|Details of Assessment|
|Term and Year||4, 2021||Time allowed||7 Weeks|
|Assessment No||1||Assessment Weighting||100%|
|Assessment Type||Strategic Workforce Plan|
|Due Date||Week 7||Room||Zoom|
|Details of Subject|
|Qualification||BSB60420 Advanced Diploma of Leadership and Management|
|Subject Name||Workforce Planning|
|Details of Unit(s) of competency|
|Unit Code (s) and Names||BSBHRM614 Contribute to strategic workforce planning|
|Details of Student|
|Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I acknowledge that I understand the requirements to complete the assessment tasks. I am also aware of my right to appeal. The feedback session schedule and reassessment procedure were explained to me.||Student’s
|Details of Assessor|
|Assessor’s Name||SHIBLEE AHMED|
|Assessment Result||Competent Not Yet Competent||Marks||/ 50|
|Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
|Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student.
Student attended the feedback session.
Student did not attend the feedback session.
|Purpose of the Assessment|
|The purpose of this assessment is to assess the student in the following learning outcomes:||Competent
|Not Yet Competent
|1.1 Analyse strategic plans to determine strategic workforce direction, objectives and targets|
|1.2 Analyse organisational environment and identify emerging practices and trends that may impact on human resource management in the organisation|
|1.3 Identify future labour needs, skill requirements and sources of labour supply|
|1.4 Identify new technology and its impact on job roles and job design|
|1.5 Review recent and potential changes to industrial and legal requirements|
|2.1 Consult relevant managers about their workforce preferences|
|2.2 Agree on workforce philosophies, values and policies with relevant managers|
|2.3 Develop strategic objectives and targets for workforce services|
|2.4 Examine options for the provision of workforce services and analyse costs and benefits|
|2.5 Identify appropriate technology and systems to support agreed workforce programs and practices|
|2.6 Contribute input from consultation into strategic workforce plan and obtain senior management support for plan|
|2.7 Analyse risks associated with strategic workforce plan and develop risk mitigation strategies|
|3.1 Work with relevant stakeholders and ensure that plan is implemented according to organisational objectives|
|3.2 Monitor and review the plan|
|3.3 Recommend adaptions to plan to account for changing circumstances|
|3.4 Evaluate and review performance against plan objectives|
|Assessment/evidence gathering conditions|
|Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.|
|Resources required for this Assessment|
|Instructions for Students|
|Please read the following instructions carefully
· This assessment has to be completed In class At home
· The assessment is to be completed according to the instructions given by your assessor.
· Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.
· Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
· If you are not sure about any aspects of this assessment, please ask for clarification from your assessor.
· Please refer to the College re-assessment for more information (Student Handbook).
STRATEGIC WPORKFORCE PLAN FOR A BUSINESS
Develop a Strategic Workforce plan for an organisation where you are currently working. If you are not currently working and do not have access to organisational documents and evidence, you may wish to use the case organisation mentioned below.
CASE ORGANISATION (If you are not using your workplace/organisation)
Note: Several information of the case organisation has been sourced from their organisational documents and website.
History and Facts
The University of Newcastle (UoN), informally known as Newcastle University, is an Australian public university established in 1965. It has a primary campus in Callaghan, a suburb of Newcastle, New South Wales. The university also operates campuses in Ourimbah, Port Macquarie, Singapore, Newcastle CBD and Sydney CBD. Historically, the University of Newcastle Medical School has implemented the problem-based learning system for its undergraduate Bachelor of Medicine program – a system later mandated for use by the Australian Medical Council throughout Australia. It pioneered use of the Undergraduate Medicine and Health Sciences Admission Test (UMAT) in the early 1990s. UMAT has since been accepted widely by different medical schools across Australia as an additional selection criterion.
The University of Newcastle is a member of Universities Australia and the Association to Advance Collegiate Schools of Business. In 2015 Times Higher Education ranked the University of Newcastle number 2 in Australia and number 30 in the world for universities under 50 years of age.
The university website is at www.newcastle.edu.au/.
Campuses and Operations
The university offers online, face-to-face, or a mix of the two, with campuses at Callaghan, Ourimbah, Port Macquarie, Singapore and Sydney CBD. The university also has three premises within the Newcastle city centre.
