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Assessor Assessment Pack

Manage Human Resources Strategic Planning

BSBHRM602

80 BSBHRM602 Manage Human Resources Strategic PlanningAssessor Assessment Pack © Precision Group (Australia) Pty Ltd

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© Precision Group (Australia) Pty Ltd

BSBHRM602 Manage Human Resources Strategic Planning

Content in the Assessment Pack has been reproduced with kind permission from material produced and owned by the Department of Education, Training and the Arts.

81BSBHRM602 Manage Human Resources Strategic Planning Assessor Assessment Pack © Precision Group (Australia) Pty Ltd

Table of Contents


83 Assessment Delivery Assessor Information

Steps for Assessors

Assessment Agreement

89 Assessment Tasks

Context

Marking Schedule

109 Recording Record of Assessment

Unit of Competency and Assessment Requirements

115 BSBHRM602 Manage Human Resources Strategic Planning


Assessor Assessment Pack Assessment Delivery


Assessor Information

This Assessor Assessment Pack is designed to assist you in assessing Learners

completing the assessment for BSBHRM602 Manage Human Resources Strategic

Planning. It may refer to the simulated business, Bounce Fitness and contains

examples of what is in the Learner Assessment Pack, suggestions for assessing and

the parameters of information required to provide a ‘Satisfactory’ or ‘Needs More

Evidence’ decision. Notes, key points, and answers to guide and assist you are

contained in this version, but are not in the Learner version. If you prefer to use the

business of the Learner, simply substitute that business name.

The simulated business, Bounce Fitness, is accessed by going to http://bounce.

precisiongroup.com.au. You will have been given an access code for each Trainer/

Assessor Pack that you purchased. You will also have received an access code for

each Learner Pack that you purchased. Access is valid for 12 months from the date

of first log in. If you require access after this time, it may be purchased by going to <http://www.precisiongroup.com.au>.

Each Learner has a Learner Assessment Pack and that is where it is intended that they

will complete their assessment tasks using the simulated business, Bounce Fitness. If

you prefer to use the organisation of the Learner or your own business model, simply

inform the Learner and request that they replace references to Bounce Fitness with

the name of your preferred organisation.

Each Assessor Assessment Pack is made up of three parts:

Assessment Delivery

Assessor Information

Steps for Assessors


Assessment

Tasks

Context

Marking Schedule

Recording

Record of Assessment

Copy of Unit of Competency

Copy of Assessment Requirements



Before you commence assessing, ensure that you have a good knowledge of the

subject, the assessment requirements, situation of the Learner, and the expectations

of the industry to which the assessing is related.

Most assessments are designed to be completed using the simulated business, but

your Registered Training Organisation (RTO) may prefer to use the industry of the

Learner or their own business model.

Learners may be required to demonstrate knowledge and skills which may be difficult

for the Assessor to witness. An Evidence Record is supplied which will allow the

knowledge or skill to be verified by at least one third party signatory and preferably

two or more. These witnesses would usually be current or recent supervisors, or you,

the Assessor.

As you encounter each task, explanations are made and it is up to you to use your

experience and background knowledge of assessing theory to make a judgement as

to whether it is sufficient and credible.

Remember to be governed by the guidelines of the RTO for whom you are assessing.

This organisation will have quality assurance documentation defining standards and

processes to which you must adhere.

Records must be kept of all aspects of the assessment in the Learner Pack. This will

all evidence the ‘why’ of your judgement. Keeping detailed notes is vital, as is the rationale for judgement. Be sure to keep records of any reasonable adjustments to

the Assessment Task/s that you may have applied.

The way you record all information is crucial. It is essential that you ask:

1. What did you see or hear? Write it down!

2. How does this vision or information relate to this unit? Write it down!!

3. What professional judgement did you make? Why? Write it down!!!

The record of assessment is a legal document and must be signed, dated, and stored

as required by your RTO.

Please note that while each performance criterion has been noted, holistic assessment

is desirable. It is in the interests of accuracy and credibility that all performance criteria

are included. Individual gaps in performance are able to be noted more effectively if

necessary.



Steps for Assessors

Before you receive the completed Learner Assessment Pack:

1. Carefully study the unit topic, Assessment, and industry. Investigate the

simulated business or conduct conversations with employers as appropriate,

to understand any processes, policies, or procedures that may be necessary

for Learners to know, and to which they may refer. Understand the industry

requirements and how any legislative requirements impact on their organisation.

