Human Resources

Strategic Plan
Superior Implements Co (SIM Co.)

Laura Velandia - Shion Takaku

MANAGE HUMAN RESOURCES STRATEGIC PLANNING BSBHRM602
Executive Summary

The purpose of this human resource strategic plan (HRSP) is to address and identify the
human resources needs of Superior Implements Co (SIM Co.) to accomplish successfully the
opening of two new retail stores in the city of Adelaide.
This report includes a detailed analysis of the current human resources practices of the
company and the strategies to guarantee an effective and efficient achievement of the
organizational objectives. The execution of a budget with twelve months projection was
developed to assess the financial effect of the proposed activities and strategies. Through a
collaborative process, we have assessed the level of interest and influence of the main
stakeholders who will be involved during the implementation of this HRSP, as well as the
impact of internal and external forces.
Given that all the strategies outlined in this document are aligned to the organizational
objectives is recommended to make a permanent review and monitoring on the key
performance indicators to ensure that HRSP is implemented adequately.

Key words: human resources, strategy, competitive advantage, objectives.

1 Business Overview 3

1.1 STRATEGIC DIRECTION 3

1.2 OBJECTIVES AND KPI’S 4
1.3 VALUES AND PHILOSOPHIES 5
1.4 BUDGET 5
1.5 IMPACTING HUMAN RESOURCE POLICIES 6

2 Consultation Plan (Communication Plan) 6

3 Internal & External Analysis 10

4 Current Human Resource Capacity 11

5 Forecast Of Human Resource Requirement 12

6 Gap Analysis 13

7 Strategies For Sourcing Labour 15

8 Technology And System Requirements 16

9 Cost Benefit Analysis 17

10 Risk Management And Contingency Plan 18

11 Approval Process 20

12 Monitor, Review And Evaluate 22

13 Recommendations 26

14 Reference List 27

15 Appendices 29

15.1 BUDGET 29
15.2 SWOT ANALYSIS 31
15.3 PESTLE ANALYSIS 32
15.4 RISK MANAGEMENT AND CONTINGENCY PLAN 34
1 Business overview

1.1 Strategic direction

The Human Resource strategic plan of Superior Implements Co (SIM Co.) will be aligning with
the operational goal of opening two new shops in Adelaide during the next three years, starting
on February 2019 to expand the position of the company in the state of South Australia, to
guarantee that human resources needs, and challenges related with this expansion will be
faced in efficient and effective manner.

The Human Resources strategic direction of SIM Co. would be focus on achieving a
competitive advantage through the development of five HR strategic concerns related to the
business objective, which are categorized as: Recruitment, Promotion, Development, Training
and Working Health Safety (WHS).

A. Recruitment and selection: The recruitment and selection activities executed during
and prior the opening of two stores will aim the hiring of employees with high skills and
talents. Human Resources department will set high but achievable criteria’s during
interview process and will encourage the application of highly qualified personnel
through the improvement of advertisement techniques.

B. Promote employee engagement: SIM Co. wants to be an employer of choice

promoting employment flexibility to attract and retain skilled employees. The strategic
direction will be focus in the development of retaining programs that include work-life
balance as a priority and improvement of corporate satisfaction within all the
organizational departments.

C. Develop leadership programs for existing supervisors and managers: To be

competitive in a changing and volatile economic environment is necessary that SIM
Co. develops a lifelong learning program that offers enough leadership knowledge and
tools to supervisors and managers.

D. Provide training for new hiring and current staff: The constant improvement of
skills of all the employees is one of the main objectives of SIM Co. in the long and short
term. To increase the coverage of current training programs, this strategic plan
includes the implementation of a new Learning Management Software which will allow
access to all the staff to a platform of continuous learning.

E. Working Health Safety: SIM Co. is committed to be a healthy and safe workplace.
The principal aim of the company is to remove or reduce hazards and jeopardies which
could affect workers, contractors or visitors involved with the business operations.
Currently, SIM Co. has very strong policies and procedures related to WHS and is
expected to maintain and improve this progress along with our Human Resources
Strategic Plan.
 1.2 Objectives and KPI’s

Objectives Key Performance Indicators

A Recruit new people effectively to maintain 1. Set qualified candidates criteria to identify which
the high-quality service of SIM Co. candidate had the highest rate to meet with recruiting
needs in every interview. The most possible
candidate to be hired must obtain level 32 out of 40
in the aptitude testing.
2. In order to avoid vacancy, measure how efficient the
hiring process rate is performing in regards of time
resources used to fill empty spots. Calculate the
vacancy rate to minimize by keeping 20%.
A Encourage potential applicants to apply 3. Carry out attractive job advertisement through
anticipated job openings. Employing highly employment office information board and SIM Co.
experienced and qualified people. intranet. to be up-date every month term and collect
an optional survey in interviews to identify how they
find the opening job position.
B Provide employee satisfaction within the 1. Achieve an 85%-90% of corporate satisfaction from
company to retain the best talent in a long- the employees through the execution of employee
term base. engagement survey every 3 months.

B Guarantee a work-life balance for all 2. Give all employees 4 "family days" free per year, in
employees between their professional addition to the legal vacation days verifying that at
careers and personal life. least 95% of the staff request two days before the
end of each semester. Two of this family days will
include a free breakfast for employees and their
families on the months of May and August.
C Improve the leadership capabilities of 1. Starting on March 2019, HR Department will execute
supervisors and managers to keep an every 6 months a leadership program of one week for
efficient and effective performance inside 100% of managers and supervisors. The program
teamwork’s. will include theoretical sessions, practical study
cases and a test with an 80% approval grade to
assess the acquire knowledge.
C Provide organizational consultant platforms 2. Acquire business licenses to Top 2 worldwide
to managers and supervisors as a tool to business databases (EBSCO, IBIS world) and allow
solve daily situations. access to managers and supervisors, evaluating
quarterly that at least 70% of managers used the
platforms.
D Sustain the high rate of employee 1. Start online training through new Learning
participation to training program. Management System software on SIM Co. intranet,
and make sure that 100% score of training
completion. Implementation of LMS will be
completed within 6 months.

D Knowledge achieved with training: Ensure 1. Encourage employees to submit a training

whether the individuals retained knowledge requirement form for new training opportunity to meet
well enough to apply its critical. the business objectives.
2. Create short exams about what they have learned on
training courses, and monitoring the pass rate 85%,
and achieve average score of 95 %.
E To actively manage WHS, establish a WHS 1. Develop the framework and the strategy of safe
risk management framework diving to be established in 6 months and train
employees in the performance of risk assessment.
Training sessions will be schedule for all employees
in the month of April 2019.
2. Collect the feedback about workplace environment
from supervisors and managers within 2 weeks after
a training course has been taken.
E Improve insurance options and injuries 1. Enforce early intervention guidelines and increase
incident reporting system to support the rate of appropriate duties provided to injured
employees returning smoothly. workers, so that till end of 2018 will give a result
reduction of worker compensation amount by 10% in
past year.

1.3 Values and Philosophies

As SIM Co. is growing in Australia and as well as worldwide its market share, we believe the
values and experiences shared between management and employees, are our philosophies.
The most valuable part of our company is the people, ー human capital ー, and always any
business plans forward will start here. We embrace fairness, impartiality and respect for the
needs of individual to attract talented and skilled employees. Focusing on the processes of
creating, retaining and transferring knowledge within our company in order to be step ahead
of customer’s expectations.