Newcastle (Callaghan campus): The Callaghan campus is the university’s main and largest campus. It is located in the Newcastle suburb of Callaghan situated approximately 12 kilometres (7 mi) from Newcastle CBD. The campus is placed on 140 hectares (346 acres) of natural bushland within which the university’s numerous buildings are located. The land is traditionally owned by the Pambalong Clan of the Awabakal people, a connection which has been developed by the University and is seen as a selling point for academics.
Central Coast (Ourimbah campus): Ourimbah Campus is a cross-institutional campus, with the University of Newcastle, TAFE NSW – Hunter Institute, and the Central Coast Community College each having a presence. It is located in the Central Coast suburb of Ourimbah. The Faculties of Business and Law, Education and Arts, Science and Information Technology, and Health each have a presence on the campus. In total, they provide sixteen undergraduate degree programs and one postgraduate program, five of which are exclusive to the campus. The Bachelor of Commerce program offered by Newcastle Business School via the Ourimbah campus is accredited by AACSB International.
Port Macquarie campus: The University of Newcastle has a presence on the TAFE NSW – North Coast Institute Port Macquarie campus. The university provides three degree programs at the campus, including one of the university’s enabling programs: Open Foundation.
Singapore campus: The Singapore campus is the university’s first overseas campus, which includes both the Delta campus and the Henderson campus of PSB Academy in the Central Region (Tiong Bahru) of Singapore. This new campus covers an area of 19,000 square metres (204,514 sq ft) behind the Tiong Bahru Plaza. The undergraduate Bachelor of Business and Bachelor of Commerce programs, and the Master of Business Administration offered by Newcastle Business School via the UoN Singapore campus are accredited by AACSB International.
Sydney CBD campus: The University of Newcastle Sydney CBD campus provides short courses open to the general public as well as a number of postgraduate degree programs from the Faculty of Business and Law and the English Language and Foundation Studies Centre. The postgraduate programs offered by Newcastle Business School via the Sydney CBD campus are accredited by AACSB International.
Newcastle city precinct: The University of Newcastle also has a presence on five sites within the Newcastle CBD. The School of Music and Conservatorium is located in the Civic Theatre precinct, the School of Law, Legal Centre, and Graduate School of Business are located in University House and the Newcastle Institute of Public Health is located in the David Maddison Building on the site of the Royal Newcastle Hospital. University House is a landmark Art Deco sandstone building directly opposite Civic Park. There will also be two new sites opening late 2017 which include NeW Space and The Innovation Hub both in Hunter St, Newcastle CBD and both part of the revitalization of Hunter street. The postgraduate programs offered by Newcastle Business School via the Newcastle City precinct campus are accredited by AACSB International.
GradSchool (online): GradSchool is the University of Newcastle’s dedicated hub for postgraduate coursework students. Since 2001, GradSchool has been responsible for online learning, offering graduate students from around the world convenient access to more than 60 postgraduate qualifications delivered by the University of Newcastle. Online interaction is via “Blackboard”, a web-based learning system which hosts our courses. Through Blackboard, communication is entirely online. The Master of Business Administration program offered by University of Newcastle via GradSchool is accredited by AACSB International.
Faculties and schools
The University offers certificates, diplomas and degrees through five faculties and twelve schools. The University offers Indigenous studies through The Wollotuka Institute. Additionally, the English Language and Foundation Studies Centre provide tertiary preparation programs for both domestic and international students. Below is the list of faculties and schools:
- Faculty of Business and Law
- Newcastle Business School
- Newcastle Law School
- Faculty of Education and Arts
- School of Creative Arts
- School of Education
- School of Humanities and Social Science
- Faculty of Engineering and Built Environment
- School of Architecture and Built Environment
- School of Engineering
- School of Electrical Engineering and Computer Science
- Faculty of Science and Information Technology
- School of Design, Communication and Information Technology
- School of Environmental and Life Sciences
- School of Mathematical and Physical Sciences
- School of Psychology
- Faculty of Health
- School of Biomedical Sciences and Pharmacy
- School of Health Sciences
- School of Medicine and Public Health
- School of Nursing and Midwifery
Student body and organisations
In 2011, the University had a total enrolment of approximately 36,000 students, including over 7,500 international students from more than 115 countries. The university is recognised for its commitment to equity in education, and consistently enrols more students of Aboriginal and Torres Strait Islander background than any other Australian university. It has graduated more than 60% of the nation’s indigenous doctors.
