving tool. A video interview can be emailed automatically, and the candidate can select the most appropriate time to respond within their schedule. Executives and recruiters are extremely busy, and no one likes sitting down with an applicant who you can tell is wrong for the role within the first five minutes. Using a video interviewing tool and pre-screening applicants prior to booking them into meetings with senior executives can make you, as a recruiter, look like a rock star. • Three (3) options for sourcing labour supply, considering the operations of the training organisation. Employee referrals Employee referral is an internal method for finding job candidates. By definition, employee referral is a structured program that companies and organizations use to find talented people by asking their existing employees to recommend candidates from their existing networks. Job postings

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Many employers use internal job postings to encourage employees to identify internal promotional opportunities and respond to those openings for which they have skills and interest. Also known as job ads, job postings are the primary means through which companies recruit new applicants for available positions. Traditionally, job postings were often posted in the classifieds section of newspapers. Today, job ads are typically published online.

Social Media Social recruiting is the process of advertising jobs, recruiting candidates and connecting with potential employees through social media platforms. It is also commonly referred to as social hiring or social media recruiting. You share a new job posting on your company's social media page. • Three (3) risks associated with strategic workforce planning. The major workforce risks that occur due to low capability in strategic workforce planning are: ✓ Business objectives not being met because of gaps in essential skills and capabilities. ✓ An increase in business risk from; ✓ Demographics such as an ageing workforce ✓ Skill shortages from a lack of available talent ✓ Lack of requisite leadership and performance ✓ Lack of critical roles (foregone revenue / increased OH&S risk / decreased market share). ✓ Low employee engagement due to uncertainty about possible career paths. ✓ Not matching employees to areas of need, resulting in an excessive wages bill. • Control measures to be implemented to address the risks associated with strategic workforce planning. Improve attraction and recruitment strategies • employment branding initiatives and employee value proposition • streamline recruitment and selection methods and processes • introduce best practice onboarding • better understanding of recruitment grounds • improved use of early careers options including apprentices, graduates, cadets, and work experience Improve workforce supply • increasing the attractiveness of study for selected courses • develop partnerships with other agencies and organisations to access a diferent workforce pool • efective use of the skilled and regional migration programs • input into the occupational shortages listings • analysis of workforce demographics and population forecasts • understanding retirement patterns and intentions • improving workforce planning data analysis, projection and external scanning capability • strengthen school to work transitions • understand the contingent workforce

Better understand workforce demand variables • efective forecast of service delivery needs • understand how advances in technology will shape demand • understand how changes in industry and the economy will influence demand • consider Australian Bureau of Statistics (ABS) population forecasts and modelling

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• find more information about the Workforce Supply and Demand Modelling (PDF, 258 KB) Increase workforce development • understand the return on investment from learning and development activities • identify of critical skills to achieve strategic objectives • facilitate mobility and other placements to build knowledge and capability • improve succession management capability • develop a method of managing organisational knowledge • foster lifelong learning and a learning culture • improve capability and capacity of the leadership talent pool • invest in strengthening the leadership cohort • promote greater awareness of reskilling options Promote flexibility in work practices and resourcing • support employee mobility • redesign roles to increase supply from alternative sources • normalise flexible work arrangements • invest in digital solutions • establish positive ageing programs Improve participation, retention, and workplace culture • remove barriers and disincentives to increase participation particularly amongst disadvantaged and under-represented groups • promote work-life balance and wellbeing • embed inclusion and diversity • improve cultural competence • embed reward and recognition frameworks • improve staf engagement • nurture a culture of innovation • better understand the drivers of turnover • improve exit interviews and analysis • embed Queensland public service values and ethics • embed a performance culture Future service delivery • increasing community involvement in the provision of services • scenario planning and future service delivery models • workplace and workforce design and structure • co-production and co-design of services

• Key features of the strategic workforce plan that the training organisation

must incorporate. Addressing current workforce gaps - Analyzing the skills of your current employees can provide insights into the skill or resource gaps that you currently have within your business. Through this evaluation, you will be able to identify the gaps between your current workers’ competencies and what you’ll need in the future to reach your goals. Using that information you can ensure you acquire top talent with the skills required for your company’s success. Improving KPIs - Business is all about constantly developing and improving those key performance indicators (KPIs). You can use the data from your strategic workforce plan to drive your business forward and ensure you are constantly improving performance metrics and meeting new objectives. • Key elements that you would include in the strategic workplace plan. ✓ budget ✓ priorities ✓ objectives ✓ timeframes ✓ risk management ✓ evaluation against objectives. • Two (2) modern philosophies applicable to the human resources profession. The HR Management Philosophy is not mainly about Human Resources Function. It is more about the leadership style of the top management, the current corporate culture and values. It is about the vision of the leader of the organization. • Values related to the human resource profession. We promote Honesty, Integrity, and Trust: We honor our commitments and conduct business in a manner that promotes fairness, respect, honesty, and trust. Celebrate Teamwork: We encourage the diversity of thoughts, experiences, and backgrounds and celebrate participation and partnership