You will need this information to properly assess their employees.

2. Explain the conditions of assessment to the Learners and complete the

Assessment Agreement.

3. Prepare your Tasks to contextualise the Assessment to meet the needs of the

industry for which you are providing the training. You may prefer to print these

and include them with this Assessment. In the Assessor Assessment Pack

Recording section, note your additional Tasks and mapping under the Context

Detail heading, to enable you to record the Learner Assessment results for the

contextualised Tasks.

Conducting the Assessment:

1. Prior to commencement of the Assessment, Learners will be given their copy

of the Learner Assessment Pack and access to the simulated business. They

will have discussed with you the Assessment format and have signed the

Assessment Agreement.

2. At this stage you will commence assessing any Tasks against the Assessment

Marking Schedule supplied. If you are not using the simulated business for

assessment, you will need to have obtained information from the employer.

Because there is so much diversity, it is impossible for all variations and

permutations in legislation, codes, awards, organisational processes, etc. to

be included here. Again, it is your judgement that will decide if the response to

questions and Tasks is sufficient.

Recording Sheets for Tasks have been provided. Please record each Learner’s

information and outcomes in their Learner Assessment Pack and ensure that

you include your justification for your final decision. There must be enough

detail to allow anyone who was not involved in the process to understand your

judgement.

3. Once Learners have completed and returned their Assessment to you, you will

arrange a time with them for the feedback discussion and to advise if there

are any further steps for them to take. Learners have the right to appeal any

decision.



Have you signed off:

Classroom

Small Group

One-on-One

Online

Other (please describe)

Learner’s Organisation – Pre-assessment meeting conducted

Simulated Business

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development – human resource development field of work and includes access to:

• Relevant legislation, regulations and codes of practice

• The business strategic and operational plan

• Workplace policies and procedures

• Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.

I confirm that the activities and assessment completed as part of this unit are my

own work and comply with all relevant copyright and plagiarism rules. I understand

that if there is any doubt of the authenticity of any piece of my assessment I can

be orally examined and the signatory of evidence records may be contacted.

Learner Name

Learner Signature Date

Assessor Name

Assessor Signature Date

Delivery Method

Assessment Method

Example OnlyComplete this section in the Learner Assessment Pack for each Learner.



Assessment Conditions


Assessor Assessment Pack Assessment


Tasks

Learners are required to complete all tasks as instructed. Consider evidence as

required by tasks and use accordingly to contextualise and meet the needs of each

Learner.

Contextualisation of Assessments by RTOs

Precision Group recommends to all RTOs that they contextualise with additional tasks

to suit particular industry requirements and specific organisational requirements.

Contextualisation must retain the integrity of the assessment and the outcome of the

unit of competency.

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Example OnlyThe Learner must complete these tasks on their own paper.

To be assessed for this competency, you must demonstrate your ability to:

• Analyse information from a range of internal and external sources to determine:

• Human resource strategic direction, objectives and targets

• Trends and emerging practices that may have an impact on human resource management

• Relevant technology

• Recent and potential changes to industrial and legal requirements

• Future labour needs and skills requirements

• Options for sourcing labour

• Organisation’s preferences regarding human resources

• Consult and communicate effectively with relevant stakeholders to develop, implement, monitor and review a strategic human resource plan including:

• Budget

• Priorities

• Agreed objectives, targets, programs and practices based on cost-benefit analysis

• Timeframes

• Risk management

• Evaluation against objectives.

The following Assessment Tasks must be completed by you to enable you to demonstrate these skills. These must be conducted:

Using the simulated business Bounce Fitness

or

In your own workplace if you are able to access all the documents and conduct all of the activities.

If you are using your own business, simply replace references to Bounce Fitness with the name of your organisation. Ensure that you gain the approval of your choice with your Assessor before commencing.

The documents you will require if you are using the simulated business Bounce Fitness can be found on the Bounce Fitness website:

The documents you will require can be found on the Bounce Fitness website:

• Infrastructure tab / Business Strategy and Planning Documents folder

• Policies tab / Human Resources Policies

• Procedures tab / Administrative Procedures Folder / Style Guide

• Procedures tab / Human Resources Folder

• People tab / Hierarchal Structure

• Documents tab / Human Resources Folder / Employment Contracts / Employment Contract Personal Trainer

You may also need to conduct further research on the Bounce Fitness website and/or conduct external research.



