Diploma of Human Resources Management - BSB50613 · human resources services 10 1.1 Analyse...

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30965B

Study Period 1

Module TwoBSBHRM501A - Manage Human Resource Services

Diploma of Human Resources Management - BSB50613

BSBHRM501B Manage Human Resource Services

2of business, management and marketing

Copyright Statement

Reproduced and made available by TAFE NSW – North Coast Institute to Open Colleges for copying and communication for educational purposes for students enrolled in this

course under the partnership arrangement between Open Colleges and TAFE NSW – North Coast Institute.

© TAFE NSW – North Coast Institute 2012

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TAFE NSW – North Coast Institute Performance Development Solutions Lorraine Wheeler & Assoc P/L Precision Consultancy

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Topic 2: Manage the delivery of human resources services 262.1 Develop and communicate information about human

resources strategies and services to internal and external stakeholders 27

2.2 Develop and negotiate service agreements between the human resources team, service providers and client groups 28

2.3 Documentandcommunicateservicespecifications, performance standards and timeframes 29

2.4 Identify and arrange training support if required 30

2.5 Agree and arrange monitoring of quality assurance processes 31

2.6 Ensure that services are delivered by appropriate providers in accordance with service agreements and operational plans 31

2.7 Identify and rectify underperformance of human resources team or service providers 32

2.8 Identify appropriate return on investment in providing human resources services 33

ContentsGetting started 5

Topic 1: Determine strategies for delivery of human resources services 101.1 Analyse business strategy and operation plans to

determine human resources requirements 11

1.2 Review external business environment and likely impact on organisation’s human resources requirements 14

1.3 Consult line and senior managers to identify human resource needs in their areas 15

1.4 Review organisation’s requirements for diversity in the workforce 17

1.5 Develop options for delivery of human resources services that comply with legislative requirements, organisational policies and business goals 19

1.6 Develop and agree on strategies and action plans for delivery of human resources services 21

1.7 Agree and document roles and responsibilities of human resources team, line managers and external contractors 23


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Contents

Topic 3: Evaluate human resources service delivery 343.1 Establish systems for gathering and storing information

needed to provide human resources services 353.2 Survey clients to determine level of satisfaction 373.3 Capture ongoing client feedback for the review

processes 383.4 Analyse feedback and surveys and recommend

changes to service delivery 393.5 Obtain approvals to variations in service delivery from

appropriate managers 403.6 Support agreed change processes across the

organisation 41

Topic 4: Manage integration of business ethics in human resources practices 424.1 Ensure that personal behaviour is consistently ethical

andreflectsvaluesoftheorganisation 434.2 Ensure that code of conduct is observed across the

organisation and that its expectations are incorporated in human resources policies and practices 44

4.3 Observeconfidentialityrequirementsindealingwithall human resources information 46

4.4 Deal with unethical behaviour promptly 474.5 Ensure that all persons responsible for the human

resources functions are clear about ethical expectations of their behaviour 48

Appendix 1 50

Links 52


Getting started|5of business, management and marketing

Getting startedAbout the unitThe unit BSBHRM501B Manage human resources services covers the performance outcomes, skills and knowledge required to plan, oversee anddeliverHRservices.Itisnotspecifictoanygivenhumanresourcesfunction and deals with the coordination of services and approaches. This unit takes an overview of human resources services and includes business ethics.

ContextTo assist you in completing this unit it is recommended that you have access to a workplace. Access to a workplace will assist you with human resource documentation, policy and procedures and real work situations that will assist with completing the learning activities.

Learning GuideThis Learning Guide is divided into sections, each section covering different units of competency. This Learning Guide contains information and activities that will assist you through this unit of competency.

AsyouworkthroughthisLearningGuideyoumayfindarangeofreadings and learning activities. It is very important that you complete these readings and learning activities as they are designed to help you understand the topics and prepare you for the assessment tasks.

Throughout this Learning Guide the following icons may appear.

ACTIVITY

An activity that will help you to practice and develop your skills. These may include hyperlink activities and scenarios, research activities and case studies.

REQUIRED READING

A required reading to complete from your textbook or a case study within the text.

MEDIA

A cue to watch a video, view an image gallery or listen to a podcast.

ADDITIONAL RESOURCES

Couldbeanythingyoumightfindusefulforfurtherlearning,includinghyperlinks and quick facts.



Over time, this will become a valuable workplace resource. The resource kit is for your own professional development and is different fromanyportfolioorfilethatyoumightkeepforassessmentpurposes,although some resources may be included in both.

Required TextThis student workbook is designed to be read in conjunction with the required text book

Noe, R, Hollenbeck, JR, Gerhart, B, Wright, PM, Steel, J, McGill, C & Dein, T 2014, Human Resource Management in Practice, 1st edn, McGraw–Hill Education, North Ryde, NSW, Australia.

GlossaryThere is a comprehensive glossary of common terms within the learning materials found in the additional resources found on OpenSpace.

AppendixesThe Appendix section located at the back of the student workbook may provide templates, examples or other sample documents to help illustrate some aspects of the unit of competency.

Resource kitAs you work through this Learning Guide, you may want to compile a resource kit (electronic and/or paper-based) that you can use to assist with your learning. This may include, for example, information that you print out or bookmark from websites and research, resources you download,newspaperarticlesabouthumanresources,specificpoliciesor procedures from your workplace (where relevant) and answers to completedactivities.Whatyoudecidetoputinyourresourcefileisupto you.



Submission detailsAll students are required to submit assessments (appended with any required evidence) via the unit on OpenSpace. If you are unable to submit your assessments online, you can print and post your assessment to:

Open Colleges PO Box 1568 Strawberry Hills, NSW 2012.

Please ensure that you use the Open Colleges Assessment Cover Sheet (available in the Student Lounge in OpenSpace). Where assessments are submitted by post, grades and feedback will be released in OpenSpace.

Assessment file-naming conventionPleaseensurethatyouusethefollowingfile-namingconventionwhenyou save your assessment tasks in MS Word.

Yourfileshouldbenamedandsavedtoyourcomputer’sharddriveusing your: student number assessment number.doc

For example, where 12345678 is the student number:

12345678_21850a_01.docx or 12345678_21888a_01.doc

Your student number allows your assessor to identify to whom the assessment belongs and the assessment number indicates which assessment is being submitted.

AssessmentsBefore attempting your assessments, we recommend you complete the activities in the Learning Guide. You should also complete the activities you are referred to in the chapters of the textbook. This will give you a good indication of whether you are ready to complete the assessments.

Remember, only the assessments need to be submitted to your assessor for marking.

Detailed information about the assessment(s) is available on OpenSpace. For more information about assessment procedures go to:

http://www.opencolleges.edu.au/policies#Studentassessment

Presentation of Assessment TasksAssessment tasks should be submitted online via OpenSpace.

You should present all your written work (unless otherwise instructed) so that:

• it is easily printed on A4 size paper• the total word count indicated in each assessment is acknowledged• there is at least a 2 cm margin around the text on each page for

comments from the assessor.

http://www.opencolleges.edu.au/policies#Studentassessment



Unit topicsManage Human Resources Services - BSBHRM501B

Topic no. Topic name Content and activities1 Determine strategies

for delivery of human resources services

1.1 Analyse business strategy and operational plans to determine human resources requirements

1.2 Review external business environment and likely impact on organisation’s human resources requirements

1.3 Consult line and senior managers to identify human resources needs in their areas

1.4 Review organisation’s requirements for diversity in the workforce

1.5 Develop options for delivery of human resources services that comply with legislative requirements, organisational policies and business goals

1.6 Develop and agree on strategies and action plans for delivery of human resources services

1.7 Agree and document roles and responsibilities of human resources team, line managers, and external contractors2 Manage the delivery

of human resources services

2.1 Develop and communicate information about human resources strategies and services to internal and external stakeholders

2.2 Develop and negotiate service agreements between the human resources team, service providers and client groups

2.3Documentandcommunicateservicespecifications,performancestandardsandtimeframes

2.4 Identify and arrange training support if required

2.5 Agree and arrange monitoring of quality assurance processes

2.6 Ensure that services are delivered by appropriate providers according to service agreements and operational plans

2.7 Identify and rectify under-performance of human resources team or service providers

2.8 Identify appropriate return on investment in providing human resources services3 Evaluate human

resources service delivery

3.1 Establish systems for gathering and storing information needed to provide human resources services

3.2 Survey clients to determine level of satisfaction

3.3 Capture ongoing client feedback for the review processes

3.4 Analyse feedback and surveys and recommend changes to service delivery

3.5 Obtain approvals to variations in service delivery from appropriate managers

3.6 Support agreed change processes across the organisation



Topic no. Topic name Content and activities4 Manage integration of

business ethics in human resources practices

4.1Ensurethatpersonalbehaviourisconsistentlyethicalandreflectsvaluesoftheorganisation