We work hard to make our customers satisfied by providing the high quality of service, such
as expert information and advice. We understand the credibility of business depends on
product quality, employee professionalism and product knowledge, and ability to meet or
exceed customer needs.

Therefore, it is important for us to solicit feedback from our customers, so that we are able to
continuously improve our customer service system and our business, and to enhance
reviewing activity of the quality and value of the services we provide, for being competitive
advantage.

1.4 Budget
(See Appendix - 15.1 Budget)
 1.5 Impacting Human Resource Policies
Policy involving with HR Activities
Recruitment & Selection
▪ Recruitment and Selection Guidelines
▪ Recruitment Appeals Policy
▪ Casual Employment Policy
▪ Diversity Policy
Workplace Environment
▪ Equal Employment Opportunity Policy
▪ Diversity Policy
▪ Anti-discrimination and Anti-bullying
Policy
▪ Reasonable Adjustment for people with
disability to work health and safety
▪ Access and Equity Policy
Risk Assessment
▪ Risk management policy
▪ Work Health Safety Policy
Performance Support
▪ Management/Employees relations Policy
▪ Remuneration & Performance Appraisal
Policy
▪ Performance Management Policy
Employment Benefit
▪ Work life balance policy
▪ Promotion & Reward Policy
2 Consultation Plan (Communication plan)
Policies impact on Strategic Plan
SIM Co. has looked for new staffs from external
sources. In terms of interview, it is important that
interviewers are following the instructions based
on Guidelines and Policies which are listed left
side. Attitude test will be undertaken during
interview session, moreover, diversity policy must
be strictly conducted through all steps including
selections.
To be a competitive advantage by having an
excellency in organizational culture, policies are
key to make a fair and respectful work
environment. None should be judged by their age,
gender, race, appearance, religion, culture,
language, nor family status. Equal opportunity
must be placed for any projects.
Including management, ensure employees work
safety by monitoring health of workers and
conditions at workplace to prevent injury or illness.
It is necessary that HR identifies and assesses the
risks to work health safety with closely working
with WHS & Sustainability Department.
To assess the employee’s daily performance, HR
should have specific strategic directions to monitor
and evaluate them regularly. These policies help
HR and managers to measure their success and
tasks to determine change for improvements.
In order to retain talented employees, keep
motivating them with effective way such as
promoting, rewarding and providing work life
balance opportunities based on policies. These
policies must be attractive to employees.
 Stakeholders Expectations Key Findings Communication Frequency Responsible
/Positions Method Person
James CROW Observing and overseeing that the Submit well organized reporting to show ・ F2F Meeting Monthly CFO, COO
(Director) project is implemented smoothly, and the progress and provide the ongoing
& outcome should meet the business monitoring and reviews. Discuss on ・ Email Weekly
① Other board of objectives. A great success in opening business progression to engage better ・ Formal Paper
directors new 2 stores in Adelaide. understanding of the changes and based reports
developments.
CFO Focusing on time restraint and budget Manage the budget to get approval and ・ F2F Meeting Monthly Audit/Finance
requirements of the proposal. ask expansion or adjustments if needed. Manager, HR
② ・ Email Weekly Manager
・ Formal Paper
based reports
COO Ensuring the CEO and CFO are aware Managers are delegating tasks with ・ F2F Meeting Monthly CFO, Sales and
of all significant changes also consideration of skillset and workload Marketing
③ overseeing the marketing GM and all among departments. CFO supports COO ・ Email Weekly Managers
project progressions. to improve the budgetary process. ・ Formal Paper
based reports
Alicia JONES Delegating work among Work closely with management team to ・ F2F Meeting Weekly HR department
(HR Manager) teams/individuals in relation to their support business strategic plan from ・ Email staffs
operational skills and experiences. Human Resource side of activities. ・ Phone call Project Manager
④ Required trainings are allocated for Interview and hire staff, and offer, transfer
specific roles. current employee for new stores in
Adelaide. Analyse training needs and
create training plan.
Lyn Encourage advanced training service to Analyse current store’s performance with ・ F2F Meeting Weekly Accountants
ANDERSEN develop the ability of team work numbers to evaluate what to change and ・ Progress Store Managers
⑤ (Finance performance such as better analysing what to continue based on the project. Reports
Manager) skills. ・ Email Daily
 Jasmin Smooth administrative tasks to improve Ensure whether the most beneficial ・ F2F Meeting Store Managers
BROWN efficiency. approach is used for administrative ・ Email Weekly HR department
⑥ (Administration operational plan. Manage office stocks
Manager) and be prepared for all necessary reports
and forms.
Jerry GADSON Sufficient information and - Research for new software ・ F2F Meeting Fortnightly HR department
(Research & communication are undertaken and - Risk assessments ・ Email Project Manager
Development shared before the execution of the - Implementation action plan ・ Phone call
⑦
R&D Manager) project.

Marketing Make sure the largest and most Expand the opportunity of advertisement ・ F2F Meeting Weekly Project Manager
⑧ Department targeted audience is reached. to provide information of opening new ・ Email Sales Manager
stores.
Noah Hardy Meet with the sales targets through the Understand sales requirements and ・ F2F Meeting Daily Sales staffs
(Sale new stores planning to budgeting. targets to know the SIM Co. quality of ・ Email & Customer
⑨ Manager) service and products form customers Weekly service
survey etc. department
Leonard Ensure the new software is secured and Communicate with R&D department to ・ F2F Meeting Monthly R&D
MAHER manageable to improve efficiency of research about LMS software markets in ・ Email department
⑩ (IT Manager) current system and operation. terms of selection to meet with ・ Reports HR managers
requirements and budgets. (Use Cost- Finance
benefit analysis) department
Jim BANKS Provide a stable, safe work space and Identify the risks in terms of opening new ・ F2F Meeting Quarterly HR department
(WHS equal opportunities for all employees stores in Adelaide. ・ Email Store Managers
⑪ Manager) involved to ensure productivity and Stay up-date to WHS policies in order to ・ Reports
welfare of workers are protected. employ staffs based on legal acts.
Employees Pay rate, job security and working Make them aware of policy changes, ・ Employee info Monthly Training
(Shop staffs) conditions vision, business approach and relevant boards Administrator,
⑫ information of new projects. Store Managers,
Provide necessary training regularly. ・ Online Training Monthly
Supervisors
・ Training Quarterly
Sessions
 Customers Cost of products and SIM Co. quality of Ongoing monitoring and ask for an easy ・ Company Daily Marketing
service are maintained. Customer survey for continuous improvement to website & department,
friendly and loyal to regular customers. meet customer needs and satisfactions. ・ Social Media Weekly Sales Customer
⑬
Inform them about new opening stores. ・ F2F service
department
Store Managers
Suppliers Maintain product quality and service Keep informing and communicating to ・ Email Quarterly Administration
⑭ schedules. ensure both parties are always up-date ・ Letters department
with any changes. Store Managers
Government Company activities are central to the Comply the regulations. ・ Through legal Quarterly Legal advisor
success of the economy and legislation Check policies related to HR activities. advisor HR managers
⑮ must be followed. COO
-Tax, health safety etc.
3 Internal & External Analysis

• Evaluation of SWOT analysis (See Appendix - 15.2 SWOT Analysis)

SWOT analysis can help the business to understand its position better. SIM Co. has many
strengths that is being competitive advantage and developing business goals and strategies
for achieving them. The key strengths are Assets reliability such as human capital and quality
of products, service we provide. The customers’ expectations are increasing, and demands
are very high, thus, sustaining the standard quality of SIM Co. is a top priority for the business
and HR department will be capitalised for this strategy by offering appropriate opportunities of
training, learning and promotion to retain talented people.

