Assessment activity 1

Researching workforce requirements

Your trainer or assessor may require you to complete this assessment activity and will provide you with instructions as to how to present your responses. They may provide alternative or additional assessment activities depending on the circumstances of your training program.

The following table maps the assessment activity for this chapter against the element and performance criteria of Element 1 in BSBHRM513 Manage workforce planning.

Part	Element	Performance criteria
A	1	1.1, 1.2, 1.3
B	1	1.1, 1.2, 1.3
C	1	1.1, 1.2, 1.3

 

Part A

1. Why is an understanding of staff turnover essential to human resources planning?

1. Describe some of the implications that arise from analysing the demographics of your workforce.

1. Why do you need to research, analyse and understand the conditions that affect the number, quality and availability of suitable staff and help you forecast future human resources supply for your organisation?
2. Using examples, describe two factors that have affected your organisation’s ability to recruit the skilled workers they need.

1. Use dot-points to describe supply forecasting and its importance to HR management.

1. Why is it necessary to familiarise yourself with the requirements for workforce diversity?

Part B

Read the case study, then answer the questions that follow.

Case study

For the past few months, a children’s services department has been engaged in a strategic planning process, and the leadership team has come to recognise the critical role the workforce will play in the agency’s ability to achieve its strategic outcomes.

As part of the strategic plan, the department will be implementing the Family to Family (F2F) model next year. The new model has implications for both the number of frontline workers needed to do the job and the competencies these workers must possess. The leadership team has made the decision that workforce planning is critical to their overall strategic planning effort, and they have appointed a workforce planning team (WPT), chaired by the Human Resources Director. The WPT is currently conducting a supply–demand analysis and a gap analysis.

One of the WPT’s major concerns is whether the current workforce will be able to adapt to the new service delivery model. Some of the child welfare case workers are a poor fit for the current job, morale has been low and turnover has been high. They are concerned about how well the staff will be able to adapt to the new model. Their analysis will include:

• undertaking a competency assessment to determine what competencies will be needed under the new F2F model
• undertaking a staffing assessment to determine the numbers of staff needed under the new F2F model

• identifying the gaps between the competencies needed and those currently possessed by staff
• identifying gaps between current and future staffing levels.

1. What sources of data could assist this organisation in determining the workforce supply?

1. How could the WPT identify the gaps between the competencies of the current case workers and the future requirements under the F2F model?

Part C

Based  on  your  organisation  or  one  you  are  familiar  with,  prepare  a  portfolio  of  evidence  that demonstrates your ability to research workforce requirements.Include the following four pieces of evidence:

• Present evidence of staff turnover over a 12-month period, showing the number of staff who left, the skills they took and the reasons they left.
• Use a dot-pointed list to describe the demographics of your current workforce. You may wish to use a table similar to the following.

Demographics	Current workforce
Size
Growth
Age
Gender
Employment patterns
Diversity of culture, religion and language
Diversity of educational experiences

 

 

• Provide research evidence of the organisation’s current and future skill requirements.

• Provide a copy of the organisation’s policy requirements for a diverse workforce. Highlight areas that may need attention.

Assessment activity 2

Developing workforce objectives and strategies

Your trainer or assessor may require you to complete this assessment activity and will provide you with instructions as to how to present your responses. They may provide alternative or additional assessment activities depending on the circumstances of your training program.

The following table maps the assessment activity for this chapter against the performance criteria of Element 2 in BSBHRM513 Manage workforce planning.

Part	Element	Performance criteria
A	2	2.1, 2.2, 2.3, 2.4, 2.5, 2.8
B	2	2.1, 2.6, 2.8
C	2	2.1, 2.2, 2.3, 2.4, 2.5, 2.6,2.7, 2.8

Part A

1. List common objectives for modifying a workplace and retaining a workforce.
2. What are the major reasons for high staff turnover? Explain how this may be avoided.
3. Describe strategies you may establish to retain skilled labour.
4. What steps could you take to minimise extreme risk factors in relation to staffing?
5. What are some of the strategies you could use to source skilled labour?
6. Why is it important to set objectives relating to diversity and cross-cultural management? Give examples of two objectives relevant to your organisation or one you are familiar with.

Part B

Read the case study, then answer the questions that follow.

Case study

The Legget Organisation needs to reduce its workforce. Rather than enforcing redundancies, Legget executives hold a stakeholder meeting to ensure that the best outcome can be achieved for everyone. They refer to their strategic plan for downsizing.