4.2 Ensure that code of conduct is observed across the organisation and that its expectations are incorporated in human resources policies and practices

4.3Observeconfidentialityrequirementsindealingwithallhumanresourcesinformation

4.4 Deal with unethical behaviour promptly

4.5 Ensure that all persons responsible for the human resources functions are clear about ethical expectations of their behaviour

Assessment tasksAssessment task number Assessment deliverables30965/01 Written Report30965/02 Written Report

Topic 1: Determine strategies for delivery of human resources services|10



Topic 1: Determine strategies for delivery of human resources services This topic will help you develop the skills and knowledge to enable you to:

1.1. Analyse business strategy and operation plans to determine human resources requirements

1.2 Review external business environment and likely impact on organisation’s human resources requirements

1.3 Consult line and senior managers to identify human resource needs in their areas

1.4 Review organisation’s requirements for diversity in the workforce

1.5 Develop options for delivery of human resources services that comply with legislative requirements, organisational policies and business goals

1.6 Develop and agree on strategies and action plans for delivery of human resources services

1.7 Agree and document roles and responsibilities of human resources team, line managers and external contractors.




1.1 Analyse business strategy and operation plans to determine human resources requirementsDessler (2007)identifiesthatthehumanresourcedepartmentprovidesthe specialised assistance in a large and growing organisation. In doing so, human resource managers carry out three distinct functions:

1. Line function

First, human resource managers perform a line function by directing the activities of the people in their own department.

2. Coordinating function

Human Resource managers function as coordinators of human resource activities, they act as the right arm of the senior executives to assure them those human resource objectives, policies and procedures that have been approved and adopted are carried out by line managers.

3. Staff function

Human resource managers serve and assist line managers of the organisationinallaspectsofstaffingfunctionincluding:

• hiring, training, evaluating, rewarding, counselling, promoting and termination of employees

• administeringthevariousbenefitprograms,suchasleave,retirement and insurance

• assisting line managers with compliance of legislative requirements including Workplace Health and Safety and Equal Employment Opportunity

The services provided by the Human Resource Unit include:

• staff recruitment• staff selection and employment; induction and orientation programs• education and training programs• performance management processes• personal and career development planning; career management• succession planning• remuneration/benefitsadvice• industrial relations advice• discrimination,vilificationandharassmentadvice• workplace health and safety• rehabilitation and return to work• workers’ compensation.

Read pages 12-19 from the course text, Human Resources Management in Practice

REQUIRED READINGCourse text




The focus of Human Resource Management (HRM) is the people element of the organisation – having the right people in the right place at the right time producing the right products/services to the required performance standard.

Withinthepastdecadetherehasbeenasignificantchangeintherecognition of the value that ‘people’ contribute to the efforts of an organisation. In previous views of organisational management the focus wasprimarilyfinancial,technicalandresourceorientated.

It is now widely recognised that it is ‘people’ who deliver the results - it is ‘people’ who deliver the strategic direction at the operational level and that ‘people’ are an asset not a cost.

As seen by the previous list, the services and objectives of HRM are varied.

Jones (2010 p xiii) states, “the three fundamental purposes or objectives of HRM are:

1. To improve productivity in terms of both quantity and quality.2. To ensure compliance with laws and regulations affecting HR

practices.3. To improve the quality of work life through more open two-way

communication and a greater level of employee involvement in jobs and increased participation in workplace decision making.”

How these objectives are implemented will depend on the strategic, tactical and operational plans of the organisation as it responds to its macro and micro environments. Broadly, there will be four major HR areasthatwillbeidentified:

• recruitment and selection of staff• performance management and skill development• reward and remuneration schemes

• employee and union relations.

The Function of Human Resource Management:

Job analysis, job descriptionRecruitment and selection

Induction of new employeesPerformance appraisalsGrievance procedures

Training and developmentEmployee motivationCompensation plansIndustrial relationsHealth and safety

Human Resource Management

Forecasting demandand supply of labour

Staff turnover analysisSkills inventory

Human Resource Planning




Human resource strategies - innovationIf an organisation’s basic business or competitive strategy is innovation (i.e. developing new products and services), what would be your recommended HRM strategies for the following and why?• job design/job descriptions• job security• compensation system and pay rates• level of employee participation• performance appraisal• training and development.

Note: In responding to this activity, use the discussion above as a guide and then indicate how you think organisations with these different competitive strategies would design the dot-printed items to achieve their objectives.Source: Jones, R 2010, Managing Human Resources Systems, 2nd edn, Pearson Australia, p. 4.

ACTIVITY 1BHuman resource strategies - innovation

“Decisions on how these HR systems are to be designed and managed in combination constitute the core of an

organisation’s HR strategy and the basis for the range of HR services that will be provided. The HR strategy an organisation adopts determines specific HR needs for which services need

to be developed and implemented.”

(Jones 2010, p. 3)

Read pages 2-12 and 21-24 from the course text, Human Resources Management in Practice


Human resource strategies - quality improvementIf an organisation’s basic business or competitive strategy is quality improvement (i.e. doing what we do better), what would be your recommended HRM strategies for the following and why?Job design/job descriptions:• job security• compensation system and pay rates• level of employee participation• performance appraisal• training and development.

ACTIVITY 1AHuman resource strategies - quality




1.2 Review external business environment and likely impact on organisation’s human resources requirementsAnorganisation’seffectivenessisinfluencedbyitsexternalenvironment – i.e. the major forces outside the organisation with the potentialtosignificantlyimpactontheoperations.Foranorganisationto succeed, its internal operations must be compatible with the external environment.

The external environment can be divided into two major segments: the micro environment and the macro environment. The micro environment refers to the factors close to the business such as its customers, employees, competitors, shareholders and suppliers.

While an organisation may not be able to control of the micro environment factors, they do need to manage them.

The macro environment is composed of a set of forces that are beyond the control of the organisation. When major changes occur within the societal,industryandinternalenvironmentstheyhaveasignificantimpact on the activities of the organisation.

Within the societal environment these include economic, sociocultural, political-legal and technological forces which are all external factors.

Communities

Creditors

Trade Associations

Customers

Governments

Special InterestGroups

SocietalEnvironment

Task Environment(industry)

Shareholders

Employees/Labour Unions

InternalEnvironment

Political-LegalForces

TechnologicalForces

StructureCulture

Resources

Competitors

SocioculturalForces

EconomicForces

Suppliers

Organisation’s environmental factors




1.3 Consult line and senior managers to identify human resource needs in their areasAs a frontline support for people across the organisation, HR needs to consult with management at all levels to identify their needs.

Thereisavarietyofdefinitionsandmodelsthatdescribeandillustratethe consultancy process. The model proposed by Block (1983) which can be applied to both external and internal consulting is acknowledged by many as the ‘leading process model’. The following diagram outlines a brief summary of the key points.

Watch the following clip LINK 1 to reinforce your understanding of an organisation’s external environment.

MEDIAOrganisation’s external environment

With the external business environment in mind, choose one event or issue that may have an impact on Human Resources. Include details on the event or issue, the cause and effect and some potential strategies on managing it.

ACTIVITY 2External environment impacts on HR

http://www.youtube.com/watch?v=H8_W8tAEsfQ




Blocks model of process consulting

1.Entry / Credibility2. Problem analysis- discovery & dialogue on problem

3. Recommendations/ feedback & decisions to act

4. Implementation

5. Identify impact- extend recycle or terminate

1. Entry/credibility:

• For an external, consultant this involves gaining entry into the organisation.

• For an internal consultant, this involves gaining credibility with line managers.

• Credible = honest + competent + inspiring (appeals to needs) + forward thinking.

• Beyond the initial task of gaining entry, this stage involves the initial meeting with the client (line manager) about project/problem/service, exploring the problem and establishing whether the consultant can assist, and setting clear expectations for both parties.

2. Problem analysis or defining service standards requires:

• some knowledge of the business• definingoftheproblemordefiningtheactualservicetobeprovided• consultative process.

3. Recommendations/feedback and decision to act:

• collecting data• developing options for action using methods such as brainstorming• agreeing on a course of action – developing a service agreement

thatincludesservicespecifications,performancestandardsandagreed timeframes

• developing an implementation plan including conditions necessary forsuccessfulimplementationandstrategiestoinfluencekeystakeholders to ensure successful implementation.

4. Implementation:

• providing a service in accordance with service agreements• identifying any performance variations and addressing these

accordingly.

5. Identify impact – extend, recycle, or terminate:

• monitoring service delivery during the process to assess levels of performance

• undertaking client surveys and quantitative measures to assess level of client satisfaction/service standards

• assessing the need for changes in service delivery, if required, and negotiating these changes with relevant parties.

