ASSESSMENT TASK 1: KNOWLEDGE QUESTIONS
Assessment task instructions:This is the first assessment task which consists of 17 written knowledge questions. You must complete all the knowledge questions at the required level to get a Satisfactory outcome.Purpose of the assessment task:The purpose of the assessment task is to assess your knowledge in the following:
Outline the legislation, regulations and codes of practice relevant to the organisations strategic plan
Give examples of risks and risk management strategies relevant to strategic planning including:intellectual property rights and responsibilitiesother risks
Outline strategic planning methodologies including political, economic, social and technological (PEST) analysis and strengths, weaknesses, opportunities and threats analysis (SWOT)
Identify internal and external sources of information relevant to the organisations market, competitors, customer base, vision, values and capabilities
Outline techniques for developing organisational values
Assessment conditions and resources:Assessment will be conducted in a safe and simulated industry environment where you will have access to:
appropriate workplace documentation and resources including relevant legislation, regulations, standards and codes as needed by various questions in this task
computer, internet, Wi-Fi, learner guide, PowerPoint, student portal
Questions:
Question 1: Identify and explain the six (6) steps in developing organisational values, which would support the vision and mission statement of an organisation. Guide: in 150+ words.
Question 2: Answer the following questions:
What is a PEST Analysis? Write your answer in 50+ words
How can a PEST analysis assist businesses to monitor their internal and external environment to determine impacts on organisational objectives? Write your answer in 50+ words.
What are the benefits of an organisation analysing PEST in a global context? Write your answer in 50+ words
Question 3: Answer the following questions: Guide: in 150+ words.
What is a SWOT analysis?
What are steps to conduct SWOT analysis for an organisation?
Question 4: How can you determine information requirements and undertake research to be able to deliver the relevant information? Guide: in 150+ words.Question 5: Identify five (5) appropriate experts from whom you may seek advice regarding your strategic plan and explain their role. Guide: in 150+ words.
Question 6: How can you identify and evaluate the strengths and weaknesses of present and potential competitors? Guide: in 100+ words.
Question 7: Why should you ensure that your analysis of the internal and external environments is consistent with the perspectives of other informed people? Guide: in 150+ words.
Question 8: What are the major components of a strategic plan, in which you will need to include documented and relevant research? Guide: in 150+ words.
Question 9: Describe any six (6) steps to formulate strategic objectives and strategies needed which are beneficial for the future of an organisation. Guide: in 150+ words.
Question 10: Answer the following questions:
Why is it necessary to consult with and brief people in a range of roles in relation to strategies? Guide: in 100+ words.
How can you structure this process to ensure the briefing process works? Guide: in 100+ words.
Question 11: Strategic planning is a dynamic process of continuously looking at your current situation and plotting your next move. This requires a solid understanding of the organisation as well as an understanding about the environment that the organisation operates in.
Supporting this statement answer why we should review the effectiveness of a plan and consider methods for improving strategic planning processes. Guide: in 150+ words.
Question 12: Mention any five (5) legislations, regulations or codes of practice applicable to strategic planning and explain how you apply them? Guide: in 150+ words.
Question 13: Identify and explain five (5) tools and approaches you may find useful for strategic planning and developing and/or implementing the strategic plan. Guide: in 50+ words for each.
Question 14: Answer the following questions:
Define organisational values. Guide: in 80+ words.
List the techniques used to develop organisational values. Guide: in 80+ words.
Question 15: Answer the following questions:
Identify and explain four (4) types of risk that an organisation can encounter. Guide: in 100+ words.
Explain what intellectual property rights and responsibilities are and the risks associated with them. Guide: in 100+ words.
How can you integrate risk management into strategic planning? Guide: in 150+ words.
Question 16: Answer the following questions:
Define and identify four (4) internal sources of information. Write your Guide: in 50+ words.
Define and identify four (4) external sources of information. Guide: in 50+ words.
How are they relevant to an organisations market, competitors, customer base, vision, values and capabilities? Guide: in 50+ words.
Question 17: Answer the following questions:
What is a cooperative venture? Guide: in 30+ words.
What are the advantages of a cooperative venture? Guide: in 50+ words.
What are the risks associated with a cooperative venture? Guide: in 50+ words.
How can a cost benefit analysis and due diligence ensure consistency with an organisations vision, mission and values? Guide: in 50+ words.
