Assessment Task 1 - Manage Workforce Pla PDF

ABN - 31 114 584 940 RTO Provider - 91153 CRICOS Code: 02672K
Level 2,396 Pitt Street, Sydney NSW 2000 Australia

Tel: +61 2 9264 2223 Email: info@greenwichcollege.com.au
Web: www.greenwichcollege.com.au
Task 1: Research workforce requirements and develop

workforce planning
Performance objective
This task requires you to demonstrate skills and knowledge necessary to research workforce requirements within
an organisational context and to develop workforce planning.
Assessment description
In response to a simulated business, you will research workforce requirements, review organisational strategic
plans and develop a report outlining your proposed workforce plan to meet organisational strategic objectives.
Assessment Task 1 Assessment Task 2 Assessment Task 3
Workforce Staffing action Organisational

planning report plan climate survey
Communications Workforce Evaluation

strategy planning report
presentation
Risk management
and contingency
plan
Procedure
1. Review the JKL simulated business documents in Appendix 4, Task 1 and the scenario below.
JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts to
industry, with a rental division leasing forklifts and small trucks.
The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth,
Adelaide and Canberra.
After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales
rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide
JKL with an advantage in range over its competitors.
Sales results over the past five years have indicated strong growth in forklift and truck sales, which
have averaged 10% sales growth per annum. The rental market has been in decline for the past
three years due to the reduced costs of these vehicles and some taxation benefits for purchases of
these vehicles.
Taking the sales opportunity will, however, entail some significant changes, including significant
changes to company structure and operations. The company will reposition itself to focus solely on
retail sales and service and exit the rentals market, in which forces such as competition and
consumer choice reduce potential profitability.
The changes will necessarily impact workforce planning. The company will need to ensure it has the
right people with the right skills at the right time to achieve objectives. JKL will need to closely
monitor turnover and recruitment and implement strategies to retain skilled people and ensure critical
roles are filled. In accordance with the organisation’s values, JKL intends (to the extent feasible) to
recruit from within the company and up skill or re skill existing rentals employees who wish to remain
with the company.
As an HR consultant, you have been contracted by JKL to review workforce requirements and
develop workforce objectives and strategies. To complete this task, you will need to assess factors
that may affect workforce supply, such as internal labour resources and the external labour market.
2. Using the information provided in Appendix 1, review:
a. current data on staff turnover and demographics
b. projections for future workforce needs.

Manage workforce planning – BSBHRM13
Task 1: Research workforce requirements and develop workforce planning
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3. Using appropriate sources, investigate the external environment:
a. external factors that may affect workforce supply
b. relevant industrial relations information, such as modern awards, conditions, rights and
responsibilities of workers and management
c. relevant government policy.
4. Using the results of your review of internal and external data and simulated business documentation, such
as strategic or operational plans, develop a workforce planning report containing:
a. An executive summary: a short summary of the contents of the report.
b. A discussion of organisational need. including current and future situation with respect to workforce
capability:
i. a description of the organisation’s requirements for a skilled and diverse workforce
ii. a discussion of the data you have considered and analysis of the impact on organisational
objectives, including:
(1) internal and external labour supply predictions
(2) external conditions, for example, government policy
(3) organisational future demand and predictive techniques used.
c. Recommended actions:
i. Your proposed objectives for the modification of the workforce and retention of the workforce
in line with strategic objectives through FY 2016–17. Ensure you develop objectives for
sourcing skilled labour and promoting from within by:
(1) developing skills and organisational capability
(2) retaining skilled labour
(3) promoting workforce diversity.
ii. Your proposed strategies for realising each of the objectives above.
iii. Your proposed process for developing detailed targets consistent with objectives in
consultation with managers.

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5. Develop a communication strategy using the template provided in Appendix 2:
a. Plan communication and consultation activities to be undertaken to communicate, and seek
approval and endorsement for, proposed workforce planning measures from stakeholders,
including:
i. senior management
ii. line management
iii. workers.
b. Include in your communication strategy a broad plan to communicate implementation of the
workforce plan to senior management.
Note: This communication activity will be planned in detail and undertaken in Assessment Task 2.
6. Develop a risk management and contingency plan using the template provided in Appendix 3. Assess risk
and develop contingency planning for the three workforce objectives and strategies discussed in your
report. At least one risk management and contingency plan must be in response to an extreme situation.
7. Submit all documentation as per specifications below. Please keep copies for your records.
Note: For Assessment Tasks 2 and 3, you will need to refer to work submitted for this assessment task.