Block (1983) draws the distinction of a consultant (HRM) and a line manager,“Aconsultantisapersoninapositiontohaveinfluenceover an individual, a group, or an organisation, but has no direct power to make changes or implement programs. This is distinct from a line manager who is someone who has direct responsibility over the action.” In most organisations HR people are required to act as consultants.




Robin Kramer explains - ‘diversity management is a people management process that has been developed in response to the changing demographics of the workforce, the globalisation of business and complex nature of organisational forms. Diversity management involves the management of the similarities and differences of people doing the work of organisations so that these management practices enhance the achievement of an organisation’s objectives by building a culture that respects the diversity of these people”. (Baker and McKenzie 2008, p. 17).

Watch the following clip LINK 2 to learn more about the importance of a diverse workforce.

MEDIAOrganisation’s external environment

With an increase in diversity within the workplace, there are opportunities and challenges. Challenges may stem from being able to recognise the value of differences, overcoming discrimination and ensuring inclusion across the groups. When ignored these challenges can result in decreased productivity, reduced engagement, polarisation of groups, complaints and legal action against individuals and the organisation.

Read pages 26-53 from the course text, Human Resources Management in Practice.


Choose an organisation and determine how decisions about the HR services that are currently delivered were taken and answer the following questions:

1. Does the organisation review the HR services it provides and, if so, when and by what means?

2. Hastheorganisationmodified,deletedoraddedanyHRservices in the recent past? If so, what were the reasons for the changes and how were they managed.

Source: Jones, R 2010 Managing Human Resources Systems, 2nd edn, Pearson Australia, p. 6.

ACTIVITY 3HR decisions

1.4 Review organisation’s requirements for diversity in the workforceAs Dessler (2010 p. 483) states, ‘diversity is about having a mixture of people with different group identities within the same social system’ or‘diversityincludeseveryone.Itisnotsomethingthatisdefinedbyrace or gender. It extends to age, personal and corporate background, education, function and personality. It includes lifestyle, sexual preference, geographic origin, tenure with organisation, exempt or non-exempt status and management or non-management.’

http://www.youtube.com/watch?v=YzqNgyqUYso




When done well, the opportunities afforded from diversity and inclusion may result in the varying opinions, work methods and styles pulling together to create new and improved processes increasing productivity, newideasincreasingcreativityandmoresolutionsbeingidentifiedimproving problem solving capabilities.

Looking at your own organisation, or one you have access to, determine whether they have a diversity policy in place and answer the following:

1. If they don’t, should they and why?

2. If they do, is it done well and what could they improve?

ACTIVITY 4AWorkplace diversity

Look up the Federal and State Equal Opportunity Legislation as it relates to this organisation.

What is the impact of the equal opportunity legislation in relation to this organisation and are they compliant?

ACTIVITY 4BHuman resource strategies – innovation




The line manager has sole responsibility for HR activities:This can work well as it reduces overheads for the business and puts the person on the ground in charge of their people. This may not work well as managers are not necessarily across all the elements of HR and their legal requirements and it can be timely to have to manage all personnel elements including resourcing, locally.

Line manager’s responsibility is with centralised HR support:This keeps overheads to a minimum while still providing the manager with the information that they need to manage this well.Issues may arise from clashing goals between HR and the business and may be costly.

Decentralised functional generalists or specialists perform HR support:The HR function being performed from within the business means that they are both working towards the same goals.

This may result in different divisions of the organisation duplicating processes, pushing costs to operate HR functions up and causing potential culture splits across the business.

Specialist consultants/outsourced resources manage HR:Workswellastheconsultantsareworkingtoaspecificbrief from the business.

Challenges include consultants may not be aware of the organisation’s strategy, culture and history when making recommendations and it may be costly.

1.5 Develop options for delivery of human resources services that comply with legislative requirements, organisational policies and business goals‘The range of HR service options and the manner in which they can be delivered is extensive.

HR professionals, by conducting an assessment of organisational needsandbothcost-benefitandriskmanagementanalysescanadviseupon and recommend options for delivery of HR services to relevant groups and individuals within the organisation” (Jones 2010, p. 8).

Human Resource Services are those activities associated with the management of people at work. There is a range of views regarding the cost effectiveness of delivering HR services within the organisation, and include:




• Workplace Relations Act (Cth) 1996• Industrial Relations Act (NSW) 1996• Workplace Injury Management and Workers Compensation Act

(NSW) 1998• Privacy Act 1998• Age Discrimination Act 2004• Fair Work Australia Act 2009• Work Health and Safety 2011• Work Health and Safety Regulation 2011

This legislation will form the basis of the contract of employment and identify the rights and obligations of employers and employees which must comply to industrial law.

What are the minimum conditions of employment that apply in your state or territory?

Source: Jones, R 2010, Managing Human Resources Systems, 2nd edn, Pearson Australia, p. 12.

ACTIVITY 5Minimum conditions

OutsourcingThere are a number of reasons why organisations consider outsourcing some or all of HR function:

• increasing access to better practices• increasing access to better research• increasing business focus• reducing or mitigating the risks faced• correctiontodifficultfunctionsnotsalvageableinternally• reducing the bottom line costs• access to resources unavailable internally

• spreading specialist activities across subject matter experts

LegislationThe design, development and provision of HR services must comply with all current state and federal legislative requirements that govern the management of human resources. In addition, HR services must support the operational plans of the department that they are servicing as well as the policies and procedures of the organisation.

Examples of legislation include:

• Annual Holidays Act (NSW) 1944• Long Service Act (NSW) 1955• Racial Discrimination Act 1975• Sexual Discrimination Act 1984• Australian Human Rights Commission Act 1986• Workers Compensation Act (NSW) 1987• Disability Discrimination Act 1992




1.6 Develop and agree on strategies and action plans for delivery of human resources servicesThe Human Resources unit develops their strategic plan to support the strategic plans of the organisation. The strategic plan is broken down into an operational plan, which will then be implemented by the staff of the particular unit.

Increasingly,organisationsaredevelopingstrategicplansthatspecificallyaddress and document agreements reached about HR systems, services and priorities. The purpose of a formal HR strategic plan is to provide an organisation with a clear plan for organising, managing and developing its staff to help it achieve its aims and objectives.

VisionOur Ideal Future

StrategyActivating our mission & values

Objectives / GoalsPerformance management system

VisionWhat we do

ValuesHow we do things

The Strategic Management Process

Source: Viljoen, J 1997, Strategic Management, Planning and Implementing Successful Corporate Strategies, 4th edn, Longman Australia, p. 32.

Vision - Is the ideal that the organisation strives to achieve. The vision must be communicated to and implemented at all levels and in all areas of the organisation.

Mission - The fundamental purpose and character of the organisation. It provides the context for the establishment of the vision, objectives, key result areas and strategies.

Mission Statement - A short statement that encapsulates the overall purpose of the organisation.

Values - The guidelines that govern the behaviour of the people within the organisation. The activities of the entire organisation are underpinned by a set of explicit organisation values.

Strategies – Statements outlining how the mission is effected to achieve the organisation’s objectives. Strategies relate to how the mission and values of the organisation are blended into a pattern of activitiesthatisfinanciallyviableandhumanlyrewarding.

Objectives–Pointsthatdefinethetargetsthatneedtobeachievedwithin the scope of the vision to realise the mission.

Key Result Area (KRA’s) - Areas of performance that the organisation will need to do well in to achieve its vision.

View a sample of an HR Strategic Plan via the link below.

University of Michigan LINK 3, HR Strategic Plan

ADDITIONAL RESOURCESHR strategic plan

http://hr.umich.edu/strategicplan/index.html




Human Resources Department:

• To develop an integrated HR planning process and to provide advice and assistance to line management in the preparation of their HR plans

• To ensure that HR policies and programs meet the needs of the organisation

• To provide advice to line departments in the development and the implementation of training programs to meet future needs

• To stimulate awareness among general and line management of the importance of planning HR policies and programs for the future wellbeing of the organisation.

Employees:

• To identify their own training and development needs and to discuss with their own management, ways in which the organisation might assist in their career and self-development

• Asmembersofworkplaceteams,toidentifytheshopfloorimplicationsofHRplanningthatmayflowfromtheirdecisionsandwork practices.

Source: Adapted from Dessler, G riffiths Lloyd-Walker – Human Resource Management, Chapter 4 Human Resource Planning and Strategy, pages 131, 2nd Edition, Pearson Education Australia. 2004

Effective human resource planning requires the close involvement of general and line management, the human resource department and employees generally.