UoN Services is responsible for the social life of the university, as well as most of the commercial facilities on campus. It organises all the main entertainment events, usually performed at the University’s two licensed venues, the Bar on the Hill and the Godfrey Tanner (GT) Bar. Apart from student contributions (which have dropped significantly since the abolition of universal student unionism), the UoN Services generates income from the stores, restaurants and bars on the Callaghan and city campuses. UoN Services also funds the production of Yak Media. Yak Media includes Yak Magazine and Yak TV (formerly UTV). Yak Magazine is a monthly publication run by an editorially independent student team. Yak TV is produced by a student media production team and reports on upcoming university events, gigs and services.
Facilities and services
Library: The University of Newcastle library consists of numerous libraries across a number of the university’s campuses. They include The Auchmuty library, The Huxley library, The Ourimbah library and the City Precinct library. The largest of these is The Auchmuty Library on the Callaghan campus, which holds a significant traditional collection, including rare books and archives. In addition, the Callaghan campus has a smaller secondary library known as The Huxley library. This primarily supports a collection for a number of schools, including education, nursing, and fine arts.
The whole catalogue of the University library is available across any of its constituent libraries. The library is a member of the Council of Australian University Librarians. It also keeps New South Wales state archives that have been held by the university since 1975. The state archives reside within the University Archives, and consist of a collection of approximately 600 linear shelf metres.
Sporting facilities: The University offers access to a number of sporting facilities across its campuses. The Callaghan campus has the majority of these facilities; this includes six sporting ovals, squash & tennis courts, and a sports and aquatic centre. NUsport manages these facilities through an organisation known as “The Forum”. “The Forum Sports & Aquatic Centre, University” boasts an olympic-sized swimming pool, the second highest climbing wall in the southern hemisphere and various other sporting facilities. It is also the site of training for sport teams including the Newcastle Knights from National Rugby League (NRL), the Newcastle Jets from the A-League and the Hunter Hurricanes National League Water Polo team. The Forum also has a centre near the Newcastle CBD known as “The Forum, Health and Wellness centre, Harbourside”.
Internship services: The University works with partners including CRCC Asia and The Intern Group to arrange internship placements outside of Australia for its students.
Links to organisational documents for developing the HR strategic Plan
· UON organisational policy library – https://www.newcastle.edu.au/about-uon/governance-and-leadership/policy-library
· UON HR Online – https://www.newcastle.edu.au/current-staff/working-here/new-staff/key-online-systems/hronline-help
- UON Work Environment – https://www.newcastle.edu.au/current-staff/working-here/our-work-environment
- New Futures Strategic Plan 2016-2025 – https://www.newcastle.edu.au/about-uon/our-university/vision-and-strategic-direction/new-futures-strategic-plan-2016-2025
- Changes to Human Resource Services – https://www.newcastle.edu.au/newsroom/current-staff/changes-to-human-resource-services
- Recruitment and Selection policies and practices – https://www.newcastle.edu.au/current-staff/working-here/managing-and-recruiting-staff/recruitment
PROBLEM SCENARIO & REQUIREMENTS:
You are appointed as a HR Advisor for the organisation and your senior management requires you to review the current practices to develop a whole new Strategic Workforce Plan that must include HR supply and demand, environmental analysis, choice and use of technology for HR services, review of current Industrial Relations (IR) requirements, communication and consultation with stakeholders, cost benefit analysis for implementing HR plan, risk management plan to support HR plan, plan for implementation, and monitoring and evaluation of the plan against objectives. You must also align your Workforce Plan with the organisational mission, vision and strategies.
To complete this task you will need to acquire your organisational information and documents to conduct analysis and to prepare the plan. If you have chosen to use the CASE ORGANISATION (University of Newcastle), you will find some organisational information and links to the case scenario provided.