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in all of our endeavors. • Two (2) policies applicable to the human resources profession.

Work Health and Safety Policy Workplace injuries can afect your business in a number of ways including decreased productivity, sick pay obligations and the cost of finding a replacement. WHS policies highlight safety procedures and the responsibilities of all employees to keep the workplace safe. Bullying, Harassment and Discrimination Policy Did you know an employer can be held legally responsible for acts of discrimination or harassment in their business? In order to minimise this risk, the business must show they have taken all reasonable steps to prevent discrimination or harassment from occurring. However in the absence of a comprehensive policy, this is almost impossible! Having a policy in place communicates clearly to employees what constitutes bullying, sexual harassment, discrimination and any other form of inappropriate behaviour at work. A good policy will also outline procedures for dealing with complaints. Code of Conduct A Code of Conduct is important for setting the standards of behaviour you expect from your employees. Common issues such as dress code, mobile phone use, punctuality and the use of company property will be included in a Code of Conduct. By outlining unacceptable behaviour and educating employees on business values through a policy, you are in a better position to manage unacceptable conduct in the workplace if and when it arises. • Explanation of the purpose of each activity. 1. ALIGNMENT AND INTEGRATION OF ORGANIZATION PLAN WITH THE HUMAN RESOURCE REQUIREMENTS The top-level management must ensure that the HR activities and requirements are considered while preparing the organization plan to achieve the organization’s overall objective. The integration of the plan with human resource requirements is essential because the execution of plans in their intended manner depends on the efectiveness and efficiency of the human resource. 2. PLANNING OF HUMAN RESOURCE Human resource is a vital factor of an organization that needs planning for its procurement and deployment. The dynamic business environment where the technology is bringing new changes in the organisation’s way of working has made it necessary to plan HR activities properly. The HR management must anticipate the kind of human resource needed by the organization and accordingly plan for the procurement criteria, salary,

training and development, appraisal, performance bonus, promotion and other benefits to applying to its human resource. 3. RECRUITMENT OF HUMAN RESOURCE The organisation’s employees must be carefully recruited as their performance is directly linked with the organisation’s success. The HR activities include conducting a recruitment process for selecting the most eligible candidate who can add value to the organization. The human resource management activities include a personal interview, aptitude test and other methods to evaluate the knowledge, learning ability, leadership qualities, teamwork spirit and other parameters.

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4. REGULAR EVALUATION AND MONITORING OF PERFORMANCE Another core human resource management activity is to keep a check on the performance of the employees continuously. The HR management shall perform activities to monitor and compare the employees’ performance and the target performance and take corrective actions to fill the gap. The flow of communication and information among the management and employees shall be free to achieve better and timely results. 5. TAKING STEPS TO KEEP THE EMPLOYEES MOTIVATED Human resource management activities shall also focus on maintaining and increasing the motivation level of the employees. The employees shall be timely, rewarded for achieving targets within the predetermined deadlines. Monetary benefits such as bonuses, incentives, promotion, and non- monetary benefits like the best performance award, recognition, and creative innovation can keep the employees motivated to give their best for the organization. 6. TRAINING AND DEVELOPMENT The continuous updating of the knowledge and skills of the organisation’s human resource is an important factor for its success in the long run. The development of human resource is an important activity performed by human resource management. Regular training of employees enables them to actively update themselves with the changing needs of the business environment . 7. REWARDS AND COMPENSATION Employees shall be adequately rewarded for their eforts through justified salary, bonus, incentives and other monetary benefits. Non-monetary benefits like the best performance award, recognition to creative innovation, trophies can keep the employees motivated to give their best for the organization. This human resource activity is crucial as if the employees are not happy with the compensation and benefits that they receive for their work, and then it can adversely afect their performance. 8. ENSURING SAFETY AND WELL BEING OF THE EMPLOYEES The human resource management shall perform all activities which are necessary for ensuring the safety and well being of its human resources. It is the organisation’s responsibility to provide a healthy and safe work environment, proper safety measures for work that require exposure to hazardous situations and adequate health care facilities for the employees and their families. 9. ORGANIZATION DEVELOPMENT This management activity involves preparing a strategy as per the nature and size of the organization to build a working environment where employees can give their best eforts. Efective coordination and cooperation among the human resources employed at diferent levels of the organization results in the development of both the employees and the organization. 10. INVOLVING THE EMPLOYEES IN THE DECISION-MAKING PROCESS The management shall keep the employees well informed about the

