Assessment Conditions

This unit describes the skills and knowledge required to establish the strategic direction of the organisation, sustain competitive advantage and enhance competitiveness. It covers analysis and interpretation of relevant markets, capability assessment of the organisation and analysis of the organisation’s existing and potential competitors and allies. It also covers implementing the strategic plan and developing specific actions and initiatives that will be undertaken by people working in various roles.

The unit applies to individuals working in senior roles in the organisation who have responsibility for ensuring that the organisation is positioned to ensure its long-term viability and success.

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

What the student can expect to learn by studying this unit of competency

o Confirm vision and mission of the organisation

• Analyse internal and external environment
• Develop strategic organisational plan
• Implement strategic organisational plan

The student will have access to the following:

• Learner guide
• PowerPoint presentation
• Unit Assessment Pack (UAP)
• Access to other learning materials such as textbooks

The resources required for these assessment tasks also included:

• Access to a computer, the Internet, and word-processing system such as MS
• Codes of practice and standards issued by government regulators or industry
• Access to individualized plans and any equipment outlined in the
• Recognized assessment and planning

Skills must be demonstrated in the workplace. OR

In an environment that provides realistic in-depth industry validated scenarios and simulations to

assess candidates’ skills and knowledge.

In addition, assessment must ensure the use of:

• current workplace policies and procedures for WHS
• PPE relevant to the workplace and job role of the worker

Assessors must satisfy the Standards for Registered Training Organisations (RTOs) 2015/AQTF mandatory competency requirements for assessors.

Submission instructions

Your trainer/assessor will confirm assessment submission details for each assessment task.

Academic integrity, plagiarism and collusion

Academic Integrity

Academic Integrity is about the honest presentation of your academic work. It means acknowledging the work of others while developing your own insights, knowledge and ideas.

As a student, you are required to:

• Undertake studies and research responsibly and with honesty and integrity
• Ensure that academic work is in no way falsified
• Seek permission to use the work of others, where required
• Acknowledge the work of others appropriately
• Take reasonable steps to ensure other students cannot copy or misuse your

Plagiarism

Plagiarism means to take and use another person’s ideas and or manner of expressing them and to pass them off as your own by failing to give appropriate acknowledgement. This includes material sourced from the internet, AuSC staff, other students, and from published and unpublished work.

Plagiarism occurs when you fail to acknowledge that the ideas or work of others are being used, which includes:

• Paraphrasing and presenting work or ideas without a reference
• Copying work either in whole or in part
• Presenting designs, codes or images as your own work
• Using phrases and passages verbatim without quotation marks or referencing the author or web page
• Reproducing lecture notes without proper

Collusion

Collusion means unauthorised collaboration on assessable work (written, oral or practical) with other people. This occurs when a student presents group work as their own or as the work of someone else.

Collusion may be with another AuSC student or with individuals or student’s external to the AuSC. This applies to work assessed by any educational and training body in Australia or overseas.

Collusion occurs when you work without the authorisation of the teaching staff to:

• Work with one or more people to prepare and produce work
• Allow others to copy your work or share your answer to an assessment task
• Allow someone else to write or edit your work (without AuSC approval)
• Write or edit work for another student
• Offer to complete work or seek payment for completing academic work for other students. Both collusion and plagiarism can occur in group For examples of plagiarism, collusion and academic misconduct in group work please refer to the AuSC’s policy on Academic integrity, plagiarism and collusion.

Plagiarism and collusion constitute cheating. Disciplinary action will be taken against students who engage in plagiarism and collusion as outlined in AuSC’s policy.

Proven involvement in plagiarism or collusion may be recorded on students’ academic file and could lead to disciplinary action

Other Important unit specific Information

Unit outcome

• This unit is not graded and the student must complete and submit all requirements for the assessment task for this cluster or unit of competency to be deemed
• Students will receive a ‘satisfactorily completed’ (S) or ‘not yet satisfactorily completed (NS) result for each individual unit assessment task (UAT).
• Final unit result will be recorded as competency achieved/competent (C) or competency not yet achieved/not yet competent (NYC).

Prerequisite/s

Co-requisite/s

Foundation Skills

The Foundation Skills describe those required skills (language, literacy, numeracy and employment skills) that are essential to performance.

Foundation skills essential to performance are explicit in the performance criteria of this unit of competency.

Relevant Legislation

• Australian Human Rights Commission Act 1986
• Age Discrimination Act 2004
• Disability Discrimination Act 1992
• Racial Discrimination Act 1975
• Sex Discrimination Act 1984
• Code of ethics and codes of conduct
• Ethical Principles in the Workplace
• Codes of practice
• The Privacy Act 1988 (Privacy Act) and Australian Privacy Principles (APPs)
• Occupational Health and Safety Act 2004
• Work Health and Safety Act 2011

Principles of assessment and rules of evidence

All assessment tasks will ensure that the principles of assessment and rules of evidence are adhered to.

The principles of assessment are that assessment must be valid, fair, flexible, reliable and consistent. The rules of evidence state that evidence must be sufficient, valid, current and authentic.

AQF Level

AQF levels and the AQF levels criteria are an indication of the relative complexity and/or depth of achievement and the autonomy required to demonstrate that achievement.

All assessment tasks must ensure compliance with the requirements of AQF level and the AQF level criteria. For more information, please visit http://www.aqf.edu.au

Further Information

For further information about this unit go to https://training.gov.au/Training/Details/BSBSTR602

Additional Information

• This information will be managed by the provisions of the Privacy Act and the Freedom of Information )
• Students are required to satisfactorily complete and submit all assessment tasks that contribute to the assessment for a
• Students will be provided with one more attempt to complete this Unit assessment pack (UAP) if trainer/assessor deems them not satisfactorily completed (NS) in any Unit assessment task (UAT).
• Unit Pre-Assessment Checklist (UPAC) will be reviewed by the trainer/assessor to ensure the student is ready for the
• Feedback regarding this Unit Assessment Pack (UAP) can be emailed to the compliance and quality assurance department/administration department in your RTO for continuously improving our assessment and student resources.