ASSESSMENT TASK 2: PROJECT
Assessment task instructions:This is the second assessment task which consists of two activities. You must complete all the activities at the required level to get a Satisfactory outcome.Purpose of the assessment task:The purpose of the assessment task is to assess your knowledge in the following:
Consult and communicate effectively with relevant stakeholders
Analyse organisations internal and external environment to formulate strategic plans
Seek advice from appropriate experts wherever necessary
Monitor and evaluate the implementation of the plan and make refinements as appropriate
Review effectiveness of planning processes and identify opportunities for improvement
Assessment conditions and resources:Assessment will be conducted in a safe and simulated industry environment where you will have access to:
appropriate workplace documentation and resources including relevant legislation, regulations, standards and codes as needed by various questions in this task
computer, internet, Wi-Fi, learner guide, PowerPoint, student portal
Read the scenario and complete activities below.
Scenario:
Echo Pty. Ltd. is a famous professional development and talent development organisation. It currently has a library of over 500 professional development and talent development programs. The main goal of the company is to increase awareness of cultural competence and diversity in the workplace. It strongly believes in the principles that Integrating a diverse and culturally competent workforce enables businesses to uphold their corporate social responsibility and increase profitability. It has two main branches in Melbourne and Sydney and over 100 mentors and 250 support staff.
In a recent board meeting, the following has been discussed for the Melbourne and Sydney offices:
Melbourne
Most of the mentors and support staff of the company are from Melbourne (70 mentors and 200 support staff).
The business experienced a 10% growth in the last 6 months.
The business is expected to grow by 20% in the next 6 months.
Melbourne has a lot more potential compared to Sydney for running Echos professional development and talent development programs.
The two directors of the Melbourne branch are having ongoing conflicts
A number of staff have performance problems as a result of internal conflicts
The job-contracts for 30% of the mentors and 40% of the support staff will be terminated over the next six months over work performance and other related issues. This will cost 40% savings in salary and 20% in direct wages
The management of the Melbourne branch believes they do not need to hire new staff but properly use the skill sets of the existing employees.
The participation of employees is very poor in decision-making.
There are no clear job analysis and design
The branch is not focused on short-term results but results and outcomes for cost-reduction.
The focus is not on developing a strong workforce but promoting and reaching out to as many clients as possible.
The organisation discussed that if internal conflicts are not properly managed and resolved, the organisation may lose substantial business opportunities and employees.
The management would like to implement a range of corporate renewal strategies to significantly change the organisation structure, people and processes in place.
The budget for the Melbourne branch was also discussed during the meeting. The copy of the budget is attached below.
Melbourne Budget
Master budget with profit projections
Echo Pty. Ltd. Melbourne Branch
Master Budget/Financial plan FY 2018/2019
FY Q1 Q2 Q3 Q4
Revenue 3,100,000 700,000 1,000,000 700,000 700,000
Commission (2.5% of Sales) 77,500 17,500 25,000 17,500 17,500
Direct wages 200,000 50,000 50,000 50,000 50,000
Sales 3,100,000 700,000 1,000,000 700,000 700,000
Cost of Goods sold (COGS) 400,000 100,000 100,000 100,000 100,000
Gross profit 2,500,000 550,000 850,000 550,000 550,000
Expenses
General administrative overhead
Accounting fees 20,000 5,000 5,000 5,000 5,000
Legal fees 5,000 1,250 1,250 1,250 1,250
Bank charges 600 150 150 150 150
Office supplies 5,000 1,250 1,250 1,250 1,250
Postage and printing 400 100 100 100 100
Dues and subscriptions 500 125 125 125 125
Telephone 10,000 2,500 2,500 2,500 2,500
Repair and maintenance 50,000 45,00 2,000 2,000 1,000
Payroll tax 25,000 6,250 6,250 6,250 6,250
Marketing Expenses
Advertisement 200,000 50,000 50,000 50,000 50,000
Sales Commission 77,500 17,500 25,000 17,500 17,500
Employment expenses
Superannuation 45,000 11,250 11,250 11,250 11,250
Wages and salaries 500,000 125,000 125,000 125,000 125,000
Staff amenities 20,000 5,000 5,000 5,000 5,000
Occupancy cost
Electricity 40,000 10,000 10,000 10,000 10,000
Insurance 100,000 25,000 25,000 25,000 25,000
Rates 100,000 25,000 25,000 25,000 25,000
Rent 200,000 50,000 50,000 50,000 50,000
Patty Cash 1,000 300 300 200 200
Water 30,000 7,500 7,500 7,500 7,500
Waste removal 50,000 12,500 12,500 12,500 12,500
Total expenses 1,480,000 355,675 365,175 357,575 356,575
Net profit before interest and Tax 1,020,000 194,325 484,825 192,425 193,425
Income tax expenses (30% of net profit) 306,000 58,298 145,448 57,728 58,028
Net profit after tax 714,000 136,028 339,378 134,698 135,398
Assumptions 1 Inflation remains negligible 2 Business uncertainly was under control 3 Inflation and deflation on the currency was negligible Sydney
Sydney has several similar organisations running professional development and talent development programs.