Task 1 – Theory: Short Answer Questions

Task 1 requires you to develop, implement and maintain a strategic approach to managing human resources in an organisation ensuring that the organisation has the structure and staff to meet current and foreseeable business and performance objectives.

It applies to individuals employed as human resource managers after a firm grounding has been established in a range of human resource activities.

To enable you to do this, you must answer the following questions.

If you require more space, you may use your own paper placing your name and group identifier at the top and the question number beside your answer.

1a Describe human resource practices and functions

1b Outline 5 common options for sourcing labour that the simulated business Bounce Fitness could use and why they should use them




1c Describe the requirements of a strategic plan.

1d Explain the impact of technology on job roles.

Include copies of any documents to which you refer for your Assessor.



Marking Schedule

Key Points and Suggested Answers

Record what you saw or heard, how it related to the PC, your judgement, and why

you made that judgement in the Learner Assessment Pack. Also ensure that you

record your feedback.


Task 1 requires the Learner to develop, implement and maintain a strategic approach to managing human resources in an organisation ensuring that the organisation has the structure and staff to meet current and foreseeable business and performance objectives.


To enable them to do this, they must answer the following questions.

If they require more space, they may use their own paper placing their name and group identifier at the top and the question number beside their answer.

The answers supplied by the Learner must include the following which serves as a guide. Use your experience, question the Learner (or their supervisor during the Evidence Record interview if appropriate) conduct further research and make your judgement.

1a Describe human resource practices and functions

Human Resource Management (HRM) describes formal systems devised for the management of people within an organisation. The responsibilities of a human resource manager fall into three major areas: staffing, employee compensation and benefits, and defining/designing work.

HRM is also a strategic and comprehensive approach to managing people and the work place culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall organisational direction and the accomplishment of the organisation’s goals and objectives.

HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilisation of employees and employee programs that impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

Human Resource Responsibilities

1. Learning and Development

2. Work Health and Safety (WHS)

3. Performance Management



Task 1 – Theory: Short Answer Questions (continued)

4. Rehabilitation and Return to Work (RTW) Schemes

5. Remuneration

6. Selection and Recruitment

7. Succession Planning

1b Outline 5 common options for sourcing labour that the simulated business Bounce Fitness could use and why they should use them.

There are a range of options that can be explored when seeking staff and a range of recruitment options that should be considered.

• Hiring Casual Labour - Means that costs could be kept down as staff are only hired and paid for specific hours worked.

• Hiring New Graduates or Trainees - Could be useful if they were supervised to assess as potential future full-time staff.

• Employing Off-Shore Workers - Not useful or appropriate in this industry

• Outsourcing - If there were an agency to employ trainers it could be useful when regular staff are on leave.

• Using Contractors or Consultants - This could be useful, however ensuring that contractors meet the RTO rules could mean that it is less useful than full-time or part-time hiring.

1c Describe the requirements of a strategic plan.

There is no right way to develop a comprehensive strategic plan. Many different approaches can work and the initiative can originate at any level within or outside of the organisation. However, certain steps should be included:

• Create a vision of what is possible to achieve within the organisation in terms of its HRM functions in line with organisational objectives

• Education/training on the issue of inclusion and organisational change helps to develop a shared understanding of the issues

• Identify an action plan for your strategic planning processes

• Develop a communication plan to keep senior management and the rest of the organisation informed of your activities

• Research the issues in your organisation by conducting an organisational assessment. There are topics that should be considered:

• Equal employment opportunity and diversity

• Human resources information systems

• Induction

• Industrial relations

• Job analysis and design



Task 1 – Theory: Short Answer Questions (continued)

• WHS

• Performance management

• Professional development

• Recruitment and selection

• Remuneration

• Staff retention and succession planning.

• Specify accountability and responsibilities

• Develop an implementation plan

• Organise to meet with key stakeholder groups, inside and outside the organisation, to get feedback on your draft policy

• Make your presentation to management to outline your vision for the organisation, the process you have followed and some of your findings such as relevant demographic data, future demographic projections and perceptions about the institution

• Revise some aspects of the plan and resubmit, if it is not accepted

• Communicate the strategy to key stakeholder groups

• Ensure that the plan is widely distributed throughout the organisation

• Develop an action plan for implementing the strategic plan

• Develop measures of success for each clause in the plan.

