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BSBHRM602 Manage human resources strategic planning
Student
Assessment PACK
    Student number:
Student name:
    Heade
    © Aspire Training & Consulting
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BSBHRM602 Manage human resources strategic planning
Student
Assessment Pack
1. Contents
Learning checkpoint 1 – Research planning requirements    7
Learning checkpoint 2 – Develop human resource strategic plan    11
Learning checkpoint 3 – Implement human resource strategic plan    15
Final Assessments    18
SELF ASSESSMENT CHECKLIST    20
ASSESSMENT TASK - PART A – QUESTIONING    23
Question 1:    24
Question 2:    24
Question 3:    25
Question 4:    25
Question 5:    26
Question 6:    26
Question 7:    27
Question 8:    28
ASSESSMENT TASK - PART B – Project: Managing human resources strategic planning at BizOps Enterprises    30
FINAL ASSESSOR RECORD OF ASSESSMENT    36
Student Declaration for submission
The student will, affirm the following facts regarding this assessment they are submitting under their name:
1. I declare that, to the best of my knowledge and belief, this assessment is my work, all sources have been properly acknowledged and the assessment contains no plagiarism.
2. I declare that the following assignment has a backup copy held with me.
3. I declare that I will seek feedback from my Trainer on the result of this Assessment Item
4. I understand that I may be requested to answers questions about the content of this Assessment Item to determine my Competency.
**What is Plagiarism and Cheating?
Plagiarism is when a student uses other writers’ ideas or words as their own. The most common forms are:
· Directly copying word for word from another person’s work without proper acknowledgment,
· Using or developing another person’s ideas without acknowledging them,
· Using the work of other students (with or without their permission) and claiming it as your own.
STUDENT DECLARATION
Student has read and understood the information on sheet relating to cheating and plagiarism. They certify that the work submitted is completely their own, except where they have referenced it co
ectly. They understand that if their work is plagiarised they will be deemed not yet competent.
assessment instructions
The assessor will mark student’s against a competency checklist to ensure that they have met the requirements of each of all the relevant unit competencies. Each assessment task has been developed to make judgement on whether the unit of competency has been achieved.
The assessment results will be based on:
S – Satisfactory
US – Unsatisfactory
Students are to gain ‘satisfactory’ results in all assessment tasks to be deemed ‘Competent’ in this unit of competency. For the student to be able to achieve academic success in the complete unit of competency they MUST achieve a ‘satisfactory’ result in all assessment tasks associated with this unit of competency
Should a student be deemed unsatisfactory in an assessment task by the assessor, they will be informed by their assessor of the process for re-assessment.
Final unit results:
Final assessment results will be recorded as ‘Competent’ or ‘Not Yet Competent’. Students failing to achieve ‘Competent’ in the unit of competency will be subject to the course progress policy.
final Assessment Tasks
Self-Assessment Checklist         
        
Part A - Questioning             
[You will demonstrate a sound knowledge of the unit requirements in your responses.]    
Part B – Project                 
[Managing human resources strategic planning at BizOps Enterprises]
Reasonable Adjustment
Each unit is delivered and assessed based on a student’s individual needs. If a student requires assistance, or modifications, or has a disability and requires “reasonable adjustments” necessary to perform the required assessment tasks, they will need to inform the Assessor.
Appeals
If the student is not satisfied with the decision made by the assessor the Shafston appeals policy and process for Academic decisions will apply (refer student handbook)
    Inntellectual property statement
Aspire Training & Consulting (ABN XXXXXXXXXX).
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Purchasers must not on-sell the assessment resources, or make the resources available to other organisations.
Aspire Training & Consulting invests significant time and resources in creating its original products, and reserves its legal rights to claim its loss and damage or an account of profits made resulting from infringements of its intellectual property.
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ors. Please refer to our website at www.aspirelearningresources.com.au to see if there are any updates that may be relevant to you.
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BSBHRM602 Manage human resources strategic planning, Release 1 – Assessments
© 2015 Aspire Training & Consulting
Level 8, 409 St Kilda Road
MELBOURNE VIC 3004 AUSTRALIA
Phone: XXXXXXXXXX
First published July 2015
ISBN XXXXXXXXXX
    Subject: This document is uncontrolled when printed
     Assessment BSBHRM602 – Manage human resources strategic planning
    Version 2 (updated Sep 2017)
    ©Shafston House College Ltd trading as Shafston International College
    Page 6 of 36
Learning checkpoint 1 – research planning requirements
This learning checkpoint allows you to review your skills and knowledge in researching planning requirements.
Part A
1. What drives strategic human resource management and what activities might need to be undertaken as part of strategic human resource management?
    
