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Student Name: STUDENT ASSESSMENT TASK 2 BSBMGT608 Manage innovation and continuous improvement BSBMGT608 STUDENT ASSESSMENT TASK 2 Version 2.1 XXXXXXXXXXOrange International College Pty Ltd...

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Student Name:
Manage innovation and continuous

Version 2.1
XXXXXXXXXXOrange International College Pty Ltd
There are two parts to this assessment:
Part A – You are required to review systems and processes of a fictional business to develop
options for continuous improvement and prepare a report based on their findings.
Part B – You are required to present your report the management team (your assessor and three
other participants).
 Computer with Microsoft Office or similar program
 Access to the internet
 Space for a meeting
 3 x additional participants
 2015 Australian Trends Report (provided)
 Australian Recruitment Practices Report (provided)
 Green office ideas:
 If you are a class-based student you will do this task in the classroom or as homework – your
assessor will advise you as to which is required.
Write in the due date as advised by your assessor: _________________________________________
 Part A – You are not required to submit anything for this part; however, the report you prepare
will be submitted in part B of this assessment.
 Part B – You are required to submit the report you developed in part A of this task. The report
must be between three and five pages with clear headings. You are then required to attend a
meeting with your assessor and up to three other participants
If your assessor sees that you have not completed all parts of the task completely and
satisfactorily; the details of resubmission will be discussed with you when your assessor gives you
the outcome of this task.
Read the following scenario and complete the activities below.
Woodhouse Recruitment is based in central Melbourne and is a recruitment agency offering
ecruitment services, including sourcing, screening and selecting candidates to meet clients’
equirements. The company was established in 2010 by Simon and Petra James, a husband and wife
team who are the Directors of the company.
The company also employs a receptionist, five recruitment consultants and an Administration
Manager. The agency plans to recruit a further two new consultants to start with the company in

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early 2016.
The company specialises in the following areas of recruitment for both permanent and temporary
 Administration and office support, Accounting, IT, Sales and Marketing.
The company sees its point of difference as being an owner operated, boutique recruitment agency.
The company cu
ently has approximately 30 clients who regularly use their services.
At a recent management team meeting, the management team (the Directors, Administration
Manager , the Accountant and the Senior Recruitment Consultant), discussed the need to
implement systems and processes for continuous improvement and innovation into the company.
This is in part based on the need to stand out from the competitors in an industry where there are a
large number of recruitment agencies.
A number of issues were discussed at the management meeting, which the management team feel
need further exploration as part of introducing continuous improvement systems and innovations.
 Services Standards
The company states on its website that it has the following delivery service standards:
– Service Promise – we are clear in what we offer and the benefits it
ings to you
– Service Delivery – we offer consistent and reliable service to you
– Customer Relationships – we are open and honest with all of our customers
– Compliance – we ensure we adhere to all ethical and legal requirements.
However, service standards have not been clearly defined and there are no performance
indicators in place to measure performance.
 Key performance indicators
No formal performance indicators are in place to measure key service standards including how
quickly candidates are recruited to fill jobs or how many of the candidates pass the trial period
 Social Media
There is no social media strategy in place. Cu
ently the company is not using social media to
market positions or to source candidates but recognises this is an area for development.
ently most candidates are usually found through the existing database (60%) or through
advertising on job search websites.
 Staff professional development
While all recruitment consultants are expected to have minimum qualifications and experience,
there is no process in place to ensure that recruitment consultants continue to participate in
professional development activities to keep their skills up to date. There is also no performance
appraisal system in place.
 Sustainability
The business cu
ently does not have any formal sustainability initiatives in place and is
conscious of moving towards a green office environment both to be an environmentally friendly
usiness, as well as to reduce costs.
 Stationery
All company stationery purchased is of the highest quality non-recycled and bleached paper
that comes wrapped in non-biodegradable packaging and is sourced from overseas. The
Accountant has identified that the cost of the stationery is astronomical and we should be
educing costs and sourcing Australian products.
 Recruitment Database
The database that the company was purchased off the shelf and keeps crashing because it is
not able to cope with the amount of data that it contains. The recruitment consultants say that
they are not able to customise the fields to include the data they need nor does it provide
accurate reports. The Directors disagree with this feedback and have so far refused to spend
money on investigating a new system.

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Key business performance statistics are as follows:
 Annual sales revenue for financial year XXXXXXXXXXis $1,350,000, an increase of 10% from the
previous year. The target sales revenue was 12%
 Increase in profits for this financial year compared to the last one is 9%. The target was 10%
 16% of placements are in the IT area, 18% in accounting, 20% in sales and marketing and the
emainder in administration and office support.
 60% of revenue is from repeat client business, the target was 70%
 Fill rate is 40% (where fill rate is the number of job orders filled by the number of job orders
eceived multiplied by 100).
 Average time to fill contracts for 2014 were as follows:
– Temporary contracts were 8 days
– Contract work is 20 days
– Permanent search 23 days
– Executive search 33 days
Key performance indicators cu
ently used to measure business performance focus on financial
indicators, including net operating profit and sales revenue. The company also tracks its fill rate and
is seeking to improve this to the industry average of 47% over the next year.
Based on the information provided in the scenario, select two topics or areas that you can research
and review, develop continuous improvement options and plan to implement innovative processes
for. One of these topics must be a sustainability program.
Prepare a report to your manager (your assessor) that outlines the following for both topics:
 Your topics or areas for improvement that you will plan a continuous improvement and
innovative processes for, one being a sustainability program
 Identify and discuss a range of strategies that you can implement to monitor and evaluate
the cu
ent performance and sustainability of your topics/areas for improvement.
 Analyse and provide a detailed account of the cu
ent supply chain and the (operational,
product or service) systems the business is using to deliver their service. What is working
well and what could be improved?
 Identify how the topics/areas for improvement performance could be measured, including an
outline of the assessment tools or techniques that could be used. Evaluate the
effectiveness of each tool/technique.
 Identify at least two specialists that could help Woodhouse Recruitment. This may be to
identify technology and electronic commerce opportunities or to implement your ideas.
Provide their contact details, the services they offer and your rationale as to why it may be
eneficial to use their services.
 Conduct research and analyse and report on trends and opportunities relevant to
Woodhouse Recruitment in relation to your topics/areas for improvement. Use the resources
provided by the assessor plus other external resources for this research.
 Compare Woodhouse Recruitment's business performance statistics to industry
enchmarks and speculate as to why they may not have met their targets.
At the end of your report, introduce and
iefly discuss three examples of other innovative
usiness ideas that Woodhouse Recruitment could adapt and implement.
Your report should be written in clear and concise English and contain relevant headings to
identify the information.