Feedback to student

Feedback on students’ assessment performance is a vital element in their learning. Its purpose is to justify to students how their competency was assessed, as well as to identify and reward specific qualities in their work, to recommend aspects needing improvement, and to guide students on what steps to take.

Feedback defines for students what their trainer/assessor thinks is important for a topic or a subject. At its best, feedback should:

• Be provided for each Unit Assessment Task (UAT)
• Guide students to adapt and adjust their learning strategies
• Guide trainers/assessors to adapt and adjust teaching to accommodate students’ learning

needs

• Be a pivotal feature of learning and assessment design, not an add-on ritual
• Focus on course and unit learning outcomes
• Guide students to become independent and self-reflective learners and their own critics
• Acknowledge the developmental nature of

If students have not received proper feedback, they must speak to compliance and quality assurance department/administration department in the AuSC/person responsible for looking after the quality and compliance services of the AuSC.

For more information, please refer to AuSC Student Handbook.

Unit Pre-Assessment Checklist (UPAC)

Purpose of the checklist

The pre-assessment checklist helps students determine if they are ready for assessment. The trainer/assessor must review the checklist with the student before the student attempts the assessment task. If any items of the checklist are incomplete or not clear to the student, the trainer/assessor must provide relevant information to the student to ensure they understand the requirements of the assessment task. The student must ensure they are ready for the assessment task before undertaking it.

Section 1: Information for Students

• Please make sure you have completed the necessary prior learning before attempting this
• Please make sure your trainer/assessor clearly explained the assessment process and tasks to be
• Please make sure you understand what evidence is required to be collected and
• Please make sure you know your rights and the Complaints and Appeal
• Please make sure you discuss any special needs or reasonable adjustments to be considered during the assessment (refer to the Reasonable Adjustments Strategy Matrix and negotiate these with your trainer/assessor).
• Please make sure that you have access to a computer and the internet (if you prefer to type the answers).
• Please ensure that you have all the required resources needed to complete this Unit Assessment Task (UAT).
• Due date of this assessment task is according to your
• In exceptional (compelling and compassionate) circumstances, an extension to submit an assessment can be granted by the trainer/assessor.
• Evidence of the compelling and compassionate circumstances must be provided together with your request for an extension to submit your assessment
• Request for an extension to submit your assessment work must be made before the due date of this assessment

Section 2: Reasonable adjustments

• Students with carer responsibilities, cultural or religious obligations, English as an additional language, disability etc. can request for reasonable
• Please note, academic standards of the unit/course will not be lowered to accommodate the needs of any student, but there is a requirement to be flexible about the way in which it is delivered or
• The Disability Standards for Education requires institutions to take reasonable steps to enable the student with a disability to participate in education on the same basis as a student without a
• Trainer/Assessor must complete the section below “Reasonable Adjustment Strategies Matrix” to ensure the explanation and correct strategy have been recorded and
• Trainer/Assessor must notify the administration/compliance and quality assurance department for any reasonable adjustments
• All evidence and supplementary documentation must be submitted with the assessment pack to the administration/compliance and quality assurance

Reasonable Adjustment Strategies Matrix (Trainer/Assessor to complete)
Category	Possible Issue	Reasonable Adjustment Strategy (select as applicable)
¨ LLN	¨ Speaking ¨ Reading ¨ Writing ¨ Confidence	¨ Verbal assessment ¨ Presentations ¨ Demonstration of a skill ¨ Use of diagrams ¨ Use of supporting documents such as wordlists
¨    Non- English Speaking Background	¨ Speaking ¨ Reading ¨ Writing ¨       Cultural	¨ Discuss with the student and supervisor (if applicable) whether language, literacy and numeracy are likely to impact on the assessment process ¨ Use methods that do not require a higher level of language
	background ¨ Confidence	or literacy than is required to perform the job role ¨ Use short sentences that do not contain large amounts of
		information ¨ Clarify information by rephrasing, confirm understanding ¨ Read any printed information to the student ¨ Use graphics, pictures and colour coding instead of, or to
		support, text ¨ Offer to write down, or have someone else write, oral
		responses given by the student ¨ Ensure that the time available to complete the assessment,
		while meeting enterprise requirements, takes account of the
		student’s needs
¨ Indigenous	¨ Knowledge and understanding	¨ Culturally appropriate training ¨  Explore    understanding    of    concepts    and    practical
	¨ Flexibility	application through oral assessment
	¨ Services	¨ Flexible delivery
	¨   Inappropriate	¨ Using group rather than individual assessments
	training                and	¨ Assessment through completion of practical tasks in the
	Assessment	field after demonstration of skills and knowledge.
¨ Age	¨    Educational background ¨  Limited study skills	¨ Make sure font size is not too small ¨ Trainer/Assessor should refer to the student’s experience ¨ Ensure that the time available to complete the assessment takes account of the student’s needs ¨ Provision of information or course materials in accessible format. ¨  Changes in teaching practices, e.g. wearing an FM microphone to enable a student to hear lectures ¨ Supply of specialised equipment or services, e.g. a note- taker for a student who cannot write ¨ Changes in lecture schedules and arrangements, e.g. relocating classes to an accessible venue

