BSBHRM602 Manage Human Resources Strategic Planning Oz Assignments

BSBHRM602 Manage Human Resources Strategic Planning Oz Assignments

BSBHRM602 Manage Human Resources Strategic Planning Oz Assignments

Introduction

I have discussed the various human resource practices and functions, in the context of their relevant legislative, industrial and regulatory requirements for a business to operate. The answers in this assessment also identify the various sourcing of labour options and explain the role of technology and its impact on job roles. It also discusses the labour market for labour supply sources and outlines the framework of strategic plan.

Human Resources

Question 1: Describe human resource practices and functions

Human Resource (HR) functions are different from HR practices since functions focus on transactional activities and either managed by internal teams or performed by third-parties. Practices are on the other hand a series of concepts which are part implemented and a system setup for the business to operate. The transactional functions are such as administration, record keeping and employee, payroll processing are subject to the budget of the business and can be handled in-house or outsourced allowing the HR staff to focus on core competencies such as strategic management.

Recruitment and selection

This is a practice for recruitment and selection and is based on the organization’s mission as well as the workplace culture. The focus is on recruiting activities as well as functions which will generate wider talent as in colleges/universities and diverse student groups.

Training and Development

In this HR function, the focus is on inducting new employees, training for job skills, offering leadership training and professional development. This empower cross-functional work and brings value to the organization, ensuring planning strategy and encouraging future leader for higher-level jobs. Training and development highlight promotion of in-team players and supporting employees.

Compensation

This is HR management practice which outlines the business’s practices since wages of employees constitutes 70 –percent of the employer’s costs.

Job analysis and design

This step is part of the HR planning scope and defines the nature of the job and specifies the human requirements, experience and skills for performance. The final output of job analysis is job description and defines the activities, work duties of the employee.

Performance management

It typically includes performance appraisal and monitors the performance of the employee is of acceptable levels and includes developing, administering performance and appraisal systems for responsibility of supervisors as well as managers. Motivating, guidance and mentoring form the basis of the performance and provide improvements.

Staff retention and succession planning

This is a key business management activity, since the focus of every employee is to grow in their jobs and seek out ambitious career plans. Hence, the planning activity will have to be customized depending on the potential of the individual in the context of the growth and advancement of the organization (Ulrich, D., Brockbank, W., Yeung, A. K., & Lake, 1995). 

Question 2: Explain legislative, regulatory and industrial requirements

The legislative, regulatory and industrial requirements to run a business are as follows-

Work health and safety Act 2011

This Act was implemented to secure the safety, health and welfare of people working and to repeal the Occupational Health and Safety Act 2000. It is a balanced and national framework for securing workers from harms of health, providing fair and effective representation in the workplace, constructive role of unions and employer organizations and similar activities.               

Privacy Act 1998

Privacy Act focuses on regulating personal information about individuals. It also states what personal information which identifies an individual is/ It is also a collection of thirteen Australian Privacy Principles which are framed for private sector organizations. These principles establishes the rights and obligations, accessing and correction of personal information and sets out the standards for inclusion of sensitive personal information.

Fair Work Act 2009

This Act is read along with Fair Work Regulations 2009 and provides the governance framework for relationships between employer and the employee. The Acts ensure net safety measures for entitlement, and flexible working arrangements as well as fairness within the work atmosphere and importantly discrimination against employees. It establishes 10 measures which every employee has to cover as part of the NES or National Employment Standards.

 Question 3: Outline following options for sourcing labour:

 Sourcing is a specialized field and is different from recruiting.
       Recruitment options

Recruitment is broadly divided into sourcing and selection. Sourcing is the process of attracting candidates, while selection involves interviews and offer processes. The options available are job centers, professional recruiters, agencies, recruitment fairs, internet, networking, open days, employee recommendations, newspapers and traditional advertising 

Casual labour

Traditional advertising, online job portals, local newspapers, in supermarkets dashboards or in school dashboards

New graduates or trainees

Recruitment fairs in universities and student centers or skill centers encourage candidates interested in the role.

Off shore workers

Online portals, recruitment agencies, consultancies.

Outsourcing

specialist and professional publications, word-of-mouth, professional consultants

Contractors/Consultants

Recruitment agencies, for selection, search head hunters and search consultants through networking, social media networks for professionals and complex research in established networks (Kuvaas, 2008)

Question 4: Explain the impact of technology on job roles

The impact of new technology in the context of job roles is that it will improve and bring efficiency to the same work done by the individual. Hence the quality of work will improve with technology. Similarly, the impact is felt by the number of people doing the same work. Thirdly, information technology allows workers, in most cases, to work remotely or from other geographic locations; the impact is felt by the procedures and practices of working. It improves the skill sets of the individuals and knowledge of the workers.

Question 5: Outline labour market options for sourcing labour supply

Labour supply is defined as the number of workers who can work for a particular job or industry for a particular wage point. The supply curve is usually upwards sloping since wage rises and incentives; high rewards are always a part of the strategy. The labour supply is affected by the labour-leisure trade-off and the real wage impacts the labour supply. Increase in wealth causes labour supply curve to change, increases future real wage and increases working-age population shifts and increase in participation of rate shifts (Rosenzweig & Nohria,1994).

Question 6: Describe the requirements of a strategic plan

The key elements of strategic plan for HR are to identify the current and future needs of human resources of the organization so that set goals are achieved. The HR planning should link the human resource management purposes with the overall strategic plan of the organization. The objectives the plan has to achieve is hiring, employee relations, organizational and training structure and achieving tactical objectives such as workforce planning objectives, employee development goals.

 References

 1. Kuvaas, B. (2008). An exploration of how the employee–organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes. Journal of Management Studies45(1), 1-25.
2. Rosenzweig, P. M., & Nohria, N. (1994). Influences on human resource management practices in multinational corporations. Journal of international business strategy 25(2), 229-251.
3. Ulrich, D., Brockbank, W., Yeung, A. K., & Lake, D. G. (1995). Human resource competencies: An empirical assessment. Human Resource Management34(4), 473-495.