On the other hand, when we talk about weaknesses, it is not to assign blame for past
performance but is to identify the most critical areas that need to be improved in order for the
business to more effectively compete. SIM Co. has been facing high labour cost and lack of
technology development as neck of current situation. In order to overcome these negative
impact, the business must address them with efficient and effective strategies so that it could
assist reduction of daily tasks and labour cost.

Moreover, to understand threats helps the company to make better preparation for whatever
we might encounter in the external environment. Especially increasing competitors around our
market areas can be the biggest threat that SIM Co. must deal with. Importantly, management
needs to develop contingency plan and implement them promptly if necessary. Researching
and monitoring on the key competitors should be reported regularly for identifying our
competitive position and for continuous improvement.

Finally, for the business growth needs to explore new opportunities. Even though we have
mentioned that new technology is a weakness, it is also a significant chance to improve current
system for modern and efficient method. Additionally, to manage employee from far distance,
technology such as LMS will give huge opportunity to the company. Likewise, weakness and
threat factors with appropriate strategic plans can be opportunities to be advantage of
competitors.

• Evaluation of PESTLE analysis (See Appendix - 15.3 PESTLE Analysis)

In order to identify external factors that might affect our Human Resource Strategic Plan in a
local and global level, we have outlined the main headlines in Australian media from the last
six months to have a better compression of the environment which surrounds the company.

In this analysis, we have used the PESTLE model to assess current facts about politics,
economy, society, technology, environment, and legal regulation that may impact the
business.
 4 Current Human Resource Capacity
At the end of the year 2017, SIM Co has a total of 14 retail stores in South Wales, Victoria,
Canberra, and Queensland. The organizational structure of each store is as follows:

No. No
Department Job Position Skill Inventory
needed Filled
● Employee able to present revenue and cost
reports.
Sales ● Skills to identify emerging markets and
1 4
Manager competitor’s status.
● Capable to present results to the Finance
Department and the board.
● Demonstrative skills to improve customer
services policy.
Customer
● Competent to propose ways to measure
Service 1 4
customer service satisfaction.
Manager
● Capable to manage a team of customer service
staff.
● Assisting managers on regular operations to lead
Retail Store
a team of customer service staff.
● Set performance standards for task and activities
Supervisor 2 0
to their staffs.
● Ensure staffs understand and responsible to their
duties or delegated tasks.
● Employee with attitude of service within
customers.
Casual Staff
16 0 ● Person with knowledge of pricing strategies.
(Salesman’s)
● Capable to reach the sales objectives at the end
of each period.
● Person with ability to handle cleaning equipment.
Cleaner 2 0 ● Employee capable to follow instructions and
complete tasks.
TOTAL 22 8

In addition, SIM Co has a Head Office located in Brisbane which has the following
organizational structure. However, considering that our strategic overview is focus on the
opening of two retail stores in Adelaide we will maintain the current Head Office distribution
and the skill inventory for these filled positions would not be necessary.

Department Job Position No. needed No Filled

Director 0 1
Executive Assistant 0 1
Office of the Director CFO 0 1
COO 0 1
Administration Manager 0 1
Administration Admin Officer 0 4
Logistic Manager 0 1
Human Resource Manager 0 1
Human Resources
HR Officer 0 2
 Payroll 0 2
Recruitment 0 1
Instructional Designer 0 1
Training Officer 0 1
Finance Manager 0 1
Senior Officer 0 1
Finance
Finance Officer 0 2
Administration Officer 0 2
Chief Scientist 0 1
Research and Researcher 0 1
Development Lab Technician 0 2
Quality Officer 0 1
Sales Manager 0 1
Marketing Officer 0 1
Sales Team Leader 0 1
Sales and Marketing Sales Representative 0 2
Junior Sales Representative 0 1
Customer Service Supervisor 0 1
Customer Service Officer 0 4
Manager 0 1
Information Technology Network Support Officer 0 0
Tech Support Officer 0 3
WHS Officer (HSA) Factory 0 1
WHS Officer (HSA) 0 1
WHS and Sustainability Administration
Environmental Officer 0 1
Manager 0 1
International
International Officer 0 2
TOTAL 0 50

5 Forecast of Human Resource Requirement

The table below shows the future labour needs and labour skill requirements regards to
recruitment process, based on opening two stores in Adelaide. Retail Managers will look after
both stores as the regional manager of South Australia from each side of role (Sales and
Customer service perspective). Supervisor, Staff and Cleaner roles will be allocated by half of
the following numbers for each store.

Labour Needs
Forecast of Human Resource
Available Required
Retail Managers 4 0
Supervisor 3 0
Staff 0 16
Cleaner 0 2
 ❏ Qualification
● Skills/ Duties

Skill Needs
Forecast of
Human
Resource Available Required

❏ Minimum experience of five years in a retail management role.

❏ Minimum Diploma of Retail Management is required.
Sales Manager 1 ❏ A degree in management or business
● Recruiting, training, supervising and appraising staff
● Maintaining statistical and financial records
● Dealing with customer queries and complaints
● Overseeing pricing and stock control
Customer
● Maximising profitability and setting/meeting sales targets, including
motivating staff to do so
Service 1
Manager ● Ensuring compliance with WHS
● Preparing promotional materials and displays
● Liaising with head office.
❏ Minimum experience of 3 years in similar role or 2-year experience
within SIM Co.
❏ A degree in management or business studies will be considered
Supervisor 2 favourably.
● Basic skills (the following: skills required for staff)
● Interpersonal skills
● Reporting skills
● Lead and manage staffs with teamwork (Communication skills)
❏ Over 2 years of experienced in retail shop (plus over 1 year at same
marketing company) will be considered favourably.
● Customer service skills/ Selling skills
Staff None
● Punctual and Polite attitude
● Capable to handle cashier
● Advanced knowledge for the products
❏ Minimum 1 year of experienced in similar job
Cleaner None ● Responsible to accomplish the cleaning task in time with quality.
● Follow the instruction to maintain the cleanliness of the store