30 Mentors and 50 support staff operate from the Sydney office.
The job-contracts for 30% of the mentors and 40% of the support staff will be terminated over the next six months over work performance and other related issues.
The delivery mode of sessions organisation provide is face-to-face, whereas several competitors in Sydney offer online webcasts and webinars.
The organisation does not have employees that can develop, run and manage engaging online webcasts and webinars.
The organisation also discussed that they may focus on the entry-level, low-skill workforce to fill the positions than skilled employees or training existing staff.
There is no succession planning in place for any of the locations.
Outsourcing of recruitment processes to a specialised recruitment agency has been considered.
Labour supply forecasting is required to project workforce profile as a part of the organisations core business in the future.
In a recent Work Health and Safety Audit, 2 training rooms and several items of furniture and types of equipment at the location have been deemed unsafe and unstable to use. Therefore, Directors decided to increase 10% of total administration overhead will be spent in security.
The Sydney branch has also received a notice from the Ombudsman to be discriminatory (a breach reported according to the Fair Work Act and Fair Pay Commission) against its female staff members.
The management discussed to develop a competitive strategy.
The following three generic competitive strategies were discussed:
Cost leadership strategy where the organisation can compete with others in the industry based on having the lowest cost.
Differentiation strategy where the organisation offers unique and valued programs.
Focus strategy where the organisation implements a cost or differentiation advantage strategy in an industry segment. The selection of one or a combination of strategies depends on the organisations strengths and the competitions weaknesses.
The budget for the Sydney branch was also discussed during the meeting. The copy of the budget is attached below.
Sydney Budget
Master budget with profit projections
Echo Pty. Ltd. Sydney Branch
Master Budget/Financial plan FY 2018/2019
FY Q1 Q2 Q3 Q4
Revenue 5,100,000 800,000 1,000,000 700,000 800,000
Commission (2.5% of Sales) 127,500 20,000 25,000 17,500 20,000
Direct wages 300,000 60,000 70,000 80,000 50,000
Sales 5,100,000 800,000 1,000,000 700,000 800,000
Cost of Goods sold (COGS) 500,000 110,000 130,000 150,000 100,000
Gross profit 4,300,000 630,000 800,000 470,000 650,000
Expenses
General administrative overhead
Accounting fees 30,000 8,000 8,000 8,000 5,000
Legal fees 9,000 2,500 2,500 2,500 2,500
Bank charges 1000 1250 1250 1400 200
Office supplies 7,000 2,000 2,000 2,000 2,150
Postage and printing 500 500 700 120 120
Dues and subscriptions 750 300 350 425 100
Telephone 10,000 7,500 3,000 3,000 3,000
Repair and maintenance 7,000 4000 5,000 5,000 2,000
Payroll tax 35,000 8,200 7,500 7,000 7,000
Marketing Expenses
Advertisement 350,000 100,000 150,000 50,000 50,000
Sales Commission 127,500 20,000 25,000 17,500 20,000
Employment expenses
Superannuation 75,000 12,500 15,500 15,000 17,500
Wages and salaries 750,000 250,000 250,000 125,500 125,000
Staff amenities 20,000 5,000 7,000 6,000 5,000
Occupancy cost
Electricity 50,000 12,000 15,000 12,000 15,000
Insurance 100,000 25,000 25,000 25,000 25,000
Rates 12,000 27,000 27,000 25,000 25,000
Rent 200,000 50,000 50,000 50,000 50,000
Patty Cash 1,000 300 300 200 200
Water 40,000 8,000 7,500 7,500 7,500
Waste removal 75,000 15,000 15,000 12,500 12,500
Total expenses 1,900,750 559,050 617,600 375,645 374,770
Net profit before interest and Tax 2,399,250 70,950 182,400 94,355 275,230
Income tax expenses (30% of net profit) 719,775 21,285 54,720 28,307 82,569
Net profit after tax 1,679,475 49,665 127,680 66,049 192,661
Assumptions 1 Inflation remains negligible 2 Business uncertainly was under control 3 Inflation and deflation on the currency was negligible Excerpts from the Business plans, Operational plans and the Strategic plans
Mission (organisation): To advance, transmit and sustain knowledge and understanding at the highest standards.