You are also expected to do your own external secondary research for the purpose of analysis as you will need to conduct research to identify the operating environment, legal requirements, and various other stakeholders.
You will be required to use the assessment structure as provided. Marking criteria and weights for each section are also provided within the structure.
ASSESSMENT STRUCTURE & MARKING CRTIERIA
Your Assessment – Strategic Workforce Plan must follow the Structure below that contains 18 tasks. Each task carries 5 marks that equals to 90 marks. Report formatting and referencing carries the remaining 10 marks.
|Assessment Criteria||Marks Allocated||Marks Received|
|Executive summary, company introduction and overview||5|
|Company’s mission statement and organizational objectives||5|
|Analyse strategic plans to determine human resource strategic direction, objectives and targets||5|
|Undertake additional environmental analysis to identify emerging practices and trends that may impact on human resource management in the organisation||5|
|Identify future labour needs, skill requirements and options for sourcing labour supply||5|
|Consider new technology and its impact on job roles & job design||5|
|Review recent and potential changes to industrial and legal requirements||5|
|Consult relevant managers about their HR preferences||5|
|Agree on human resource philosophies, values and policies with relevant managers||5|
|Develop strategic objectives and targets for HR services||5|
|Examine options for the provision of human resource services and analyse costs and benefits||5|
|Identify appropriate technology and systems to support agreed human resource programs and practices||5|
|Write a strategic human resource plan and obtain senior management support for the plan||5|
|Develop risk management plans to support the strategic human resource plan||5|
|Work with others to see that the plan is implemented||5|
|Monitor and review the plan||5|
|Adapt plan should circumstances change||5|
|Evaluate and review performance against plan objectives||5|
|Organisational report formatting, Structure, Language, Grammar and Referencing||10|
Strategic WORKFORCE plan
PLAN CREATED by
The University of Newcastle (UoN), informally known as Newcastle University, it is an australian university which is established in 1965. It is ab primary campus placed in Callaghan, in a Newcastle, of new south wales. It contributes to the growth and its need to make or establish a more mature HR development plan. the university of Newcastle medical school implements the program bases system of learning. It is used in undergraduate machine n pioneered which is used for health science admission test in the 1990s. the development of an HR plan is important to keep the aligned workers with their organization’s goals. A best HRD plan helps the manager to see the organization which is between organizational goals. Employees need to demonstrate what managers need to do to motivate or encourage the demonstration and acquisition of this behavior This plan helps to develop or attract the required talent which helps them in motivating for their excellent performance.
The objective to make or implement the strategies is to help the human resource development branch and the manager which overall helps the employees to attain important knowledge, attitudes and skills to do their job in a better way.
INTRODUCTION & ORGANISATION BACKGROUND
The University of Newcastle (UoN), informally known as Newcastle University. It is an Australian public university which is established in 1965. The university’s primary campus is in Callaghan in the new south wales. It also operates a campus in Port Macquarie, Ourimbah, Singapore, Newcastle CBD, and Sydney CBD. In pioneered they used the undergraduate health and medical science admission test in 1990. In 2015 they ranked number 2 in higher education in Australia and number 30 in all over the world. The university offers many face-to-face, and online courses the Callaghan campus is the biggest campus of the university. They offer many certificates, diplomas, and degrees by twelve schools and five faculties. Like business law and schools, Newcastle business school and Newcastle law school, creative schools, School of Education, School of Humanities and Social Science, Faculty of Engineering and Built Environment, School of Architecture and Built Environment, School of Engineering, and many more like this. At the university, there are 36000 students and there a total of 2,430 academic staff. They offer a variety of facilities and services to the student like a big library which includes every kind of book, sports facilities and also provides internship service. They offer internship or scholar programs to the locals and the student who are from different countries. They provide health, and safety to their employees and students. Focus on wellness. There turnover and cash flows is $60.3 million in 2019.
HR PROGRAM OBJECTIVES
The objective is to identify or Determine the need of training to help the employees align their performance with the organization’s direction and strategy: there is a need for an organizational well performance environment in an organization that reviews the current industrial relation need. To make proper and effective communication in an organization and for effective consultation with the organization and to evaluate the proper risk management. And effective cost-benefit analysis.
The objective is to give effective training to close competency existing gaps. There is a need for effective training of the employees to reduce the competency gaps there is a need for an organizational well performance environment in an organization that reviews the current industrial relation need. To make proper and effective communication in an organization and for effective consultation with the organization and to evaluate the proper risk management. And effective cost-benefit analysis.
Their objective is to help the manager in the present strategy which supports the new learning and motivates or encourages them in the demonstrations of the current or new behavior at work. They want to motivate them so that they can do the best activity to attain the organization’s goal or encourage them to do work in an effective way(Cancedda, et al., 2018).
COMPANY’S MISSION STATEMENT AND OBJECTIVES FOR WORKFORCE PLANNING
This section should include the case organisation’s mission statement and objectives related to Human Resource / Workforce Planning.
The company or university’s aim or mission is to be the world- leading university for the region. For this, they do the best practice to achieve their desired goal the University of Newcastle transfers the best exception to the student experience and helps them in preparing the students for life goals in an interconnected increasingly society or to serve the region by receiving research which matters the brining and world for global home expertise. There are values to set the standards and motive and nurture the students and staff. Their objective is to offer the best innovation in teaching and the operating environment. They are deeply connected to the different opportunities and challenges in the university regions and beyond also. Their objective is to provide flexible workings and learning programs and always support and encourage or help the student. Also, they focus on wellness for the student(Bennett, et al., 2016). The objective is to identify or Determine the need for training to help the employees align their performance with the organization’s direction and strategy: there is a need for an organizational well performance environment in an organization that reviews the current industrial relation need. The objective is to give effective training to close competency existing gaps. There is a need for effective training of the employees to reduce the competency gaps there is a need for an organizational well performance environment in an organization that reviews the current industrial relation need. Their objective is to help the manager in the present strategy which supports the new learning and motivates or encourages them in the demonstrations of the current or new behavior at work(Crawford,& Germov, 2015).
ENVIRONMENTAL ANALYSIS TO IDENTIFY EMERGING HR PRACTICES AND TRENDS
In this section you are required to conduct an environmental analysis using the PESTLE template provided below. You may wish to add/reduce the bullet points depending on the number of factors identified for the workforce planning of the organisation. Refer to factors listed on https://rapidbi.com/pestle-analysis-hr-department/ for analysing your organisation.
PESTLE Analysis template
· Public funding
· Outside students
· Government taxes and regulations.
· Weak job market.
· Student debt.
· Willingness to study.
· Acceptance of dept.
· Distance between home and college (Zalengera, el al., 2014).
|Technical / technological factors:
· Augmented learning.
· Online alternatives.
· Adoption plan.
· Sexual violence.
· Risky student behavior.
· Temperature which is inappropriate.
· Noise and space problem.
FUTURE LABOUR NEEDS, SKILL REQUIREMENTS AND SOURCING LABOUR SUPPLY
The predication of the requirement of labour this will help to predict the future needs of the organization and if we predict the future need in advance it helps a lot in selecting the best candidate and also for the best member for the organization to achieve the desired goal. It helps to balance the demands for student satisfaction it is also helpful in reducing or avoiding overstaffing. In the future may be the student the total number of students is arising for this the university wants more staff who are responsible and who are able to provide good guidelines to the employees. The university can use a source for hiring the staff by using many way the university can give advertisement in the newspaper or in magazines or any job portal or website of the university they can also use the social media for it. University can mention all requirements in that advertisement then they take the interview or select the best candidate(Bakhshi, et al., 2017).
TECHNOLOGIES TO BE USED AND ITS IMPACT ON JOB ROLES & JOB DESIGN
Effective greater to data, analysis tools or telecommunication which allows works and focus on more social interactions. It allows to continuous improvement and collaboration with the employees and also improvement in their working and in technology also which allows may high skills job and motivation which is intrinsically and more enabling skills, tasks, and decentralization. Effective Technology helps businesses to keep business fully managed and organized.
Effective management technology allows and helps in building, delegating, and reviewing, and assessing the managers and employees can get easily supervised in workplace activity(Cascio,& Montealegre, 2016).
The three HR systems in the organization are
HCM, HRMS, HRIS.
REVIEW RECENT AND POTENTIAL CHANGES TO INDUSTRIAL AND LEGAL REQUIREMENTS
In this section you are required to review and discuss the recent changes to industrial and legal requirements that may affect your organisational employment practices. To review your industry you will need to visit FAIRWORK Commission’s website at www.fairwork.gov.au.
The new changes in the legal and industrial requirements are the maximum amount of hours overtime for the employees to grow which is 50 hours to 125 hours. This is a new hour’s laws of the employees. This offers businesses flexibility which is to switch to 4 days of work in a week and hire people On weekends. And aside from that employees are able to receive all other expenses. And their rights which are employment contract, employees wages, code of conduct, leave policy and all the other things.
CONSULT RELEVANT MANAGERS ABOUT THEIR HR PREFERENCES
In this section you are required to consult relevant managers about their preferences to the HR systems. To do this, you will need to send a formal email to your senior management to get their feedback and preferences on the HR systems to be used.
|Email Communication Template
The University of Newcastle
Subject: feedback on HR system
To: operational manager
Dear Senior Management,
This email is written with the intention to ask you for feedback. In our organization, there is a lack of effective HR planning and services for this staff and employees for this we hire a new HR and we start or plan for new hr policies and plans. So please check the entire plan and alternate it if needed.
AGREE ON HUMAN RESOURCE PHILOSOPHIES, VALUES AND POLICIES WITH RELEVANT MANAGERS
In this section you are required to agree on their choice of HR system and the policies that they have approved. Write a formal reply email to agree on their choice of HR/Workforce policies and the HR system.
|Email Communication Template
The University of Newcastle
Subject: feedback on HR system
To: human resource
Dear human resources,
This mail is regarding the approval of plan dear hr your plan and new policies regarding organization is has been approved we can implement is as soon as possible and also the senior management and other members as impressed with your performance we like to wish you all the best and keep it up.
STRATEGIC OBJECTIVES AND TARGETS FOR HR SERVICES
Human resources have to develop a good plan which had an understanding of the organization’s objectives.
We have to evaluate the capabilities of HR.
We have to analyze the current policies of HR and also, and we have to estimate the organization of future HR needed to identify the tools need for the employees to do the job.
HR has to do the following practice like hiring for a suitable and effective person.
Promote volunteer relationships and job satisfaction. There process of analyzing, forecasting, supply and demand, and filling the gaps. It is mandatory.
We can measure our work with the KPIs such as
Customer satisfaction, student satisfaction, cost efficiency, revenues, time, and profit margin.
OPTIONS FOR HR SERVICES AND COST-BENEFIT ANALYSIS
In this section you are required to examine options for the provision of human resource services and discuss the costs and benefits of your strategic workforce plan.
This group involves activities of human resources which is for management services to the employer. It is skilled manpower that should be produced in all the areas. The benefits are related to the preparing for future, identifying workforce differences, planning for change, reducing hiring cost or improve hiring process and human resource process with organizational strategy, talent driving investment and determine the talent gaps. It should include all future present and solutions.
IDENTIFY APPROPRIATE TECHNOLOGY AND SYSTEMS
The technology system which is used to communicate the plan in the organization is they can communicate with telephones, over the internet, emails, they can do face-to-face meetings or over a phone call, an organization can send emails to their employees and also understand them in the face to face group or in a personal meeting.
STRATEGIC HUMAN RESOURCE PLAN BRIEF AND OBTAIN MANAGEMENT SUPPORT
In this section you are required to write a strategic human resource plan brief and obtain senior management support for the HR/Workforce plan.
An effective strategic plan is very important for the organization n this everything is mention about the company like its new policies about the recruitment and everything. , there is a lack of effective HR planning and services for this staff and employees for this we hire a new HR and we start or plan for new hr policies and plans. So please check the entire plan and alternate it if needed.