6 Gap Analysis
Strategic Objective Current Standing Shortage Action Plan

Recruitment and selection:
The recruitment and selection
activities executed during and
prior the opening of two stores
will aim the hiring of
employees with high skills and
talents. Human Resources
department will set high but
achievable criteria’s during
interview process and will
SIM Co. has well- The company has Establishment of SIM Co.
structured recruitment not an online profile as an employer of choice
planning process which in the main search distinguish from competitors
aim is the achievement job websites, for this creating a profile in the
of strategic goals reason future main search job websites
attracting and retaining employees cannot (LinkedIn, Seek, and
high performing staff. know with Career One) with a detail
The recruitment anticipation SIM description of the workplace
planning process Co’s. corporate and the corporate values.
includes a recruitment values and
encourage the application of
highly qualified personnel
through the improvement of
advertisement techniques.
Promote employee
engagement: SIM Co. wants
to be an employer of choice
promoting employment
flexibility to attract and retain
skilled employees. The
strategic direction will be
focus in the development of
retaining programs that
include work-life balance as a
priority and improvement of
corporate satisfaction within
all the organizational
departments.
Develop leadership
programs for existing
supervisors and managers:
To be competitive in a
changing and volatile
economic environment is
necessary that SIM Co.
develops a lifelong learning
program that offers enough
leadership knowledge and
tools to supervisors and
managers.
Provide training for new
hiring and current staff: The
constant improvement of skills
of all the employees is one of
the main objectives of SIM
Co. in the long and short term.
To increase the coverage of
current training programs, this
strategic plan includes the
implementation of a new
Learning Management
Software which will allow
access to all the staff to a
platform of continuous
learning.
Working Health Safety: SIM
Co. is committed to be a
healthy and safe workplace.
The principal aim of the
policy which outlines requirements for
specific criteria for all vacancy positions.
recruitment activities
based on the principles
of merit, equity,
confidentiality, and
transparency.
Currently, SIM Co. has The company has Human Resource
a work-life balance not an employee Department will develop in
plan as part of the engagement policy the next six months an
workforce to promote work-life employee engagement
management balance and has not policy which includes the
procedures. a formal retaining current retaining activities
The execution of program. and uploads it to the
activities related to intranet for knowledge of all
employee engagement new and current
is an initiative of employees.
Human Resources
Department and are
performed in an
informal manner.
To date, SIM Co. is The Grow Coaching Starting on March 2019, HR
implementing a Grow Model has not been Department will execute
Coaching Model for implemented every 6 months a
managers and completely and the leadership program of one
supervisors as part of activities related to week for 100% of
the workforce this process are managers and supervisors.
management process. unclear for the The program will include
involved employees. theoretical sessions,
practical study cases and a
test with a 70% approval
grade to assess the
acquired knowledge.
As part of the current The current training Implementation of online
Human Resource and development training through new
Strategic Plan, SIM Co. plan does not cover Learning Management
includes as a value 100% of the System software on SIM
driver the increasing of employees within Co. intranet, ensuring that
employer’s skills with a the organization 100% of employees
training and limiting the completed the training
development plan. improvement of session. Implementation of
skills in the LMS will be completed
workplace. within 6 months.
SIM Co.’s WHS Although the Establishment of training
program has strong assessment of WHS sessions about WHS to be
policies and has been performed scheduled for all employees
procedures to reduce successfully, SIM in the month of April 2019.
 company is to remove or
reduce hazards and
jeopardies which could affect
workers, contractors or
visitors involved with the
business operations.
Currently, SIM Co. has very
strong policies and
procedures related to WHS
and is expected to maintain
and improve this progress
along with our Human
Resources Strategic Plan.
hazards and Co. has not a The sessions will include
jeopardises at the learning procedure detailed information of the
workplace. The policies to ensure that all current WHS program and
and risk assessment employees have will provide the necessary
related to WHS has knowledge of tools to face and report
been shared with all hazards and risks at the workplace.
employees on the jeopardises at the
intranet. workplace.

7 Strategies for sourcing labour

In this section, we will develop the strategies for sourcing labour which will start in the month
of September 2018 and will finish in November 2018. We will use external and internal
recruiting to allocate the positions needed before the opening of the two new retail stores.

Firstly, after analysed the current human resources capacity we have decided to reallocate of
four (4) employees from the Marketing Department to fulfil the positions of Store Manager and
Supervisor in each store.

On the other hand, we have chosen three job search websites to recruit sale staffs and
cleaners through external resources. The recruitment of staffs will be made with three (3) posts
of the require position every week during three (3) months, for a total of 12 posts per month.
In a similar way, the recruitment of cleaners will be executed posting the job vacancy twice
every week for a total of 8 posts per month.

Position Strategy Priority Time allocated to Approved by:

(1-5) recruit the person
for this position
Sales Manager Internal Recruiting 1 3 months Alicia Jones
(HR Manager)
Noah Hardy
(Sale Manager)
Customer Service Internal Recruiting 1 3 months Alicia Jones
Manager (HR Manager)
Noah Hardy
(Sale Manager)
Supervisor Internal Recruiting 2 3 months Alicia Jones (HR
Manager)
Casual Staff External Recruiting - 3 posts every 2 1-2 months Alicia Jones (HR
(Salesman’s) week in principal job boards Manager)
(LinkedIn, Seek, Career One)
Cleaner External Recruiting - 2 posts every 5 1 month Alicia Jones (HR
week in principal job boards Manager)
(LinkedIn, Seek, Career One)
8 Technology and System requirements

New technology and system is one of the biggest opportunity for SIM Co. to be successful and
to improve business operations, especially implementing new training process will affect
significantly to manage gap in abilities as well as between employer and employment relations
by engaging organizational learning. There is one suggested Learning Management System
software that is suitable for innovative change.

LEARNING SEAT by Limos (Library et al., 2018)

LMS is the one of the effective and appropriate way to develop business strategic plan from
HR side of management by a system with excellent functions that support human capital
capabilities. LEARNING SEAT is for people to improve professional skills, gain knowledge,
and transfer them to actual performance. The advantage of LEARNING SEAT software is:

1) Offering several categories of learning resources /e.g. about: organizational culture,

HR, WHS, Sales and Marketing.
2) Accessible by PC, mobile phone and tablet at any time.
3) Able to import user information from our HRIS. There is no cost for input data all over
again.
4) Easy to assign, approve and manage users learning with just a few clicks and view all
users, assigned learning and learning status. It affects reduction of time for HR
activities.
5) Providing a variety of standard report and analytics view which helps HR to export
information to stakeholders and evaluate it in efficient way.

It is very important to manage and keep our diversity workforce up-to-date on critical training
and learning, since the new branches will open far from the head office. This software will
support the business strategic direction to achieve our objectives and goals.
 9 Cost Benefit Analysis

Strategy Costs Strategy Benefits

Recruitment and selection: LinkedIn ● Establishment of SIM Co. as an

employer of choice distinguish
● Recruitment of casual staff Cost per posting (54) $ 390 from competitors with a detail
(Salesman) and cleaners, description of the workplace
Total cost (3 months) $ 21.060
posting job vacancies in job and the corporate values.
search websites. Seek
● To keep up to date on the
● Managers from Marketing Cost per posting (54) $ 275 strategies used by competitors
Department at the head office to be active in the workforce.
Total cost (3 months) $ 14.850
will take an aptitude test to
select the internally best talent Career One ● Reach of a bigger and high
and fulfil the positions of Sales qualified number of candidates
Managers and Customer Cost per posting (54) $ 187 which accomplish the
Service Managers. requirements established to
Total cost (3 months) $ 10.098 apply for the job position.
Aptitude Testing
● To increase opportunities for
Cost per candidate (7) $ 5 current employees to improve
their professional careers within
Total cost (3 months) $ 105 the Company.

Job advertisement survey

Cost per candidate (22) $ 5

Total cost (3 months) $ 435

Employee engagement: Family day breakfast ● Engaged employees will

contribute to the success of the
● Free breakfast for employees Cost per person (88) $ 16 company with commitment and
and their families on the months loyalty.
Total cost (2 months) $ 2.844
of May and august.
Employee satisfaction survey ● Increase of productivity and
● Achieve an 85%-90% of efficiency from motivated
corporate satisfaction from the Cost per employee (22) $ 278 employees who are aligned to
employees through the the business objectives.
Total cost (2 months) $ 6.114
execution of employee
engagement survey every 3 ● Decrease of workforce turnover
months. retaining loyal and engaged
employees.

Leadership programs - Leadership programs ● Improvement of leadership and

Training: management skills of managers
Cost per employee (4) $ 1.450 and supervisors to contribute to
● Starting on March 2019, HR Total cost (2 months) $ 11.600 the growth of SIM Co in middle
Department will execute every 6 and long term.
months a leadership program of
Business databases
one week for 100% of managers ● Development of creative
and supervisors. The program Cost per licence (2) $ 17.000 thinking capabilities,
will include theoretical sessions, encouraging the generation of
practical study cases and a test Total cost $ 34.000 innovative ideas from
with a 70% approval grade to Managers and Supervisors
assess the acquire knowledge. along all the company.

● Acquire business licenses to ● Discovering of uncover

Top 2 worldwide business employee’s leadership
databases (EBSCO, IBIS world) potential, encouraging them to
and allow access to managers participate in training sessions.
and supervisors, evaluating
quarterly that at least 70% of
managers used the platforms.

New hires and current staff -
Training:
● Online training through new
Total cost (12 months)
Learning Management System
software on SIM Co. intranet,
and make sure that 100% score
of training completion.
Implementation of LMS will be
completed within 6 months.
Learning Management System ● Improvement of communication
and computer skills of all the
Cost per employee (22) $ 10 members of the staff.
$ 1.760
● Ensure that all new hires have
an appropriate induction into
the business culture and have
plenty knowledge of their tasks.

WHS Training: WHS training sessions ● Ensure that SIM Co. is a safe
place to work through the
● Develop the framework and the Cost per employee (22) $ 1.195 analysis of hazards and
strategy of safe diving to be jeopardies at the workplace.
Total cost (12 months) $ 26.290
established in 6 months and
train employees in the ● Guarantee that employees
performance of risk have enough knowledge to
assessment. Training sessions identify and report risk at the
will be schedule for all workplace to give an
employees in the month of April appropriate solution.
2019.

10 Risk Management and Contingency Plan

This section includes an analysis and classification of the risks related to the opening of two
new stores in Adelaide according to their impact level and their likelihood of occurrence.
The development of this evaluation enables the company to identify different kind of risks that
might affect the organizational competitive in a strategic and operational level and formulate
plans and actions to mitigate them.

For the purpose of this assessment, will be using a five by five (5x5) risk matrix which includes
five levels of risk (Very low, low, medium, high, and very high), five kinds of consequences to
measure the impact and five likelihood ratings detailed below:

● Consequence descriptors:
1. Significant: The consequences of the materialization of the risk drastically affect the
normal operation of the organization.
2. Extensive: If the risk is not mitigated, the operation of the business might be severely
compromised or restricted.
3. Moderate: The impact of the risk on the organization might cause the reduction of the
performance and the non-achievement of objectives and targets.
4. Negligible: Minor impact on organization performance like delays or minimum damage
over assets. The organization is able to solve the consequences of the risk
materialization in the short term.
5. Insignificant: In case of not mitigating the risk, the consequences might affect in a minor
way non-core operation and the impact can be faced through routine activities.

● Likelihood descriptors:
1. Almost certain: Probability of occurrence between 100% - 95% and is expected to
occur in most situations.
2. Likely: Probability of occurrence between 94% - 65% and will probably occur in most
circumstances.
3. Possible: Probability of occurrence between 64% - 35% and might come about at some
point.
4. Unlikely: Probability of occurrence between 34% - 6% and could happen at some time.
5. Rare: Probability of occurrence less than 5% and may take place only in exceptional
circumstances.

Risk Rating Matrix: Once the identification of the risks was performed over potentially
affected areas (Capability, reputation, information, and property), we assigned a rating
between two (2) and ten (10) where ten represent the highest level of risk and two the least
level of risk according to the following risk rating matrix:

Impact

Insignificant Negligible Moderate Extensive Significant

Almost certain 6 7 8 9 10
Likelihood

Likely 5 6 7 8 9

Possible 4 5 6 7 8

Unlikely 3 4 5 6 7

Rare 2 3 4 5 6
Subsequently, we organized the identified risks depending on the assigned rating and for each
combination of impact and likelihood, and we documented a contingency strategy to reduce
the consequences of the occurrence of the risk. (See Appendix - 15.4 Risk Management)

According to our assessment, the three main risks and the applicable contingency plan to
mitigate the impact that must have a careful follow-up are as follows:

1. Lack of skills at initial stages:

● Preferentially interview with applicants who are qualified based on skill needs
requirement (See sec.5), plus consider their attitude should be polite and
respectful to customer and colleagues
● Involvement of experienced staffs from existing store by training them to train
new staffs
● Provide regular task checklists to let them follow instructions which can maintain
the quality of service and products.

2. Resistance to change by reallocated employees in the positions of managers and

supervisors for the new two stores:

● Human Resource Manager will perform a survey one month after the opening of
the stores to identify favourable or unfavourable perceptions of managers and
supervisors.

3. Reduction workforce demand as consequence of an increase in the offer by the

presence of competitors in South Australia.

● Marketing Department and Human Resource Department will perform a periodic

research and analysis report to identify market trends and make timing decisions
to face the changes in offer and demand.

11 Approval Process
SIM Co. is utilizing the approval process below as a standardized organizational process to
ensure any work proposal is approved the same way every time, which is affected saving time,
maximizing efficiency, and focusing on decision-making. Responsible person (name/ position)
of activities are allocated down below of each step, in terms of HR management project:
1. Proposal: Submission of the project/ funding proposal must start by collecting data/
information extensively and analyse and address them to identify necessary steps for
its goal. The objectives must meet with SMART condition. It is important to set a
deadline for each step to prevent backlog of work.
Formulation: Work Plan, Communication Plan, Gap Analysis

2. At these stages, activities will be centralized by Financial and HR department to create

budgets and timelines based on project proposals and roughly prioritize projects.
Managers will assist to develop the plan, so between these two steps there are several
around before proceeding to the next step.

a. Prioritize Project
Formulation: Action Plan, Training Plan
 b. Estimate Cost and Manage Schedule
Formulation: Cost-Benefit analysis, Risk Management, Budget Plan

3. Evaluate Scenario: Carefully evaluate the project what has been progressed. HR
manager must consider alternatives for both options of project specification and budget
when the proposal is rejected. Create a step to create another option and a draft of the
initial plan will help smooth actions and saving time for approval process.

4. Assess Project: The proposal is reviewed by director to result of Approval or Reject.

Assess the overall point of view whether it would bring benefits to the business, either
it would support the business strategic directions.

5.
a. APPROVED → Allocate Funding: If approved, funds will be allocated to the
plan and the project will be carried out.

b. REJECTED → Update and Adjustment of the Project: If rejected, the

proposal may close. However, the submitter can also build steps by adjusting
budget and develop activities to revise the project plan and get approval.

12 Monitor, Review and Evaluate

Monitor, review and evaluation will be measured based on KPI’s we have set (See 1.2.
Objectives and KPI’s). Carrying out monitoring, reviewing and evaluating are crucial to
success in the project plan by following reasons:

• Analyse the situation of the community and its project.

• Determine whether the input of the project is fully utilized.
• Identify the problems facing communities and projects and find solutions.
• Ensure that all activities are properly executed by the right person and right time.
• Take a lesson from one project's experience to another.
• Determining how projects were planned is the most appropriate way to solve problems.

Category of objectives:

A. Recruitment and selection

B. Promote employee engagement
C. Develop leadership programs
D. Provide training for new hiring and current staff
E. Working Health Safety
 Objective(KPI) Timeline Monitor Reviewed By Evaluate

Whether the initial skill has been

Alicia Jones, 22 candidates have marked over 32
Qualified candidate’s maintained at high standards by
(HR Manager) points, average 36 points.
A-1 criteria are practical During interview hiring candidates who acquired
August Ross Performance must be observed
indicator over 32 out of 40 full points based
(Recruitment) continuously.
on the criteria.
Comparing vacancy rate with past
Vacancy rate in June 2018 is 0%.
Every years. Record the period of HR department
A-2 Vacancy in position Recruitment process for new stores
3 months recruitment and selection Managers
takes max. three months.
process.
Gathering data of the most
effective job advertisement Jasmin Brown, Total 40 applicants:
Every methods such as seek, LinkedIn, (Administration Linkedin-30% Seek-45%
A-3 Job advertisement
6 months official website, office board by Manager) Career one-15% Official Web-5%
taking quick survey at the end of HR department Others-5%
every interview.
Collect all employees satisfaction Employee Satisfaction Survey in June
survey (via email) which contains James Crow, 2018:
1 to 5 rating scale question x15 (Director) Total 67.5 points/75
B-1 Employee satisfaction Quarterly
and written question x3 to review Alicia Jones, =90% of satisfaction.
whether it achieves over 85% of Managers Written questions will be used to
satisfaction. improve facility of company.
Ensure extra day-off was
Every implemented as its planned and
B-2 “Family Days” 6 months whether it affected the reduction Managers In progress
(After an event) of labour costs. Receive feedback
about family days.
 If daily performance is increasing
efficiency, productivity and quality
Skype and phone call can be the
of service by leading a team with
James Crow, communication method. Positive
Every the way they learned in the
C-1 Leadership program Alicia Jones, feedback has increased compared to
6 months programs. Feedback from
Managers past year. Average answer of
managers and supervisor by face
satisfaction is 8.5 out of 10.
to face conversation/ short
interview.
Record the access number of
Alicia Jones,
business databases (EBSCO,
Organizational consultant Every R&D department
C-2 IBIS world). Analyse data and In progress
platforms 6 months Leonard Maher
receive feedback about the
(IT Manager)
platform.
Weekly during Whether implementation of
implement software will be completed within Alicia Jones, In progress
-action 6 months. New software training Leonard Maher, Market research and Training needs
Implementation of LMS
D-1 plan must be addressed R&D department analysis have been completed.
software
appropriately to all employees. Training plan and action plan are
Monthly Participation of essential lesson managed on schedules.
must be 100% attendance.
Official form is provided for all Feedback from manager about
Alicia Jones,
employee to attempt further leadership program, specialized
D-2 New training opportunities Quarterly Christin Loftus
training needs request. HR take training may be required for Sales
(Training Officer)
actions immediately. departments.
Review employee’s exam score if In progress
Every 2 Month Alicia Jones,
it achieved total 95% average.
D-3 Training course: Exams (After online Christin Loftus
And everyone has passed by (Starts after new LMS software is
training) Managers
minimum score of 85% implemented)
Within 6 months New WHS risk assessment frame
is ready to implement within 6 Alicia Jones
Development of Risk
E-1 months. Training plan must be Jim Banks In progress
assessment and practice Annually structured before the (WHS Manager)
implementation.
 Within 2 weeks
E-2 After training
By providing and maintaining safe
Every Investigation and examination is taken
machinery and materials minimise
WHS workplace 6 months WHS department regularly and collect feedback from
injury and illness in the workplace
environment feedback Alicia Jones managers. Past half a year none of
as number of 0 incident for a
incident report has been reported.
year.

Annually Employee handbook is ready to

WHS department Area managers have confirmed that,
WHS Handbook distribute. Regular check to
E-3 Alicia Jones and books are distributed to all
& Guidelines for employees ensure all employees carry it
Managers employees.
around every time of their shift.
13 Recommendations

There are 5 different areas of recommendation based on strategic plans in the report.

A. Recruitment and selection: Currently we have only contracted with LinkedIn to

advertise the job vacancy and provide career information on company official website.
We had occasionally tested SEEK and CareerOne as workforce career website to try
out new opportunity of finding greater potential candidates during 3 months of hiring
process to open new stores in Adelaide. As the result, 45% of applicants have
accessed through SEEK. It is recommended to make continuous contract with SEEK
for further recruitment process to right people in short-term efficient.

B. Employee Engagement: Although SIM Co. has been focusing on motivating

employees to gain commitment to the company in the way of providing proper system
of bonus and promotion, it is recommended to offer sustainable work-life balance such
as by holding complimentary breakfast for 2 times a year for employees and families.
Employee is the most critical asset in the company, HR must make them feel
comfortable at workplace environment.

C. Develop leadership programs: After the evaluation of Leadership program, we

analysed data that 75% of management members prefer to take programs more
frequently. It can be recommended to determine assignment of the training from every
6 months to quarterly.

D. Training and Development: Since new technology has developed significantly, it is a

great opportunity to implement LMS (LEARNING SEAT by Limos) software. It allows
us to manage our workforce by providing practical training which will engage
continuous improvement. Easy to create, maintain, analyse and evaluate trainings,
thus reduce large amount of time and cost that HR used to deal with.

E. Working Health Safety: It is recommended to revise employee handbook which

included information of the company’s policies, procedures and WHS risk assessment
plan so that it outlines management and personnel best practices and makes
employees understand corporate expectations. Every staff who works at SIM Co. must
be familiar with WHS condition to secure safety and health of workplace.
14 Reference List

• Talent.seek.com.au. (2018). Post Your Ad - Seek Employer. [online] Available at:

https://talent.seek.com.au/products/jobads [Accessed 17 May 2018].

• Linkedin.com. (2018). Billing for Your Pay Per Click Job Postings | LinkedIn Help.
[online] Available at: https://www.linkedin.com/help/linkedin/answer/74053 [Accessed
17 May 2018].

• Advertisers.careerone.com.au. (2018). Online Job Posting | careerone.com.au. [online]

Available at: https://advertisers.careerone.com.au/recruitment/standard-postings.aspx
[Accessed 17 May 2018].

• Stamford.com.au. (2018). Christmas corporate parties and dining | Stamford Plaza

Adelaide Hotel. [online] Available at: https://www.stamford.com.au/spa/adelaide-
conference-venues/christmas-corporate-parties [Accessed 23 May 2018].

• Tea, N. (2018). Platters Plus Catering. [online] Platters Plus Catering. Available at:
https://platters.com.au/shop/beverages/nespresso-coffee-twinings-tea/ [Accessed 23
May 2018].

• Custominsight.com. (2018). Employee Survey Pricing. [online] Available at:

https://www.custominsight.com/employee-engagement-survey/pricing.asp [Accessed
23 May 2018].

• Ocr.org.uk. (2018). [online] Available at: http://www.ocr.org.uk/Images/87384-skillsmart-

retail-definitions-of-retail-job-roles.pdf [Accessed 23 May 2018].

• Training, L. and Course, E. (2018). Emerging Leaders Training Course Brisbane,

Sydney & Melbourne - Leadership Directions. [online] Leadership Directions. Available
at: https://www.leadershipdirections.com.au/leadership-training/emerging-leaders-
course/ [Accessed 24 May 2018].

• OHSA Occupational Health Services Australia. (2018). Certificate IV Work Health Safety
Online - OHSA Occupational Health Services Australia. [online] Available at:
https://www.ohsa.com.au/course/certificate-iv-in-workplace-health-and-safety-online/
[Accessed 24 May 2018].

• Library, e., Training, C., Suite, A., Files, T., Work, L., Essentials, C., Development, P.,
Training, C., Technology, L., System, L., Learning, A., Technology, e., Webinars, E.,
Toolkits, W., Studies, C., Us, A., People, O., Mission, V., Awards, O. and Us, C. (2018).
Learning Management System - LMS | Learning Seat. [online] Online Compliance
Training Courses. Available at: https://www.learningseat.com.au/learning-management-
system/ [Accessed 31 May 2018].
• Smartsheet. (2018). How to Create an Approval Process | Smartsheet. [online] Available
at: https://www.smartsheet.com/approval-process-workflow [Accessed 3 Jun. 2018].

• Theaustralian.com.au. (2018). Subscribe to The Australian | Newspaper home delivery,

website, iPad, iPhone & Android apps. [online] Available at:
https://www.theaustralian.com.au/national-affairs/words-at-work-way-over-the-top-
political-correctness/news-story/376ee793d4709203ceccffd9bcc80ee5 [Accessed 4
Jun. 2018].

• KPMG, C. (2018). KPMG, CBA and Microsoft launch new ERP competitor. [online] ARN.
Available at: https://www.arnnet.com.au/article/641169/kpmg-cba-microsoft-launch-
new-erp-competitor/ [Accessed 4 Jun. 2018].

• InDaily. (2018). One Nation divided on company tax cuts - InDaily. [online] Available at:
https://indaily.com.au/news/politics/2018/05/31/one-nation-divided-company-tax-cuts/
[Accessed 6 Jun. 2018].

• Karp, P. (2018). Human Rights Commission pushes back against Peter Dutton bid for
more powers. [online] The Guardian. Available at:
https://www.theguardian.com/australia-news/2018/may/12/human-rights-commission
pushes-back-against-peter-dutton-bid-for-more-powers [Accessed 6 Jun. 2018].

• Securitybrief.com.au. (2018). SecurityBrief Australia. [online] Available at:

https://securitybrief.com.au/ [Accessed 6 Jun. 2018].
 15 Appendices

15.1 Budget

Human Resources Budget

Job Boards sep-18 oct-18 nov-18 dic-18 ene-19 feb-19 mar-19 abr-19 may-19 jun-19 jul-19 ago-19 sep-19 Total
# of postings 18 18 18 - - - - - - - - - -
Linkedin
Unit Cost $ 390 $ 390 $ 390 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1.170
Total spend $ 7.020 $ 7.020 $ 7.020 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 21.060
# of postings 18 18 18 - - - - - - - - - -
Seek
Unit Cost $ 275 $ 275 $ 275 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 825
Total spend $ 5.500 $ 5.500 $ 5.500 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 14.850
# of postings 18 18 18 - - - - - - - - - -
Career One
Unit Cost $ 187 $ 187 $ 187 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 561
Total spend $ 3.366 $ 3.366 $ 3.366 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 10.098
Total $ 15.336 $ 15.336 $ 15.336 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 46.008
Employee Engagement
Family day # persons - - - - - - - - 88 - - 88 -
breakfast Unit Cost $ - $ - $ - $ - $ - $ - $ - $ - $ 16 - - $ 16 $ - $ 32
Total spend $ - $ - $ - $ - $ - $ - $ - $ - $ 1.422 $ - $ - $ 1.422 $ - $ 2.844
Satisfaction # employees - - - - - - 22 - - 22 - - -
survey Unit Cost $ - $ - $ - $ - $ - $ - $ 139 $ - $ - $ 139 $ - $ - $ - $ 278
Total spend $ - $ - $ - $ - $ - $ - $ 3.057 $ - $ - $ 3.057 $ - $ - $ - $ 6.114
Total $ - $ - $ - $ - $ - $ - $ 3.057 $ - $ 1.422 $ 3.057 $ - $ 1.422 $ - $ 10.696
Hiring Assessment
Aptitude # candidates 7 7 7 - - - - - - - - - -
Testing Unit Cost $ 5 $ 5 $ 5 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 15
Total spend $ 35 $ 35 $ 35 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 105
Job # candidates 22 22 22 - - - - - - - - - -
advertisement Unit Cost $ 5 $ 5 $ 5 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 15
Total spend $ 210 $ 210 $ 210 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 330
Total $ 145 $ 145 $ 145 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 435
Employees Training
Leadership # employees - - - - - - 4 - - - - - 4
programs Unit Cost $ - $ - $ - $ - $ - $ - $ 1.450 $ - $ - $ - $ - $ - $ 1.450 $ 2.900
Total spend $ - $ - $ - $ - $ - $ - $ 5.800 $ - $ - $ - $ - $ - $ 5.800 $ 11.600
# employees - - - - - - - 22 - - - - - -
WHS training
Unit Cost $ - $ - $ - $ - $ - $ - $ - $ 1.195 $ - $ - $ - $ - $ - $ 1.195
Total spend $ - $ - $ - $ - $ - $ - $ - $ 26.290 $ - $ - $ - $ - $ - $ 26.290
Total $ - $ - $ - $ - $ - $ - $ 5.800 $ 26.290 $ - $ - $ - $ - $ 5.800 $ 37.890
IT sep-18 oct-18 nov-18 dic-18 ene-19 feb-19 mar-19 abr-19 may-19 jun-19 jul-19 ago-19 sep-19 Total
# employees - - - - - 22 22 22 22 22 22 22 22
LMS
Unit Cost $ - $ - $ - $ - $ - $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 80
Total spend $ - $ - $ - $ - $ - $ 220 $ 220 $ 220 $ 220 $ 220 $ 220 $ 220 $ 220 $ 1.760
Business # Databases - - - - - 2 - - - - - - - 2
Databases
Unit Cost $ - $ - $ - $ - $ - $ 17.000 $ - $ - $ - $ - $ - $ - $ - $ 17.000
Total spend $ - $ - $ - $ - $ - $ 34.000 $ - $ - $ - $ - $ - $ - $ - $ 34.000
Total $ - $ - $ - $ - $ - $ 34.220 $ 220 $ 220 $ 220 $ 220 $ 220 $ 220 $ 220 $ 35.760
Total spend per month $ 15.841 $ 15.841 $ 15.841 $ - $ - $ 34.220 $ 9.077 $ 26.510 $ 1.642 $ 3.277 $ 220 $ 1.642 $ 6.020 $ 129.051
15.2 SWOT Analysis

STRENGTHS OPPORTUNITIES

● Resources – people, skill, experience, ● Gaps in ability

assets
● Price, value, high quality of products
● Customer based / focused
● Financial reserves
● Reliability on certain resources
● Flat organic structure
● Reputation
● Effects on core activities
● New Technology
● New markets
● New marketing trends
● New product development
● International Expenditure

WEAKNESSES THREATS

● Price war with other competitors ● Increasing competition

● Technology (Online Presence) ● Changing market environment
● Small market share ● Sustainability issues
● High labour costs ● Economy
● Brand awareness in South AU ● Changing minimum wages /
● High turnover rate competitor’s wages
● Increasing interest rates
15.3 PESTLE Analysis
Environmental Findings
Factor
Local government priorities:
● Members of One Nation party are divided to approve the Federal
Government’s company tax cuts. “One Nation is split on support
for the Federal Government’s company tax cuts, despite Pauline
Political Hanson insisting her team agreed last week to block them. The
government has 31 senators and needs 39 votes to pass its
legislation, if Labour doesn’t decide to back it.” (In Daily, 2018).
Economic trends:
● Important decrease in retail sells in South Australia during April
2018. “Retail spending fell in South Australia in April, with
national figures showing SA was the only state to record a drop.
Economic All states and territories recorded an increase in April, apart from
South Australia which recorded a fall of 0.6 per cent. Spending
on food and household goods retailing both rose 0.4 per cent in
April, while clothing, footwear and personal accessory sales fell
0.2 per cent.”
Social trends and expectations
● The Australian Government looks to reduce the use of sexiest
and racist terms at workplaces. “The Diversity Council Australia
Socio-cultural is working to persuade corporations, government departments
and other employers to adopt its Words at Work campaign
which, it says, aims at “building inclusion through the power of
language.” (The Australian, 2018).
HR support tools
● Development of a new ERP tool to be a competition to MYOB
and Xero. “KPMG Australia, Commonwealth Bank (CBA) and
Technology
Microsoft have banded together to launch a new cloud-based
enterprise resource planning (ERP) player in the fintech sector
targeting small and medium businesses (SMBs). It will offer a
Organizational Impact
A corporate tax cut might have a positive impact on SIM
Co. in the long term reducing the monetary expenditure in
taxes every period. This government plan looks to invest
35.6 billion to improve companies’ performance and
reduce unemployment. However, this kind of measures
might have an important opposition considering that is
favourable for private companies and reduce the public
resources.
This current drop trend of the retail sector might affect
considerably the opening of two new stores in Adelaide. It
is recommended that marketing department performed an
exhaustive analysis of the market to assess the impact of
this external factor.
Implementation of politics as “Words at Work” might
contribute to the strategic objective of SIM Co. to be an
employer of choice and build a better place to work.
This new software offers a combination between business
management capabilities and ERP solutions. The
development of new technological features is favourable
for the business to improve the current performance in
terms of efficiency and effectiveness.
 cloud-based platform providing accounting, payroll, banking and
operations including human resources, inventory and
manufacturing. The product will come up against MYOB and
Xero, which currently dominate this space in the A/NZ market.”
(ARN, 2018)
Legal requirement Last 25th of May data privacy regulation had an updating
around the world and Australia was not exempt from the
● Recently data privacy regulations are affecting Australian impact of this changes. To face correctly these
business. “Global and regulatory landscapes are tightening to adjustments, SIM Co. needs to ensure that all employees
ensure more data privacy in the face of increasing data sharing have knowledge about the new policies and that can
and cyber threats…, and while many Australian businesses. recognize possible threats or hazards on the online
Legal Organisations shouldn’t neglect training, and more importantly information.
look to train ALL staff, not just IT. Many data breaches today
come from insider threats – and often are caused by careless
mistakes. IT and HR teams need to work together to make sure
all employees are trained and continue to be trained on
compliance requirements as regulations evolve and as citizen’s
demand for more privacy grows.” (Security Brief Australia, 2018)
Human rights legislation Decisions over provision and cancellation of visas might
affect directly SIM CO. sourcing labour process. It is
● Human Rights Commission is against the power decision of necessary that Human Resources Department keeps up
Home Affair Minister to make visa cancellation decisions. to date about migration considerations to make decisions
Environmental “Parties including the Refugee Council and the Federation of appropriate.
Ethnic Communities’ Council have made submissions to a
parliamentary inquiry reviewing cancellation of visas on
character grounds, warning that Peter Dutton already has too
much discretion” (The Guardian, 2018)
 15.4 Risk Management and Contingency Plan

Risk Area Description of Risk Likelihood Impact Risk Contingency Plan Person Timeline
No. Score responsible
• Preferentially interview with applicants
During
who are qualified based on skill needs
interview
requirement (See sec.5), plus consider
/First-3
their attitude should be polite and
months:
respectful to customer and colleagues Alicia Jones
Daily
Lack of skills at initial • Involvement of experienced staffs from Noah Hardy
RI-01 Capability Likely Significant 9 training
stages existing store by training them to train new Store
&
staffs Managers
Weekly
• Provide regular task checklists to let
follow-up
them follow instructions which can
for new
maintain the quality of service and
store
products.
Resistance to change Human Resource Manager will perform a
by reallocated survey one month after the opening of the Alicia Jones/
employees in the stores to identify favourable or Human
RI-02 Capability Likely Significant 9 March 2019
positions of managers unfavourable perceptions of managers and Resource
and supervisors for the supervisors. Manager
new two stores
Reduction workforce Marketing Department and Human Alicia Jones/
demand as Resource Department will perform a Human
consequence of an periodic research and analysis report to Resource
Every six
RI-03 Reputation increase in the offer by Possible Significant 8 identify market trends and make timing Manager
months
the presence of decisions to face the changes in offer and Doreen
competitors in South demand. Kells/Marketing
Australia. Officer
 • All staff must carry induction book, which
covers safe practices and safe handling.
• Emergency procedures are followed, Alicia Jones
Injured Customer and incident report, first aid kit used, or Store
RI-04 Capability Possible Extensive 7 Monthly
Employee doctor/hospital is contacted Managers
• Safety inspections will need to be Supervisors
undertaken regularly besides maintenance
of store.
• Give an equal opportunity such as:
chances of selection & promotion, working
hours & pay, and training, must be fair, just
and impartial no matter what age, gender,
race, appearance, religion, culture, James Crow
Discremenation and language, nor family status based on Alicia Jones
RI-05 Reputation Possible Extensive 7 Monthly
Harrasment ADCQ and EEO policy. Store Manager
• Create strong relationships between / Managers
employer and employee to communicate
better and eliminate barrier. In case of
harassment complaint has been reported,
investigate carefully and immediately.
• Insure stores against natural calamity to
protect property, employees and assets.
• Smoke alarms, fire extinguishers are
allocated in stores and staffs are aware of
Unexpected Natural
RI-06 Property Unlikely Significant 6 the location. James Crow Quarterly
Disasters
• Develop an emergency management Alicia Jones
planning policy and practice for the
business and train staffs for evacuation
procedures.
Incompatibility of Assigned a Human Resource Officer and a
features of the chosen Tech Support Officer to assess the Marci Arrellano/
Learning Software features of the chosen software and make HR Officer Ron January
RI-07 Information Possible Negligible 5
Management with the a report recommending if the software is Sandlin/Tech 2019
needs of the Human compatible with the training needs before Support Officer
Resources Department the implementation.
 Human Resource Department will monitor
Changes in the local permanently possible changes in the Alicia Jones/
and federal labour labour legislation and will share on the Human
RI-08 Property Possible Negligible 5 Monthly
legislation, regulation intranet the updates with all the team Resource
and policies. members to ensure the accomplishment of Manager
the laws.