1d Explain the impact of technology on job roles.

Technology has changed the business world many times over. In the Information Age, the advent of computers and the Internet has increased that impact significantly. Many businesses cannot even function without the use of computer technology. This impact is seen in nearly all areas of business, including human resources, where technology continues to have a significant impact on HR practices such as:

• Recruiting

• Training

• Data Storage and Retrieval

• Performance Management




Task 2 – Research: Analysis and Forecasting

Task 2 requires the Learner to conduct research to discover what staffing will be needed for the Annual Strategic Human Resources Plan.

To enable them to do this, they must complete the following Tasks using either the simulated business Bounce Fitness or their business.


If they use their own business, they must include copies of all documentation to which they refer for the Assessor.

If they use their own business, all answers must be confirmed by their supervisor during the interview to complete the Evidence Record.

The answers supplied by the Learner must include the following which serves as a guide. Use your experience, question the Learner (or their manager during the Evidence Record interview if appropriate) conduct further research and make your judgement.

2a Look at the strategic plan documents of Bounce Fitness and discuss what you have learned, what the targets and goals are and how these will impact on the staff.

Learner must have accessed the strategic plan and discovered the targets and goals relating to staffing. Look carefully at the documents included by the Learner to see that they are the staffing ones and include all appropriate plans.

2b Research emerging practices or trends that may impact on the Bounce Fitness staff. Emerging practices or trends are things like changes in the way people buy or the community expectations, economic trends, labour market trends, new products or services that may be introduced, new technologies, political or legislative changes and/or qualification changes that may be required of your staff. Discuss your findings.

Research on trends and the conclusions drawn by the Learner must accurately reflect the information on the documents submitted by the Learner.

2c Discuss how the information from 2b may impact on Bounce Fitness staffing in the future, what number of staff you will need and what skills your staff will need to deal with based on the results of your findings. How will you obtain these people?

The discussion by the Learner relating to impact on future planning in response to trends must be consistent with the research results and documents provided, and be credible.

2d Discuss how new technology will impact on Bounce Fitness, job roles and how the jobs are done.

The discussion by the Learner relating to impact on future planning in response to technological changes must be consistent with the research and documents provided and be credible. This must be supported by the employer.



Task 2 – Research: Analysis and Forecasting (continued)

2e Discuss recent or forecast changes to legislation that could impact on your staffing?

The discussion by the Learner relating to impact on future planning in response to legislative changes must be credible.

The Learner must have printed and included any documents they used from the Bounce Fitness website or their organisation (as appropriate) and reference any other information for the Assessor.



Task 3 – Practical: Create a Strategic Human Resources Plan

Task 3 requires the Learner to develop a Strategic Human Resources Plan. To enable them to do this, they will act as the General Manager Human Resources of Bounce Fitness and must develop a strategic human resources plan for the CEO and Board of Directors to approve.

The Plan must be formatted in an appropriate style and be free of spelling mistakes or grammatical errors.

Any policies and procedures that they design must be in the format of other policies and procedures on the Bounce Fitness website. They may choose to improve an existing policy and procedures or to design a new one.

To enable them to do this, they must complete the following Tasks using either the simulated business Bounce Fitness or their business.


If they use their own business, they must include copies of all documentation to which they refer for the Assessor.

If they use their own business, all answers must be confirmed by their supervisor during the interview to complete the Evidence Record.

The answers supplied by the Learner must include the following which serves as a guide. Use your experience, question the Learner (or their manager during the Evidence Record interview if appropriate) conduct further research and make your judgement.

There is no right way to develop a comprehensive strategic plan. Many different approaches can work and the initiative can originate at any level within or outside of the organisation. However, certain steps should be included.

• Create a vision of what is possible to achieve within the organisation in terms of its HRM functions in line with organisational objectives

• Education/training on the issue of inclusion and organisational change helps to develop a shared understanding of the issues

• Identify an action plan for your strategic planning processes

• Develop a communication plan to keep senior management and the rest of the organisation informed of your activities

• Research the issues in your organisation by conducting an organisational assessment. There are topics that should be considered:



• Induction



• WHS



Task 4 – Role Play

The Learner must demonstrate their ability to consult with relevant managers regarding the implementation of their plan and to endeavor to gain agreement on human resource philosophies, values and policies. Comments about their skills should cover the points listed on page 96.