		¨ Changes to course design, e.g. substituting an assessment task ¨ Modifications to physical environment, e.g. installing lever taps, building ramps, installing a lift
¨ Educational background	¨ Reading ¨ Writing ¨ Numeracy ¨  Limited study skills                and/or learning strategies	¨ Discuss with the Student previous learning experience ¨  Ensure learning and assessment methods meet the student’s individual need
¨ Disability	¨ Speaking ¨ Reading ¨ Writing ¨ Numeracy ¨  Limited study	¨ Identify the issues ¨ Create a climate of support ¨ Ensure access to support that the student has agreed to ¨ Appropriately structure the assessment ¨ Provide information or course materials in accessible
	skills                and/or learning strategies	format, e.g. a textbook in braille ¨  Changes in teaching practices, e.g. wearing   an FM
		microphone to enable a student to hear lectures ¨ Supply of specialised equipment or services, e.g. a note-
		taker for a student who cannot write ¨ Changes in lecture schedules and arrangements, e.g.
		relocating classes to an accessible venue ¨ Changes to course design, e.g. substituting an assessment
		task ¨ Modifications to physical environment, e.g. installing lever
		taps, building ramps, installing a lift
Explanation of reasonable adjustments strategy used (If required)

Unit Assessment Task (UAT)

Assessment Task 1 – Unit Knowledge Test (UKT)

Assessment type

• Written Questions

Assessment task description

• This is the first (1) unit of assessment task that the student must successfully complete to be deemed competent in this unit of
• The Unit Knowledge Test is comprised of twenty-eight (28) written
• You must answer all questions correctly in order to successfully complete this
• You will receive your feedback within two weeks – you will be notified by your trainer/assessor when results are available.
• You must attempt all questions for your trainer/assessor to assess your competency in this assessment task.

Applicable conditions

• This assessment is Student must finish assessment task in his own time.
• Assessment is conducted as open book tests (this means that you can refer to your textbook or other learner resources during the test).
• Electronic devices are allowed during this
• Outside materials are
• You must complete the task with your trainer and other classmates.
• You will be assessed independently on this assessment
• No marks or grades are allocated for this assessment The outcome of the task will be Satisfactory or Not Satisfactory.
• As you complete this assessment task you are predominately demonstrating your practical skills, techniques and knowledge to your
• Assessor may ask you relevant questions during this assessment

Resubmissions and reattempts

• Where a student’s answers are deemed not satisfactory after the first attempt a resubmission attempt will be You will have 2 attempts to resubmit your assessment. In case if you fail to get competency after 2 attempts, you have to re-enrol for the unit and need to pay the unit fee.
• You must speak to your Assessor if you have any difficulty in completing this task and require reasonable adjustments (e.g. can be given as an oral assessment)

Location

• This assessment task may be completed in a classroom, learning management system, workplace, or independent learning environment.
• Your assessor will provide you further information regarding the location of completing this assessment task.

General Instructions for attempting the Unit Knowledge Test:

• Complete a written assessment consisting of a series of
• You will be required to correctly answer all the
• Do not start answering questions without understanding what is required from Read the questions carefully and critically analyse them for a few seconds, this will help you to identify what is really needed.
• Your answers must demonstrate an understanding and application of relevant concepts, critical thinking, and good writing
• Be concise to the point and write answers according to the given word-limit to each question and do not provide irrelevant information. Be careful, quantity is not quality.
• Be careful to use non-discriminatory The language used should not devalue, demean, or exclude individuals or groups on the basis of attributes such as gender, disability, culture, race, religion, sexual preference or age. Gender inclusive language should be used.
• When you quote, paraphrase, summarise or copy information from the sources you are using to write your answers/research yourwork, you must always acknowledge the

How will your assessor assess your work?

• This assessment task requires the student to successfully complete all
• Answers must demonstrate the student’s understanding and skills of the
• You will be assessed according to the provided performance checklist/ performance
• Assessment objectives/ measurable learning outcome(s) are attached as performance checklist/ performance criteria with this assessment task to ensure that you have successfully completed and submitted the assessment task.
• If all assessment tasks are deemed Satisfactory (S), then the unit outcome is Competent (C).
• If at least one of the assessment tasks is deemed Not Satisfactory (NS), then the unit outcome is Not Yet Competent (NYC).
• Once all assessment tasks allocated to this Unit of Competency have been undertaken, the trainer/assessor will complete an Assessment plan to record the unit The outcome will be either Competent (C) or Not Yet Competent (NYC).
• The “Assessment Plan” and “Cover Sheet” is available with the Assessor Checklist

Assessment Task 1 – Unit Project (UP)

Instructions to complete this assessment task:

• This is an individual
• The purpose of this assessment task is to assess the students’ knowledge essential to lead

and manage people in a range of contexts and industry settings.

• To make full and satisfactory responses you should consult a range of learning resources,

other information such as handouts and textbooks, learners’ resources and slides.

• All questions must be answered in order to gain competency for this assessment

Resources required to complete the assessment task:

• Computer
• Internet
• MS Word
• Printer or e-printer
• Adobe acrobat/reader

Question 1: Why should you confirm with stakeholders that the organisational vision and mission are up-to-date and are helpful to the strategic plan? Answer in 150-200 words.

It is ensured that everyone is on the same page and pursuing the same objectives by checking with stakeholders to see if the organisational vision and purpose are current and beneficial to the strategic plan. Additionally, it makes sure that the organisation can change with the times while being relevant, and that its stakeholders continue to find meaning and inspiration in its vision and mission.

Question 2: Why does an organisation need to make changes or refinements to their mission statement? Answer in 150-200 words.

To reflect changes in the external environment, adapt to new technologies, address changes in consumer demands and preferences, or enhance organisational performance, organisations may need to modify or refine their mission statements. This makes it possible for the organisation to continue being successful, competitive, and relevant in pursuing its objectives.

Question 3: Identify and explain the six (6) steps in developing organisational values, which would support the vision and mission statement of an organisation. Answer in 450-500 words.

Examine the organization’s present values and note any gaps. Include crucial parties in the process, such as partners, customers, and staff. Make a list of prospective values that complement the vision and mission of the organisation. Sort the list of potential values according to importance and applicability to the company. Each value should be defined succinctly and successfully communicated to all stakeholders. To guarantee that the values are upheld and reflected in all facets of the organization’s activities, integrate them into the culture, structures, and processes of the organisation  (Isensee, et al., 2020).