1. To identify an organisation’s strategic human resource objectives, what sources would you consult within the organisation?
    
1. Use the internet to identify three potential sources of labour for an organisation you are familiar with.
    
1. List four impacts of new and emerging technology on job roles and job design.
    
1. Explain how you can keep up-to-date with changes in workplace legislation and regulations.
    
    Heade
    
    © Aspire Training & Consulting
    2
    Subject: This document is uncontrolled when printed
     Assessment BSBHRM602 – Manage human resources strategic planning
    Version 1.1 –Sept 2017
    ©Shafston House College Ltd trading as Shafston International College
    Page 35 of 36
Part B
Read the case study, and then answer the questions that follow.
    Case study
Company B is a large national confectionary manufacturer and its headquarters are in Melbourne. It has previously been the market leader, but over the last few years its market share has been declining due to overseas competition. Company B plans to relocate its head office to Brisbane to take advantage of less expensive overheads, and perhaps to reduce its manufacturing operations in Sydney and Melbourne. There are rumours that it may be taken over by a UK-based multinational. Some staff have already been offered redundancies, especially in middle management positions.
1. Define the company’s corporate strategy
    
2. What potential issues and/or problems might the company face in the near future?
    
3. Prepare an appropriate HR strategy for the organisation for the next one to two years.
    
learning checkpoint 2 – develop human resource stretgic plan
ning checkpoint 2 – Influence Groups and Individuals
This learning checkpoint allows you to review your skills and knowledge in developing the human resources strategic plan.
Part A
1. Explain how you will consult with relevant managers to identify their human resource needs and preferences.
    
1. How will you gain agreement from managers for the strategic human resources plan?
    
1. What potential costs and benefits are associated with the provision of an internet-based recruitment system?
    
1. How can you ensure the strategic plan’s style of writing matches its purpose and audience?
    
Part B
1. Identify two technology options, either in your organisation or one you are familiar with, that are available to support their human resource programs and practices.
    
1. Your organisation is testing the idea of adding new features to the existing suite of HR services. Conduct a risk analysis of this idea. Identify the risks. For one of the risks, evaluate the likelihood and impact of the risk occu
ing, and identify treatment strategies.
    
1. Assume that you are the HR manager for an organisation. Develop a strategic objective for the organisation in the areas of recruitment and selection.
    
Learning checkpoint 3 – implement resources strategic plan
This learning checkpoint allows you to review your skills and knowledge in implementing the human resources strategic plan.
Part A
1. Explain how you will identify appropriate people to work with you on the strategic HR plan’s implementation.
    
1. Explain how you will monitor the progress of the strategic HR plan’s implementation.
    
g
1. Identify and explain two reasons why you might need to adapt the strategic HR plan.
    
Part B
Consider an organisation you are familiar with.
    Assume you are the HR manager and you have been asked by one of the organisation’s managers to provide advice on how to evaluate the performance of a plan against the plan’s stated objectives. Develop a checklist of actions the manager can use to effectively undertake this task.
    
Final Assessments    
How to work through this final assessment
This final assessment is designed to assess your performance of competency for the unit BSBHRM602 Manage human resource strategic planning, Release 1. Your assessor or workplace supervisor will help you fully understand assessment requirements for this unit.
The features of this final assessment are detailed in the following table.
    Feature of the assessment resource
    Explanation
    Assessment information and scope
    This section provides details of the unit of competency covered, setting out information about the aims of the unit, what areas are covered, how the assessment tasks must be completed and how the assessment is conducted.
    Are you ready for assessment?
    This section provides you with the opportunity to self-assess your performance, to ensure that you are ready to commence the assessment process.
    Final assessment overview
    This section provides an outline of the final assessment tasks to be covered, including options available.
    Assessment plan
    You can confirm exactly which tasks and options you will complete using the assessment plan. Your assessor will discuss the various options with you and may also customise the assessment tasks to suit specific requirements where needed.
    Final assessment tasks
    This section outlines the final assessment tasks in detail, including the relevant documentation you need to complete and
Answered Same Day May 02, 2020 BSBHRM602 Training.Gov.Au