After much discussion with the union, an agreement is reached and all parties involved are happy to endorse the outcome of the meeting. It is agreed that three positions will be made redundant in specific areas of the organisation.

One of the staff members in a specified area is due to retire and opts to take early retirement. A staff member in the second targeted area has been studying computer science and is happy to be redeployed to the IT department to fill a vacancy. A short-term employee is identified to be made redundant in the third area. As part of her redundancy package, she is enrolled in a TAFE course to help boost her work skills and find another job in her chosen field.

1. Explain why the union may have been involved in the meeting.

1. What effect would this round of redundancies have on the remaining employees in the targeted areas?
2. How could you ensure that these employees overcome the effects of downsizing?

1. What are the possible underlying organisational objectives for downsizing?

Part C

Prepare a portfolio of evidence that demonstrates your ability to develop workforce objectives and strategies. Include the following four pieces of evidence:

• A strategy you have used to source and retain skilled labour and how successful it was

• A graphic representation of your organisation’s workforce showing its diversity in terms of age, culture, experiences and so on, and how this aligns with the organisation’s policy and objectives on diversity and cross-cultural management
• A communication you have prepared for stakeholders describing a staffing issue

• A contingency plan you developed and implemented to recover a potentially difficult staffing situation; for example, a poor recruitment process

Assessment activity 3

Implementing initiatives to support workforce planning objectives

Your trainer or assessor may require you to complete this assessment activity and will provide you with instructions as to how to present your responses. They may provide alternative or additional assessment activities depending on the circumstances of your training program.

The following table maps the assessment activity for this chapter against the performance criteria of Element 3 in BSBHRM513 Manage workforce planning.

 

Part	Element	Performance criteria
A	3	3.1, 3.2, 3.3, 3.4, 3.5
B	3	3.1, 3.2, 3.4, 3.5
C	3	3.1, 3.2, 3.3, 3.4, 3.5

Part A

1. What are the three main areas you need to examine when implementing changes to a workforce?
2. What are some of the factors to consider in a redundancy policy?
3. How could you ensure that the transition for employees is minimally disruptive?
4. What benefits are there to being ‘developmentally focused’ in succession planning?
5. What initiatives could you put in place to utilise existing staff in other areas as part of a succession planning system?
6. What types of programs could you implement to ensure an organisation is an employer of choice?
7. Describe at least three examples of strategies a workplace can use to ensure it has a diverse workforce and manages cross-cultural issues well.

Part B

Read the case study, then complete the tasks that follow.

Case study

An organisation has no formal succession management or succession planning system in place. The organisation does not have a consistent set of agreed leadership capabilities for internal staff, and management is concerned about senior staff retirements in the next three to four years (these are projected at up to 30 per cent).

The organisation identifies that leadership development and retention is a major issue for growing the business in the future and meeting new business challenges. In response to this situation, a succession management program is developed for the top three leadership tiers within the organisation. Working with an external consultant, the organisation designs, implements and then evaluates a succession management scheme.

The first step in the process is to undertake capability profiling to meet the challenges of the next three to five years. A range of business plans and relevant data is analysed for critical success capabilities. During this stage of the project, the commitment and ‘buy-in’ of senior managers across Australia is secured by using a three-phase data collection process:

• Eighteen individual meetings with strategic leaders within the organisation are held to gather input on behaviours required for effective leadership. The individuals are selected by the organisation’s steering committee as the staff best able to articulate the leadership capabilities that are crucial for organisational success. This process is then broadened, and 18 focus group interviews are undertaken with 108 operational leaders to gain their ideas on effective behaviours.

• From these  interviews, a  draft  list  of  capabilities is  devised  using  the  empirical and secondary data gathered with reference to previously validated leadership capabilities. The draft list is circulated for feedback in the form of a questionnaire to a representative group of experts within the organisation.
• The participants are asked to rate the importance of the capabilities at their level, rank the capabilities in order of importance and indicate the percentage of the requirements for this management level covered by the capabilities. Using this information, the capability profiles are then written to ensure they are clear, organisationally relevant and integrated into existing competency frameworks. The profiles are created for use in future recruitment and selection, and in the second stage of internal participant assessment.

The next step is to identify candidates with leadership potential from the talent pools. This is achieved by conducting assessments using the capability profiles, performance ratings and observed skills and experience. During this stage of the process, three groups are assessed: visionary/strategic  managers,  strategic/operational  managers  and  operational/tactical managers.

All candidates are provided with detailed feedback on their performance. In conjunction with the debriefing, all high potential candidates are provided with development plans and appropriate training programs. Each candidate’s performance and development needs are then tracked.

As part of the continuous improvement and analysis process built into the program’s implementation, the overall effectiveness of the succession management program will be evaluated after the first year.

1. The succession plan is part of the organisation’s strategy to meet its objectives in the future.

Explain how future managers identified in the succession plan can be developed to meet the changing needs of the company.

1. Retention is identified as an issue for any organisation. What incentives could the organisation include in its succession plan to ensure the identified replacements stay with the company?
2. Discuss the importance of communication in the process.

Part C

Prepare a portfolio of evidence that demonstrates your ability to implement initiatives to support workforce planning objectives.

Include the following pieces of evidence, annotating each piece with a brief summary:

• An analysis of the skills needed for a specific work team

• A skills audit conducted to identify current skill competencies of staff

• An advertisement to recruit a new staff member

• A description, with supporting evidence that includes a third-party report, of how you:

• managed a redeployment

• managed a redundancy

• implemented succession planning

• managed a workplace change

• Two strategies you developed and implemented to support workforce diversity goals

• Material you have developed for programs used to promote your organisation as an employer of choice

Assessment activity 4

Monitoring and evaluating workforce trends

Your trainer or assessor may require you to complete this assessment activity and will provide you with instructions as to how to present your responses. They may provide alternative or additional assessment activities depending on the circumstances of your training program.

The following table maps the assessment activity for this chapter against the performance criteria of Element 4 in BSBHRM513 Manage workforce planning.

Part	Element	Performance criteria
A	4	4.1, 4.2, 4.3, 4.4, 4.5, 4.7
B	4	4.1, 4.2, 4.3, 4.4, 4.5, 4.6
C	4	4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7

Part A

1. How can you review patterns in workforce changes?
2. Why is it important to monitor labour supply trends?
3. How might you monitor the effects of labour trends on labour demand?
4. Provide an example of a questionnaire you would use to evaluate worker satisfaction. Describe how you would analyse and use the information such a questionnaire provides.
5. How  would  you  fine-tune  your  aims  and  policies  in  response  to  changes  in  the  economic conditions?
6. Describe how you would evaluate the effectiveness of change processes.

Part B

Read the case study, then answer the questions that follow.

Case study

The Juno Recruitment Agency provides full-time and part-time staff to meet the needs of its various industry clients. Juno’s target market is supplying labour to the mining and shipping industries. Juno monitors national import and export data, trade agreement progress between Australia and its largest mining export customers, and the supply of skilled labour through vocational training providers. This information gives the organisation vital intelligence on recruitment plans, training and the value of various industry trades and professions.

1. How might Juno evaluate the success of its workforce management processes?

1. What conditions may affect Juno’s continued success in workforce management, and how may they handle changed conditions?

1. Understanding workforce trends and the things that may affect the supply of labour will assist you with  your  future  workforce  planning.  What  sources  of  data  could  assist  you  in  workforce planning?
2. Explain how these sources may be monitored for effectiveness and relevance.

1. How may an upturn in the global economies affect workforce planning?

Part C

Prepare a portfolio of evidence that demonstrates your ability to monitor and evaluate workforce trends. Include the following pieces of evidence, annotating each with a brief summary:

• A half-page discussion backed up with statistical/graphical evidence of current patterns in staff movement and workforce changes, and how they affect the current workforce plan
• A dot-pointed list of current government policy that affects your organisation’s ability to source labour

• A brief dot-pointed outline of current labour supply trends in your industry and how this may affect your organisation; include documentation/graphs of specific methods used to identify trends
• A survey you developed and used to gauge worker satisfaction, and an analysis of at least 10 surveys
• A list of recommendations you made to management for changes to the workforce plan based on your research
• An evaluation of changes that were implemented to maintain an effective workforce

Final assessment

BSBHRM513 Manage workforce planning

Your trainer or assessor may require you to complete this assessment activity and will provide you with instructions as to how to present your responses. They may provide alternative or additional assessment activities depending on the circumstances of your training program.

The following table maps this final assessment activity against the elements and performance criteria of BSBHRM513 Manage workforce planning.

Part	Element	Performance criteria
A	1, 2, 3, 4	1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4,2.5, 2.6, 2.7, 2.8, 3.1, 3.2, 3.3,3.4, 3.5, 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7
B	1, 2, 3, 4	1.1, 1.3, 2.2, 2.3, 2.5, 2.6, 2.7,3.2, 3.5, 4.1, 4.3, 4.6
C	1, 2, 3, 4	1.1, 1.2, 1.3, 2.1, 2.4, 2.5, 2.6,2.7, 2.8, 3.1, 3.2, 3.3, 3.4, 4.1,4.2, 4.3, 4.4, 4.5, 4.6, 4.7

Detailed mapping of this learner guide against the methods of assessment, the elements, the performance criteria and required skills and knowledge is available in the Aspire Trainer’s and assessor’s guide for this unit.

The following activity forms part of your assessment of competence. You may also need to provide various workplace documents or third-party reports. Your trainer will give you guidance in this area.

Part A

Your trainer needs to observe you demonstrating the following required skills in your workplace or in a simulated environment.

Required skills	Example
Demonstrate how you use communication and leadership skills to:§      explain the need for change	Show your trainer/assessor how you persuade hiring managers to update recruitment procedures.
§      gain senior management support for workforce planning initiatives.	Show your trainer/assessor how you gain management support for a training program through a well-researched proposal showing the number of people involved, goals and outcomes.
Demonstrate how you use:§      literacy skills to read and write reports and succinct workforce plans.	Show your trainer/assessor how you provide written reports that analyse your research on labour supply trends and strategies to access and retain labour with required skills.

Required skills	Example
Demonstrate how you use:§      numeracy skills to work with data and predictions about labour supply information.	Show your trainer/assessor how you create reports and maintain databases summarising current labour trends.
Demonstrate how you use:§      analytical skills to review data according to the needs of the organisation.	Show your trainer/assessor how you create regular periodic reports summarising employee turnover.
Demonstrate how you use technology skills to:§      communicate with key stakeholders	Do a role-play with your trainer/assessor where you are an HR manager persuading the finance manager to fund anti-bullying training.
§      support HR functions, including data collection and managing information according to legislation and organisational policies.	Show your trainer/assessor how you research up-to-date labour statistics.

Part B

Read the scenario, then complete the tasks that follow.

Scenario

Fast Fix is a chain of budget auto repair stores based in Western Australia. The chain has a strong reputation for training apprentice mechanics. Since the mining boom, Fast Fix have experienced a high turnover in recently qualified mechanics as they are attracted to the high salaries paid for maintenance work in the mining regions.

The mining roles tend to attract younger workers, as older workers are more likely to have other responsibilities and cannot work in remote areas.

At the same time, the auto repair market is becoming increasingly competitive. Fast Fix are unable to increase their prices to pay increased salaries to mechanics in metro locations.

A new CEO was recently appointed to Fast Fix. As the HR manager, you are asked to prepare:

• a report on the employee turnover at Fast Fix

• an analysis of the current workforce

• an explanation of the key factors influencing the turnover

• a recommended strategy to retain skilled labour

• a recommended strategy to attract qualified mechanics to Fast Fix.

1. What information would you include in the turnover report for the CEO? List each of the key items and explain why you have included this information.
2. What information would you include in the current workforce analysis?

1. Research information about the labour supply in Western Australia relating to auto mechanics.

Include a summary of your research with your response. How does this information influence your recommendations?

1. Write  a  report  for  the  CEO,  outlining  at  least  two  strategies  for  retaining  newly  qualified mechanics at Fast Fix and two strategies for attracting qualified and experienced mechanics to Fast Fix that may be included in the workforce plan. Make sure the report includes:

• strategies for retaining qualified mechanics

• strategies for attracting qualified and experienced mechanics

• likely turnover for monitoring purposes

• a list of the stakeholders you need to involve in each strategy

• how you will communicate the strategies to the existing workforce.

Part C

Develop a workforce plan for an organisation based on research of current staff turnover, staffing needs, external labour supply, labour supply trends and organisational policies.

Include:

• a brief  description  of  the  organisation,  including  the  number  of  employees,  the  products  or services it offers and any key features
• current workplace analysis

• a workforce plan including workforce objectives/goals and strategies for managing:

• recruitment

• redundancies

• redeployment

• retirements

• workforce diversity and cross-cultural management

• industrial relations issues

• a contingency plan

• strategies for monitoring the plan

• strategies for evaluating the changes

• evidence to show worker satisfaction

• recommendations for improvement in workforce management

• attachments that clearly show:

• data relating to staff turnover

• an assessment of current workforce needs

• a skills audit identifying current skills of workers

• labour force analysis methods used to forecast labour supply trends

• a snapshot view of the diversity of the current workforce

• communications with senior management, such as reports or an application for support

• communications with  staff,  such  as  an  agenda  for  a  meeting  to  discuss  changes  or  a satisfaction survey.

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