KPIs:
Student to teacher ratio: Measure how many students are admitted per class, per teacher. If you have a low student to teacher ratio, youre doing well. This is something that can be your USP when attracting prospective staff and students, as it looks as if plenty of contact time and support will be available.
Student attendance rate: By measuring how frequently students attend their classes, youll get an idea of student satisfaction and engagement. A low attendance rate should raise alarm bells, giving you the opportunity to investigate into why students arent turning up.
Course completion rate: Is the course too difficult? Is the workload unreasonable? Does the institution have the correct materials for students to use? In a similar way, students hitting their predicted grades will signify strong teaching ability. This helps measure the success of the institution and often goes towards the ranking in university leader boards.
International students %: Some international students often have different requirements, such as additional storage and holiday accommodation. Measure this metric to keep track of how many students from abroad you have per year and aim to increase this for next time. Not only will it earn you cash, itll have a positive effect on diversity within the student population.
Dropout rate: Reasons for this metric to be high include disengagement, staffing issues or uninspiring course content. To keep this figure low, meet with staff regularly and ask if there are any students that might be thinking of dropping out. Additional support for those students might be able to win them back.
Increasing the profit margin to 200% in the next 3 years.
Opening branches in each Australian state and 3 overseas countries - USA, UK and India in the next 3 years.
HR Directorate: Strategic Planning and Financial Management
HR Services: Recruitment, Appointments, Leave, Salary Related Payments, Resignations, Terminations, Alesco, Employee Self Service, System Reports, Superannuation & Salary Packaging, Eligible Termination Payments and Statements and Executive and Chair Appointments, Academic Promotions
Employee Relations and Management Services: Industrial Relations, Enterprise Bargaining, Classifications, Mobility, Organisational Change and Restructure, Consultancy/Advice on HR Issues, Alternative Dispute Resolution
Organisational and Staff Development Services: Implementation of the Leadership Framework including the provision of program, workshops and facilitation to support strategic, leadership, academic, professional and personal development of staff; Management and development of organisational change initiatives and projects; Training Support Services
Safety and Health Services: Occupational Health and Safety, Employee Assistance Program, Radiation Protection, Biological Safety, Chemical Safety, Injury Management and Workers' Compensation, OHS Management Systems Auditing
Equity and Diversity Services: Equal Opportunity, Diversity, Affirmative Action, Harassment, Discrimination, Work, Family and Flexibility, Workplace Culture, Diversity and Equity in the Curriculum
Policy and Planning: Planning, Research, Policy Development, Review and Evaluation, Monitoring and Reporting, Workforce Planning
The External Environment: Strategic human resource management recognises the economic, social and political factors that create the external context in which the organisation operates. Factors with significant implications for effective human resource management related to the changing composition of the Australian workforce, in terms of age, gender and ethnic distribution. The organisation seeks to ensure that its workforce, to the greatest extent possible, reflects the Australian community. To that end, the organisation will continue to analyse and remove the systemic organisational barriers to womens advancement and encourage diversity in its staff and learner population.
There are significant challenges in maintaining high-level productivity in an ageing workforce and ensuring that the organisation is successful in recruiting and retaining high-quality staff. For all staff, the issue of work-life balance has become a high priority that is essential to address.
A comprehensive approach to personal and professional development is necessary so that the organisation can create career opportunities and reward structures that contribute to ongoing job satisfaction and, hence, retention.
The organisation operates within a complex legal and HR framework. Several items of legislation are directly relevant to day to day human resource management.
The Internal Environment
Human Resources is a centralised function that operates within a complex and dynamic framework where a range of external challenges intersect with our unique organisational culture or, to be more
accurate, organisation cultures. Its role is to provide advice and support to Executive and line management on human resource issues. The Human Resources Division at the organisation, unlike most other organisations, incorporates a full suite of HR functions.
Within this framework, effective human resource management processes are required that facilitate continual staff learning and development (creating a learning organisation), improve leadership capacity, and encourage consultation and collaboration with members of the organisation and the broader community. Such processes are central to the achievement of our intended outcomes -- a cultural change that enhances organisational equity and diversity, high morale, commitment, trust and a willingness to embrace change, and high productivity.
Mission statement: To engage in best practice human resource management that enables organisation excellence.