Question 4: How can a stakeholder play a significant role in providing support for the strategic planning process? Explain in 150-200 words.

Throughout the strategic planning process, stakeholders can offer insightful comments and input, ensuring that the plan is in line with their needs and priorities. They can also offer resources and assistance, such as money, knowledge, and access to networks and collaborators. The likelihood of the organization’s aims being implemented and achieved successfully might be increased thanks to their engagement and commitment.

Question 5: Answer the following questions:

1. What is a PEST Analysis? Write your answer in 50-100 words
2. How can a PEST analysis assist businesses to monitor their internal and external environment to determine impacts on organisational objectives? Write your answer in 150-200
3. What are the benefits of an organisation analysing PEST in a global context? Write your answer in 50-100 words

a. A strategic technique called PEST Analysis is used to examine the external macro-environmental factors that can have an impact on an organization’s commercial operations. It stands for sociocultural, political, economic, and technological factors. b. PEST Analysis helps companies discover the external elements that may have an impact on their operations, including alterations in governmental regulations, market conditions, social trends, and technical developments. In order to assess the potential effects of these elements on their organisational goals, firms can monitor their internal and external environments. It enables firms to establish plans that are in line with their objectives and flexible enough to respond to changing conditions  (Gawke, et al., 2019). c. zz Global PEST analysis gives businesses a better grasp of the external macroenvironmental elements that affect various nations and areas. It assists companies in understanding cultural and socioeconomic differences, identifying possibilities and potential hazards related to operating in various markets, and determining how the state of the global economy and technological advancements will affect their firm. This makes it possible for companies to create strategies that adapt to the various needs and difficulties of various markets and preserve a competitive advantage in the global market.

Question 6: Answer the following questions:

1. What is a SWOT analysis? Write your answer in 200-250
2. What are steps to conduct SWOT analysis for an organisation? Explain all the steps in 250-300

a.     They are work for the strength, weakness, opportunity and also threats, in this they are work for the identification of the work plan and the process. They need to do the management of the internal plans and the internal work s b.     They need to defined the work plan and managed the scope of the situation with their plan. It can be defined the situational plans with the customers.  To ensure a thorough grasp of the organization’s position, the analysis should be carried out by a team made up of members from various departments and levels of the organisation  (Burke, 2022).

Question 7: How can you determine information requirements and undertake research to be able to deliver the relevant information? Write your answer in 250-300 words.

The process of figuring out information requirements is figuring out the precise data required to solve a problem or make a decision. To fulfil those information needs, research entails obtaining and analysing pertinent data. To make sure the data is reliable and current, this can involve conducting surveys, examining industry reports, and evaluating pertinent literature (Duchek, 2020).

Question 8: Identify five (5) appropriate experts from whom you may seek advice regarding your strategic plan and explain their role. Write your answer in 250-300 words.

Industry experts, financial advisers, legal counsel, marketing specialists, and operations managers are the five professionals who should be consulted for guidance on a strategic plan. Financial advisors can offer guidance on financial projections and funding sources, while industry specialists can offer insights into market trends and competitiveness. While marketing experts can offer advice on branding and consumer acquisition, legal counsel can assure adherence to laws and regulations. Operations managers can offer suggestions on logistics and implementation.

Question 9: How can you identify and evaluate the strengths and weaknesses of present and potential competitors? Answer in 150-200 words.

It is crucial to undertake a thorough competition analysis to pinpoint and assess the advantages and disadvantages of current and potential rivals. This include compiling data on the goods and services, advertising tactics, costs, means of distribution, and clientele of rivals. You may design plans to set your company apart from the competition and get a competitive edge by comparing this data to your own company and identifying any areas where competitors might have an advantage or deficit  (Hamadamin & Atan, 2019).

Question 10: Why should you ensure that your analysis of the internal and external environments is consistent with the perspectives of other informed people? Write your answer in 150-200 words.

they need to do the creation of the situational and and manages the environment according to this.. This can assist in locating blind spots, avoiding prejudices, and acquiring a wider variety of thoughts and viewpoints. In the end, this may result in better decision-making and a higher likelihood of long-term success.

Question 11: What are the major components of a strategic plan, in which you will need to include documented and relevant research? Write your answer in 300-350 words.

An executive summary, the company’s mission and vision, a SWOT analysis, objectives and goals, approaches for reaching those goals, and an execution plan are the main elements of a strategic plan. Each component should include documented and pertinent research to provide a thorough grasp of the business environment and assist in decision-making  (Rosati & Faria, 2019).

Question 12: Describe any six (6) steps to formulate strategic objectives and strategies needed which are beneficial for the future of an organisation. Answer in 400-450 words.

Defining the mission and vision, performing a SWOT analysis, identifying strategic issues, establishing precise objectives, developing strategies to achieve those objectives, monitoring progress, and making necessary adjustments are the six steps that make up the formulation of strategic objectives and strategies for an organisation. To establish a thorough and successful strategic plan, each phase should be supported by documented research and entail communication with pertinent parties  (Rosati & Faria, 2019).

Question 13: What is the importance of circulating the strategic plan for comment, support and endorsement to all relevant stakeholders? Answer in 150-200 words.

In order to guarantee buy-in and alignment with the organization’s aims and objectives, it is crucial to distribute the strategic plan to all pertinent stakeholders for discussion, support, and endorsement. Increased collaboration and communication among stakeholders, as well as the ability to spot potential problems or obstacles that may need to be overcome prior to implementation, can result from this.

Question 14: Discuss options and considerations for communication and how you can communicate a strategic plan. Write your answer in 150-200 words.

Town hall meetings, email updates, newsletters, films, and presentations are all possibilities for disseminating a strategy plan. Communication considerations include determining the best routes and frequency of communication, customising messaging for various stakeholder groups, and guaranteeing transparency and clarity in communication. It is crucial to include pertinent parties in the communication process and to offer chances for comments and inquiries.