The involvement of line management in plans affecting their people is especially important for an effective human resource plan. The roles played by each group may be summarised as:

General Management:

• To advise on the longer-term goals and strategies of the organisation and to demand systematic HR planning. This includes scanning the environment to ensure all conditions are taken into account when developing goals and strategies.

• To ensure the commitment and support of line managers in the development and implementation of HR planning.

• To provide input into the succession planning process of senior executives.

Line Management:

• To gain systematic consideration of the factors likely to affect their part of the organisation over coming years and the likely impact of these factors in the achievement of their business objectives. These factors may include the:• number and skills of the people employed• training and development needs of employees considering

performancepotentialandthelikelypositionstobefilled• need for employees to understand clearly the standards of

performance required of them and how their work relates to the business.

• To implement the HR plan and to monitor performance against this plan




1.7 Agree and document roles and responsibilities of human resources team, line managers and external contractorsIt is important that the roles and responsibilities for the HR function are clearlydefined.

Human Resources TeamThere are many individual roles within the HR team and these may include:

• Director/Head of Human Resources• Senior Manager/Manager Human Resources• HumanResourcesSpecialist/Officer/Administrator• Senior Manager/Manager Recruitment/Talent Acquisition Specialist• Recruiter/TalentAcquisitionSpecialist/Officer/Administrator• Senior Manager/Manager Change/Organisational Effectiveness• Change/OrganisationalEffectivenessSpecialist/Officer/

Administrator• SeniorManager/ManagerRemuneration/Compensation&Benefits/

Rewards• Remuneration/Compensation&Benefits/RewardsSpecialist/

Officer/Administrator• Senior Manager/Manager Learning & Development• Learning&DevelopmentSpecialist/Officer/Administrator• Senior Manager/Manager Employee Relations• EmployeeRelationsSpecialist/Officer/Administrator• Senior Manager/Manager HRIS (HR Information Systems)• HRISSpecialist/Officer/Administrator• Senior Manager/Manager WHS (Workforce Health & Safety)• WHSSpecialist/Officer/Administrator

Jones (2010 p. 22-25) details a six-step general purpose approach to a typical consulting project:

1. definingtheneed2. clarifying expectations and contracting3. gathering information4. selling change5. leading change6. taking stock or closing.

Review this process and compare it to Block’s Model of Consulting Process as presented previously in this student workbook. Which process would you prefer to use? List your reasons in the discussion forum on OpenSpace.

Readtwootherpostingsandreflectontheirreasonsforchoosing and using a particular model.

ACTIVITY 6Consulting process




Line ManagersLine managers are required to administer the HR policies and programs locally.

As an example, in the recruitment processes, this may require a manager to:

• review an advertisement prior to posting• review a shortlist of resumes• participate in the interview process• determine or agree the successful candidate• offer the role and on-board them at commencement.

The extent of the line manager’s participation will again depend on the size of the organisation and its structure. Regardless of the level of involvement required, it should form part of the normal line manager’s responsibilities in their position description. In a small organisation this may represent 50-80% of the manager’s role. In a large organisation, people management should represent no less than 20% of the line manager’s responsibilities.

Where a policy is not practical or does not effectively support the business,thelinemanagermustadviseHRwithspecificfeedbackasto the issue so that is can be addressed. A common concern for HR is thatlinemanagersfindtheirpoliciesdifficulttoadministerorthattheyare not relevant and instead of communicating this to HR, they just do not use it. This introduces a range of risks from inaccurate reporting to disengaged employees to non-compliance to legal or safety standards, increasing the risk of litigation or accidents in the workplace.

The number and level of the positions within a company will depend on the size and complexity of the organisation and its workforce.

Generally, a HR Division would be responsible for providing a range of policies and procedures relating to:

• recruitment and workforce planning• cultural and organisational change• remunerationandemployeebenefits• learning and development• employee relations• information management and reporting• workplace health and safety• human resources strategy• payroll and superannuation management (this may report through to

financedependingontheorganisationsstructure).

In addition to these development and implementation of the policies and procedures, HR practitioners would be required to support line managers in applying these through consultation processes.




External ContractorsExternal contractors do not have the same HR obligations as employees within an organisation. They are often excluded from the employeepolicieswiththeirownsetofspecificrequirementssetoutintheir contract. These changes relate to their rights and obligations for working with the organisation.

They do however still require a detailed position description outlining their role and responsibilities, the same as any other employee of the company.

Find a position description template and complete the key roles and responsibilities of:• A HR Manager• A line manager (focus on their personnel responsibilities)• An external contractor

ACTIVITY 7Documenting roles

Topic 2: Manage the delivery of human resources services|26



This topic will help you develop the skills and knowledge to enable you to:

2.1 Develop and communicate information about human resources strategies and services to internal and external stakeholders

2.2 Develop and negotiate service agreements between the human resources team, service providers and client groups

2.3 Documentandcommunicateservicespecifications,performance standards and timeframes

2.4 Identify and arrange training support if required


Topic 2: Manage the delivery of human resources services

2.6 Ensure that services are delivered by appropriate providers according to service agreements and operational plans

2.7 Identify and rectify under-performance of human resources team or service providers

2.8 Identify appropriate return on investment in providing human resources services




2.1 Develop and communicate information about human resources strategies and services to internal and external stakeholdersOnce the HR strategy has been determined, it must be communicated to the HR team, across the organisation and to any external stakeholders. This will set a benchmark for the vision and direction of the HR department and an opportunity for any stakeholders to raise concerns or become involved in the delivery of the plan. For employees it will offer a clear direction and an opportunity to engage with and participate in the vision.

Any changes to the current services, policies or processes supported by HR should also be communicated so that all parties are aware of their rights and responsibilities.

Any communication plan should consider the following elements:

1. Define the purpose of the communication - what is the organisation trying to achieve

2. Identify and understand the audience - who should be included and why

3. Determine the methods to be used - email, posters, presentation sessions,filterintoteammeetingsbymanagement

4. Set a timeline - who needs to be communicated to and in what order5. Create the communication - which is the best format for the plan6. Deploy the communication - implement the plan7. Follow up the communication - ensure it reached its audience and

the message was understood

If changes to the strategy or processes are not effectively communicated, it is likely to cause a reduction in employee engagementwhichhasarealandsignificantcosttoorganisationsthrough lost productivity and employee attrition.

Draft a communication plan that you would use to update the organisation on a new HR policy.

ACTIVITY 8Communication plan

There is often a temptation to use examples when helping to outline a new policy or process, however you must always be careful when communicating HR information as it is often highly sensitive and there are privacy considerations that must be taken into account.




2.2 Develop and negotiate service agreements between the human resources team, service providers and client groupsOnce n HR manager/consultant has gained credibility and has worked with a manager to identify their needs, developed and costed options and agreed on a general approach, they can then begin to formalise an action plan or service agreement.

Negotiating the scope and conditions for a service to be provided is one ofthefirststepsindevelopingaserviceagreement.Forexample,ifyouwere developing a service agreement for the provision of recruitment youwouldfirstneedtodeterminethebroadscopeoftheserviceagreement. Would the agreement cover the provision of recruitment servicestoaspecificbusinessunitortotheorganisationingeneral,would the agreement cover permanent or temporary staff, and so on.

OncethescopehasbeendefinedtheHRmanager/consultantwillworkthrough the remaining key components of an agreement. These include:

• theservicetobeprovided(servicespecifications)• rights and responsibilities of each party to the agreement• key processes to be used• key performance standards, timeframes and client satisfaction criteria• processes to be used to monitor performance against standards

(quality assurance) and if required, how corrective action will be taken• agreement on timeframes• agreement on costs• client satisfaction criteria – negotiating realistic criteria with mechanisms

for two way feedback throughout the life of the agreement• developing processes to be used to monitor performance against

standards (quality assurance) and if required, how corrective action will be taken

• how performance will be reported.

Read pages 382 from the course text, Human Resources Management in Practice.


The negotiation skills outlined in the text relate as much to negotiating an SLA as they do to negotiating with employees. The key point of difference is the audience and their motives. Instead of dealing with an employeewhoislookingtoredefinetheirroleorincreasetheirsalary,you are dealing with an external service provider who aims to determine the required level of service and an appropriate fee for that service.

Identify the SLA boundaries and limits for any HR service of yourchoosing.Brieflypresentyourfindings.Makesurethatthefollowing key considerations are covered:• service description• service availability• service responsiveness• service reliability and quality• roles and responsibilities of service provider and clients.

Source: Jones, R 2010, Managing Human Resource Systems, 2nd edn, Pearson, Australia, p. 48.

ACTIVITY 9SLA boundaries and limits




2.3 Document and communicate service specifications, performance standards and timeframesThere are some fundamental communication and relationship principles that should be communicated and agreed on to ensure the best chance of partnership success:

• high level of personal contact• assuming all issues are shared problems• anticipating events that could impact the relationship and sharing

that information• providing honest and timely feedback• reassuring performance of all participating stakeholders regularly

When documenting an SLA, the following steps need to be undertaken:

1. Scope the agreement.2. Gather details for a formal SLA proposal.3. ConfirmthecapabilityoftheHRteamtomeetobligationsinthe

SLA.4. Detail the agreement.5. Negotiate with the client using the draft SLA as a starting point

only.6. Finalise the agreement.

The precise format of an SLA will differ from circumstance to circumstance, but Dewey (2001, p. 5) lists the factors that usually need to be included when preparing an SLA:

Identify

• scope• participants• relationships

Define

• requirements• responsibilities• interfaces• exclusions• performance tracking and reporting

Negotiate

• responsiveness• costs• compensation/payment• Measures• consequences/penalties• problem management and remedies

Review

• performance• compliance• satisfaction• scope.




2.4 Identify and arrange training support if requiredJones (2010, p. 50) states that ‘the development of HR SLAs often means that the technical, organisational and communication skills of the HR team members must be developed and tuned to match the specificrequirementsoftheclient.’

The HR team leader will need to identify the capability of the HR team to ensure that the team or team member is competent to deliver the agreed services at the agreed level. A skills audit will identify the knowledge and skills of the HR team and identify any gaps. Appropriate training, mentoring or coaching will need to be provided.

Identifying and arranging training and support to HR staff is an essential step of the process as the success of the SLA is dependent on the ability of HR staff to carry out actions, negotiate differences and communicate effectively with the relevant internal and external customers.



Outlinethebenefitsoftrainingwhenimplementinganewpolicyor process for:• HR Team• Line Manager• Employees.

ACTIVITY 10Training benefits

The SLA should be very clear on what metrics will be used to determine whether success or failure is apparent in terms of agreement and delivery. Additionally, the SLA should outline what penalties apply for non-performance. Penalties may include re-work at no cost, payments to the client, or termination of the contract/SLA.

1. Generic recruitment service level agreement LINK 4

2. HR service level agreement LINK 5

ADDITIONAL RESOURCESReview the following examples of SLAs

Identify the SLA boundaries and limits for any HR service of yourchoosing.Brieflypresentyourfindings.Makesurethatthefollowing key considerations are covered:• service description• service availability• service responsiveness• service reliability and quality• roles and responsibilities of service provider and clients.

Source: Jones, R 2010, Managing Human Resource Systems, 2nd edn, Pearson, Australia, p. 48.

ACTIVITY 9SLA boundaries and limits

Develop a service level agreement with an external provider for one HR specialty. Include the headings suggested by Dewey above.

ACTIVITY 10Develop a service level agreement

http://hr.nd.edu/assets/50779/recruitment_service_level_agreementfinal.pdf

http://ssc.jhmi.edu/hr_payroll/DataFiles_HR_Payroll/sla_hrpr.pdf





Measurement tools are also integral to success as they are used to ‘assess the service provider’s outcomes against the

customer’s expectations’

(Jones 2010, p. 50).

As seen in the sample SLAs above, quality assurance processes are built into the implementation phase. This means that there has to be an agreement from beginning of the process on how to monitor the performance of the service provider, and should include:

• reporting mechanisms• reporting process• regular consultation



What methods of measurement would you apply to the following elements or activities:• Recruitment• Training programs• Employee engagement.

ACTIVITY 12Measurement

2.6 Ensure that services are delivered by appropriate providers in accordance with service agreements and operational plansJones (2010, p. 50) comments that no matter what service levels are agreed to in an SLA, HR team members should aim to service client needs fully. Obviously, meeting the basic requirements of the SLA is essential; however, an HR team should strive to exceed its client’s expectations by:

• making clients aware of the objectives of the SLA and the intention of staff to meet these objectives

• measuring and monitoring the SLA• working with other related groups to focus on solving all

HR support needs• continually improving service.




2.7 Identify and rectify underperformance of human resources team or service providersIn situations where service delivery does not meet the agreed standard theperformance,gapsneedtobeidentifiedasquicklyaspossibleandcorrected.Thefirstpersonwhoshouldaddressthisgapinserviceisthe HR person responsible; if that person is unable to rectify the service delivery gap then the HR manager should be consulted.

Where the underperformance stems from a lack of experience or training, additional development may be required.

It must be remembered that a Service Level Agreement is a legal and binding contract for performance and where that performance is not met there is a breach. Generally the SLA would identify the consequences of non-performance through one or more of the following remedies:• cancellation of the agreement• refunded or reduced payment• finesorotherpenalties.

Wherethebreachismoreserious,theremaybelegalramifications.This would be more likely in the case where there has been a breach of the code of conduct generally linked to any service level agreement or employment contract.

Outline three forms of underperformance which may occur within an HR team or service provider and identify three solutions for each.

ACTIVITY 13Underperformance

‘Effective service delivery requires HR staff with the right skills and capabilities. However, it also requires tools, processes, and infrastructure to help the HR staff succeed. Key enablers include: robust policies and procedures, integrated technologies, self-service capabilities, service-level agreements, reporting and analytic tools, and effective governance”.

Here are some keys to achieving desired results:

• establish an ‘operational excellence’ team to drive continuous improvement

• define standard operating procedures to provide consistency

• manage processes from end-to-end, rather than in piecemeal fashion

• rationalize fragmented HR applications, prioritizing information needs and taking full advantage of ERP integration

• develop training programs that emphasize continuous learning

• establish rigorous governance processes to improve financial discipline and accountability

• measure HR’s performance against service-level agreements and industry benchmarks.(adapted Deloitte Consulting)




2.8 Identify appropriate return on investment in providing human resources servicesApplying an ROI approach to human resource services can lead to improved results by:• managers and employees measuring the outcomes of the service

delivery• implementing effective monitoring systems to calculate return on

investment• identifyingtangiblebenefitsoftheservicewhichmayhavean

organisational wide impact

Watch the following clip LINK 6 that explains the ROI of the Human Resources in an organisation.

MEDIAROI of human resources

Read the following information LINK 7 on how to measure return on investment (ROI).

ADDITIONAL RESOURCESMeasure ROI

Choose three areas/functions of HR that could produce an ROI and explain how you would calculate it.

ACTIVITY 14Calculate ROI

http://www.youtube.com/watch?v=xfGUnYyQYL4

http://www.talentontwikkelaar.be/sites/default/files/Measuring_ROI.pdf

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of business, management and marketingTopic 3: Evaluate human resources service delivery|34




3.1 Establish systems for gathering and storing information needed to provide human resources services

3.2 Survey clients to determine level of satisfaction

3.3 Capture ongoing client feedback for the review processes

3.4 Analyse feedback and surveys and recommend changes to service delivery

3.5 Obtain approvals to variations in service delivery from appropriate managers

3.6 Support agreed change processes across the organisation

Topic 3: Evaluate human resources service delivery

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3.1 Establish systems for gathering and storing information needed to provide human resources servicesThe systems used to gather, store and report on information from Human Resources are commonly referred to as Human Resources Information Systems (HRIS). HRIS relates to the systems and processes by which all HR information is captured, stored, analysed and communicated.

Payroll is external to HRIS, however they are the managers of much of the salary and personal information captured. So that the HR systems do not have to replicate the constant changes to the workforce (new hires, exited employees, internal transfers, division changes, etc.), the Payroll data is often used as the primary source or source of truth data and transferred across to the HR information systems directly. This provides a consistent baseline for all personnel reporting and analysis betweenfinanceandhumanresources.

Some of the types of systems or information managed by HRIS include:

salary reviews and incentive paymentsperformance appraisalslearning and development of employeesbenefits administrationdiversityrecruitment applications and database

employee engagement and satisfactiontime and attendance(may be part of Payroll function).

Information may be managed by the HRIS team entering it into the system based on what the business is telling them, or with the shift to employee and manager self-service, it may be entered directly into the systems by the frontline employees and managers.

BenefitsoftheHRISteamenteringtheinformationarethattheycancheck and challenge the information as they process it. Problems occur where the information is being translated, it can take longer to submit and enter centrally and it takes the focus off analysing the data.

Benefitsoftheemployeeormanagerenteringtheinformationdirectlyare that it is done at the frontline and can be entered more quickly and accurately. Issues may arise where the employee or manager is not clear on the purpose or type of information they should be entering in which case it may be incorrect. The biggest challenge is that often the frontline do not appreciate the value of HR programs and they do not prioritise this work, often missing important deadlines.

Once the information is captured, information can easily be extracted and reported back to the business in order to identify trends, highlight issues, defineperformancemeasuresetc.Thisinformationcanthenbeusedtocalculate the ROI or just conduct a regular health check on the business.

A good base for reporting on the health of the organisation’s workforce is illustrated in the balanced scorecard. A balanced scorecard provides a standard set of data reported back to the business regularly that shows the success of a range of HR activities usually referenced through three or four key criteria, across the business. This may be presented in many formats.

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Sample Balanced Scorecard

Perspective Objectives Measures / Targets FRQ Performance Trend CommentFinancial Grow the business 2%increaseinprofitoverprioryear>$xm A

Exceedprofitabilitytarget z%profitoverturnover MOptimise balance sheet Netoverclaim>$x M

Exceedcashposition-allprojects>$x MExceed work in hand target Commited contracts 2 x FY10 A

HSEC Sustainability

People are safe LTIF - goal 0 - target <1 MLTIS - goal 0 - target <10 MRIFR - goal <7 - target <11 MAll persons undertake Project Safety Observations in accordance with Safety Matrix p.a.

A

Healthy people Implement a healthy lifestyle program - Jun 09 QValue the environment Infringement - goal 0 - target 0 M

Introduceofficeeco-efficiencyprogram-Sept08 QDrafteco-efficiencyprogramtoallsites-Sept08 Q Issued

9.10.08

Respect the community Supportcommunitycontribution>$xk AClient Exceed client expectations Undertake client survey on all projects M

Monthlyreportincl.reasonsforscored<2and>4 MEngage staff - train in survey use - 2 pax/project S

Raiseourprofile Identify/develop relationship mapping model ADevelopstrategyforidentifiesrelationships A

continued...

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Sample Balanced Scorecard (continued)

Perspective Objectives Measures / Targets FRQ Performance Trend CommentInternal process

Consistant application Coresystemstobedraftedandfinalised-Dec01 SSimple, effective, value add Staffhaveadequateknowledgeandaccess>90% AAccessible NSWsystemsasdefinedloadedintoWM5

Document search takes <2 mins

People understand Training program complete (Dec 08) and implemented (Jun 09) S

Continuous improvement Staff survey to be undertaken - Jun 09 APeople capability

Individual capability Performance development reviews sets performance targets - 100% staff - Jul 08

S

Critical roles succession plan complete - Sep 08 ASkills gaps - learning program in place - Oct 08 Q

Project management Project resourced - 2 pax attend Project managers development program

A

Team leader skills pre-requisite to project manager promotion ALeadership capability Constructive culture - improvement in OCI / LI Bi

Leadership participation - strategic team initiatives, Leadership team meetings

M

Constructive behaviours - leadership team trained and active AOptimise team performance “One team” behavious assessed in PDR A

Team alignment session conducted for all teams AA - Annual S - 6 monthly Q - Quarterly M- Monthly Bi - every 2 years Ahead On Below Warning

Up Down Steady

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3.2 Survey clients to determine level of satisfaction‘Evaluating HR practices and services from the HR service provider perspective is necessary to:

• Be in a position to market the HR function. Information that demonstrates to internal customers that HR can contribute to costsaving,benefitsandincreasedorganisationaleffectivenessisvaluable.

• Promoteaccountability.IsHRmeetingitsobjectivesefficiently?• Promote change. HR services that are not performing well can be

improved’ (Jones 2010, p. 53).

The use of a client survey is an additional tool to measure customer satisfaction and develop strategies to accommodate changes to servicestobetterreflectclientneeds.

Surveys are used in addition to performance standards (that primarily measures the process outcomes) to provide an overall sense of a client’s satisfaction with a service.

It is important to recognise that client surveys are tools that need to be negotiated – there is no point having client satisfaction measures that are unrealistic or do not take account of variables that may be outside theinfluenceofthepartiestotheagreement.

All relevant key stakeholders should be surveyed to ensure ongoing customer satisfaction. Results of surveys need to be acted upon and where appropriate incorporated in the HR operational/business plan.

Privacy is a major consideration when capturing, storing and reporting on HR information, so clear guidelines must be determined and applied to the access and communication of this information. As a guide, it is recommended that where possible, payroll numbers or alternative unique identifiersbeusedinsteadofnames,particularlywherereporting.

The information reported by the HRIS is only as good as the information captured within the systems. For this reason, it is very important that the right information is recorded as the systems are otherwise useless.

IdentifyfiveHRInformationSystemsthatcouldbeusedinthe recruitment process and conduct a brief pro/con listing to identify which has the most suitable features for the organisation you work in.

ACTIVITY 15HRIS

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3.3 Capture ongoing client feedback for the review processesGaining client feedback is a continuous process, not just an outcome at the end of the HR service delivery. Once the SLA has commenced, regularly monitoring both informally and formally needs to occur.

Both the performance of HR support staff and the overall agreement should be continually monitored. Each request for support can be recorded and traced through a tracking system that monitors compliance of the HR team’s staff to each individual SLA. This performance feedback and a growing reputation for delivering upon the agreed objectives of an SLA are a valuable marketing aid for future SLAs.

Feedback can be obtained by:

periodic internal / external clientsatisfaction surveys

comparative performance evaluation

quality assurance

ad hoc questioning of clients.

All information captured through these feedback processes should be recorded and regularly reviewed. If the feedback is negative, it should be addressed immediately – don’t wait until a formal review is underway as this is likely to be too late, causing dissatisfaction and disengagement, and in some cases this can be irreversible.

The ‘ability to learn from experience’ is a key competency required in all HR and leadership positions. HR personnel need to recognise that they can offer ideas and be offered ideas from clients, for improving a service or doing things differently. Acknowledging mistakes and framing them as learning opportunities enables the individual to work more effectively as an HR professional.

View sample client satisfaction surveys by clicking on the following links:

LINK 8 Survey monkey

LINK 9 Missouri State University

ADDITIONAL RESOURCESClient satisfaction surveys

Using Survey Monkey, create a short survey of 5-10 questions about the recruitment process. Send the survey to a sample of 3+ people and collate the results.

ACTIVITY 16AOnline survey - part A

http://www.surveymonkey.com/mp/hr-survey-templates/

http://www.semo.edu/hr/employees/survey.htm

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3.4 Analyse feedback and surveys and recommend changes to service deliveryOnce you have captured feedback, it must be reviewed with any actionsidentifieddealtwithinashorttimeframe.Theonlythinglikely to upset a client, manager or employee more than not feeling supported by HR, is when they provide feedback about their concerns and they are ignored.

Feedback needs to be captured and compared so that a clear view of the success of the program under consideration can be achieved. A fair comparison requires a mix of quantitative and qualitative data used.

Qualitative analysis relates to subjective measures that are based on how a person feels about something or believes something has worked. This is a judgement call and is not based on hard numbers. Feedback forms are more aligned with capturing this information.

Quantitative analysis relates to measurable metrics such as cost per hire or percentage salary increase. This should not be ignored in this context as a manager may feel that the hire process is taking too long, however you may be able to determine through time-to-hire statistics that placements are achieved faster than the industry average using the current system.

When analysing the feedback and program information captured through the HRIS, a balance of these points should be considered before considering any changes to the service delivery.

There is a risk that a stakeholder may have a poor perception of a program and their feedback is supporting a complete review, however themajorityofusersfindthenewsystempreferable.Inthiscase,theindividual with the issues may have their own reasons that are outside

the actual system for their feedback. For example, they may not be great at entering the information needed to trigger a new hire, which is actually cause for further training rather than a change to the system being used. Motivation must also be included as a consideration when analysing feedback.

RecommendationA review of the customer feedback received and the programs statistical data should highlight whether a program is working well or not. Where there is an opportunity for improvement, this should beinvestigatedtodeterminethepotentialbenefitsagainsttheriskofdisengagingsystemuserswhoaresatisfiedwiththecurrentsystem.Change for change’s sake is often resisted by the business and places unnecessary resistance in front of required changes in the future.

Where is it necessary, any recommendation for change should be clearly stated outlining the following:

2

3

4

5

6

7

1

8

current process / systemthe issue or concern to be addressedthe recommended new process / systemcosts or changes that are required to implementan opportunity for discussion or feedback aboutthe change, if appropriatethe proposed implementation timeline

the communications plan, if appropriatean agreement / commitment for sign off.

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Oncetherelevantstakeholdersareidentified,theyneedtounderstandthe need for change. Where documented, they will get this from the recommendation, cost analysis, timeline and communications plan above. It is a good idea to send the information and then follow-up with a presentation offering an opportunity for any questions to be askedandanswered.Thisalsogivesanopportunitytoobtainanyfinalsignatures required to approve the recommendation.

If the proposal is not agreed, a clear understanding of the concerns shouldbesoughtsothattheycanbeclarifiedoraddressedinasubsequent variation submission. This process should continue until agreement is achieved and the implementation plan can commence.

A change is proposed to the current incentive plan program across the organisation. Identify the relevant stakeholders and the best method of communication for each.

ACTIVITY 17Stakeholder identification

Review the results to the survey you created in Activity 16A. Analyse the results and make a recommendation in relation to the recruitment process, based on the information you captured.

ACTIVITY 16BOnline survey - part B

3.5 Obtain approvals to variations in service delivery from appropriate managersBefore any variation to service delivery is implemented, it should be agreed by all relevant stakeholders.

Stakeholder HRM Effectiveness CriteriaOwners EfficientHRfunctions,ethicalpractices,legalcomplianceEmployees Job satisfaction, fair pay, career opportunitiesCustomers Trained staff, quality goods and servicesCreditors CreditworthinessthroughefficientproductionCommunity Involvement in local activities, local career pathsSuppliers TrainedstaffforefficientmanagementofpurchasingGovernment Obey EEO, WHS, employment relations and tax law(Source: Dessler et al, 2004, Human Resource Management, 2nd edn, Pearson Education Australia, p. 579)

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3.6 Support agreed change processes across the organisationThe success of any HR program is based on stakeholder, manager and employee support. If the change is not supported at all levels, it is likely to fail. For this reason, a change plan should be put in place to ensure that all stakeholders understand the value of the process and purpose of the change.

A change plan includes all the information captured in the recommendation above and presents the relevant elements to the relevant groups to ensure their engagement with the proposal.

As previously discussed, HR service objectives must align with the strategic and operational objectives of the organisation. In this competitive and global environment, an organisation’s strategy may change on a more frequent basis than it has done in the past. When the organisation’s plans and objectives change, there must be corresponding changes in HR service objectives.

These service delivery changes will require an amendment to the SLA and will need to be approved by the appropriate manager or group established under the terms of the service agreement. This is another opportunity to review the SLA. Any change made to the SLA must be communicated formally, in writing, to all stakeholders per the above process.

Search the internet for a change management plan template that can be used for a proposed change to any HR program.

ACTIVITY 18Change management plan

Topic 4: Manage integration of business ethics in human resources practices|43




4.1 Ensure that personal behaviour is consistently ethical and reflectsvaluesoftheorganisation


4.3 Observeconfidentialityrequirementsindealingwithallhuman resources information

Topic 4: Manage integration of business ethics in human resources practices

4.4 Deal with unethical behaviour promptly

4.5 Ensure that all persons responsible for the human resources functions are clear about ethical expectations of their behaviour




4.1 Ensure that personal behaviour is consistently ethical and reflects values of the organisationOne of Australia’s best-known business ethicists, Attracta Lagan (‘Business ethics, is it part of the corporate governance equation?’, KPMG Press Office) has noted:

‘The experiences of global organisations such as BP, Shell, Rio Tinto and BHP Billiton have demonstrated how protecting corporate reputations means moving beyond the legal requirements and being seen to respond to societal expectations of socially acceptable business standards…Ethical leadership means assisting employees to hone the skills necessary to balance these, often competing, stakeholder tensions – success now depends on managing organisational culture.’

Dessler (2007, p. 124)makesthefollowingdefinitions:

1. Ethics consist of a set of guidelines as to acceptable conduct directedtowardsresolvingconflictofinterest,soastoenhancesocietal wellbeing.

2. Morality is, at the very least, the effort to guide one’s conduct by reason. That is, to do what there are the best reasons for doing, while giving equal weight to the best interests of each individual who will be affected by one’s conduct.

Grace and Cohen (2003, p. 4)suggestfivegeneralcharacteristicsofethical or moral behaviour:

1. The behaviour is generated by motives that go beyond self-interest. For example, an employee refuses a chance at a highly paid promotion knowing that he/she intends to retire at the end of the year.

2. The principles underlying the behaviour can be universalised. In other words, we would expect widespread agreement that this isthe‘rightthingtodo’.Condemnationofracialvilificationisanexample.

3. It should be possible to defend an ethical decision with a reasoned argument. Ethics isn’t just about conduct based on biases, tastes or preferences. In a business situation, a decision toinstallexpensiveenergy-savingtechnologycouldbejustifiedonthegroundsofthefirm’sdutytopursueenvironmentallysustainable outcomes.

4. Moral opinion isn’t a matter of majority opinion. The fact that most employees in a workplace don’t like a particular employee won’t, of itself, justify his dismissal.

5. Moral action isn’t just a matter of theoretical or academic interest; it is ‘action-guiding’. This characteristic reminds us that itisn’tethicalconductforafirmjusttoadoptacodeofethics.Theactionsthatflowfromtheadoptionareattheheartoftheethics.





‘A code of ethics is an organisation’s statement of its crucial values; a code of conduct is about the ground rules that

activate those values’.

(Dessler 2007, p. 138)

A code of conduct is a document of overriding principles which govern the way employees of an organisation deal with clients, public oranyotherbody.Thecodeofconductreflectsthevaluesoftheorganisation’s mission and is part of the conditions of employment. It provides the ground rules for appropriate behaviour.

A code of conduct may include guidelines for:

ethical behaviour

confidentiality

conflicts of interest

equal opportunity

harassment, discrimination & bullying

These characteristics are used in the construction of a broad range of ethical philosophies and are evident in a number of ethical theories, which Dessler (2007, p. 125)defines:

• Utilitarian Approaches - These approaches assume that ethics is aboutfindingthebestoutcomeforallthosewhohaveastakeinthedecision.

• Deontological Approaches - These approaches assume that ethics are based on duties that we owe others.

• Virtue Ethics - Is less concerned with outcomes and duties, and emphasises the importance of the role of moral people in ethical decision making.

Watch the following clip LINK 10 to see corporate ethics in action.

MEDIAROI of human resources

http://www.youtube.com/watch?v=pTeZ6O3qKX4




Within your organisation, or one you have access to, get a copy of the current code of conduct.

ACTIVITY 20Code of conduct

A code of conduct is not just a company policy, rather it outlines a commitment that all employees must make to the organisation and their workmates. For this reason, the code of conduct should be signed to show it has been read and agreed by all employees as part of their employment contract. As some employees may remain with an organisation for a long period, it is also recommended that it be reviewed across the organisation on a regular basis or at certain employee anniversaries to ensure they are still aware of their commitment.

An example of a generic codes of conduct guideline appears below:

Company X

Code of Ethics and Conduct for Company X

Contents

A message from the Chief Executive Officer

Why do we need a Code of Ethics and Conduct?

Upholding the reputation of Company X. • compliance: your responsibilities• responsibility to the community• responsibility to stakeholders • conducting ourselves with care and diligence• confidentiality• privacy• equal opportunity• safe and healthy workplace• harassment, discrimination and bullying • importance of ethical behaviour• fair dealing• conflicts of interest• Gifts and benefits• property and ownership• owning Company X Shares




4.3 Observe confidentiality requirements in dealing with all human resources informationAspreviouslyidentified,themainroleofhumanresourcespersonnelisthe recruitment, retention and development of staff. Human resources management has progressed from just paying employees’ cheques to ensuring that employees are aware of any legislation that protects their welfare in the workplace.

HRM also helps establish and maintain the relationship between employees and employers. While individual managers ultimately decide who should be recruited or who requires performance management, human resource personnel are often the backbone of these decisions, helpingtoinfluencemanagerstomaketherightchoices.

Throughout an average working day, human resource personnel write job descriptions and advertisements for job vacancies. They provide advice on wage and salary levels, or negotiate with management, stafforunionsaboutpayandconditionsorfinaliseanemployee’sleaveperiodandpayout.Theymayalsoneedtofindtimetodiscussa personal or work problem with staff, before ensuring that an organisation’s human resources information systems are up to date.

People who work in human resources need to keep up with any amendments or changes in workplace law. They must be well informed about the legal obligations of the organisation in meeting equal opportunity, occupational health and safety, and privacy and freedom of information requirements.

Confidentialityisveryimportantinthisoccupation,astheinformationthat human resource personnel gain about employees, workplace relations, disciplinary issues, personal issues is considerable. It is essentialthatHRMmaintainsthehighestlevelofconfidentialityasabreachofconfidentialitycanhavesevererepercussions.

What types of sensitive information might an HR professional have access to that they need to protect?

ACTIVITY 21Information privacy




4.4 Deal with unethical behaviour promptlyEmployees who behave unethically, do so for many different reasons from personal gain to peer pressure. The severity ranges from taking companypropertysuchasstationarytoinsidetradingorfinancialfraud.

The impact of unethical behaviour may include reduced sales or a drop in stock price where the issue has impacted the organisations reputation, poor internal culture and disengagement of employees reducingproductivityorcausingdifficultyinattractingqualityemployees.

Many employees are reluctant to raise concerns in relation to unethical behaviour as they fear their manager, department or HR will not act on their concerns. Where there is a problem with this across the organisation, a whistle blower also risks retaliation from their peers. This is why it is so important for any breach to be investigated and dealtwithquicklyandefficiently.

Where an organisation is serious about addressing any unethical behaviour, they may encourage this kind of information through anonymous avenues. This will allow someone the opportunity to raise their concerns without fear of consequences from their teammates. The risk with this type of approach is that it can be misused. Where someone doesn’t like another employee, they may make a complaint knowing that they will be put through an investigation which by its very nature is likely to be unpleasant before they can be cleared.

The following points outline the process that should be followed once a suspected breach of the code of ethics or code of conduct has been reported:

Line manager and HR confront the employee who has committed the breach and advise consequences (termination, remediation or other per the employees contract or legal ramifications where appropriate).

Line manager and HR address the impact of any breach.

Line manager and HR attempt to ensure that the breach cannot reoccur.

Line manager and HR acknowledge the breach and advise that action has been taken to address it with the original complainant.

1.

2.

3.

4.

Line manager and HR advise the complainant thatthey did not find grounds for concern and that theinvestigation is complete

Where no breach is found

Where a breach is found

Line manager receives a complaint.

Line manager escalates the complaint toHuman Resources Department.

Line manager and HR discreetly collectany information required to investigate the claim.

Line manager and HR review the informationand determine if there was a breach.

5.

6.

7.

8.

9.

Looking at the code of conduct you have from activity 20, identify the consequences outlined for unethical behaviour.

ACTIVITY 22Code of conduct




4.5 Ensure that all persons responsible for the human resources functions are clear about ethical expectations of their behaviourMany of the functions and aspects of human resource management are connected with the law and the legal system; examples include unfair dismissal, discrimination, sexual harassment, occupational health and safety, employment relations.

HR can assist in building an ethical culture by:

• developing infrastructure that is based on clear policy (ER, induction, performance management) and an appropriate code of ethics and behaviour

• selecting staff and leaders who will act ethically.

HR practitioners should seek to:

• act ethically in every professional interaction or relationship• question decisions when necessary• gather expert advice when in doubt as how to act, teach, coach and

develop ethical leaders

HR practitioners must have sound working knowledge of:

• relevant industrial awards and agreements• employment law• other relevant legislation (e.g. WHS, EEO)• organisation HR practices• contemporary HR practices(Source: Jones, R 2009, HRM fundamentals, 2nd edition, Pearson Education Australia.)

Responsibility of ethical leadership cuts across all functions and managerial levels, including line and senior managers. Carey (1999 p.4) notes that, ‘HR is well positioned for creating, implementing and sustaining ethical organisational behaviour.’ She lists the following aspects of HR work crucial for such a role:

� organisational culture� communication� training� performance management� leadership� motivation� group dynamics� organisational structure.




The Ethical Implications of the Roles of HR Professionals

Role FunctionMonitoring HR monitors conduct in the organisation for compliance

with laws and policies.Modelling HR attempts to enhance ethical conduct by service as

an ethical role model.Advisory HR advises organisation members on ethical standards

and policies.Organisational HR defends the organisation's actions when confronted

by outside agencies.Investigative HR investigates unethical/ethical situations and

complaints.Advocacy HR acts on behalf of employees; HR protects employees

from reprisals from management.Educative HR trains or distributes information on ethics policy.Questioning HR acts to question the ethical dimensions of manager's

decision.

Why is it even more important that HR employees understand and adhere to the code of conduct and act ethically?

ACTIVITY 23Code of conduct in HR

Appendix|51



Appendix 1Texts, Recommended Reading and ResourcesUseful references and textsRequired Textbook

• Noe, R, Hollenbeck, JR, Gerhart, B, Wright, PM, Steel, J, McGill, C, & Dein, T 2014, Human Resource Management in Practice, 1st edn, McGraw–Hill Education, North Ryde.

Suggested Reference Textbooks

• Baker and McKenzie 2008, Australian Master Human Resources Guide, 6th edn, CCH Australia.

• Alexander, R and Lewer, J 2004, Understanding Australian Industrial Relations, 6th edn, Thomson Learning, Melbourne.

• Banister, R and Harding, J 2006, Human Resource Management, 1st edn, Pearson Education, Australia.

• Brash, C 2006, ‘Outside In’, HR Monthly, vol. 35, February.• Deery, S, Plowman, D and Walsh, J 2001, Industrial Relations: A

Contemporary Analysis, McGraw-Hill Book Company Australia Pty Ltd, Roseville, Australia.

• Dessler,Griffiths,Lloyd-Walker2007,HRM3eTheory/Skills/Application, 3rd edn, Pearson Education Australia.

• Grace, D and Cohen, S 2005, Business Ethics: Australian Problems and Cases, 3rd edn, Oxford, Melbourne.

• Huczynski,A1996,InfluencingwithinOrganisations,PrenticeHall,Europe.

• Jones, R 2009, HRM Fundamentals, 2nd edn, Pearson Education, Australia.

• Jones, R 2010, Managing Human Resource Systems, 2nd edn, Pearson, Australia.

• Seward, J & Dein, T 2005, Australian Human Resource Management, McGraw Hill, Sydney.

• Stone, RJ 2004, Human Resource Management, 5th edn, J Wiley & Sons, Sydney, Australia.

• Thorpe, R and G Homan 2000, Strategic Reward Systems, Pearson Education Limited, Essex, England.

• Viljoen J. 1997, Strategic Management, Planning and Implementing Successful Corporate Strategies, 4th edn, Longman Australia.

Also refer to AHRI periodical publications HR Monthly and the Asia/PacificJournal,HRM.

Appendix|52



Journals & periodicals

• AsiaPacificJournalofHumanResourceManagement–referencematerial

• CCH Labour Law Reporter and Human Resources Management Service (Manual)

• HR Monthly• HR Focus magazine• Harvard Business Review

• Journal of OHS Australasia – a source for reference material.

Web Sites

• Anti-Discrimination Board of NSW• Australian Human Resource Institute• Australian Institute of Management• Department of Fair Trading• Fair Work Commission• Fair Work Ombudsman• Training

Useful legislation, awards, standards:

• Annual Holidays Act (NSW) 1944 • Long Service Act (NSW) 1955 • Racial Discrimination Act 1975 • Sexual Discrimination Act 1984• Australian Human Rights Commission Act 1986 • Workers Compensation Act (NSW) 1987 • Disability Discrimination Act 1992• Workplace Relations Act (Cth) 1996 • Industrial Relations Act (NSW) 1996• Workplace Injury Management and Workers Compensation Act

(NSW) 1998 • Privacy Act 1998• Age Discrimination Act 2004 • Fair Work Australia Act 2009 • Work Health and Safety 2011• Work Health and Safety Regulation 2011.

http://www.lawlink.nsw.gov.au

https://www.ahri.com.au

http://www.aim.com.au

http://www.fairtrading.nsw.gov.au

http://www.fwc.gov.au

http://www.fairwork.gov.au

http://training.gov.au/

Links|53



LinksLINK 1: http://www.youtube.com/watch?v=H8_W8tAEsfQ

LINK 2: http://www.youtube.com/watch?v=YzqNgyqUYso

LINK 3: http://hr.umich.edu/strategicplan/index.html

LINK 4: http://hr.nd.edu/assets/50779/recruitment_service_level_agreementfinal.pdf

LINK 5: http://ssc.jhmi.edu/hr_payroll/DataFiles_HR_Payroll/sla_hrpr.pdf

LINK 6: http://www.youtube.com/watch?v=xfGUnYyQYL4

LINK 7: http://www.talentontwikkelaar.be/sites/default/files/Measuring_ROI.pdf

LINK 8: http://www.surveymonkey.com/mp/hr-survey-templates/

LINK 9: http://www.semo.edu/hr/employees/survey.htm

LINK 10: http://www.youtube.com/watch?v=pTeZ6O3qKX4

http://www.youtube.com/watch?v=H8_W8tAEsfQ

http://www.youtube.com/watch?v=YzqNgyqUYso

http://hr.umich.edu/strategicplan/index.html

http://hr.nd.edu/assets/50779/recruitment_service_level_agreementfinal.pdf

http://ssc.jhmi.edu/hr_payroll/DataFiles_HR_Payroll/sla_hrpr.pdf

http://www.youtube.com/watch?v=xfGUnYyQYL4

http://www.talentontwikkelaar.be/sites/default/files/Measuring_ROI.pdf

http://www.surveymonkey.com/mp/hr-survey-templates/

http://www.semo.edu/hr/employees/survey.htm

http://www.youtube.com/watch?v=pTeZ6O3qKX4

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