Vision: To be a model of best practice human resource management in Australia. This vision will be achieved through consultation and communication with clients, by:
Providing high-quality professional HR expertise;
Being collaborative, consultative and supportive;
Fostering and sustaining relationships;
Modelling inclusive behaviour in all our services
Benchmarking our services nationally to foster continuous improvement;
Aligning our services to the organisations core business;
Facilitating culture change;
Utilising transparent systems and regularly evaluating these; and
Identifying and responding positively to new challenges
Current HR Practices
All the recruitments are currently organised by each local branch. This creates different HR systems and services in both locations.
The other issues in human resource (HR) planning and management include:
Lack of support from the executive leadership
Improper budget allocation to the HR department
Lack of transparency
Ineffective conflict resolution strategies in place
Poor change management
Delayed communication
Your role
You have recently joined the organisation as a Human Resource manager. Your job-role and responsibilities included the following:
Researching the planning requirements
Developing, implementing and maintaining the human resources strategic plan
The organisation has provided you with the following:
Brief about Melbourne and Sydney office
The budget for Melbourne and Sydney office
The organisation would like you to centralised the resources and the management structure.
You have been asked to research the following:
Australian Government Fair Work Ombudsman - best practice guide to consultation and cooperation in the workplace https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-guides/consultation-and-cooperation-in-the-workplace
HR Strategies and Planning by Australian HR Institute https://www.ahri.com.au/assist/hr-strategies-and-planning
HR strategy examples What makes a successful HR strategy? https://www.poppulo.com/blog/hr-strategy-examples-what-makes-a-successful-hr-strategy/
How to do human resource strategic planning https://www.thebalancecareers.com/how-to-do-human-resources-strategic-planning-1918404
Strategic human resource planning https://en.wikipedia.org/wiki/Strategic_human_resource_planning
Report
This is the first assessment activity. This assessment activity requires to systematically investigate into and study all the materials and information provided to establish facts and reach to conclusions and share your observations with the management of the organisation in a report format.
In the first assessment activity, you are required to read the provided scenario and other relevant information and complete a report to evaluate the currency of the organisational vision and mission, make any necessary changes, and communicate the review processes to all stakeholders to gain their support.
You must review the organisations vision and values by studying all the materials and information provided, as well as meeting with a key stakeholder (role-played by your trainer). After reviewing all materials and information, revise the vision and mission statements to reflect the status and direction of the organisation, then communicate established facts to the relevant stakeholders to outline the suggested changes to vision and organisational values and describing the strategic planning processes and identifying where input can be provided.
Your report must be based upon the following factors:
Analysing the information available to establish and evaluate the currency of the organisational vision and mission.
Current practices of the organisation and whether they support the mission objectives of the organisation, or point to potentially new objectives for the organisation.
Describe the current organisational understanding and enactment of the mission and vision statements.
Making the necessary changes in the organisations mission and vision statements that reflect the current organisational requirements.
Describe the organisational values required to support the revised mission and vision statements.
Undertake environmental analysis to identify all external and internal elements that can affect the organisations performance.
Determining the information requirements to complete the strategic plan
Undertaking or commissioning research to deliver relevant information
Applicable conditions on the assessment activity:
The report should be over 800+ words.
The student is required to read the scenario and research planning requirements.
This assessment activity is taking place during the students own time.
The report must be completed in the attached template.
Instructions on how to complete the report
Report
Introduction (50-100 words)
Mission/ Vision review (150-200 words)
Environmental analysis (150-200 words)
Organisational values (150-200 words)
Stakeholder consultation (150-200 words)
Current and potential changes to industrial/legal requirements (150-200 words)
Revised vision and mission (150-200 words)
Conclusion (50-100 words)
ASSESSMENT TASK 3: ROLE PLAY
Assessment task instructions:This is the third assessment task which consists of 1 role play. You must complete all the activities at the required level to get a Satisfactory outcome.Purpose of the assessment task:The purpose of the assessment task is to assess your knowledge in the following:
Consult and communicate effectively with relevant stakeholders
Analyse organisations internal and external environment to formulate strategic plans
Seek advice from appropriate experts wherever necessary
Monitor and evaluate the implementation of the plan and make refinements as appropriate
Review effectiveness of planning processes and identify opportunities for improvement
Assessment conditions and resources:Assessment will be conducted in a safe and simulated industry environment where you will have access to:
appropriate workplace documentation and resources including relevant legislation, regulations, standards and codes as needed by various questions in this task
computer, internet, Wi-Fi, learner guide, PowerPoint, student portal
Role play Instructions:This activity is in continuation from the previous assessment activity.
In this assessment task, you are required to work with the relevant managers, team leaders and employees to discuss the report and your findings and complete analysis of the organisational environment to develop an understanding of potential competitors and allies, and the associated risks and benefits associated with the organisation. The purpose of the assessment activity is to ensure you participate in effective stakeholder engagement.
Prior to undertaking the role play make notes of what you are going to discuss. For example, your findings and analysis of the organisational environment to develop an understanding of potential competitors and allies, and the associated risks and benefits associated with the organisation and document in below. Discuss your notes with your assessor prior to undertaking the role play. Your assessor will allocate a date and time for the role play activity and ensure that all your colleagues have presented their notes to the assessor first prior to undertaking the role play.
Your notes:
Role-play activity
Undertake the role play as directed by your assessor. Applicable conditions on the assessment activity:
You must have this consultation for 10-15 minutes.
The consultation must be based on the provided guidelines.
Your trainer needs to ensure there are six people available and suitable to play the following roles:
Two managers (one from Sydney and one from Melbourne)
Two Team leaders (one from Sydney and one from Melbourne)
Two employees (one from Sydney and one from Melbourne)
Students or other staff members can play the above roles.
Each student must play the role of the HR manager to consult with the relevant managers, team leaders and employees.
You must discuss:
The report you prepared and submitted as part of the assessment activity 2.1.
Identify and describe existing and potential competitors/allies, then summarise the strengths and weaknesses of each
develop a separate summary statement for each potential ally for a cooperative venture that describes their alignment with organisations vision, mission, values and attributes.
Conducting PEST analysis (including a review of legislation impacting on the organisation)
SWOT analysis
A review of potential allies and a statement of their alignment with organisational values (as described in the previous assessment activity).
Discussion with team leaders should be based upon:
A completed set of analyses (PEST and SWOT)
A review of existing and potential competitors and allies
A review of potential allies and a statement of their alignment with organisational values
Discussion with employees should be based upon:
To participate in the discussion about PEST and SWOT analysis
Provide and maintain workplaces, programs and systems
Provide information about the hazards and risks to the business and staff
Each role must follow the mentioned below guidelines:
Managers
PEST and SWOT analysis
Review of potential allies and how they align with organisational values
Review of potential competitors
Team leaders
To discuss:
how organisation can achieve mission and vision
what changes are required in the mission and vision and why
how organisation values fits into the current business circumstances
Employees
To participate in the discussion about how the organisation can meet its mission and vision
Provide and maintain workplaces, programs and systems
Provide information about the hazards and risks to the business and staff
Provide information about how amended mission and vision will affect the business.
All team members must agree on the mission, vision, and values before you start working on the development of the strategic plan.
This role-play activity must occur in front of your trainer/assessor.
Submit a revised copy of the report incorporating consultation
You must make appropriate changes to your report and submit a revised copy to your trainer/assessor before developing the strategic plan.
ASSESSMENT TASK 4: PROJECT
Assessment task instructions:This is the fourth assessment task which consists of developing a strategic plan. You must complete all the activities at the required level to get a Satisfactory outcome.Purpose of the assessment task:The purpose of the assessment task is to assess your knowledge in the following:
Consult and communicate effectively with relevant stakeholders
Analyse organisations internal and external environment to formulate strategic plans
Seek advice from appropriate experts wherever necessary
Monitor and evaluate the implementation of the plan and make refinements as appropriate
Review effectiveness of planning processes and identify opportunities for improvement
Assessment conditions and resources:Assessment will be conducted in a safe and simulated industry environment where you will have access to:
appropriate workplace documentation and resources including relevant legislation, regulations, standards and codes as needed by various questions in this task
computer, internet, Wi-Fi, learner guide, PowerPoint, student portal
Project: Develop the strategic plan
This activity is in continuation from the previous assessment activity.
In this assessment activity, you are required to develop and document the strategic plan for the organisation based on the research you have conducted throughout Assessment 1 and 2. You will need to communicate the strategic plan to key stakeholders in the organisation.
You must develop the strategic plan, including consideration of resource implications, and then circulate to stakeholders. After endorsement from the final signing authority and team leaders, communicate the plan to employees and describe any implications for their role in the organisation.
Note: as required by the unit, this assessment activity must take place in a closely simulated workplace environment.
Simulated workplace environment your scenario:
The trainer/assessor will ensure the development of the strategic plan must occur in the simulated workplace environment.
The simulated workplace environment consists of:
Your RTO as an educational institute
The standard operating/workplace procedures at your RTO
Your trainer/assessor to provide your assistance throughout the assessment activity.
Six people available and suitable to provide consultation on the following roles:
Two managers (one from Sydney and one from Melbourne)
Two Team leaders (one from Sydney and one from Melbourne)
Two employees (one from Sydney and one from Melbourne)
Students or other staff members can play the above roles.
Australian Government Fair Work Ombudsman - best practice guide to consultation and cooperation in the workplace
HR Strategies and Planning by Australian HR Institute
Fair Work Act
Fair Pay commission guidelines
Computers and internet for all participants and students.
Up-to-date software and equipment such as MS Office, browser applications, and operating systems
Timeclocks or another form of formal attendance recordkeeping to work within stated timelines to meet deadlines.
Other applicable conditions on the assessment activity:
You must complete the attached templates to develop the strategic plan.
Formulate strategic objectives for the organisation in the strategic themes and priorities section of the template (based on all the previous assessment activities).
For each objective, develop and describe strategies that you think could be used to meet the objective in the future.
For the strategies described, you need to:
develop a prioritised list of strategies
describe a timeframe for each to be completed
assign responsible parties to each strategy
assign measurable performance indicators to individual strategies.
You must develop the strategic plan in the simulated workplace environment. Your strategic plan must include the following: Abstract Vision, , Mission, Core Values, Strategic Themes, Strategy Map, Business, Objectives, Strategic Initiatives, Financial Summary, Appendix - Integrated Strategy Map
When you have completed your draft strategic plan, you need to make an appointment to meet with the final signing authority representing the organisation (role-played by trainer/assessor) to discuss your plan. They will gain endorsement from the Board for the plan and return it to you with any required amendments.
After you have received the endorsed plan from the Board, you need to do the following.
Develop briefing materials (dot-point descriptors) for the identified responsible parties, outlining the requirements of their role in achieving the relevant strategy.
Develop a cover statement/letter to be sent out with the strategic plan that includes:
a brief overview of key objectives
a description of the research and process used to develop the plan.
You must provide detailed procedure on how you would implement and monitor the strategic plan. You must discuss these procedures with the final signing authority representing the organisation (role-played by trainer/assessor)
Note please access the template for Strategic planning from your portal.
ASSESSMENT TASK 5: PROJECT
Assessment task instructions:This is the fifth assessment task which consists of implementing the strategic plan. You must complete all the activities at the required level to get a Satisfactory outcome.Purpose of the assessment task:The purpose of the assessment task is to assess your knowledge in the following:
Consult and communicate effectively with relevant stakeholders
Analyse organisations internal and external environment to formulate strategic plans
Seek advice from appropriate experts wherever necessary
Monitor and evaluate the implementation of the plan and make refinements as appropriate
Review effectiveness of planning processes and identify opportunities for improvement
Assessment conditions and resources:Assessment will be conducted in a safe and simulated industry environment where you will have access to:
appropriate workplace documentation and resources including relevant legislation, regulations, standards and codes as needed by various questions in this task
computer, internet, Wi-Fi, learner guide, PowerPoint, student portal
Activity 5 - Implement the strategic plan, monitor progress and develop a report evaluating the implementation
This activity is in continuation from the previous assessment activity.
In this assessment activity, you are required to Implement the strategic plan, monitor progress and develop a report evaluating the implementation using a strategic plan implementation document.
As part of your review, you need to develop a report describing the implementation as measured by the achievement of KPIs, milestones and overall effectiveness. You also need to identify and describe any refinements or improvements that can be made to the implementation process. Once your report is completed, you are to present the report to relevant stakeholders, seeking feedback and input.
This assessment activity must take place in a closely simulated workplace environment.
Workplace simulation environment your scenario:
The trainer/assessor will ensure the implementation of the Human resource strategic plan must occur in the simulated workplace environment.
The simulated workplace environment consists of:
Your RTO as an educational institute
The standard operating/workplace procedures at your RTO
Your trainer/assessor to provide your assistance throughout the assessment activity.
Six people available and suitable to provide consultation on the following roles:
Two managers (one from Sydney and one from Melbourne)
Two Team leaders (one from Sydney and one from Melbourne)
Two employees (one from Sydney and one from Melbourne)
Students or other staff members can play the above roles.