Solution

Amar answered on May 12 2020
134 Votes
Running Header: Assessment Task – Part B – Project: Managing Human Resources – Strategic Planning at BizOps Enterprises         1
Assessment Task – Part B – Project: Managing Human Resources – Strategic Planning at BizOps Enterprises         11
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Assessment Task – Part B – Project: Managing Human Resources – Strategic Planning at BizOps Enterprises
Assessment Task – Part B – Project: Managing Human Resources – Strategic Planning at BizOps Enterprises
Strategic Direction & Objectives
The five year business plan / operational plan of the company between the years 2015 and 2020 BizOps concerns the consolidation of the company’s position within its market to become leading retailer for offering solutions that are green as well as sustainable in delivering higher quality and exclusive form of products. In pursuing the same, BizOps shall aim in implementing / attaining various business goals and amongst the human resources related planning concerns the acquiring / developing right people in terms of providing induction training during commencement of the employment for training newer employees for being enthusiastic, helpful, and, knowledgeable, and, providing time, human, and, physical resources for supporting the annual level program for professional development for each of the employees at BizOps.
In this context, the specific strategic direction as well as objectives for human resources function shall align to ensure the above people related element of five year business plan / operational plan of the company. The same shall encompass the enhancement the innovative capabilities of the people, effective development by way of trainings, as well as suitable infrastructure and support system to ensure the employees work in an effective manner. In essence, this
oader focus shall aim in making the employees attuned in terms of capabilities, overall motivations, objectives as well as the overall organizational culture to support and effectively implement all of the strategic objectives that are identified by the company with respect to the five year business plan / operational plan
PEST Analysis
    Political
    Economical
    1. Changing trends with respect to the governmental laws and the consequent impacts and significance concerning the human resources policies, and procedures (Kew and Stredwick 2016; Crawshaw et al. 2017; Leathe
a
ow and Fletcher 2014).
2. Development as well as overall political stability in the local context and its significance with respect to talent availability / access, etc. (Kew and Stredwick 2016; Crawshaw et al. 2017; Leathe
a
ow and Fletcher 2014).
3. Development as well as overall political stability in the international context and its significance with respect to talent availability / access, etc. in the global context (Kew and Stredwick 2016; Crawshaw et al. 2017; Leathe
a
ow and Fletcher 2014).
    1. Inflation rate and the ensuing impacts on the salary levels / expectations, overall HR costs, etc. (Kew and Stredwick 2016; Crawshaw et al. 2017; Leathe
a
ow and Fletcher 2014).
2. rate of investment with respect to the internal as well as the foreign context and the relevance with respect to the sustainability of the HR operations (Kew and Stredwick 2016; Crawshaw et al. 2017; Leathe
a
ow and Fletcher 2014).
3. Overall status concerning the relevant industrial as well as service sector related performances as well as the consequent availability to the labour supply for the human resource demands (Kew and Stredwick 2016; Crawshaw et al. 2017; Leathe
a
ow and Fletcher 2014).
    Social
    Technological
    1. circumstances as well as the obligations pertaining to social security (Hecklau et al. 2016; Snell et al. 2015; Leathe
a
ow and Fletcher 2014).
2. circumstances as well as the obligations pertaining to health service as well as its impact on the pay package design and offer (Hecklau et al. 2016; Snell et al. 2015; Leathe
a
ow and Fletcher 2014).
3. Work culture related issues, concerns and the expectations (Hecklau et al. 2016; Snell et al. 2015; Leathe
a
ow and Fletcher 2014).
4. immigration workforce and their overall management and regulatory liaison (Hecklau et al. 2016; Snell et al. 2015; Leathe
a
ow and Fletcher 2014).
5. The structures of social affairs within the country (Hecklau et al. 2016; Snell et al. 2015; Leathe
a
ow...
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