DEVELOP RISK MANAGEMENT PLANS TO SUPPORT THE STRATEGIC HUMAN RESOURCE PLAN
In this section you are required to use the table below to identify possible risks to implementing the HR system and the new HR policies and procedures. You are also required to mention your risk management strategies to all the risks identified.
|POSSIBLE RISKS||RISK MANAGEMENT STRATEGY|
|LACK of communication||There must be effective communication in the organization and also it is very important for the business to have a good communication.|
|Cyber crime||Cybercrime and security risk or fraud risk is very big risk there must be strong privacy for that.,|
|Competitors||Competitor organizations have to look after the competitor and what techniques they use to influence customers.|
|Reputation risk||There is reputation risk because of fraud so business have to aware of it (Audrito, et al., 2021).|
WORK WITH OTHERS TO SEE THAT THE PLAN IS IMPLEMENTED
In this section you are required to send a memo to all departments to notify that the new HR system has been implemented and all employees should communicate to HR via the new systems for getting HR services such as payroll, absences, leaves, benefits and other employment issues. You are required to use the memo template below for this section.
All employees are request to clearly understand new policy by HR this is implemented in all over the organisation now the leave, salaries, payroll, absences, leaves, benefits and other employment issues have some alteration the benefit is all about and depend on the work and benefit are according to your work performance if you have some organisation related issues you can discussed with hr.
MONITOR AND REVIEW THE PLAN
We can review he plan in weekly, monthly or in a six-month plan.
The manager can write the daily reports on it.
Reviewing the project plan from time to time. Or address the issues and updating the list of action(Snoeck, et al., 2019).
ADAPT PLAN SHOULD CIRCUMSTANCES CHANGE
We can write an email regarding this or discuss it in a face-to-face meeting that there is a salary rise for all the employees and managers for all level manager can announce it in a meeting that the salary is increased $10000 every year. And there is 2% increment in salary every year.
EVALUATE AND REVIEW HR PLAN PERFORMANCE
We have to evaluate or review the plan We can review he plans in the weekly, monthly, or in a six-month plan.
The manager can write the daily reports on it.
Reviewing the project plan time to time. Or address the issues and update the list of actions. Managers can alternate plans or change some policies if needed(Tieland, et al., 2015).
APPENDIX AND REFERENCES
Audrito, G., Casadei, R., & Torta, G. (2021, September). Fostering resilient execution of multi-agent plans through self-organisation. In 2021 IEEE International Conference on Autonomic Computing and Self-Organizing Systems Companion (ACSOS-C) (pp. 81-86). IEEE.
Bakhshi, H., Downing, J. M., Osborne, M. A., & Schneider, P. (2017). The future of skills: Employment in 2030. Pearson.
Bennett, A., Motta, S. C., Hamilton, E., Burgess, C., Relf, B., Gray, K., … & Albright, J. (2016). Enabling pedagogies: A participatory conceptual mapping of practices at the University of Newcastle, Australia. University of Newcastle, Australia.
Cancedda, C., Cotton, P., Shema, J., Rulisa, S., Riviello, R., Adams, L. V., … & Binagwaho, A. (2018). Health professional training and capacity strengthening through international academic partnerships: The first five years of the Human Resources for Health Program in Rwanda. International Journal of Health Policy and Management, 7(11), 1024.
Cascio, W. F., & Montealegre, R. (2016). How technology is changing work and organizations. Annual review of organizational psychology and organizational behavior, 3(1), 349-375.
Crawford, T., & Germov, J. (2015). Using workforce strategy to address academic casualisation: a University of Newcastle case study. Journal of Higher Education Policy and Management, 37(5), 534-544.
Snoeck, A., Udenio, M., & Fransoo, J. C. (2019). A stochastic program to evaluate disruption mitigation investments in the supply chain. European Journal of Operational Research, 274(2), 516-530.
Tieland, M., Verdijk, L. B., de Groot, L. C., & van Loon, L. J. (2015). Handgrip strength does not represent an appropriate measure to evaluate changes in muscle strength during an exercise intervention program in frail older people. International journal of sport nutrition and exercise metabolism, 25(1), 27-36.
Zalengera, C., Blanchard, R. E., Eames, P. C., Juma, A. M., Chitawo, M. L., & Gondwe, K. T. (2014). Overview of the Malawi energy situation and A PESTLE analysis for sustainable development of renewable energy. Renewable and Sustainable Energy Reviews, 38, 335-347.