Answered Same Day Aug 05, 2020 BSBMGT608 Training.Gov.Au


Tp Academic answered on Aug 06 2020
133 Votes
Executive Summary
The study discusses, about the process of planning the continuous improvement of Woodhouse Recruitment Company; along with the sustainability in the chosen organisation. There are also various ranges of the strategies, which can be applied to monitor and analyse the presence of the social media as well as the sustainability. This study sheds light on the different ways where the social media use innovative sustainability needs to be measured. Different tools and techniques have been discussed in order to hire the employees who are having the entire capability in the business. The focus is on the supply chain roles of the management within the industry as well as the specialisations of the disciplines. The individuals are required to understand that what is needed in the basic tune of the capabilities
Table of contents
Task 2    3
Part A and B    3
Task 3    8
(Action plan)    8
Task 4    12
(Memorandum)    12
Task 2
Part A and B
Planning a continuous improvement
1. Social media
· Increases the job facility
When the company recruits employees, they can advertise on social networking sites. As mentioned by Baumgartner (2014, p.259), they limit their reach to the people who are searching actively for these particular channels. Jobs ads related to the social media are visible to some larger audience, which may involve passive candidates.
· Improves the employers’
Social media provides the tools to promote the culture of the Woodhouse Recruitment with the cu
ent employees. As influenced by Bernardo (2014, p.135), if the company Woodhouse would advertise their services in social media, then people would get various information related to the company by some good candidates to develop the open roles.
2. Sustainability
· Manage change:
The practitioners and the leaders have repeated and extended exposure related to the continuous improvement as becoming the primary part of the strategy and operation related to the organisation. In the words of Brown (2014, p.182), at the same point in time, the other members involved in the Woodhouse Recruitment are developing something different. It may be easy to try something new and is easy to fall back towards the comfort zone.
· Build engagement, leadership and     commitment
If the business manager and the CEO of the organisation, need to be adept with the strategy related to the continuous improvement. As opined by Chenhall and Moers (2015, p.2), their compensation is involved in the business goals of Woodhouse Recruitment. They generate the commitment and the motivation among these types of leaders which results in the efforts of the continuous improvement by developing the CI expectation into the goals with the operational objectives.
The range of the strategies, which can be implemented to evaluate and monitor social media presence and sustainability
This report revealed that a significant 92% of the entire marketers developed that the social media efforts, which can be formed with the huge exposure, related to the business (Chronéer and Backlund 2015, p.65). It is very important to develop the traffic with the major benefit with the huge 80% with the positive results. Each organisation including Woodhouse Recruitment has a first presence on the social media including Twitter, Facebook, LinkedIn, Google+ as well as Pinterest.
· Improved sales: It mainly takes time to build the further relationships which result in the deal. A huge percentage of the marketers take the proper time to find the appropriate result. More than a had marketers who have been applying the social media for approximately three years. Moreover, 50% of the marketers take this survey of social media who have helped them to modify the sales (Dewangan and Godse 2014, p.538). They may lack the required tools to find the deals of Woodhouse Recruitment.
· Generated sales: To spend like 6 hours per week, therefore 66%+ of the marketers which overview the leading benefit of the generation involved in the social media. More than the half marketers are concerned with the social media experience which creating the leads related to the social platforms (Ellner et al. 2015, p.880).
· Develop the business partnerships: the marketers invest in relation with the social media networking as they gain the business partnerships. More than the half marketer has spent at least one year in connection with the social media (Fitzgerald and Stol 2014, p.8).
ent supply chain
In today's market of the recruitment agencies such as Woodhouse recruitment are increasingly challenging the supply chains on multiple different dimensions which involves cost reduction, Flexibility, the predictable risk of the management and the levels of customer service (Glen et al. 2017, p.5). It is said to be the exercise related to the managing the key business processes within the supply chain in relation with the slowing down the process of manufacturing across the entire supply chain. The focus is on the supply chain roles of the management within the industry as well as the specialisations of the disciplines. As mentioned by (Ju
urg et al. 2015, p.318), individuals are required to understand that what is needed in the basic tune of the capabilities and the quantities involved in Woodhouse recruitment and are required to build some innovative roles. In the words of Knight and Harvey (2015, p.810), it is now crucial to develop the mindset of the leaders where the supply chain of the management in Woodhouse Recruitment which is built with the platform related to the competitive advantage.
Ways in which social media and use of sustainability could be measured
Key performance indicators
A Key Performance Indicator (KPI) is refe
ed to as the measurable value, which helps in demonstrating the company efficiently. In the words of Peurach (2016, p.423), an organisation mainly use KPI's as various multiple levels to analyse the success while reaching the target.
· While applying the Key Performance Indicators, it has been assumed that the Social media is now required a continual stream related to the content to manage the traction and the progress. In the words of Saunila (2016, p.163), this develops the problems of many departments of the recruitments, HR teams and the process of the recruitment departments in Woodhouse Recruitment, HR teams of recruitment.
· It has been believed that the marketing is refe
ed to as the primary key skill about the key performance Indicators (KPI) for the future recruiters. But on the other aspects is to apply the social media in the process of recruitment, as there are many aspects which are required to be determined. As...

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