Complete the following activities individually or in a group (as applicable to the specific activity and the assessment environment).
Objective To provide you with an opportunity to analyse strategic plans to determine human resource strategic direction, objectives and targets.
Activity Why is it important to have a human resource (HR) strategic plan?
What information do you need in order to determine the HR strategic plan?
Why is it important to have clear and specific HR strategic objectives?
Give an example of a clear and specific HR strategic objective.
Objective To provide you with an opportunity to undertake additional environmental analysis to identify emerging practices and trends that may impact on human resource management in the organisation.
Activity Why is it important to undertake additional environmental analysis when developing the HR strategic plan?
Identify an organisation with which you are familiar. This may be your own organisation or another that you and the group are familiar with. Conduct a short PESTLE analysis, identifying at least five relevant factors in each of the PESTLE categories.
Objective To provide you with an opportunity to identify future labour needs, skill requirements and options for sourcing labour supply.
Activity What are the key questions you need to consider when assessing the organisation's future labour needs?
What are the possible sources of labour supply?
Objective To provide you with an opportunity to consider new technology and its impact on job roles and job design.
Activity What potential impact could new technology have on job roles and job design?
Think about a technological change that has taken place in your organisation or sector in the past. From an HR strategic planning point of view, what worked well and what were the lessons learned from this experience? How does this inform your current strategic planning activity?
Objective To provide you with an opportunity to review recent and potential changes to
industrial and legal requirements.
Activity Identify a forthcoming change in employment legislation. What are the implications of this for an organisation?
Objective To provide you with an opportunity to consult relevant managers about their human resource preferences.
Activity Why is it important to engage managers in discussions about their HR preferences, philosophies, values and policies?
What methods can be used to consult with managers?
Objective To provide you with an opportunity to agree on human resource philosophies, values and policies with relevant managers.
Activity Imagine that you are planning a consultation meeting with a group of managers in your organisation, the purpose of which is to establish their views about the organisation's values and HR philosophy. Create an outline agenda for this meeting.
Objective To provide you with an opportunity to develop strategic objectives and targets for human resource services.
Activity What is the purpose of strategic objectives and targets for HR services?
Imagine that you are the HR Manager of a small manufacturing organisation which employs 55 employees in a variety of production, warehousing, administration, sales and management roles. The organisation has ambitious plans for expansion, aiming to double its turnover within the next five years. What would be the key HR priorities for this organisation? For one of the priorities, draft a potential strategic objective.
Objective To provide you with an opportunity to examine options for the provision of human resource services and analyse costs and benefits.
Activity Why is it important to examine options for the provision of HR services?
What are the advantages and disadvantages associated with each of the following options?
Objective To provide you with an opportunity to identify appropriate technology and systems to support agreed human resource programs and practices.
Activity Give three examples of technology and systems which can be used to support HR programs and practices. What are the advantages and disadvantages of each?
Objective To provide you with an opportunity to write a strategic human resource plan and obtain senior management support for the plan.
Activity Why is it important to obtain senior management support for the strategic HR plan?
What steps can be taken to enlist senior management support for the strategic HR plan?
Objective To provide you with an opportunity to develop risk management plans to support the strategic human resource plan.
Activity What factors might pose a risk to the strategic HR plan?
How can risk to the implementation of the HR plan be minimised?
Objective To provide you with an opportunity to work with others to see that the plan is implemented.
Activity Who may be involved in the implementation of the strategic HR plan?
Imagine that your strategic HR plan includes an action for a manager to lead a working party to explore different options for employee benefits. They have volunteered for this as part of their ongoing professional development. You are meeting with them to brief them on their role. Draft an outline agenda for this meeting, highlighting the key items that you would want to discuss with this person.
Objective To provide you with an opportunity to monitor and review the plan.
Activity Why is it important to monitor and review the implementation of the strategic HR plan?
What steps can you take to monitor and review the plan?
Objective To provide you with an opportunity to adapt plan should circumstances change.
Activity What changes in circumstances have you encountered which have affected the implementation of strategic HR plans?
What action can be taken if circumstances change during the implementation of the plan?
Objective To provide you with an opportunity to evaluate and review performance against plan objectives.
Activity Why is it important to evaluate and review performance against the plan objectives?
What types of data might you review in order to evaluate performance against objectives?
The summative assessments are the major activities designed to assess your skills, knowledge and performance, as required to show competency in this unit. These activities should be completed after finishing the Learner Guide. You should complete these as stated below and as instructed by your trainer/assessor.
Skills, knowledge and performance may be termed as:
• Skills – skill requirements, required skills, essential skills, foundation skills
• Knowledge – knowledge requirements, required knowledge, essential knowledge, knowledge evidence
• Performance – evidence requirements, critical aspects of assessment, performance evidence.
Section A: Skills activity
The skills activity is designed to be a series of demonstrative tasks that should be assessed by observation (by the assessor or third party, depending on the circumstances).
It will demonstrate all of the skills required for this unit of competency – your assessor will provide further instructions to you, if necessary.
Section B: Knowledge activity (Q & A)
The knowledge activity is designed to be a verbal questionnaire where the assessor asks you a series of questions to confirm your competency for all of the required knowledge in the unit of competency.
Section C: Performance activity
The performance activity is designed to be a practical activity performed either in the workplace or a simulated environment. You should demonstrate the required practical tasks for the unit of competency and be observed by the assessor and/or third party, as applicable to the situation. If the third party is required to observe you, you will need to make the required arrangements with them.
If necessary for the activities, you should attached completed written answers, portfolios or any evidence of competency to this workbook.
Section A: Skills activity
Objective: To provide you with an opportunity to show you have the required skills for this unit.
This activity will enable you to demonstrate the following skills:
o organises, evaluates and applies content from a range of structurally complex texts relating to human resource strategic planning
o communicates complex ideas relating to strategic objectives, matching style of writing to purpose and audience
• Oral communication
o establishes and maintains complex and effective spoken communications in a broad range of contexts with relevant managers to determine resources preferences, philosophies and values
o selects and interprets mathematical information that may be embedded in a range of tasks and texts to analyse costs and benefits as well as dealing with budgets and risk management plans
• Navigate the world of work
o ensures knowledge of legislative requirements and products is kept up to date in order to provide accurate information
o develops and implements strategies that ensure organisational policies, procedures and regulatory requirements are being met
• Interact with others
o selects and uses appropriate conventions and protocols when communicating with managers at various levels
o participates in conversations relevant to role responding, explaining, negotiating and persuading as required
• Get the work done
o sequences and schedules complex activities, monitors implementation and manages relevant communication when developing the strategic plan
o makes a range of critical and non-critical decisions in relatively complex situations, analysing data and taking a range of factors into account when researching planning requirements and developing the plan
o gathers and analyses data and seeks feedback to improve plans and processes
o uses digital technologies to manage business operations and actively investigates new technologies for strategic and operational purposes.
Answer the activity in as much detail as possible, considering your organisational requirements.
1. List three factors to consider when reading, reviewing and analysing an organisation's strategic plans.
2. List four key ingredients to include when writing any strategic HR plan.
3. In front of a small group of at least three people, demonstrate your ability to communicate the philosophies, values and policies of the organisation effectively.
4. List the four steps involved in a cost/benefit analysis.
5. List three recent/forthcoming changes in legislation that could affect your organisation.
6. List five questions you should ask when reviewing a strategic plan.
Section B: Knowledge activity (Q & A)
Objective: To provide you with an opportunity to show you have the required knowledge for this unit.
The answers to the following questions will enable you to demonstrate your knowledge of:
• Describe human resource practices and functions
• Explain the relevant legislative, regulatory and industrial requirements for the business
• Outline common options for sourcing labour including:
o recruitment options
o casual labour
o new graduates or trainees
o off shore workers
• Explain the impact of technology on job roles
• Outline labour market options for sourcing labour supply
• Describe the requirements of a strategic plan.
Answer each question in as much detail as possible, considering your organisational requirements for each one.
1. Describe what is meant by ‘strategic HR planning'.
2. List three political factors which will have a bearing on the legislation and regulation surrounding your business.
3. List five common options for sourcing labour.
4. List three aspects of work that are being affected by new technology.
5. List five potential objectives/targets which a strategic plan is required to address.
Section C: Performance activity
Objective: To provide you with an opportunity to demonstrate the required perform