Task 5 – Evidence Record

The Evidence Record must be completed by the Assessor in discussion with the supervisor of the Learner. All areas must be satisfactory for the Learner to be deemed ‘Satisfactory’.

Task 3 – Practical: Create a Strategic Human Resources Plan (continued)




• Remuneration


• Specify accountability and responsibilities

• Develop an implementation plan

• Meet with key stakeholder groups, inside and outside the organisation, to get feedback on your draft policy

• Make your presentation to management to outline your vision for the organisation, the process you have followed and some of your findings such as relevant demographic data, future demographic projections and perceptions about the institution

• Revise some aspects of the plan and resubmit if it is not accepted

• Communicate the strategy to key stakeholder groups

• Ensure that the plan is widely distributed throughout the organisation

• Develop an action plan for implementing the strategic plan

• Develop measures of success for each clause in the plan.

The Learner must have printed and included any documents they used from the Bounce Fitness website or their organisation (as appropriate) and reference any other information for the Assessor.


Tasks Sign-Off Sheet


Learner Name Assessor Name

Learner Signature Assessor Signature

Date Date



Assessor Assessment Pack Recording


Learner Details Assessor Details

Name Name

Course Code Site and Date

Unit Code

BSBHRM602

Unit Name

Manage Human Resources Strategic Planning

Performance Criteria Mapping

Assessment Activity PC Mapping SatisfactoryNeeds More

Evidence

Task 1 – Theory: Short Answer Questions KE 1, 2, 3, 4, 5, 6

Task 2 – Research: Analysis and Forecasting 1.1, 1.2, 1.3, 1.4, 1.5

Task 3 – Practical: Create a Strategic Human Resources Plan

1.1, 1.2, 1.3, 1.4, 1.5

2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 2.7

3.1, 3.2, 3.3

Task 4 – Role Play 2.1, 2.2, 2.3

Task 5 – Evidence Record

1.1, 1.2, 1.3, 1.4, 1.5

2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 2.7

3.1, 3.2, 3.3



Record of Assessment


Performance Evidence Mapping SatisfactoryNeeds More

Evidence

PE1

Analyse information from a range of internal and external sources to determine:• Human resource strategic direction,

objectives and targets

Tasks 2, 3 and 5


Tasks 2, 3 and 5

• Relevant technology Tasks 2, 3 and 5

• Recent and potential changes to industrial and legal requirements Tasks 2, 3 and 5

• Future labour needs and skills requirements Tasks 2, 3 and 5

• Options for sourcing labour Tasks 2, 3 and 5

• Organisation’s preferences regarding human resources Tasks 2, 3 and 5

PE2

Consult and communicate effectively with relevant stakeholders to develop, implement, monitor and review a strategic human resource plan including: • Budget

Tasks 4 and 5

• Priorities Tasks 4 and 5


Tasks 4 and 5

• Timeframes Tasks 4 and 5

• Risk management Tasks 4 and 5

• Evaluation against objectives. Tasks 4 and 5

Knowledge Evidence Mapping SatisfactoryNeeds More

Evidence

KE1 Describe human resource practices and functions Task 1a

KE2Explain the relevant legislative, regulatory and industrial requirements for the business

Tasks 2, 3 and 5

KE3

Outline common options for sourcing labour including:• Recruitment options

Tasks 1b, 3 and 5

• Casual labour Tasks 1b, 3 and 5

• New graduates or trainees Tasks 1b, 3 and 5

• Off-shore workers Tasks 1b, 3 and 5

• Outsourcing Tasks 1b, 3 and 5

• Contractors Tasks 1b, 3 and 5

• Consultants Tasks 1b, 3 and 5




Knowledge Evidence Mapping (continued) SatisfactoryNeeds More

Evidence

KE4Explain the impact of technology on job roles

Tasks 1d and 5

KE5Outline labour market options for sourcing labour supply

Tasks 1b and 5

KE6Describe the requirements of a strategic plan

Tasks 1c and 5

Context Mapping PC Mapping SatisfactoryNeeds More

Evidence


Get the work done

Sequences and schedules complex activities, monitors implementation and manages relevant communication when developing the strategic plan

6Tasks 2, 3, 4 and 5

Makes a range of critical and non-critical decisions in relatively complex situations, analysing data and taking a range of factors into account when researching planning requirements and developing the plan

6Tasks 4 and 5

Gathers and analyses data and seeks feedback to improve plans and processes


Uses digital technologies to manage business operations and actively investigates new technologies for strategic and operational purposes



Foundation Skills Mapping

Skill Description ACSF Level Mapping Satisfactory

Needs More Evidence

Reading

Organises, evaluates and applies content from a range of structurally complex texts relating to human resource strategic planning

6Tasks 1, 2, 3, 4 and 5

Writing

Communicates complex ideas relating to strategic objectives, matching style of writing to purpose and audience

6Tasks 4 and 5

Oral Communication

Establishes and maintains complex and effective spoken communications in a broad range of contexts with relevant managers to determine resources preferences, philosophies and values.

6Tasks 4 and 5

Numeracy

Selects and interprets mathematical information that may be embedded in a range of tasks and texts to analyse costs and benefits as well as dealing with budgets and risk management plans


Navigate the world of work

Ensures knowledge of legislative requirements and products is kept up to date in order to provide accurate information


Develops and implements strategies that ensure organisational policies, procedures and regulatory requirements are being met


Interact with others

Selects and uses appropriate conventions and protocols when communicating with managers at various levels

6Tasks 3, 4 and 5

Participates in conversations relevant to role responding, explaining, negotiating and persuading as required

6Tasks 4 and 5


Learner Comments

Assessor Comments

Details of further evidence required

After reassessment the Learner isCompetent

Not Yet Competent

Assessor Signature Date

The signature confirms that I have submitted all my own work and agree with the assessment decision

and feedback.

Learner Signature Date

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Unit of Competency and Assessment RequirementsBSBHRM602 – Manage Human Resources Strategic Planning


Unit of Competency


Modification HistoryRelease 1 – This version first released with BSB Business Services Training Package Version 1.0.

Application

This unit describes the skills and knowledge required to develop, implement and maintain a strategic approach to managing human resources in an organisation ensuring that the organisation has the structure and staff to meet current and foreseeable business and performance objectives


No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Sector Workforce Development – Human Resource Management

ELEMENTS AND PERFORMANCE CRITERIA

Element

Elements describe the essential outcomes.

Performance Criteria

Performance criteria describe the performance needed to demonstrate achievement of the element.

1. Research Planning Requirements

1.1. Analyse strategic plans to determine human resource strategic direction, objectives and targets

1.2 Undertake additional environmental analysis to identify emerging practices and trends that may impact on human resource management in the organisation

1.3 Identify future labour needs, skill requirements and options for sourcing labour supply

1.4 Consider new technology and its impact on job roles and job design

1.5 Review recent and potential changes to industrial and legal requirements

Unit of Competency


Unit of Competency


Element




2. Develop Human Resource Strategic Plan

2.1 Consult relevant managers about their human resource preferences

2.2 Agree on human resource philosophies, values and policies with relevant managers

2.3 Develop strategic objectives and targets for human resource services

2.4 Examine options for the provision of human resource services and analyse costs and benefits

2.5 Identify appropriate technology and systems to support agreed human resource programs and practices

2.6 Write a strategic human resource plan and obtain senior management support for the plan

2.7 Develop risk management plans to support the strategic human resource plan

3. Implement Human Resource Strategic Plan

3.1 Work with others to see that the plan is implemented

3.2 Monitor and review the plan

3.3 Adapt plan should circumstances change

3.4 Evaluate and review performance against plan objectives

Emerging practices and trends may include:

• Ageing workforce

• Changes in consumer patterns or community expectations

• Economic trends

• Labour market trends

• Multi-generational teams

• New products or services

• New technologies

• Political or legislative changes

• Qualification or educational changes

• Working internationally.

Future labour needs may include:

• Labour required to achieve organisation’s strategic objectives, for example:

• Competency

• Number

• Quality

• Type.

Options for sourcing labour supply refer to:

• Employing a range of recruitment options

• Hiring casual labour

• Hiring new graduates or trainees

• Employing off-shore workers

• Outsourcing

• Using contractors or consultants.


Unit of Competency

FOUNDATION SKILLS

This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.