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Specifications
You must provide:
● a workforce planning report
● a communication strategy
● a risk management and contingency plan.
Your assessor will be looking for evidence of:
● communication and leadership skills to:
○ explain the need for change
○ gain senior management support for workforce planning initiatives
● literacy skills to read and write reports and succinct workforce plans
● numeracy skills to work with data and predictions about labour supply information
● analytical skills to review data according to the needs of the organisation
● technology skills to:
○ communicate with key stakeholders
○ support HR functions, including data collection and managing information according to legislation
and organisational policies
● knowledge of current information about external labour supply relevant to the specific industry or skill
requirements of the organisation
● labour force analysis and forecasting techniques.

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Appendix 1: Workforce Data
The following staff turnover and demographics data was gathered from the JKL accounting and payroll system
and HR management system.
Current HR workforce turnover and demographic data
Turnover FY 2013–14 (29%)
Position Number Number Reasons for leaving

exits staff
Senior manager 1 4 1. Retirement

2. Other opportunities
Branch manager 2 6 1. Retirement
2. Other opportunities
Line manager 3 18 1. Lack of opportunity
2. Unhealthy work culture
3. Retirement
Sales force and customer 25 80 1. Lack of opportunity
service 2. Lack of recognition
Mechanic 10 32 1. Better opportunities elsewhere
2. Lack of recognition
Demographics FY 2013–14
Position Number Number Number Aboriginal or

women Torres Strait Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 12 2 0
Sales force and customer service 80 70 0
Mechanic 32 3 0

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Future needs
FY 2014–15
Position Number Probability of successful filling of position
Senior manager 4 0.9
Branch manager 6 0.9
Line manager 12 0.9
Sales force 84 0.8
Mechanic 34 0.7
FY 2015–16

Line manager 12 0.8
Sales force 90 0.7
Mechanic 36 0.6
FY 2016–17

Line manager 12 0.8
Sales force 102 0.7
Mechanic 38 0.5

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Workforce requirements (historical data and projected data)
Sales force
The sales force is critical for achieving revenue targets. Revenue is closely correlated with average staff levels at
each location (R2= 0.9782). Future staff requirements (x) have been calculated by substitution into the
regression equation (y=0.3717x +0.2175)
8
7
y = 0.3717x + 0.2175
6
R² = 0.9782
5
Sales ($M)
4
3
2
1
0
0 5 10 15 20
Number of staff at location
Financial year Numbers of sales/customer service personnel Revenue

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

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Mechanics
As the business expands, more mechanics will be needed to satisfy demand.
Financial year Numbers mechanics required

FY 2009–10 25
FY 2010–11 30
FY 2011–12 30
FY 2012–13 30
FY 2013–14 32
FY 2014–15 38*
FY 2015–16 42*
FY 2016–17 45*
*Projected requirements
The business has red-flagged sourcing skilled mechanics with advanced IT and technical skills as a potential risk
area for the business.

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Appendix 2: Communication Strategy
Communication objectives:
(aligned to workforce objectives and
organisational strategic goals)
Audience:(characteristics/receptivity Message: Strategy: media, approach, rationale: Resources/budget:(if Person:
to message) (why it will communicate message and applicable, estimate)
meet objectives)

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Appendix 3: Risk Management and Contingency Plan
Workforce objectives: Risk likelihood: Risk consequence:
Workforce objective:
Risk mitigation strategy or contingency plan:

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Appendix 4
JKL risk management action plan
Risk Risk
Risk Controls Monitoring Timelines Responsible
likelihood impact
JKL fails to meet Medium high Tightly plan and manage skills and capability Scorecard results Monthly and Managers at
revenue goals quarterly each level
Financial statements reporting
JKL fails to Medium High Manage performance and adherence to Revenue figures Monthly and Managers at
expand market organisational values quarterly each level
share Customer reporting
Regular training
JKL fails to Medium High Manage performance and adherence to HRMS statistics: Monthly and Managers at
recruit and organisational values quarterly each level
● training
retain staff in reporting
Take steps to become an Employer of Choice numbers
areas of critical
need (steps TBD) ● recruitment
(management, figures
Plan strategic approach to workforce and
salesforce, staffing for three years in alignment with ● turnover
mechanics) organisational goals Internal climate
survey results
Consult to complete shorter term (yearly
staffing plans in business partnership with
relevant managers in alignment with
workforce strategic planning)

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Risk Risk
Risk Controls Monitoring Timelines Responsible
likelihood impact
JKL fails to Low High Manage performance and adherence to HRMS statistics: Monthly and Managers at
comply with organisational values quarterly each level
● demographics
legislative reporting
requirements Regular review of legislative environment Audit results Individual staff
and relevant policies and contractors
Internal climate
survey results

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Business and strategic planning FY 2014–15
Mission
JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We
deliver value to customers and investors through our highly trained, motivated, and expert workforce.
Vision
JKL Industries believes in developing and unlocking the potential of its people to allow the company to become
the leading supplier of forklifts, small, medium and large trucks in Australia.
Company values
● Performance excellence
● Value for investors, customers and employees
● Personal and professional development
● Diversity
● Sustainability.
Strategic planning
Goals Strategic objectives Operational objectives
Provide value to Increase overall Reduce costs through negotiations with
investors and profitability by 10% over suppliers
owners next three years Reduce costs through HR management
efficiencies
Increase revenue by through providing
increased customer value
Exit underperforming markets; JKL will
withdraw from the rental market and
close the rental division within the next 18
months
HR partners with business HR completes scan of external conditions
to help business achieve and market/industry forces impacting
financial goals competitiveness and capability
development
Provide value to JKL will continue to sell Provide quality customer service
customers and service forklifts and JKL will expand existing branches to
expand their market include the sale of medium and large
share by 7% within the trucks within 18 months
next 12–18 months
HR partners with business HR partners with front line managers to
to help business meet help them meet the needs of customers
customer needs through motivated, competent and well-
equipped staff
Provide required training Deliver training to upskill rental employees
to meet workforce needs
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Goals Strategic objectives Operational objectives
Develop Recruit Conduct workforce planning through
workforce FY 16–17
potential Complete implementation of staff
planning for FY 2014–15
Conduct skills audits and needs analysis
for all roles to be filled by recruitment
strategy
Ensure all critical roles are filled to meet
revenue targets
Become an Employer of Provide personal development plans for all
Choice employees
Retain managerial talent through rewards,
promotion and training
Provide best in industry programs
incentives and HR services
Manage performance and Complete twice-yearly performance
adherence to reviews
organisational values Communicate organisational values and
code of conduct
Build culture of excellence: eliminate
discrimination and promote diversity in
workforce
Promote levels of diversity in workplace
proportional to percentage of population
Continuously Monitor performance in Monitor management inputs, such as
improve all areas of strategy and completion of reporting and coaching
operations and operational efficiency requirements
management Monitor stock turns of forklifts, trucks, etc.
efficiency Monitor HR service delivery efficiency

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Operational plan
JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include
human resources and workforce planning, performance management, physical and financial resources and
workflow.
Human resources
The organisation is currently using a HR business partner model with a human resources officer aligned to each
of the three key business areas: sales, fleet rentals, and service.
JKL employees over 190 personnel in the following categories (see organisation chart).
HR
Centres of
Manager and Senior
Excellence
Business Partner
Human Resources
Officer (BP)
Sales
Sales Consultants
Manager
Operations Manager
Administrative
Assistants
Human Resources
Officer (BP)
Customer service
Branch Managers Rentals Manager
Consultatnts
Administrative
Managing Director Assistants
Human Resources
Officer (BP)
Mechanics
Service Manager
Apprentices
Finance and
Administration Accounts Manager Accountants
Manager
Administrative
Assistants
The Managing Director reports to a Board of Directors and is based in the Sydney head office, along with the
Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to
the Operations Manager and heads up the HR centres of excellence that include recruitment, learning and
development, and employee relations and services. At each of the state-based sites there is a branch office

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consisting of an office building, warehouse, service department and sales office. The HR officers (Business
Partners) report to both the HR Manager at head office and their respective managers in the branches.
A summary of human resources at each location in FY 2013–14 appears below:
Sydney head office
Personnel:
● 30 full-time and casual sales and customer service people (10 sales consultants;
5 rental consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative
assistants
● accounts manager and 2 accountants
● senior management team (3) + 1 branch manager (operations manager, HR
manager, finance and administration manager)
● CEO and managing directors.
Branches
Each branch employs the following personnel:

● 30 full-time and casual sales and customer service people (9 sales consultants;
4 rental consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative
assistants
● branch manager.
Office requirements
Sydney Head office
● size: 15,000 square metres (~70% space available for sales and rentals; ~25
available for servicing)
● large mezzanine office space (occupied by Senior Management Team)
● loading bay with large capacity.

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Branches
● average size: 12,000 square metres (~70% space available for sales and rentals;
~25 available for servicing)
● large mezzanine open-plan office space with separate access (was previously
rented out to a telemarketing company)
● loading bay with large capacity.
Operating capital requirements

JKL requires approximately $13 million in working capital to sustain the business and ensure it meets all
opening and ongoing financial obligations.
Operational expenses
Wages, salaries $6,000,000

Consultancy fees $150,000
Communication expenses $120,000
Marketing $2,400,000
Premises expenses $3,000,000
Insurance $356,000
Depreciation and amortisation $540,000
Office supplies $180,000
Training $180,000
Total expenses $12,926,000
Insurance requirements
JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000
per year.
Operational workflow
Sales
1. Negotiate with suppliers.
2. Receive and warehouse products.
3. Provide service and information to customers.
4. Receive payment.
5. Arrange delivery of items (if required).
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Rentals
1. Conduct market research to determine needs.
3. Receive and warehouse rental products.
4. Provide service and information to rental customers.
5. Receive payment.
6. Arrange delivery of items (if required).
Service
1. Conduct market research to determine needs.
3. Receive and warehouse service supplies.
4. Provide service and information to service customers.
5. Receive payment.
JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.
Operating hours
JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational year-round except federal and state
holidays (as they apply to each branch).
Risk management strategy and plan

Introduction
JKL recognises that risk management is an essential component of good management practice and is
committed to the proactive management of risks across the organisation. The strategy is designed to:
● identify, evaluate, control and manage risks, including environmental risks
● ensure potential threats and opportunities are identified and managed
● inform store management, partners and staff members about their roles, responsibilities and
reporting procedures with regards to risk management
● ensure risk management is an integral part of planning at all levels of the organisation.
Guiding principles
JKL is committed to achieving its vision, business objectives and quality objectives. This will be achieved
through the proactive management of risk at all levels of the organisation. JKL acknowledges that embracing
innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore
capable of being subject to realistic risk mitigation processes.

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Responsibility and authority
Store managers/partners have responsibility for ensuring that risk management is in place.
Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of
this document) on a monthly basis.
Staff support and implement policies approved by the partners.
Key risk indicators will be identified, closely monitored and action taken where necessary, by all employees of
JKL.
Risk management framework

This framework encompasses a number of elements that together facilitate an effective and efficient
operation, enabling JKL to respond to a variety of operational, financial, commercial and strategic risks. These
elements include:
● Policies and procedures: A series of policies underpin the internal control process.
● Reporting: Decisions to rectify problems are made at regular meetings of the partners and
management.
● Business planning and budgeting: The business planning and budgeting process is used to set
objectives, agree on action plans and allocate resources. Progress towards meeting business plan
objectives is monitored regularly by the partners. Contingency planning is undertaken as required.
● Risk management review: The partners are required to report monthly.
● External audit: The final audit of financial statements is controlled by an external chartered
accountant who provides feedback to the partners.
Definitions
Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or
consequence of the risk as high, medium or low. High includes either a significant shortfall of around 40% in
achieving budget or a significant reduction in ability to function in such a way as to achieve company goals.
Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function, and low
indicates minor reductions in achieving budget or minimal reduction in performance.
JKL policies and procedures

JKL has a number of policies and procedures to support its core values and to ensure compliance with
legislative requirements.
Code of conduct
JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from
satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business
with integrity and in accordance with the core values of the organisation.
Employees and officers of JKL are expected to:

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● respect and support the core values of the organisation:
○ performance excellence
○ value for investors, customers and employees
○ personal and professional development
○ diversity
○ sustainability
● respect others and treat others (colleagues, managers, reports, clients, customers and organisational
stakeholders) with fairness
● act in accordance with relevant legislation, standards and industry codes of practice
● act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest
● protect the privacy of others in accordance with organisational privacy and recordkeeping policies.
Legislative requirements
It is company policy to comply in all respects with local, state/territory, and federal government legislation. The
relevant legislation that needs to be complied with includes:
● Competition and Consumer Act 2010
● Disability Discrimination Act 1992
● Workplace Gender Equality Act 2012 (Cwth)
● Fair Work Act 2009
● Freedom of Information Act 1982
● Privacy Act 1988
● Racial Discrimination Act 1975
● Safety, Rehabilitation and Compensation Act 1988
● Sex Discrimination Act 1984
● state and territory health and safety legislation.
JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to
their position.
Managers and employees of JKL are expected to conduct their operations in a manner consistent with all
relevant legislation.
Relevant legislation is available for reference through senior management, HR or via access to the internet.
State legislation and summary notes are accessed on state government websites.
A guide to accessing federal and state legislation, court decisions, key national and state bodies and research
tools is available at:
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● Parliament of Australia, ‘Key internet links on Australian law’, viewed March 2014,
<http://www.aph.gov.au/About_Parliament/Parliamentary_Departments/
Parliamentary_Library/Browse_by_Topic/Auslaw>.
Health, safety and rehabilitation policy

The purpose of this policy is to state the organisation’s commitment to reducing and managing health and
safety risks, and delivering workers’ compensation and rehabilitation and first aid training.
This policy applies to all officers, employees and contractors of JKL.
Applicable legislation includes:
● Safety, Rehabilitation and Compensation Act 1988 (Cwlth)
● Work Health and Safety Act 2011 (NSW)
● state health and safety Acts that apply to each branch (check your state’s legislation)
● Workers’ Compensation Act 1987 (NSW)
● Workplace Injury Management and Workers’ Compensation Act 1988 (NSW).
The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the
work health and safety is further detailed as part of the JKL Work Health and Safety Management Standards.
Workplace harassment, victimisation and bullying policy

The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of
bullying and harassment in the workplace. All employees have the right to conduct their work within a fair,
supportive, high-performance environment.
Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL.
Staff members found to be harassing or bullying other members of staff or customers will face disciplinary
action ranging from counselling and performance management to summary dismissal.
Relevant legislation may include, but is not limited to:
● Anti-Discrimination Act 1977 (NSW).

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Anti-discrimination and equal opportunity policy
The purpose of this policy is to underscore the organisation’s commitment to the fair treatment of all
personnel and customers.
JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals
and groups to operate in an environment free of discrimination.
Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL. It is embedded in
policies, practices and forward planning.
JKL recognises the importance of diversity in achieving our vision.
JKL understands the business environment and actively assists customers to reach their optimum potential. Our
primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing
diversity is pivotal to achieving its vision.
A welcoming, supportive environment will be provided leading to positive learning and employment, and
individuals having the opportunity to reach their optimum potential.
At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to
operate in an environment that is free from discrimination on the grounds of:
age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical
features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender
identity; sexual orientation; parental or carer status; employment activity; or personal
association with any individuals with these characteristics.
Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or
harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly,
impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is
illegal. Complaints may also be lodged with a relevant government agency or regulatory body.
● Anti-Discrimination Act 1977 (NSW).
JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This
legislation is detailed at:

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● ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed March 2014,
<http://www.humanrights.gov.au/our-work/legal/
legislation>.
Privacy policy
The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees
and customers.
Customer information is treated under the following rules.
Organisations must ensure that individuals are aware their personal

information is being collected, why, who it might be passed on to and that
Collection
they can ask the organisation what personal information it holds about
them.
Personal information may not be collected unless it is necessary for an
Use organisation’s activities and must only be used for the purpose it was
collected.
Data Organisations must take steps to ensure that the personal information they
quality collect is accurate, complete and up-to-date.
An organisation must take reasonable steps to protect the personal

Data
security information it holds from misuse and loss and from unauthorised access,
modification or disclosure.
An organisation must have a policy document outlining its information
Openness
handling practices and make this available to anyone who asks.
Access and Generally, an organisation must give an individual access to personal

correction information it holds about the individual on request.
Generally, an organisation must not adopt, use or disclose an identifier that

Identifiers
has been assigned by a Commonwealth government agency.
Organisations must give people the option to interact anonymously
Anonymity
whenever it is lawful and practicable to do so
An organisation can only transfer personal information to a recipient in a
Transborder
data flows foreign country in circumstances where the information will have
appropriate protection.
Sensitive information (such as about someone’s health, political opinions or
Sensitive
information sexual preference), may only be collected with the consent of the individual
(unless a public interest exception applies).
JKL takes care to respect employees to privacy and fully complies with our obligations under relevant
legislation. Employee records are exempt from the Privacy Act. Records include:
● employee records and personnel files
● referee reports
● workplace surveillance and monitoring.

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Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees
through:
● providing access to own records where available or practicable for correction
● undertaking not to pass on data to others or external parties except for the strict purposes of
undertaking JKL business or without express permission.
● Privacy Amendment (Private Sector) Act 2000.
Recordkeeping policy
The purpose of this policy is to outline the organisation’s approach to recordkeeping.
At JKL, records management systems are based on developing and implementing recordkeeping policies,
procedures, and practices to meet the operational needs of the organisation and that comply with externally
imposed standards such as legislation.
Implementation strategies for recordkeeping systems include:
● ensuring the system to meets all of the operational and strategic needs of JKL
● documenting the system (see procedures)
● training personnel to create and store records
● setting standards for recordkeeping and monitoring the use of systems
● ensuring all legislative requirements are met, including for retention periods.
JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records
Management.
● anti-discrimination legislation.
Recordkeeping procedures
File management
Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day
working files.

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Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the
network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike
the servers which are backed up automatically, data on your own computer is not backed up and your work
may be lost if you experience a system crash.
If you use a laptop and require access to files offsite, you will be set up with remote access to server files away
from the office.
When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your
department.
To ensure privacy, all employee records and information gathered from employees must only be used for the
stated purpose of collection and must be kept on a secure HRMS server.
Filenames
Filename should include authors last name, title of report (or abbreviated title of report), and date of
submission.
Back-ups
Back-up copies of all electronic files on the server are made twice weekly.
If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure
local copies of company files are backed up.
Vocational education and training, apprenticeships and traineeships policy

The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and
developing its people.
JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices
and trainees are rostered on each shift with at least one vocationally competent person who supervises the
apprentice/trainee’s work and performance of duties.
JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government
websites.
● Australian Apprenticeships, viewed March 2014, <http://www.australianapprenticeships.gov.au/>.
Performance management policy

The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing
workforce capability and developing its people.
Performance reviews should be held twice yearly by managers. Performance should be monitored against
agreed KPIs and feedback provided on a regular basis.

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● anti-discrimination legislation
● equal employment opportunity legislation.

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ABN - 31 114 584 940 RTO Provider - 91153 CRICOS Code: 02672K

Level 2,396 Pitt Street, Sydney NSW 2000 Australia

Task 1: Research workforce requirements and develop

an organisational context and to develop workforce planning.

Assessment Task 1 Assessment Task 2 Assessment Task 3

Workforce Staffing action Organisational

Communications Workforce Evaluation

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

a. current data on staff turnover and demographics

b. projections for future workforce needs.

a. external factors that may affect workforce supply

responsibilities of workers and management

c. relevant government policy.

as strategic or operational plans, develop a workforce planning report containing:

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

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

(1) internal and external labour supply predictions

(2) external conditions, for example, government policy

(3) organisational future demand and predictive techniques used.

sourcing skilled labour and promoting from within by:

(1) developing skills and organisational capability

(2) retaining skilled labour

(3) promoting workforce diversity.

consultation with managers.

Manage workforce planning – BSBHRM13

a. Plan communication and consultation activities to be undertaken to communicate, and seek

ii. line management

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

workforce plan to senior management.

Manage workforce planning – BSBHRM13

You must provide:

● a workforce planning report

● a risk management and contingency plan.

Your assessor will be looking for evidence of:

● communication and leadership skills to:

○ explain the need for change

○ gain senior management support for workforce planning initiatives

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

● technology skills to:

○ communicate with key stakeholders

requirements of the organisation

● labour force analysis and forecasting techniques.

Manage workforce planning – BSBHRM13

and HR management system.

Current HR workforce turnover and demographic data

Turnover FY 2013–14 (29%)

Position Number Number Reasons for leaving

Senior manager 1 4 1. Retirement

Position Number Number Number Aboriginal or

Manage workforce planning – BSBHRM13

Position Number Probability of successful filling of position

Senior manager 4 0.8

Position Number Probability of successful filling of position

Senior manager 4 0.8

Manage workforce planning – BSBHRM13

regression equation (y=0.3717x +0.2175)

Financial year Numbers of sales/customer service personnel Revenue

Manage workforce planning – BSBHRM13

Financial year Numbers mechanics required

Manage workforce planning – BSBHRM13

Manage workforce planning – BSBHRM13

Workforce objectives: Risk likelihood: Risk consequence:

Risk mitigation strategy or contingency plan: