4.BSBHRM513 Assessments

BSBHRM513 Manage workforce planning
Learner Instructions 1
(Research workforce requirements and develop workforce planning)
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
The assessment task is due on the date specified by your assessor. Any variations to
this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.
Performance objective
This task requires you to demonstrate skills and knowledge necessary to research
workforce requirements within an organisational context and to develop workforce
planning.
Assessment description
In response to a simulated business, you will research workforce requirements,

review organisational strategic plans and develop a report outlining your proposed
workforce plan to meet organisational strategic objectives.
TAD162 BSBHRM513
Version: 3.0
Implemented: March 2019
To be reviewed: March 2020
Responsibility: Head trainer
© The Wales Institute Pty Ltd
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Assessment Assessment Assessment

Task 1 Task 2 Task 3
Workforce
Staffing action Organisational
planning
plan climate survey
report
Workforce
Communicatio planning Evaluation
ns strategy presentation report
Risk
management
and
contingency
plan
Procedure
1. Review the JKL simulated business documents provided by your assessor and
the scenario below.
JKL Industries is an Australian-owned company selling forklifts, small trucks

and spare parts to industry, with a rental division leasing forklifts and small
trucks.
The company’s head office is in Sydney and JKL has branches in Brisbane,
Melbourne, Perth, Adelaide and Canberra.
After 12 years in business, focusing on forklifts and small trucks, JKL has
been offered the sales rights to a range of medium and large trucks from an
overseas supplier. This opportunity will provide JKL with an advantage in
range over its competitors.
Sales results over the past five years have indicated strong growth in forklift
and truck sales, which have averaged 10% sales growth per annum. The
rental market has been in decline for the past three years due to the
reduced costs of these vehicles and some taxation benefits for purchases of
these vehicles.
Taking the sales opportunity will, however, entail some significant changes,
including significant changes to company structure and operations. The
company will reposition itself to focus solely on retail sales and service and
exit the rentals market, in which forces such as competition and consumer
choice reduce potential profitability.
The changes will necessarily impact workforce planning. The company will
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need to ensure it has the right people with the right skills at the right time to
achieve objectives. JKL will need to closely monitor turnover and
recruitment and implement strategies to retain skilled people and ensure
critical roles are filled. In accordance with the organisation’s values, JKL
intends (to the extent feasible) to recruit from within the company and upskill
or reskill existing rentals employees who wish to remain with the company.
As an HR consultant, you have been contracted by JKL to review workforce
requirements and develop workforce objectives and strategies. To complete
this task, you will need to assess factors that may affect workforce supply,
such as internal labour resources and the external labour market.
2. Using the information provided in Appendix 1, review:

a. current data on staff turnover and demographics
b. projections for future workforce needs.
3. Using appropriate sources, investigate the external environment:
a. external factors that may affect workforce supply
b. relevant industrial relations information, such as modern awards,
conditions, rights and responsibilities of workers and management
c. relevant government policy.
4. Using the results of your review of internal and external data and simulated
business documentation, such as strategic or operational plans, develop a
workforce planning report containing:
a. An executive summary: a short summary of the contents of the report.
b. A discussion of organisational need. including current and future situation
with respect to workforce capability:
i. a description of the organisation’s requirements for a skilled and
diverse workforce
ii. a discussion of the data you have considered and analysis of the
impact on organisational objectives, including:
(1) internal and external labour supply predictions
(2) external conditions, for example, government policy
(3) organisational future demand and predictive techniques
used.
c. Recommended actions:
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i. Your proposed objectives for the modification of the workforce and

retention of the workforce in line with strategic objectives through
FY 2016–17. Ensure you develop objectives for sourcing skilled
labour and promoting from within by:
(1) developing skills and organisational capability
(2) retaining skilled labour
(3) promoting workforce diversity.
ii. Your proposed strategies for realising each of the objectives above.
iii. Your proposed process for developing detailed targets consistent
with objectives in consultation with managers.
5. Develop a communication strategy using the template provided in Appendix 2:

a. Plan communication and consultation activities to be undertaken to
communicate, and seek approval and endorsement for, proposed
workforce planning measures from stakeholders, including:
i. senior management
ii. line management
iii. workers.
b. Include in your communication strategy a broad plan to communicate
implementation of the workforce plan to senior management.
Note: This communication activity will be planned in detail and
undertaken in Assessment Task 2.
6. Develop a risk management and contingency plan using the template provided
in Appendix 3. Assess risk and develop contingency planning for the three
workforce objectives and strategies discussed in your report.
7. Submit all documentation as per specifications below. Please keep copies for
your records.
Note: For Assessment Tasks 2 and 3, you will need to refer to work submitted
for this assessment task.
Specifications
You must provide:

● a workforce planning report
● a communication strategy
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● a risk management and contingency plan.
Your assessor will be looking for evidence of:

● communication and leadership skills to:
○ explain the need for change

○ gain senior management support for workforce planning initiatives
● literacy skills to read and write reports and succinct workforce plans
● numeracy skills to work with data and predictions about labour supply
information
● analytical skills to review data according to the needs of the organisation
● technology skills to:
○ communicate with key stakeholders

○ support HR functions, including data collection and managing information
according to legislation and organisational policies
● knowledge of current information about external labour supply relevant to the
specific industry or skill requirements of the organisation
● labour force analysis and forecasting techniques.
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(Implement actions in support of workforce planning)
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
for details.
This task requires you to demonstrate skills and knowledge necessary to implement
initiatives to support workforce planning.
Using the workforce planning report you developed in Assessment Task 1, you will
develop a staffing action plan to implement long-term strategies. You will then
partially implement the communication strategy developed in Assessment Task 1 to
support workforce planning objectives and facilitate organisational change.
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Workforce
planning
plan climate survey
report
Workforce
Risk
management
and
contingency
plan
Procedure
the scenario below.
You are an HR consultant contracted by JKL to review workforce planning,

implement activities to manage workforce planning, and evaluate workforce
planning effectiveness.
The broad recommendations proposed in your report to JKL management
have been accepted in principle. You now need to plan the implementation
of your proposed strategies over the current financial year, 2014–15.
You will implement part of your communication plan by presenting and
explaining your implementation plan to senior management to gain their
acceptance and support.
It is now the beginning of Quarter 2 FY 2014–15. You will need to plan and
schedule activities to implement your management strategies for workforce
planning over the next six months.
2. Review the staffing information in Appendix 1 for FY 2014–15.

3. Applying strategies developed in Assessment Task 1 (and documented in a
report, communication strategy and contingency plan) and using the template
provided in Appendix 2, prepare a staffing plan for FY 2014–15.
a. Ensure your plan includes implementation of strategies for:
i. recruitment and sourcing skilled labour
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ii. retention of skilled labour

iii. promoting diversity
iv. succession planning
v. ensuring the workplace exemplifies and is promoted as an
Employer of Choice.
Note: Your staffing plan will need to be more detailed and specific than
your description of overall strategies in your report in Assessment Task 1.
For example, if your overall, long-term retention strategies include
promotion from within, you will need to show how this will be implemented
in the current period to meet staffing needs, specify who will be
responsible, what resources may be required, dates, specific actions to
promote long-term strategies and reduce risk. To demonstrate your ability
to apply general and longer-term strategies and objectives to current
operational problems, your staffing action plan should be broadly
consistent with the strategies you developed in Assessment Task 1.
4. Plan to deliver a presentation to senior management to explain and gain
support for your workforce planning and your completed staffing action plan.
Ensure your presentation:
a. exemplifies strategies to win support and overcome resistance to change
from managers
b. outlines approaches to overcoming resistance to change approaches and
managing change so that managers may use these in turn among their
own staff
c. explains the need for workforce planning with respect to:
i. external labour supply and characteristics
ii. specific present and future needs of the organisation for skilled
labour
d. explains staffing action plan and specific application of broad, longer-term
strategies in the current period.
5. Arrange with your assessor to deliver your presentation.
6. Deliver your presentation and:
a. use effective communication skills to build support from senior
management
b. be prepared to answer questions and defend your workforce planning,
staffing action plan and associated strategies.
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7. Submit all documentation as per specifications below. Please keep copies for
your records.
Note: For Assessment Task 3, you will need to refer to work submitted for this
assessment task.
Specifications
You must:
● submit your staffing action plan
● deliver your workforce planning and strategies presentation
● submit evidence of your presentation, for example, presentation notes, slides,

etc.


● technology skills to communicate with key stakeholders

specific industry or skill requirements of the organisation.
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(Monitor and evaluate workforce planning)
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
for details.
This task requires you to demonstrate skills and knowledge required to monitor and
evaluate the implementation of workforce planning.
Using the workforce planning you developed in Assessment Task 1, you will monitor
and evaluate the effectiveness of your workforce planning against your objectives. To
perform this task, you will develop an internal survey, and review and analyse
performance data.
TAD162 BSBHRM513
Version: 2.1
Implemented: November 2018
To be reviewed: November 2019
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Workforce
planning
plan climate survey
report
Workforce
Risk
management
and
contingency
plan
Procedure
the scenario below.
You are an external consultant contracted to develop, implement and review

workforce planning at JKL.
You now need to evaluate the implementation of your workforce planning.
You will need to review the effects of actual trends in the JKL workforce,
review the external environment, survey the workforce and develop an
evaluation report for senior management.
2. Using the information provided in Appendix 1, review workforce trends at JKL

with regard to exiting employees.
3. Review the external environment for:
a. trends in labour supply that may affect demand
b. review relevant government policy
c. industrial relations and industrial relations legislation, including
identification of relevant modern awards, conditions, and rights and
responsibilities of workers and management.
4. Develop a survey to gauge organisational climate:
a. worker satisfaction and reasons for satisfaction levels
b. worker intentions to retire, exit, pursue internal and external opportunities
and reasons
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Note: Design your survey to gather necessary data while protecting privacy and
fair treatment of individual employees under relevant company policy and
legislation. Include a short statement on the intention of the survey, how the
data will be used and how it will be stored.
5. Submit your survey to your assessor. Your assessor will supply organisational
climate data.
6. Using information gathered from steps 2 through 5 and your workforce plan
strategies and objectives developed in Assessment Task 1 and implemented in
Assessment Task 2, review and revise your objectives and strategies.
7. Prepare a report for senior management to:
a. evaluate the internal and external workforce trends and their effect on
organisational objectives
b. build support for your recommendations.
Include in your report:
a. An executive summary.
b. A discussion of internal and external data, including:
i. internal labour trends
ii. external supply
iii. government policy
iv. IR and modern awards
v. climate survey results.
c. Evaluation of the effectiveness of workforce planning and change
processes against objectives and targets. Use information from Appendix
1 and refer to the objectives and targets you developed and implemented
in Assessment Tasks 1 and 2.
d. Recommendations for changes to objectives and strategies to achieve
organisational objectives or, if achieved, contribute to continuous
improvement. Ensure your recommendations are supported by your
discussion of internal and external data.
2. Submit documentation as per specifications below. Please keep copies for your
records.
Specifications
You must provide:

● an organisational climate survey
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● an evaluation report.


● numeracy skills to work with data and predictions about labour supply
information
● analytical skills to review data according to the needs of the organisation
● technology skills to:
○ communicate with key stakeholders

○ support HR functions, including data collection and managing information
according to legislation and organisational policies
specific industry or skill requirements of the organisation.
Candidate: I declare that this work has been completed by me

honestly and with integrity and that I have been assessed in a Signature: ___________________
fair and flexible manner. I understand that the Institute’s
Student Assessment, Reassessment and Repeating Units of
Competency Guidelines apply to these assessment tasks. Date: ____/_____/_____
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Task 1 (Scenario)
Appendix 1 – Workforce data
The following staff turnover and demographics data was gathered from the JKL
accounting and payroll system and HR management system.
Current HR workforce turnover and demographic data
Turnover FY 2013–14 (29%)
Position Number Number Reasons for leaving

exits staff
Senior manager 1 4 1. Retirement

2. Other opportunities
Branch manager 2 6 1. Retirement

Line manager 3 18 1. Lack of opportunity

2. Unhealthy work culture
3. Retirement
Salesforce and customer 25 80 1. Lack of opportunity

service
2. Lack of recognition
Mechanic 10 32 1. Better opportunities

elsewhere
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Demographics FY 2013–14
Position Number Number Number Aboriginal

women or Torres Strait
Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 12 2 0
Salesforce and customer service 80 70 0
Mechanic 32 3 0
Future needs
FY 2014–15
Position Number Probability of successful filling of

position
Senior manager 4 0.9
Branch manager 6 0.9
Line manager 12 0.9
Salesforce 84 0.8
Mechanic 34 0.7
FY 2015–16

position
Line manager 12 0.8
Salesforce 90 0.7
Mechanic 36 0.6
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FY 2016–17

position
Line manager 12 0.8
Salesforce 102 0.7
Mechanic 38 0.5
Workforce requirements (historical data and projected data)
Salesforce
The salesforce is critical for achieving revenue targets. Revenue is closely correlated
with average staff levels at each location (R2= 0.9782). Future staff requirements (x)
have been calculated by substitution into the regression equation (y=0.3717x
+0.2175)
8
7
6 f(x) = 0.37 x + 0.22
R² = 0.98
5
Sales ($M)
4
3
2
1
0
2 4 6 8 10 12 14 16 18
Number of staff at location
Financial year Numbers of sales/customer service Revenue

personnel ($ millions)
FY 2009–10 80 (5 locations) 32
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FY 2010–11 85 (5 locations) 34
FY 2011–12 80 (5 locations) 32
FY 2012–13 80 36
FY 2013–14 78 29
FY 2014–15 84 required to support projected revenue 32*

across 6 locations
FY 2015–16 90 required 35*
FY 2016–17 102 required 40*
*
Projected sales
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Mechanics
As the business expands, more mechanics will be needed to satisfy demand.
Financial year Numbers mechanics required
FY 2009–10 25
FY 2010–11 30
FY 2011–12 30
FY 2012–13 30
FY 2013–14 32
FY 2014–15 38*
FY 2015–16 42*
FY 2016–17 45*
*
Projected requirements
The business has red-flagged sourcing skilled mechanics with advanced IT and
technical skills as a potential risk area for the business.
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Appendix 2 – Communication strategy
Communication
objectives:
(aligned to workforce
objectives and
organisational strategic
goals)
Audience: Message: Strategy: media, approach, rationale: Resources/budget: Person:

(characteristics/receptivity (why it will communicate message and (if applicable,
to message) meet objectives) estimate)
BSBHRM513 Learner Instructions 1

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Appendix 3 – Risk management and contingency plan
Workforce objectives: Risk likelihood: Risk consequence:
Workforce
objective:
Risk mitigation strategy or contingency plan:

Workforce
objective:
Workforce
objective:

Task 2 (Scenario)
Appendix 1 – Staffing information FY 2014–15
Role Sydney Melbourne Brisbane Perth Adelaide Canberra
Senior manager Current: 4 - - - - -

Required: 4
Exiting: 1
Branch manager Current: 1 Current: 1 Current: 1 Current: 1 Current: 1 Current: 1

Required: 1 Required: 1 Required: 1 Required: 1 Required: 1 Required: 1
Exiting: 0 Exiting: 0 Exiting: 1 Exiting: 0 Exiting: 0 Exiting: 1
Line manager Current: 2 Current: 2 Current: 2 Current: 2 Current: 2 Current: 2

(service, sales) Required: 2 Required: 2 Required: 2 Required: 2 Required: 2 Required: 2
Salesforce Current: 10 Current: 9 Current: 9 Current: 9 Current: 9 Current: 9

Rental customer Current: 5 Current: 4 Current: 4 Current: 4 Current: 4 Current: 4

service Required: 0 Required: 0 Required: 0 Required: 0 Required: 0 Required: 0
(redundant)
Mechanic Current: 7 Current: 5 Current: 5 Current: 5 Current: 5 Current: 5

Mechanic’s 0 1 1 1 0 0
apprentice

Appendix 2 – Staffing action plan template
Staffing objectives:
Activity: Timeline Strategy/rationale Resources Person

(staffing move, promotion, new hire, etc.)
Checklist
Position Staffing target for FY 2014–15 Actual (as per staffing action Achieved
plan)
Senior manager 
Branch manager 
Line manager (service, sales) 
Salesforce 
Mechanic 


Task 3 (Scenario)
Appendix 1 – Workforce data
Current HR workforce trends
Position Number Number Reasons for leaving

exits staff

Branch 2 6 1. Retirement
manager
Line manager 3 18 1. Lack of opportunity

3. Retirement
Salesforce and 25 80 1. Lack of opportunity

customer
service
Mechanic 10 32 1. Better opportunities elsewhere

Position Number Number women Number Aboriginal

or Torres Strait
Islander
Line manager 18 2 0
Salesforce 80 70 0

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Mechanic 32 3 0
Position Number Number staff Reasons for leaving

exits

Branch 2 6 1. Retirement
manager
Line manager 3 12 1. Other opportunities

2. Retirement
Salesforce 15 84 1. Better opportunities

2. Pay
3. Lack of opportunity
Mechanic 8 38 1. Better opportunities

elsewhere
2. Personal reasons
Position Number Number women Number Aboriginal

or Torres Strait
Islander
Line manager 12 2 0
Salesforce 84 73 1
Mechanic 38 5 0
Mechanic’s 8 3 1
apprentice

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Workforce planning scorecard FY 2014–15
Objective Targets Result
Provide required Deliver training to upskill See Assessment Task 2

training to meet rental employees staffing action plan
workforce needs
Recruit Conduct workforce See Assessment Task 1

planning thru FY 2016–17 report
Complete implementation See Assessment Task 2

of staff planning for
FY 2014–15
Conduct skills audits and Completed

needs analysis for all roles
to be filled by recruitment
strategy
Ensure all critical roles are See Assessment Task 2

filled to meet revenue staffing action plan
targets
Become an Employer Provide personal 60% completed

of Choice development plans for all
employees
Retain managerial talent See Assessment Task 2

through rewards, staffing action plan
promotion and training
Manage performance Complete twice-yearly 75% managers compliant

and adherence to performance reviews
organisational values
Communicate 80% employees and
organisational values and managers state they are
code of conduct aware of values and code
Build culture of excellence: Hiring practices reviewed

eliminate discrimination
Manager training
and promote diversity in
completed
workforce

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Objective Targets Result
Promote levels of diversity Aboriginal representation in

in workplace proportional salesforce and mechanics
to percentage of population apprenticeships increased
from 0 to 1 in each
category;
3 of 8 mechanics
apprenticeships are
women

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4.BSBHRM513 Assessments

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BSBHRM513 Manage workforce planning

In response to a simulated business, you will research workforce requirements,

Assessment Assessment Assessment

JKL Industries is an Australian-owned company selling forklifts, small trucks

2. Using the information provided in Appendix 1, review:

i. Your proposed objectives for the modification of the workforce and

5. Develop a communication strategy using the template provided in Appendix 2:

You must provide:

● a risk management and contingency plan.

Your assessor will be looking for evidence of:

○ explain the need for change

● technology skills to:

○ communicate with key stakeholders

Assessment Assessment Assessment

You are an HR consultant contracted by JKL to review workforce planning,

2. Review the staffing information in Appendix 1 for FY 2014–15.

ii. retention of skilled labour

● deliver your workforce planning and strategies presentation

● submit evidence of your presentation, for example, presentation notes, slides,

Your assessor will be looking for evidence of:

○ explain the need for change

● technology skills to communicate with key stakeholders

● knowledge of current information about external labour supply relevant to the

Assessment Assessment Assessment

You are an external consultant contracted to develop, implement and review

2. Using the information provided in Appendix 1, review workforce trends at JKL

You must provide:

Your assessor will be looking for evidence of:

○ explain the need for change

● technology skills to:

○ communicate with key stakeholders

Candidate: I declare that this work has been completed by me

Appendix 1 – Workforce data

Current HR workforce turnover and demographic data

Turnover FY 2013–14 (29%)

Position Number Number Reasons for leaving

Senior manager 1 4 1. Retirement

Branch manager 2 6 1. Retirement

Line manager 3 18 1. Lack of opportunity

Salesforce and customer 25 80 1. Lack of opportunity

Mechanic 10 32 1. Better opportunities

Position Number Number Number Aboriginal

Salesforce and customer service 80 70 0

Position Number Probability of successful filling of

Senior manager 4 0.9

Branch manager 6 0.9

Line manager 12 0.9

Position Number Probability of successful filling of

Senior manager 4 0.8

Branch manager 6 0.8

Line manager 12 0.8

Position Number Probability of successful filling of

Senior manager 4 0.8

Branch manager 6 0.8

Line manager 12 0.8

Salesforce 102 0.7

Workforce requirements (historical data and projected data)

Financial year Numbers of sales/customer service Revenue

FY 2014–15 84 required to support projected revenue 32*

FY 2015–16 90 required 35*

FY 2016–17 102 required 40*

Financial year Numbers mechanics required

Appendix 2 – Communication strategy

Audience: Message: Strategy: media, approach, rationale: Resources/budget: Person: