BSB50615 Diploma of Human Resources Management
Module 2 – Recruitment and induction
Assessment 1 – Case Study – Working Office Pty Ltd
BSBHRM506 Manage recruitment selection and induction processes
BSBLED502 Manage programs that promote personal effectiveness
Version 5
Template 1
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You are to review the case study ‘Working Office Pty Ltd’ and answer a range of questions relating to the case
study.
You have been brought on board to assist the Human Resources Manager in developing a recruitment strategy in
particular for the expansion project but also as an ongoing strategy in order to provide structure and framework
around recruitment as a whole.
Part A – Understanding the business and developing policies.
1) From the case study and in particular the strategic and operational plans, summarise the objectives of
Working Office Pty Ltd for the next 2 years. Identify the policies relevant to these objectives?
2) Develop a recruitment, selection and induction policy/s for Working Office Pty Ltd as well as the
procedures to support this policy including any checklists, forms, and/or supporting documentation.
3) Arrange a time to meet with your assessor to discuss your recruitment, selection and induction procedures,
checklists, forms and supporting documentation. Your assessor will assume the role of the Human
Resource manager.
4) Revise your procedure and supporting documentation in line with the feedback provided by the Human
Resource Manager - send these revised documents to 2 other students to review for ease of use.
a. Incorporate the feedback from these students into your documents
5) Outline the process you will take to obtain support and approval from senior management for the policy
and procedure. Once approval has been received, how would you communicate the policies and
procedures to the relevant staff?
6) How can technology assist in improving the efficiency and effectiveness of the recruitment and selection
process? Identify at least three options/tools can be used to assist in this?
Part B – Recruitment and selection
1) You have been asked to outline the staffing requirements for the first New South Wales store. This is to be
the flag ship store in Sydney and is really important that the staff have a high focus on customer service.
With the approximate staff numbers known for normal operations of the Melbourne Flagship store of:
a. 4 managers (two per shift)
b. 4 supervisors (two per shift)
c. 30 customer service staff
i. 15 full time workers
ii. 8 part time workers
iii. 7 casual workers
In past years, the first week, and in particular the first weekend, of a store opening has resulted in large
customer numbers. In one instance, expected turnover for that week was 50% higher than anticipated.
What recommendations would you make to modify these for the opening week?
BSB50615 Diploma of Human Resources Management
Module 2 – Recruitment and induction
Assessment 1 – Case Study – Working Office Pty Ltd
BSBHRM506 Manage recruitment selection and induction processes
BSBLED502 Manage programs that promote personal effectiveness
Version 5
Template 1
Page 2 of 2
2) Of the job roles required, select 2 roles and develop job descriptions for them. Identify the most
appropriate award and remuneration for these roles and justify your reasoning. How will you ensure that
these job descriptions, the forms, checklists etc. are used in the recruitment process by relevant staff?
3) When advertising the various jobs and during the selection of candidates, what legal and organisational
requirements must be adhered to? Clearly identify any Acts or Legislation.
4) Develop a procedure (including timeframes) for selecting the right person for the job from a selection of
applicants. Consider reviewing the applications, short listing applicants, interviewing, selecting the
successful candidate, notifying all applicants and sending contracts (and other documentation). How
would you ensure that this procedure is followed?
5) How can specialists be used to assist in the recruitment and selection of staff? (Specialists can be subject
matter experts, current incumbents, consultants, HR professionals).
6) Explain what is meant by the term outsourcing with reference to HR.
7) Describe the purpose of employee contracts and industrial relations
8) Why are terms and conditions of employment are an important aspect of recruitment?
9) Explain the relevance of psychometric and skills testing programs to recruitment.
BSB50615 Diploma of Human Resources Management
Module 2 – Recruitment and induction
Assessment 1 and 2 – Case study - Working Office Pty Ltd
BSBHRM506 Manage recruitment selection and induction processes
BSBLED502 Manage programs that promote personal effectiveness
Version 2
Template 1
Page 1 of 4
Simulated Business
Company history
Working Office Pty Ltd. is a privately owned family business operating out of Victoria. The organisation provides
stationary and office equipment needs to both the public and businesses across the state and has been maintaining
its market share for 3 years as well as gaining a reputation for providing excellent customer service and providing a
large range of products.
The business was formed 10 years ago after husband David and wife Elizabeth became frustrated with dealing with
the lack of customer focus in office supply businesses. Currently, Working Office employs 300 staff, operating in 10
stores across Melbourne and regional locations. Within each store location there are approximately 4 members of
management, 4 supervisors and 20 staff. In the head office there are 11 full-time staff including the two partners
who act as company directors, a personal assistant to the directors, a human resources manager, an operations
manager, 3 administration officers, a business development manager, a finance manager, and an accounts/payroll
officer.
Strategic and operational plans
Strategic plan
The vision of Working Office, is to be the leading provider of office solutions in Victoria by 2020 and to look to
expanding its geographical presence into New South Wales. The company is committed to customer service,
workplace safety, continuous improvement and enhancing the overall relationship with customers, both big and
small.
Working Office strategic goals include:
● To be an industry leader in the supply of office solutions (printing, binding, office equipment etc.) and
stationary.
● Maintain excellence in work health and safety standards.
● Retain high quality customer service and management staff.
● Increase revenue through repeat business and with new customers.
● Grow the business through expansion into other states.
Operational plan
Working Office has identified the potential for growth in by expanding into the very competitive New South Wales
market. The company aims to increase its market share in this state by 30% over the next three financial years.
To achieve this goal and measure its operational performance, five key performance indicators have been
established for the company:
● To expand into New South Wales and open 5 new stores within 5 years.
● To maintain 80% client retention rate of the Corporate Business Accounts in Victoria for the next 5 years.
● Decrease operating expenses per established store by 5% per year.
● To increase overall profitability of each of the existing stores by 5% per year.
● To turn a profit on each new store one year after it has opened.
BSB50615 Diploma of Human Resources Management
Module 2 – Recruitment and induction
Assessment 1 and 2 – Case study - Working Office Pty Ltd
BSBHRM506 Manage recruitment selection and induction processes
BSBLED502 Manage programs that promote personal effectiveness
Version 2
Template 1
Page 2 of 4
Background
The strategic and operational plans were developed as a result of the past performance obtained by the business
and on advice from an external consultant experienced in this industry.
Originally, Working Office started with one store operating near a newly developed business park. This provided
the business with a great opportunity to supply local businesses with their office supplies with minimal transport
requirements (for large orders) and to develop the high level of customer service they are known for. Soon after
the success of this store, and within a year, another store was opened in another new business park obtaining the
same level of success. The other stores followed the same process over the following 5 years will similar success.
The past 3 years have been a consolidating process in anticipation of expanding into other states.
This consolidation focused on the training and developing of key personnel and ensuring that the logistics and
computer systems being used complemented the goals and objectives of the business. The owners realised that
the business could easily get too big to quickly and wanted to ensure they didn’t lose the focus of customer service
and maintained the staff whom they had invested in.
As part of this strategy, Working Office will be looking at reducing staff attrition, expanding its workforce and
reducing expenditure in many aspects of its operations, including administrative and wastage.
Exit interviews have indicated dissatisfaction with employment opportunities within the business and that current
staff are not considered for positions in new stores. Staff view the company as being a great organization to work
for but not in a long term capacity. Management had not considered the possibility of staff wanting to move stores
to take on greater responsibility and as such hadn’t thought to invite staff to apply.
As Working Office is looking to expand into new markets, it needs to develop a strong recruitment policy and
procedure to ensure that it employs the right people for the right positions whilst also providing the opportunity
for its current staff to apply for these positions.
Summary of key employee roles required for new stores
Store Managers
● Responsible for the day to day operations of the store including, rostering, inventory control, staff induction
and training, cash management, store layout and functionality, and visual attractiveness.
● Meet financial goals by analysing variances; initiating corrective actions in preparing an annual budget;
formulating pricing policies and scheduling expenditures
● Ensuring merchandise is secure through appropriate security systems and measures being applied and
followed.
● Approve contracts with store vendors
● Identify market trends that appeal to customers
● Make sure pricing is correct
● Maintain inventory and ensure items are in stock
● Analyse financial statements in order to enhance profit making opportunities
● Utilize computers to record sales figures, for data analysis and forward planning
● Make