Developing A Human Resources Strategic Plan For King Edward VII College

Options

List five key functions of a Human Resources Manager.

Conflict resolution

Ensure employee satisfaction

Training and development

Management of employee turn over

Improvement of employees’ performance

In one paragraph discuss the importance of a human resources strategy.

Human resource strategy provides numerous benefits to the organization. For instance, when properly designed it results in employee motivation. The strategy also informs on action to be taken in different situations making problem-solving easier. There is also the benefit of reduced employee turnover and increased loyalty as well as production within an organization (Lim, et al., 2016). A human resource strategy also helps reduce confusion within an organization making management of operations easier. A well-developed strategy also gives the organization a high competitive advantage over other organizations.

Discuss three aims of human resources strategic planning.

The three aims of the human resource strategy are to ensure that the organizations meet their goals at present and future through coordination of various human resources and properly allocating them positions in the organization (Lussier & Hendon, 2016). The strategy should also be aimed at improving mobility and encouraging the motivation of the employees to work towards the organizational goals as well as ensuring employees engagement in the relevant positions.

Identify at least five information areas that should be included in a Human Resources Strategic Plan.

Information areas to be included in the human resource planning include the number of employees as well as additional human resource needs. The current compensation and benefits programs as well as the resource availability in the organization to help determine future needs. The company goals and objectives as well as the mission and vision of the organization (Sistare, et al., 2015). In other cases, it’s also necessary to incorporate the skills and knowledge available in the organization as well as future needs.

Discuss the four key steps in the human resources strategic planning process. Discuss each step in at least two to three sentences.

Assessing the current HR capacity: the process involves looking into the current employee’s knowledge skills and abilities (Lussier & Hendon, 2013). Identifying the competent skills that the employee has portrayed during their work and assessing whether the employee is willing to take more tasks based on the performance.

Forecasting HR requirements: involves looking into the organization’s strategic plan and estimating the human resource requirements in future. The process further scrutinizes the skills and abilities needed to arrive at a definite conclusion (Tyson, 2015). The needs are arrived upon after the analysis of the ability of current resources to suit the needs in future

Advantages

Gap analysis: forecasting the future image of the organization. this is done regarding the needs and resources as well as expansion needs in different sectors

Developing HR strategies to support organizational strategies: involves employing the human resource function in practice (Pashchuk, 2016). Aims at matching the human resource functions to the needs identified in the gap analysis section.

In one paragraph discuss how the introduction of technology benefited the recruiting function of human resources.

Technology benefits to human resource recruiting function are significant. Technology has enabled human resource personnel to reach out to more potential employees faster and at their convenience. Advertisement of positions has been made easier and more people can be reached within a short time (Robert N Lussier, 2013). Evaluation of skills is also possible at this stage, therefore, reducing the pool of applicants.

Discuss the advantages and disadvantages of using each of the following options for the provision of human resource services.

Options	Advantages	Disadvantages
External provision by a consultant or contractor	In most cases the work is perfect	It is costly
Outsourcing the work to an external service provider	Eliminates companies liability	Costly, and lacks uniformity
Allocating the work to existing staff	Cheap and easy to procure	Could lead to conflict in the organization

 In at least two sentences, discuss the aim and scope of the Fair Work Act 2009.

The fair work act aims to manage the collective agreements in the organizations. The agreements are there to ensure that employees in Australia get a better offer that is suitable to them and their employers (Fink, et al., 2014)

What roles do Employee Relations policies play in an organisation’s ability to achieve its goals and how do they set the tone for employee engagement, morale, productivity and loyalty?

Employee relations policies govern the relationship between the employer the employee and their colleagues. They have a significant role in the productivity of an organization in the sense that when the relations are positive, they increase employees’ morale and encourage them to work (Robert N Lussier, 2012). They are motivated to perform their duties, and this has a positive effect on the organization.

in Australia:

Under what circumstances can a strike be called? .

Employees can go on strike either at the beginning of a new agreement when an agreement period has ended, when the fair work commission approves the strike with a majority vote or when those involved in bargaining are willing to bargain on a new agreement (McCrystal, 2010). The industrial action should however not related to unlawful acts and in such circumstance its termed illegal.

Under what circumstances can employers take industrial action?

Employers can go on strike under the same conditions as the ones stated for employees. However, for their strike need to be informed by the good faith in collective bargaining (Byrd, 2007).

Disadvantages

Why is it important to have a clear and understood mechanism for dealing with grievances?

Having a defined mechanism for dealing with grievances is important to avoid favoritism and biased in some cases. It also helps in maintaining equity and uniformity among the employee (Reed, 2017).

How does the size of an organization influence how it can terminate an employee’s employment?

The larger the size of the organization the more difficult it becomes to terminate the employee. This is due to the expanded decision-making process.

Explain the requirements for upholding an unfair dismissal claim.

Requirements for upholding an unfair dismissal claim states that the claim should be presented within 21 days of the dismissal, it should be covered within the workplace relations system, and the employee should have been dismissed and meet eligibility criteria including the minimum employment period (DeCenzo, et al., 2015).

Research Fair Work Action 2009 and prepare a short report summarizing its main provisions.

The act provides for the terms and conditions of employment, rights, and responsibilities for employees to employers and organizations related to employment (Stone, 2017). Moreover, it gives details about compliance and enforcement as well as administration act through ensuring fair work ombudsman

The projected human resource requirement for King Edward VII College is expected to be 50 staff members. The all-time staff members required is 36 employees in total. However, the turnover rate for the lower level employees is high at above 50% and is expected to have a reducing trend over the years.

The college is expanding to incorporate two extra units in which human resource requirement will be substantially high. There is also a bid to expand technology in different sectors especially computer-related areas that will alter the method of operation of all departments. This will call for training and development of employees on the new developments.

An industrial and legal requirement that can impact on the college includes a change in the employment policy of an amendment of the rules governing the educational sector. Amendment of the relations act can result in a significant adjustment in the plan to accommodate the new proposed changes. 

The human resource requirement comprises of 12 new members that cut across all sectors in the organization. The human resource person will be found in different places including online recruitment that reaches more people in a short time but lacks physical contact, recruitment agencies who reduce the hustle for employees but are not conversant with organization culture as well as universities where one gets new brains and ideas but lack experience.

External provision by a consultant or contractor

The philosophies and values that should underpin the human resource management at the college include competence, qualification and ability to achieve goals. Human resource should be goal oriented. To achieve this, there is need to ensure employees are aware of the goals and have a concrete recruitment and selection procedure. 

The direction of human resources development should focus on the expansion of the organization and human resource needs. Improving motivation of employees in the organization and have an effective employee training and development program.

part b

Human resource strategic planning is an important undertaking in every business. This document presents a brief report f the strategic human resource strategy proposed for King Edwards VII College. 

Base on a critical analysis it is clear that the college requires a minimum of 36 employees to meet its needs. The employees will need training since the organization plans to invest in new technology. Moreover, the requirement for compliance with legal provisions in education is mandatory. To fill the position of the extra human resource requirement needs competent and qualified staff who can work and help the organization meet its target objective which is an expansion of activities in different sectors.

Human resource strategy should focus on addressing three important areas which include staffing, motivation, and employee development. This report is based on my findings and feedback or comments on the strategy or an addition to the content will be highly appreciated

Introduction

Human resource strategic planning is an important undertaking in every business. This document presents a brief report of the improved strategic human resource strategy proposed for King Edwards VII College based on the findings of the research and the comments made after the presentation. 

Operational Preorotoes Plan

The prioritize listed in this report are aimed at ensuring that the development project for this period is met. The main idea is employee motivation based on proper terms and reduced workload to ensure their welfare and encourage productivity

Human Resources Strategic Plan       2016 – 2017

Actions	Responsibility	Budget implications	Performance Indicators	Target date
Need identification	Human resource department and line managers	N/A		Mid-January 2016
Forecast skill needed	Human resource department	N/A	Gaps in skills	Mid-January 2016
Vacancy advertisement	Human resource		A pool of job applicants	End of January
Interviews and recruitment	HR department and managers		Selected employees	End of January
Selection and induction training	HR department and managers	training	Understanding of organization objectives	February
Placement	HR department and managers	N/A	Commencement of duties	February 2016

Workforce development

Actions	Responsibility	Budget implications	Performance Indicators	Target date
Online work training	External trainers	Cost of training	Understanding of the online education	March 2016
Technology training	External trainers	cost Interaction with the technology		April 2016

Actions	Responsibility	Budget implications	Performance Indicators	Target date
Employee motivation	HR department	Additional wages	Improved productivity	June 2016
Performance review	HR department	Performance report development	Information on all employees	July 2016
Award performers	HR department	Motivational budget	Happy performers	August 2016
Valuation of goals and objectives	Entire management		Profits or loss	December 2016

Supporting and valuing the workforce

Overview cost and benefits of human resourses services indicated in operational preorotoes plan

There will be different costs incurred during the period most of which will be invested in training and development as well as motivating the employees. A review of the benefits, however, shows that the employees will be able to work effectively and meet the objectives of the organization. Successful implementation of the human resource strategy will ensure organizations priorities are met within the shortest time possible

Risk description	Likelihood of risk	Impact of risk	Priority of risk	Preventative Action/Contingency Plan
Australian government changing policy about the industry	medium	high	high	Adherence to the policy
Overcommitting resources	low	high	medium	Financial planning
Unethical/ unprofessional practices of staff	high	high	high	Employee monitoring
Small staff team	low	medium	medium	Planning employee leave and holidays
Non-payment of course fees	medium	high	high	Proper financial management
Competitors undercutting prices	medium	high	medium	Value addition to the services
Ineffective planning	high	high	high	Regular review and evaluation of plans

Outsourcing the work to an external service provider

The engagement of employees in work for a long period leads to monotony (Hutchinson, 2013). There is need to balance between work and their personal life. This report, therefore, presents the life-work balance strategy for King Edwards college

The strategies include organized holidays once a month and days of at least one day per week, as well as a compulsory, paid leave of one full month in a year also employees will be given days off during public holidays

Make the employee chose the time they will want to be allowed to be with their families and their lives to avoid giving those days that won’t benefit them.

Employees should discuss with the management of their life plans and give the appropriate time they need for their activities, and the management should balance to ensure their position is not left vacant during this time (Lockett, 2012).

Strategies (what)	Actions (how)	Priority (L/M/H)	Time Frames (when)	Responsibility (who)	Performance Indicators (measurement)
Off days	One per week based on an agreement	high	variable	HR manager	Timeout
Leaves and holiday	One full month	high	One month	HR manager	One month out

References

Byrd, M. Y., 2007. THE EFFECTS OF RACIAL CONFLICT ON ORGANIZATIONAL PERFORMANCE: A SEARCH FOR THEORY. New Horizons in Adult Education and Human Resource Development, 21(2), pp. 13-28.

DeCenzo, D. A., Robbins, S. P. & Verhulst, S. L., 2015. Fundamentals of human resource management. Hoboken, NJ: John Wiley & Sons, Inc.

Fink, L., McCartin, J. A. & Sangster, J., 2014. fair work act. Urbana: University of Illinois Press.

Hutchinson, I., 2013. 52 strategies to work life balance : easy solutions for busy people. Frenchs Forest, N.S.W: Pearson.

Lim, G. S., Mathis, R. L. & Jackson, J. H., 2016. Human resource management. Singapore: Cengage Learning Asia Pte Ltd.

Lockett, K., 2012. Work / life balance for dummies.. Hoboken: John Wiley & Sons.

Lussier, R. N. & Hendon, J. R., 2013. Human resource management : functions, applications, skill development. Thousand Oaks: SAGE Publications.

Lussier, R. N. & Hendon, J. R., 2016. Human resource management : Functions, applications, & skill development. Thousand Oaks: SAGE Publications, Inc.

McCrystal, S., 2010. The right to strike in Australia. Annandale, NSW: Federation Press.

Pashchuk, L., 2016. Marketing-based human resource management strategy development. Technology audit and production reserves, 1(1), pp. 28-32.

Reed, S. M., 2017. A guide to the human resource body of knowledge. Hoboken, New Jersey: John Wiley & Sons, Inc.

Robert N Lussier, D. J. R. H., 2012. matching employees and jobs job analysis and design. In: Human Resource Management: Functions, Applications, and Skill Development. s.l.:Society for Human Resource Management, pp. 120-160.

Robert N Lussier, D. J. R. H., 2013. recruiting job candidates. In: Human Resource Management: Functions, Applications, and Skill Development. s.l.:Society for Human Resource Management, pp. 192-230.

Sistare, H. S., Shiplett, M. H. & Buss, T. F., 2015. nnovations in Human Resource Management : Getting the Public’s Work Done in the 21st Century.. Hoboken: Taylor and Francis.

Stone, R. J., 2017. Human resource management. Milton, Qld: Wiley.

Tyson, S., 2015. Essentials of Human Resource Management. London: Routledge.