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King Edward VII College has been operating for five years. The college is based in the Melbourne CBD, with about 500 students enrolled. It offers a range of courses in management, marketing, human resources and international business. Courses are offered at all levels from Certificate II to Graduate Diploma. The college is very popular due to its competitive pricing structure, innovative teaching methods and state of the art facilities. Due to its success, the college plans to establish two additional campuses, one in Brisbane and one in Sydney. The Brisbane campus will commence operating in January 2018 and Sydney in mid-2018. Campus locations are already in place, with the process being overseen mainly by the CEO and the Finance Manager. No staff have been employed as yet, but it is anticipated that each campus will require a receptionist, a student services officer and 4 trainers. Existing staff at the Melbourne campus will complete all other staff functions until such time as student numbers increase substantially. It is anticipated that maximum student numbers will be up to 50 students at each of the new campuses. The College currently employs 24 staff members including the CEO, a Marketing Manager and Marketing Assistant, Human Resources Manager, Finance Manager, Administration Manager, Office Assistant, Receptionist, Academic Manager, Student Services Officer, and approximately 14 trainers. Further details regarding the above staff, as well as the staff turnover statistics, are provided in the Workforce Information document. King Edward VII College understands the overall importance of strategic planning for human resources and, given the company’s expansion plans, a Human Resources Strategic Plan is now required. The status of key areas of human resources is as follows: Equal employment opportunity and diversity: equal employment opportunity is implicit in recruiting staff and in the workplace but there is no formal policy or strategy in place or arrangements for flexible working arrangements. Human resources information systems: the current human resources system is basic. Staff files are kept in a filing cabinet and payroll is managed through accounting software. There is interest in migrating to an advanced HR information system as the business grows and has multiple sites. Costs need to be identified. Induction is limited to a couple of hours at the beginning of an employee’s employment. There is no follow up. Job analysis and design: no formal systems in place. Occupational health and safety: policies and procedures and processes are in place. However, no formal training system or ongoing development systems are in place. Performance management: while performance management is indicated in the company’s strategic plan, it is sporadic and depends on the manager. Clearer procedures and systems need to be put in place and there also needs to be some attention to reward and recognition schemes. Professional development: professional development onus is on the staff with no formal systems in place. Any professional development undertaken by staff is not always recorded although staff are supposed to complete a professional development register. An online system for recording professional development and that is linked to the human resources information system would be useful. There is no current budget for professional development and an annual amount needs to be identified per staff member. Recruitment and selection: there are a desire to identify recruitment and selection strategies that ensure the recruitment of quality staff. Staff retention and succession planning: no formal systems are in place. Assume that it is 12 months later, and the work-life balance policies and procedures have been implemented. One of the initiatives implemented was working from home arrangements for some staff members. Performance indicators relating to the implementation of work-life balance policies are indicated in the Human Resources Strategic Plan as follows: · High staff satisfaction with working from home arrangements. · Technology is in place to facilitate working from home arrangements. Key lessons learnt from implementation of the initiative are: · The implementation of the work-from-home team has been very positive. This can be attributed to the fact that the initiative was very well researched and project managed; and problems that could have become issues were identified and managed as part of the trial. · Having the right operational technology is important. There are some technology limitations: due to the bandwidth required for the phone and network connection the work-from-home team are unable to utilise tools such as web cams to facilitate meetings. · Need for clarity with family members about the time and place of work-from-home. · Need for internal policy considerations to address issues such as, when an employee relocates residence or an employee is selected/applies for a work-from-home position and the college is not able to provide a connection due to connection limitations. Make Human Resources Strategic Plan Include additional actions in your Human Resources Strategic Plan to account for the actions that need to be undertaken based on the scenario information. Use templete F&R Strategic plan This document is Human Resources Strategic Plan Template. It is part of the supporting assessment resources for Assessment Task 2 of BSBHRM602. King Edward VII College Human Resources Strategic Plan Introduction Provide an introduction to the strategic plan. Priorities List priorities. Operational Priorities Plan Indicate purpose of the operational priorities plan. Recruitment, selection and induction Objective: To ensure the recruitment and retentions of first class employees. Actions Responsibility Budget implications Performance Indicators Target date Workforce development Objective: To drive individual and team performance Actions Responsibility Budget implications Performance Indicators Target date Supporting and valuing the workforce Objective: Develop and implement more effective performance management for staff Actions Responsibility Resource Requirements, Performance Indicators Target date Workforce Skilling Objectives: · Develop and implement more effective performance management for staff · Expand employee development Actions Responsibility Resource Requirements, Performance Indicators Target date Human Resource Information Management Objectives: · Develop and implement more effective performance management for staff · Expand employee development Actions Responsibility Resource Requirements, Performance Indicators Overview of costs and benefits of human resources services indicated in operational priorities plan List and total projected costs BSBHRM602 Manage Human Resources Strategic Planning Vocational Training Institute RTO 41111 CRICOS 03487C Page 2 of 2 Version: October 2019 v1.0 © J&S Learningwork 2018