Skill Performance Criteria Description

Reading 1.1, 1.2, 1.3, 1.5,

2.1-2.7, 3.2, 3.3, 3.4

• Organises, evaluates and applies content from a range of structurally complex texts relating to human resource strategic planning

Writing 1.1, 1.2, 1.3, 2.1 - 2.7, 3.3, 3.4

• Communicates complex ideas relating to strategic objectives, matching style of writing to purpose and audience

Oral Communication

2.1, 2.2, 2.6, 3.1 • Establishes and maintains complex and effective spoken communications in a broad range of contexts with relevant managers to determine resources preferences, philosophies and values.


Element




Strategic objectives and targets for human resources may refer to:



• Induction



• OHS




• Remuneration


Options for the provision of human resources services may include:

• External provision by a consultant or contractor

• Having the work performed elsewhere (outsourcing)

• Internal human resources provision of the service

• Internal non-human resources provision of the service

• Merging of business units.

Human resources plan includes:

• Budget

• Priorities

• Objectives

• Timeframes.


FOUNDATION SKILLS

This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.

Skill Performance Criteria Description

Numeracy 1.1, 2.4, 2.6, 2.7 • Selects and interprets mathematical information that may be embedded in a range of tasks and texts to analyse costs and benefits as well as dealing with budgets and risk management plans

Navigate the world of work

1.2, 1.5 • Ensures knowledge of legislative requirements and products is kept up to date in order to provide accurate information

• Develops and implements strategies that ensure organisational policies, procedures and regulatory requirements are being met

Interact with others

2.1, 2.2, 2.6, 3.1 • Selects and uses appropriate conventions and protocols when communicating with managers at various levels

• Participates in conversations relevant to role responding, explaining, negotiating and persuading as required

Get the work done

1.1-1.4, 2.3-2.7, 3.2-3.4

• Sequences and schedules complex activities, monitors implementation and manages relevant communication when developing the strategic plan

• Makes a range of critical and non-critical decisions in relatively complex situations, analysing data and taking a range of factors into account when researching planning requirements and developing the plan

• Gathers and analyses data and seeks feedback to improve plans and processes

• Uses digital technologies to manage business operations and actively investigates new technologies for strategic and operational purposes

Unit of Competency


UNIT MAPPING INFORMATION

Code and title current version

Code and title previous version

CommentsEquivalence status

BSBHRM602 Manage human resources strategic planning

BSBHRM602B Manage human resources strategic planning

Updated to meet Standards for Training Packages

Minor change to unit title

Equivalent unit

LINKS

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

RANGE OF CONDITIONS

This section specifies different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Options for sourcing labour supply must include consideration of:

• Employing a range of recruitment options

• Hiring casual labour

• Hiring new graduates or trainees

• Employing off-shore workers

• Outsourcing

• Using contractors or consultants.

Human resource plan must include:

• Budget

• Priorities

• Objectives

• Timeframes.

Unit of Competency


PERFORMANCE EVIDENCE

Evidence of the ability to:

• Analyse information from a range of internal and external sources to determine:

• Human resource strategic direction, objectives and targets


• Relevant technology

• Recent and potential changes to industrial and legal requirements

• Future labour needs and skills requirements

• Options for sourcing labour

• Organisation’s preferences regarding human resources

• Consult and communicate effectively with relevant stakeholders to develop, implement, monitor and review a strategic human resource plan including:

• Budget

• Priorities


• Timeframes

• Risk management

• Evaluation against objectives.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

KNOWLEDGE EVIDENCE

To complete the unit requirements safely and effectively, the individual must:

• Describe human resource practices and functions

• Explain the relevant legislative, regulatory and industrial requirements for the business

• Outline common options for sourcing labour including:

• Recruitment options

• Casual labour

• New graduates or trainees

• Off shore workers

• Outsourcing

• Contractors

• Consultants

• Explain the impact of technology on job roles

• Outline labour market options for sourcing labour supply

• Describe the requirements of a strategic plan.

Assessment Requirements


Modification HistoryRelease 1 – This version first released with BSB Business Services Training Package Version 1.0.




LINKS

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

ASSESSMENT CONDITIONS

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development – human resource development field of work and include access to:

• Relevant legislation, regulations and codes of practice

• The business strategic and operational plan

• Workplace policies and procedures

• Interaction with others.

Assessors must satisfy NVR / AQTF assessor requirements.