Assessment Task 1 BSBHRM513 Manage workforce planning

Assessment Task 1 BSBHRM513 Manage workforce planning

Research workforce requirements and develop workforce planning

Submission details

Candidate’s name Phone no.
Assessor’s name Phone no.
Assessment site
Assessment date/s Time/s

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See specifications below for details.

Performance objective

This task requires you to demonstrate skills and knowledge necessary to research workforce requirements within an organisational context and to develop workforce planning.

Assessment description

In response to a simulated business, you will research workforce requirements, review organisational strategic plans and develop a report outlining your proposed workforce plan to meet organisational strategic objectives.

Workforce planning report

Communications strategy

Risk management and contingency plan

Assessment Task 1

Staffing action plan

Workforce planning presentation

Assessment Task 2

Organisational climate survey

Evaluation report

Assessment Task 3

Procedure

1. Review the JKL simulated business documents provided by your assessor and the scenario below.

JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts to industry, with a rental division leasing forklifts and small trucks.

The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra.

After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide JKL with an advantage in range over its competitors.

Sales results over the past five years have indicated strong growth in forklift and truck sales, which have averaged 10% sales growth per annum. The rental market has been in decline for the past three years due to the reduced costs of these vehicles and some taxation benefits for purchases of these vehicles.

Taking the sales opportunity will, however, entail some significant changes, including significant changes to company structure and operations. The company will reposition itself to focus solely on retail sales and service and exit the rentals market, in which forces such as competition and consumer choice reduce potential profitability.

The changes will necessarily impact workforce planning. The company will need to ensure it has the right people with the right skills at the right time to achieve objectives. JKL will need to closely monitor turnover and recruitment and implement strategies to retain skilled people and ensure critical roles are filled. In accordance with the organisation’s values, JKL intends (to the extent feasible) to recruit from within the company and upskill or reskill existing rentals employees who wish to remain with the company.

As an HR consultant, you have been contracted by JKL to review workforce requirements and develop workforce objectives and strategies. To complete this task, you will need to assess factors that may affect workforce supply, such as internal labour resources and the external labour market.

2. Using the information provided in Appendix 1, review:

a. current data on staff turnover and demographics

b. projections for future workforce needs.

3. Using appropriate sources, investigate the external environment:

a. external factors that may affect workforce supply

b. relevant industrial relations information, such as modern awards, conditions, rights and responsibilities of workers and management

c. relevant government policy.

4. Using the results of your review of internal and external data and simulated business documentation, such as strategic or operational plans, develop a workforce planning report containing:

a. An executive summary: a short summary of the contents of the report.

b. A discussion of organisational need. including current and future situation with respect to workforce capability:

i. a description of the organisation’s requirements for a skilled and diverse workforce

ii. a discussion of the data you have considered and analysis of the impact on organisational objectives, including:

(1) internal and external labour supply predictions

(2) external conditions, for example, government policy

(3) organisational future demand and predictive techniques used.

c. Recommended actions:

i. Your proposed objectives for the modification of the workforce and retention of the workforce in line with strategic objectives through FY 2016–17. Ensure you develop objectives for sourcing skilled labour and promoting from within by:

(1) developing skills and organisational capability

(2) retaining skilled labour

(3) promoting workforce diversity.

ii. Your proposed strategies for realising each of the objectives above.

iii. Your proposed process for developing detailed targets consistent with objectives in consultation with managers.

5. Develop a communication strategy using the template provided in Appendix 2:

a. Plan communication and consultation activities to be undertaken to communicate, and seek approval and endorsement for, proposed workforce planning measures from stakeholders, including:

i. senior management

ii. line management

iii. workers.

b. Include in your communication strategy a broad plan to communicate implementation of the workforce plan to senior management.

Note: This communication activity will be planned in detail and undertaken in Assessment Task 2.

6. Develop a risk management and contingency plan using the template provided in Appendix 3. Assess risk and develop contingency planning for the three workforce objectives and strategies discussed in your report. At least one risk management and contingency plan must be in response to an extreme situation.

7. Submit all documentation as per specifications below. Please keep copies for your records.

Note: For Assessment Tasks 2 and 3, you will need to refer to work submitted for this assessment task.

Specifications

You must provide:

· a workforce planning report

· a communication strategy

· a risk management and contingency plan.

Your assessor will be looking for evidence of:

· communication and leadership skills to:

· explain the need for change

· gain senior management support for workforce planning initiatives

· literacy skills to read and write reports and succinct workforce plans

· numeracy skills to work with data and predictions about labour supply information

· analytical skills to review data according to the needs of the organisation

· technology skills to:

· communicate with key stakeholders

· support HR functions, including data collection and managing information according to legislation and organisational policies

· knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation

· labour force analysis and forecasting techniques.

Adjustment for distance-based learners

· No changes are required to task.

Appendix 1 – Workforce data

The following staff turnover and demographics data was gathered from the JKL accounting and payroll system and HR management system.

Current HR workforce turnover and demographic data

Turnover FY 2013–14 (29%)

Position Number exits Number staff Reasons for leaving
Senior manager 1 4 1. Retirement

2. Other opportunities

Branch manager 2 6 1. Retirement

2. Other opportunities

Line manager 3 18 1. Lack of opportunity

2. Unhealthy work culture

3. Retirement

Salesforce and customer service 25 80 1. Lack of opportunity

2. Lack of recognition

3. Unhealthy work culture

Mechanic 10 32 1. Better opportunities elsewhere

2. Lack of recognition

3. Unhealthy work culture

Demographics FY 2013–14

Position Number Number women Number Aboriginal or Torres Strait Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 12 2 0
Salesforce and customer service 80 70 0
Mechanic 32 3 0

Future needs

FY 2014–15

Position Number Probability of successful filling of position
Senior manager 4 0.9
Branch manager 6 0.9
Line manager 12 0.9
Salesforce 84 0.8
Mechanic 34 0.7

FY 2015–16

Position Number Probability of successful filling of position
Senior manager 4 0.8
Branch manager 6 0.8
Line manager 12 0.8
Salesforce 90 0.7
Mechanic 36 0.6

FY 2016–17

Position Number Probability of successful filling of position
Senior manager 4 0.8
Branch manager 6 0.8
Line manager 12 0.8
Salesforce 102 0.7
Mechanic 38 0.5

Workforce requirements (historical data and projected data)

Salesforce

The salesforce is critical for achieving revenue targets. Revenue is closely correlated with average staff levels at each location (R2= 0.9782). Future staff requirements (x) have been calculated by substitution into the regression equation (y=0.3717x +0.2175)

Financial year Numbers of sales/customer service personnel Revenue ($ millions)
FY 2009–10 80 (5 locations) 32
FY 2010–11 85 (5 locations) 34
FY 2011–12 80 (5 locations) 32
FY 2012–13 80 36
FY 2013–14 78 29
FY 2014–15 84 required to support projected revenue across 6 locations 32*
FY 2015–16 90 required 35*
FY 2016–17 102 required 40*

*Projected sales

Mechanics

As the business expands, more mechanics will be needed to satisfy demand.

Financial year Numbers mechanics required
FY 2009–10 25
FY 2010–11 30
FY 2011–12 30
FY 2012–13 30
FY 2013–14 32
FY 2014–15 38*
FY 2015–16 42*
FY 2016–17 45*

*Projected requirements

Assessment Task 1 BSBHRM513 Manage workforce planning

The business has red-flagged sourcing skilled mechanics with advanced IT and technical skills as a potential risk area for the business.

© 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1

Page 8 of 11

Appendix 2 – Communication strategy

Communication objectives: (aligned to workforce objectives and organisational strategic goals)
Audience: (characteristics/receptivity to message) Message: Strategy: media, approach, rationale: (why it will communicate message and meet objectives) Resources/budget: (if applicable, estimate) Person:

Appendix 3 – Risk management and contingency plan

Workforce objectives: Risk likelihood: Risk consequence:

Workforce objective:
Risk mitigation strategy or contingency plan:

Workforce objective:
Risk mitigation strategy or contingency plan:

Workforce objective:
Risk mitigation strategy or contingency plan:

4 5 6 7 9 10 11 12 13 14 15 16 17 2 2.4 2.4 2.8 3.3 3.7 4 4.4000000000000004 4.9000000000000004 5.4 6 6.4 6.8

Number of staff at location

Sales ($M)

© 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1

Page 9 of 11


Comments are closed.