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organization’s functioning so that they can efectively participate in the decision- making process. The support of the employees’ union can help in encouraging the participation of skilful employees in decision making. 11. PROVIDING JOB SECURITY AND GROWTH OPPORTUNITYTO THE EMPLOYEES Human resource management is necessary for the organisation’s growth, but it should also contribute to the professional development and growth of the individual

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employees. CONCLUSION An honest, hardworking and skilled employee is the most valuable asset of an organization. Thus HR activities must be planned and performed in a manner such that it contributes to creating maximum value for both the employee as an individual and the organization as a whole. Source: https://www.hrassured.com.au/blog/hr-policies-for-small- businesses/ (Accessed on 09.11.2023) Source: https://www.hcmworks.com/blog/what-is-strategic-workforce- planning-and- what-are-the-benefits (Accessed on 09.11.2023) Source: https://www.forgov.qld.gov.au/working-in-the-public-service/plan- your- workforce/create-a-strategic-workforce-plan/use-the-strategic- workforce-planning- framework/address-the-workforce-issues-identified (Accessed on 09.11.2023) Source: https://www.jigsawacademy.com/blogs/hr-analytics/hr-activities/ (Accessed on 09.11.2023) Source: https://www.oaic.gov.au/privacy/the- privacy-act/ (Accessed on 09.11.2023) Performance Criteria/Performance Checklist: Research Report This task must address the following performance criteria/ performance checklist. To be assessed as satisfactory (S) in this assessment task, the participant needs to demonstrate competency in the following critical aspects of evidence S N/S Trainer/Assessor to complete (Comment and feedback to students) Assessment Task 2 BSBHRM614_V1.0 Page 24 of 27

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a) Analysed the existing human resource practices and functions of the training organisation.  Consulted a range of internal stakeholders to identify the training organisation’s existing human resource practices and functions.  Document the existing human resource practices and functions of the training organisation.   b) Researched the following relevant legislative, regulatory and industrial requirements that the training organisation must comply with to manage the strategic workforce planning  Fair trading  Privacy  Employment   c) Determined the common options for sourcing labour considering the operations of the training organisation and human resource practices.  Assessed the operations of the training organisation.  Determined and document three (3) common options for sourcing labour.   d) Researched and evaluated the impact of technology on job roles in the training organisation.  Evaluated the recruitment and selection procedure of the training organisation.  Determined two (2) technologies that the training organisation can use to improve its recruitment and   Assessment Task 2 BSBHRM614_V1.0 Page 25 of 27

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selection processes. e) Determined options for sourcing labour supply, considering the operations of the training organisation.  Evaluated the operations of the common options for sourcing labour.  Determined three (3) options for sourcing labour supply, considering the operations of the training organisation.   f) Supported the strategic workforce planning by developing risk management plans.  Determined three (3) risks associated with strategic workforce planning.  Documented control measures that can be implemented to address the risks associated with strategic workforce planning   g) Established a format and features of the strategic workforce plan.  Determined and documented the key features of the strategic workforce plan that the training organisation must incorporate.  Determined the key elements that you would include in the strategic workplace plan.   h) Researched and evaluated modern philosophies, values and policies applicable to the human resources professional within the training   Assessment Task 2 BSBHRM614_V1.0 Page 26 of 27

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organisation.  Researched, evaluated and documented two (2) modern philosophies applicable to the human resources profession.  Discussed the values related to the human resource profession.  Determined and documented two (2) policies applicable to the human resources profession.  Explained the purpose of each activity. i) An introduction was provided to the research report.   j) Harvard style references were used.   The student’s performance was:  Not satisfactory  Satisfactory Feedback to student: Student signature Observer signature Assessment Task 2 BSBHRM614_V1.0 Page 27 of 27

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Ayu_linda_BSBHRM614 Assessment Task 2_ GI_V1.0

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