Australian Government Fair Work Ombudsman - best practice guide to consultation and cooperation in the workplace
HR Strategies and Planning by Australian HR Institute
Fair Work Act
Fair Pay commission guidelines
Computers and internet for all participants and students.
Up-to-date software and equipment such as MS Office, browser applications, and operating systems
Timeclocks or another form of formal attendance recordkeeping to work within stated timelines to meet deadlines.
In this assessment activity, you are required to implement the strategic plan for the organisation. Guide: 300 to 500 words.
Applicable conditions on the assessment activity:
You must complete the attached template to implement the strategic plan.
You must work with all team members and trainer/assessor to ensure the plan is successfully implemented.
Your strategic plan implementation document must include the following:
KPI progress: Review and describe the progress of the strategic plan, according to each of the identified performance indicators.
Milestone progress: Evaluate the achievement of identified objectives against the established timeline milestones for the strategic plan.
Overall progress: Evaluate and describe the overall effectiveness and progress of the strategic Plan.
Improvements: Make necessary refinements to ensure continued achievement of the plan; describe methods for improving strategic planning processes.
Once the report is completed, draw up a communication plan outlining:
who the audience will be
what resources will be needed
the delivery timeframes
the content of the presentation (can be in a PowerPoint presentation or similar medium, ensuring it is to be 5 to 10 minutes).
You must deliver the information session to the relevant audience (your trainer/assessor) and ensure the strategic plan and implementation plan have approval and support of trainer/assessor.
Please provide the evidence of the presentation and communication plan to reflect:
that you have analysed and evaluated the progress of the strategic plan implementation through the scenario and information provided, and reflected these in the progress report you have developed
the way in which you communicated the contents of the report and to whom, including how you implemented the strategic plan and the process you used to monitor its progress. You will also need to gather input from the audience (your assessor).
Monitor the strategic plan
This activity is in continuation to the previous assessment activity.
This assessment activity requires you to monitor and review the strategic plan. For a strategic plan to be effective, it must be measurable. You must make the necessary changes to the strategic plan developed as part of the Assessment activity 3 based on the additional details provided in this assessment activity.
Additional Information
You as a HR Manager has noticed the following changes and updates after implementing the strategic plan:
The following KPIs cannot be addressed because of budget restrictions:
Expanding the organisation to each Australian state within next 3 years
Expanding the organisation to 3 overseas countries within next 3 years
You must evaluate and review the performance of the organisation against the above changes and updates.
This assessment activity must take place in a closely simulated workplace environment.
Workplace simulation environment
The trainer/assessor will ensure the implementation of the Human resource strategic plan must occur in the simulated workplace environment.
The simulated workplace environment consists of:
Your RTO as an educational institute
The standard operating/workplace procedures at your RTO
Your trainer/assessor to provide your assistance throughout the assessment activity.
Six people available and suitable to provide consultation on the following roles:
Two managers (one from Sydney and one from Melbourne)
Two Team leaders (one from Sydney and one from Melbourne)
Two employees (one from Sydney and one from Melbourne)
Students or other staff members can play the above roles.
Australian Government Fair Work Ombudsman - best practice guide to consultation and cooperation in the workplace
HR Strategies and Planning by Australian HR Institute
Fair Work Act
Fair Pay commission guidelines
Computers and internet for all participants and students.
Up-to-date software and equipment such as MS Office, browser applications, and operating systems
Timeclocks or another form of formal attendance recordkeeping to work within stated timelines to meet deadlines.
In this assessment activity, you are required to monitor the strategic plan for the organisation.
Applicable conditions on the assessment activity:
You must make appropriate changes to maintain the strategic plan developed as part of Assessment activity 3.
Your updated copy of strategic plan must include the following:
Updated strategies to manage KPIs
Validate findings of research and analysis occurred throughout the assessment activities.
Analysis of organisations internal and external environment including:
background and research relevant to the plan
legislation, regulations and codes of practice, including for intellectual property
objectives, strategies and priorities
roles and responsibilities
performance indicators
timeframes
consideration of co-operative ventures
cost-benefit and risk analysis
monitor and evaluate the implementation of the plan and make refinements as appropriate
review effectiveness of planning processes and identify opportunities for improvement.
seek advice from the trainer/assessor wherever required
Changes made to the existing strategic plan based upon activities 4 and 5
You must use the template provided in the Assessment activity 3 to complete this assessment task. The revised changes should be highlighted and submitted with an updated strategic plan. The changes should be included in a new section titled changes to the strategic plan if those do not fit in the existing sections of the strategic plan.