Question 15: Answer the following questions:

1. Why is it necessary to consult with and brief people in a range of roles in relation to strategies? Write your answer in 150-200 words
2. How can you structure this process to ensure the briefing process works? Write your answer in 150-200 words

a.        In order to guarantee alignment and support for the strategic plan, it is vital to speak with and brief individuals in a variety of roles regarding strategies. This can help people grasp the aims and objectives better, encourage teamwork and communication, and spot any potential problems or obstacles. b.       The briefing process can be organised to assure success by choosing the right stakeholders to include, customising messaging to their unique positions and interests, providing chances for comments and questions, and following up to resolve any concerns or issues raised. It’s crucial to communicate in a straightforward and transparent way and to make sure that all pertinent parties are involved in the process.

Question 16: What is the importance of having performance indicators to monitor progress in implementing a plan? Answer in 150-200 words.

Performance indicators are crucial for tracking the implementation of a plan’s progress because they offer quantifiable information that can be used to gauge the success of goals and objectives. They encourage accountability and openness, showcase accomplishments and successes, and assist identify areas that require improvement. In the end, performance indicators offer insightful data that can guide choices and raise overall performance.

Question 17: Identify and describe any ten (10) methods used to make necessary refinements to a strategic plan. Answer in 300-350 words.

There are ten ways to improve a strategic plan: reviewing it frequently, getting stakeholder feedback, tracking performance indicators, doing market research, reevaluating the competitive environment, reviewing market trends, revisiting the SWOT analysis, reviewing industry trends, reviewing objectives and goals, scenario planning, and getting advice from outside experts. These techniques can assist in locating potential improvement areas and guarantee the plan’s continued applicability and efficacy.

Question 18: Identify and describe a way you can evaluate achievement of objectives at agreed milestones. Answer in 200-250 words.

Using key performance indicators (KPIs) that are particular, quantitative, and pertinent to the purpose is one technique to assess whether objectives have been met at predetermined milestones. Progress can be compared to goals by monitoring KPIs, and any deviations can be found and fixed. KPIs should be routinely examined and adjusted as required to make sure they stay applicable and useful.

Question 19: 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. Write your answer in 200-250 words.

The success of a company depends on reviewing a plan’s efficacy and thinking about ways to enhance the strategic planning procedures. This makes it possible for a company to maintain the effectiveness and relevance of its strategy while also allowing for flexibility in response to internal and external environment changes. An organisation can find areas where improvements can be made and take corrective action to address any concerns by routinely evaluating and updating strategic plans. Additionally, by using this technique, an organisation can keep one step ahead of its rivals and find possibilities for growth and development. Ultimately, an organization’s ability to fulfil its goals and objectives and keep its position as a market leader can be aided by a constant cycle of analysing and refining strategic planning processes.

Question 20: Mention any five (5) legislations, regulations or codes of practice applicable to strategic planning and explain how you apply them? Write your answer in 150-200 words.

The Competition and Consumer Act 2010, the Corporations Act 2001, the Australian Accounting Standards, the ASX Corporate Governance Principles, and the ISO 9001 Quality Management System are five laws, rules, or standards of conduct that apply to strategic planning. These laws and rules offer standards for moral and legal behaviour, accounting procedures, good corporate governance, quality control, and competition law. To ensure ethical and efficient strategic planning procedures, an organisation should ensure compliance with applicable laws and abide by recognized rules of practice.

Question 21: Identify and explain five (5) tools and approaches you may find useful for strategic planning and developing and/or implementing the strategic plan. Answer in 50-100 words for each.

SWOT, PESTLE, Porter’s Five Forces, balanced scorecard, and scenario planning are five tools and methods that may be helpful for strategic planning and creating a strategy plan. These methods and tools give organisations the ability to evaluate their internal and external environments, pinpoint their strong points and weaknesses, consider many scenarios and options, and create plans to meet their objectives. An organisation can use these methods and tools to track progress towards its goals, make well-informed decisions, and allocate resources efficiently  (Rosati & Faria, 2019).

Question 22: Answer the following questions:

1. Define organisational Write your answer in 100-150 words
2. List the techniques used to develop organisational Write in 100 to 150 words.

·         The ideas, attitudes, and behaviours that an organisation aspires to uphold in its regular operations are defined by a set of guiding principles called organisational values. ·         Conducting employee surveys, asking stakeholders for feedback, revisiting goal statements and strategic plans, and analysing prior performance to pinpoint strengths and flaws are all methods used to build corporate values. The ultimate objective is to establish a sense of shared direction and purpose that is consistent with the organization’s vision and objectives.

a.        A company may be exposed to four different categories of risk: Operational risk is the risk of disruptions to an organization’s operations, whereas financial risk is the possibility for financial losses. Strategic risk involves the possibility that an organisation would miss opportunities or fall short of its strategic objectives, whereas reputational risk is the danger of harm to an organization’s reputation. b.       The legal protection and obligations related to intellectual property, such as patents, trademarks, and copyrights, are referred to as intellectual property rights and responsibilities. Intellectual property carries a number of risks, such as the possibility of violating the rights of others, as well as legal issues and reputational harm. c.        Identifying possible risks and creating strategies to reduce or manage them are necessary steps in integrating risk management into strategic planning. This can be accomplished by carrying out risk assessments, creating risk management policies and procedures, and routinely assessing and updating risk management methods to make sure they continue to be applicable and efficient in reducing potential risks. Organisations can manage risks more effectively, increase their general resilience, and achieve long-term success by including risk management into their strategic planning.

Question 24: Answer the following questions:

1. Define and identify four (4) internal sources of information. Write your answer in 50-100 words
2. Define and identify four (4) external sources of information. Write your answer in 50-100 words
3. How are they relevant to an organisations market, competitors, customer base, vision, values and capabilities? Write your answer in 50-100 words

a.         Financial reports, personnel files, customer feedback, and production data are the four internal sources of data. While employee records provide data on employee performance, development, and training, financial reports provide information on an organization’s financial performance. b.       Industry publications, government statistics, social media, and market research reports are the four external sources of information. While industry publications can provide information on industry best practises and developing trends, market research reports can offer insights into consumer trends and preferences  (Hillmann & Guenther, 2021). c.         While external sources can help an organisation better grasp market trends, consumer needs, and the competitive landscape, internal sources can help an organisation better understand its own strengths and shortcomings. Using this data, strategies may be created that take into account the organization’s vision, values, and skills while also addressing significant market issues and opportunities.

Question 25: Answer the following questions:

1. What is a cooperative venture? Write your answer in 30-50 words
2. What are the advantages of a cooperative venture? Write your answer in 150-200 words
3. What are the risks associated with a cooperative venture? Write your answer in 150-200 words
4. How can a cost benefit analysis and due diligence ensure consistency with an organisations vision, mission and values? Write your answer in 150-200 words

A cooperative venture is a business arrangement in which two or more organisations work together to share resources, knowledge, and risks in order to accomplish a common aim. b. Access to new markets, better competitiveness, lower costs, and shared risk and resources are some benefits of a cooperative venture (Hanelt, et al., 2021). c. Loss of control, disagreements over who will make decisions, conflicting aims and objectives, and potential legal obligations are among the hazards that come with a joint endeavor. d. By examining the potential advantages and risks of the venture, determining whether it is compatible with the organization’s goals and values, and making sure that the venture is in line with its strategic objectives.

Question 26: Answer the following questions:

1. Why should each strategy be assigned with a priority, a timeframe, responsible parties and measurable performance indicators? Write your answer in 200-250 words
2. Why is it important to develop action plans for strategies and how do you develop one? Write your answer in 200-250 words

a.        It is possible to make sure that strategies are successfully implemented, monitored, and assessed to accomplish intended outcomes and objectives by assigning them priorities, deadlines, accountable parties, and quantitative performance indicators. b.     It is crucial to create action plans for strategies since they serve as a guide for implementation and guarantee that resources are used effectively. To create an action plan, one must decide on specific activities, allot resources, set deadlines and timeframes, delegate duties, and specify metrics to gauge performance (Lokuge, et al., 2019).

Question 27: Answer the following:

1. What is meant by capability assessment? Write your answer in 40 – 80
2. Briefly explain the steps involved in conducting capability assessment of the organsiation. Write your answer in 150-200

a.        By analysing an organization’s resources, skills, and competencies, capability assessment determines if the organisation is capable of achieving its goals and objectives. b.        Identification of the organization’s aims and objectives, evaluation of its resources and capabilities, analysis of its strengths and weaknesses, and development of a plan to strengthen its capabilities in areas where it is deficient are all steps in the capability assessment process.

Question 28: Briefly explain the steps for conducting the cost-benefit analysis. Write your answer in 300 – 350 words.

The steps to conducting a cost-benefit analysis are to first identify and define the problem or issue, then list all costs and benefits connected to the project or decision, assign a monetary value to each cost and benefit, calculate the net present value of the costs and benefits, and compare the net present values to see if the benefits outweigh the costs.

References

Burke, W. W. (2022). Organization development. In Oxford Research Encyclopedia of Psychology.

Duchek, S. (2020). Organizational resilience: a capability-based conceptualization. Business Research, 13(1), 215-246.

Gawke, J. C., Gorgievski, M. J., & Bakker, A. B. (2019). Measuring intrapreneurship at the individual level: Development and validation of the Employee Intrapreneurship Scale (EIS). European Management Journal, 37(6), 806-817.

Hamadamin, H. H., & Atan, T. (2019). The impact of strategic human resource management practices on competitive advantage sustainability: The mediation of human capital development and employee commitment. Sustainability, 11(20), 5782.

Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2021). A systematic review of the literature on digital transformation:          Insights and implications for strategy and organizational change. Journal of Management Studies, 58(5), 1159-1197.

Hillmann, J., & Guenther, E. (2021). Organizational resilience: a valuable construct for management research?. International Journal of Management Reviews, 23(1), 7-44.

Isensee, C., Teuteberg, F., Griese, K. M., & Topi, C. (2020). The relationship between organizational culture, sustainability, and digitalization in SMEs: A systematic review. Journal of Cleaner Production, 275, 122944.

Lokuge, S., Sedera, D., Grover, V., & Dongming, X. (2019). Organizational readiness for digital innovation: Development and empirical calibration of a construct. Information & management, 56(3), 445-461.

Rosati, F., & Faria, L. G. D. (2019). Business contribution to the Sustainable Development Agenda: Organizational factors related to early adoption of SDG reporting. Corporate Social Responsibility and Environmental Management, 26(3), 588-597.

Unit Assessment Task (UAT)

Assessment Task 2 – Unit Project (UP)

Assessment type

• Unit Project

Assessment task description:

• This is the second (2) unit assessment task that student has to successfully complete to be deemed competent in this unit of
• This assessment task requires you to complete the following activities:
  • Activity 1: Complete a report – Research the planning requirements and report them to the management
  • Activity 2: Role play – Consultation with relevant managers, team leaders and
  • Activity 3: Develop the strategic plan and risk management plan
  • Activity 4: Implement the strategic plan, monitor progress and develop a report evaluating the implementation
  • Activity 5: Maintain the strategic plan
• The student must attempt all criteria to the required level, g., Assessment criteria mentioned in the performance checklist to be deemed satisfactory in this task.

Applicable conditions:

• Activity 1, 3, 4 and 5 are untimed and conducted as an open book test (this means the student can refer to textbooks or other learner materials during the test).
• Activity 2 is
• The student must complete the task
• No marks or grades are allocated for this assessment The outcome of the task will be Satisfactory or Not Satisfactory.
• Trainer /Assessor must assess student’s practical skills, technique, and knowledge as he/she completes this assessment
• The Trainer/Assessor may ask the student relevant questions on this assessment task to ensure that this is his/her own

Resubmissions and reattempts

• Where a student’s answers are deemed not satisfactory after the first attempt a resubmission attempt will be You will have 2 attempts to resubmit your assessment. In case if you fail to get competency after 2 attempts, you have to re-enrol for the unit and need to pay the unit fee.
• You must speak to your Assessor if you have any difficulty in completing this task and require reasonable adjustments (e.g. can be given as an oral assessment)

Location

• This assessment task may be completed in a classroom, learning management system, workplace, or independent learning environment.
• Your assessor will provide you further information regarding the location of completing this assessment task.

Purpose of the assessment:

• Purpose of this project is to check skills and knowledge related to performance criteria and performance evidence of the

General Instructions for attempting the project:

• Student must complete all the activities of this assessment
• Answers must demonstrate an understanding and application of relevant concepts, critical thinking, and good writing
• The student must complete all the provided templates (if any).

Resources required to complete the assessment task:

• Computer
• Internet
• MS Word
• Printer or e-printer
• Adobe acrobat/reader

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
• The business is expected to grow by 20% in the next 6
• Melbourne has a lot more potential compared to Sydney for running Echo’s 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
• 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-
• The focus is not on developing a strong workforce but promoting and reaching out to as many clients as
• The organisation discussed that if internal conflicts are not properly managed and resolved, the organisation may lose substantial business opportunities and
• The management would like to implement a range of corporate renewal strategies to significantly change the organisation structure, people and processes in
• The budget for the Melbourne branch was also discussed during the 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 a number of similar organisations running professional development and talent development
• 30 Mentors and 50 support staff operate from the Sydney
• 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
• The delivery mode of sessions organisation provide is face-to-face, whereas a number of competitors in Sydney offer online webcasts and
• The organisation does not have employees that can develop, run and manage engaging online webcasts and
• 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
• There is no succession planning in place for any of the
• Outsourcing of recruitment processes to a specialised recruitment agency has been
• Labour supply forecasting is required to project workforce profile as a part of the

organisation’s 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
• 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
• The management discussed to develop a competitive
• The following three generic competitive strategies were discussed:
  • Cost leadership strategy where the organisation can compete with others in the industry on the basis of having the lowest
  • Differentiation strategy where the organisation offers unique and valued
  • 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 organisation’s strengths and the competition’s
• The budget for the Sydney branch was also discussed during the 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.

KPI’s:

1. Student to teacher ratio: Measure how many students are admitted per class, per If you

have a low student to teacher ratio, you’re 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.

2. Student attendance rate: By measuring how frequently students attend their classes, you’ll 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 aren’t turning up.
3. 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 leaderboards.
4. 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, it’ll have a positive effect on diversity within the student population.
5. Drop out 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
6. Increasing the profit margin to 200% in the next 3
7. Opening branches in each Australian state and 3 overseas countries – USA, UK and India in the next 3

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, is a reflection of the Australian community. To that end, the organisation will continue to analyse and remove the systemic organisational barriers to women’s 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. A number of 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 organisation’s 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

You must read the scenario and related information to complete all the mentioned above assessment activities.

You must demonstrate that you have acquired the skills and the knowledge to develop a strategic plan for an organisation to meet its current and foreseeable business and performance objectives.

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.

Activity 1: Complete a report – Research the planning requirements and report them to the management

Task 1

1. 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
2. You will be required to complete

You are required to conduct research on the basis of the above provided information

Task 2

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 this 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 in order to gain their support.

You must review the organisation’s 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 current 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.

The role of your trainer:

• Your trainer/assessor is the final signing authority representing the
• Your trainer/assessor has been included in the development of all workplace
• Your trainer/assessor is aware of all the business activities and objectives and seek changes to meet the current and future needs and direction of the
• Your trainer/assessor will provide you information about the current practices of the organisation and, in particular, whether they support the mission objectives of the organisation, or point to potentially new objectives for the organisation.

Your report must be based upon the following factors:

• Analysing the information available to establish and evaluate the currency of the organisational vision and
• Current practices of the organisation and, in particular, whether they support the mission objectives of the organisation, or point to potentially new objectives for the
• Describe the current organisational understanding and enactment of the mission and vision
• Making the necessary changes in the organisation’s mission and vision statements that

reflect the current organisational requirements.

• Describe the organisational values required to support the revised mission and vision
• Undertake environmental analysis to identify all external and internal elements that can

affect the organisation’s performance.

• Determining the information requirements to complete the strategic plan
• Undertaking or commissioning research to deliver relevant information

• You will be required to complete

Applicable conditions on the assessment activity:

• The report should be between 1000-1400
• The student is required to read the scenario and research planning
• This assessment activity is taking place during the student’s own
• The report must be completed in the attached

BSBSTR602 Develop organisational strategies
	Template: 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)
RTO Code: 45680 | CRICOS Code: 03907K                                                                   Unit Assessment Pack (UAP) | Page 50 of 68 V 2: December 2021, Approved: Academic Manager, Next Review: December 2022

Activity 2: Role play – Consultation with relevant managers, team leaders and employees. This activity is a continuation from the previous activity

Task:

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.

Applicable conditions on the assessment activity:

• The consultation must be based on the provided
• 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
• Each student must play the role of the HR manager to consult with the relevant managers, team leaders and
  • You must discuss:
    • The report you prepared and submitted as part of the assessment activity
    • 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 organisation’s vision, mission, values and
    • 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).
    • Discuss and review the capability assessment of competitor organisations
    • 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

• Obtain feedback from the stakeholders on analysing internal and external

• Each and every 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
    • All team members must agree on the mission, vision, and values before you start working on the development of the strategic

This roleplay activity must occur in front of your trainer/assessor.

You will be required to complete

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

You must make appropriate changes to your report and submit a revised copy of the report incorporating consultation to your trainer/assessor before developing the strategic plan. Timeframe for this consultation session should be 10-15 mins.

Activity 3: Develop the strategic plan and risk management plan

This activity is in continuation from the previous assessment activity. Task:

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 activity 1 and activity 2. You will also need to communicate the strategic plan to key stakeholders in the organisation.

You must develop a 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.

You also need to identify the risk associated with the project and develop the risk management plan so that strategies can be developed to deal with the risk.

This assessment activity must take place in a closely simulated workplace environment.

Resources Required

Simulated workplace environment

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 you assistance throughout the assessment
• 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
• 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
• 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

You will be required to complete

1. You must complete the attached templates to develop the strategic
2. Formulate strategic objectives for the organisation in the strategic themes and priorities section of the template (based on all the previous assessment activities).
3. For each objective, develop and describe strategies that you think could be used to meet the objective in the
4. 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
5. 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
6. Identify risk
7. Develop risk management plan
8. After you have received the endorsed plan from the Board, you need to do the
   • Develop briefing materials (dot-point descriptors) for the identified responsible parties, outlining the requirements of their role in achieving the relevant
   • Develop a cover statement/letter to be sent out with the strategic plan that includes:

8.1.1              a brief overview of key objectives

8.2.1              a description of the research and process used to develop the plan.

9. 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)
10. You must develop the strategic plan in the simulated workplace
11. 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

Template: Strategic plan

Abstract

Table of Contents Abstract                                                                                                                                                                                  1 Vision                                                                                                                                                                                      3 Mission                                                                                                                                                                                   3 Core Values                                                                                                                                                                            3 Strategic Themes                                                                                                                                                                  4 Strategy Map                                                                                                                                                                         5 Business Objectives                                                                                                                                                              6 Strategic Initiatives                                                                                                                                                               7 Financial Summary                                                                                                                                                               8 Appendix – Integrated Strategy Map                                                                                                                                 9

Vision

Mission

Core Values

	Core Value	Description
Strategic Priorities
Challenges and Enablers
	Challenges		Enablers
	(Strengths)		(Weaknesses)

	(Opportunities)			(Threats)
Strategy Canvas
Using the SWOT analysis and Strategy Canvas, we have set three Strategic Priorities:
			Strategic Priorities
	Content Partnerships		Customer Service		Brand Awareness
Risk associated with the project
Risk management plan
	Plan prepared by:	Organisation:		Date:		Supervisor:
	Project name:			Description:
	Project deliverables:			Business benefits:
	Equipment:	Budget:		Start date		End date:

The simulated workplace environment must meet the following criteria:

• Follow standard operating/workplace procedures
• Use up-to-date software and equipment
• Work within stated timelines to meet deadlines
• Gain experience in the challenges and complexities of dealing with multiple tasks
• Experience prioritising competing tasks and dealing with contingencies
• Deal with customers, clients, or other colleagues
• Work with others in a team
• Communicate with diverse groups
• Find, discuss and test solutions to problems
• Explore health and safety issues in the workplace environment
• Answer practically oriented, applied knowledge questions
• Show the level of written and verbal expression sufficient for the work requirements
• Work independently and manage workload

Template: Implementation Plan (Strategic plan)

Introduction (describe the existing vision and mission and changes made to meet current and future requirements and KPIs, also discuss current approaches, additional to organisational values) KPI progress report (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.)

Communication plan (Discuss what and how the information will be communicated to the assessor/trainer including the process for oral presentation, process for implementation of plan, its progress and any refinements)

Conclusion (Discuss overall implementation strategy)

Are there opportunities for students to:                                                                                                                        

• Follow standard operating/workplace procedures
• Use up-to-date software and equipment
• Work within stated timelines to meet deadlines
• Gain experience in the challenges and complexities of dealing with multiple tasks
• Experience prioritising competing tasks and dealing with contingencies
• Deal with customers, clients, or other colleagues
• Work with others in a team
• Communicate with diverse groups
• Find, discuss and test solutions to problems
• Explore health and safety issues in the workplace environment
• Answer practically oriented, applied knowledge questions
• Show the level of written and verbal expression sufficient for the work requirements
• Work independently and manage workload

Activity 5 – Monitor the strategic plan

This activity is in continuation from the previous assessment activity

Task:

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 KPI’s 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.

Resources Required

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 you assistance throughout the assessment
• 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
• 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
• Up-to-date software and equipment such as MS Office, browser applications, and operating system.
• Timeclocks or another form of formal attendance recordkeeping to work within stated timelines to meet

You will be required to complete

In this assessment activity, you are required to monitor the strategic plan for the organisation. Applicable conditions on the assessment activity:

1. You must make appropriate changes to maintain the strategic plan developed as part of Assessment activity
2. Your updated copy of strategic plan must include the following:
   1. Updated strategies to manage KPI’s
   2. Validate findings of research and analysis occurred throughout the assessment
   3. Analysis of organisation’s internal and external environment including:
      1. background and research relevant to the plan
      2. legislation, regulations and codes of practice, including for intellectual property

• objectives, strategies and priorities

1. roles and responsibilities
2. performance indicators
3. timeframes

• consideration of co-operative ventures
• cost-benefit and risk analysis

1. monitor and evaluate the implementation of the plan and make refinements as appropriate
2. review effectiveness of planning processes and identify opportunities for
3. seek advice from the trainer/assessor wherever required
4. 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.

 Are there opportunities for students to:                                                                                                                        

• Follow standard operating/workplace procedures
• Use up-to-date software and equipment
• Work within stated timelines to meet deadlines
• Gain experience in the challenges and complexities of dealing with multiple tasks
• Experience prioritising competing tasks and dealing with contingencies
• Deal with customers, clients, or other colleagues
• Work with others in a team
• Communicate with diverse groups
• Find, discuss and test solutions to problems
• Explore health and safety issues in the workplace environment
• Answer practically oriented, applied knowledge questions
• Show the level of written and verbal expression sufficient for the work requirements
• Work independently and manage workload