BSBHRM602

MANAGE HUMAN RESOURCES

STRATEGIC PLANNING
 PRACTICES/FUNCTIONS OF HUMAN RESOURCES DEPARTMENT

JOB RECRUITMENT
Recruitment is the process by which companies find and hire new employees. This
process contains seven major activities, or functions. As recruiters and managers
progress through the recruitment process, they use data and analysis to develop and
then pare down a pool of applicants, eventually selecting one candidate to hire.

• Job Design and Development

• Identifying and Seeking Candidates
• Receiving and Tracking Applicants
• Reference and Background Checks
• Testing
• Interview
• Evaluation and Hiring
 EMPLOYMENT LAW AND COMPLIANCE

Employment law and compliance concerns the legal framework within which organizations
must operate in their treatment of employees. Employers must comply with a myriad of
federal and state laws and regulations. Laws and regulations exist covering a wide range of
human resource practices, including recruiting, hiring, performance appraisal, compensation,
health and safety, and labor relations.

https://www.referenceforbusiness.com/management/Em-Exp/Employment-Law-and-Compliance.html
 Employee Induction and Orientation
Induction refers to the process of introducing a new comer to his employer/ company and work
environment. An induction session, conducted on day one for a new joiner, usually through
PowerPoint presentation and videos sessions lasts a few hours or day . Orientation on the other
hand, is a well designed program which aims at reorganizing a new employee and making him
accustomed to his department, job role and work culture
INDUCTION – An introduction with • Includes multiple learning methods
who you are going to work for – Presentation and videos
• Includes Company overview. – Information sessions and online
– Mission, Vision, Values learning
– History , objectives and clients – Workplace tour and Formal meetings
– Business verticals , management with teams and departments.
team and hierarchy • Information of procedures and processes
– Policies and dress code • Information of work assignment/ job,
– Business conduct guidelines clients
• Joining and statutory forms • Introduction to team members and key
https://hrdictionaryblog.com/2013/01/22/induction-and-orientation/ contacts.
 Employee Relations
Employee Relations offers consultation, facilitation and resolution strategies for workplace
issues. Employee Relations assists in communications between employees and supervisors,
corrective action and planning, disciplinary actions, and explanation and clarification of
University policies and procedures.

What Employee Relations Does to Help Supervisors and Employees:

• Provides counsel and advice to supervisors and employees regarding employment-
related inquiries.
• Assists in the interpretation of University policies and procedures.
• Provides confidential consultation.
• Advises employees regarding their employment rights.
• Facilitates dialogue on employee/employer issues.

https://hr.usu.edu/employment/current-employees/employee_relations
 Workplace Health and Safety (WHS) Compliance
Workplace Health and Safety (WHS) is a term used to describe the steps taken to protect
employees, customers / clients, contractors, visitors or any other people associated with a
business premises, workplace or service. Formerly known as Occupational Health and
Safety (OH&S), WHS involves continually assessing a physical business location or their
practices and standards to ensure that everything complies to a number of standards and
obligations
All businesses are legally required to comply with WHS legislation, which includes:
• Providing a safe business premises
• Ensure security risks are mitigated
• Continuously assess their business and its
practices for safety and security
• Implement measures for promoting safety
and controlling risks
 Workplace Health and Safety (WHS) Compliance

• Ensuring that all employees are aware of their own WHS obligations
and conform to them
• Ensure machinery and materials are safe, safely maintained and used
correctly
• Ensure goods and substances are handled and used safely
• Ensure workplace layout and work systems are safe
• Ensure a safe and suitable work environment is maintained Ensure
facilities are safe and suitable
• Keep insurance and worker's compensation policies are kept up to
date and relevant

https://www.calamity.com.au/articles/post/workplace-health-safety-whs-compliance/
 Performance Review

A performance review, also called a performance appraisal or performance evaluation, is a

formal assessment in which managers evaluate an employee’s work performance, identify
strengths and weaknesses, offer feedback, and set goals for future performance.

Performance reviews can help employees understand what they’re doing well, how they can
improve, how their work aligns with larger company goals, and what is expected of them in
their given role. On the other end, managers who use performance reviews effectively can
more easily recognize high performing employees, correct issues before they become
insurmountable, communicate expectations, encourage growth and development, and foster
employee engagement.

https://www.bamboohr.com/hr-glossary/performance-review/
 Training and Development

Training and Development is a subsystem of an organization which emphasize on the

improvement of the performance of individuals and groups. Training is an educational
process which involves the sharpening of skills, concepts, changing of attitude and gaining
more knowledge to enhance the performance of the employees. Good & efficient training
of employees helps in their skills & knowledge development, which eventually helps a
company improve.

Training is about knowing where you are in the present and after some time where will you
reach with your abilities. By training, people can learn new information, new methodology
and refresh their existing knowledge and skills. Due to this there is much improvement and
adds up the effectiveness at work. The motive behind giving the training is to create an
impact that lasts beyond the end time of the training itself and employee gets updated with
the new phenomenon. Training can be offered as skill development for individuals and
groups.
Organizational Development is a process that “strives to build the capacity to
achieve and sustain a new desired state that benefits the organization or
community and the world around them
Relation between Training and Development
There is a relation between training and development, and there is clear difference between
the two based on goals to be achieved. Development is made to answer the training
problems:
TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for executives

It is reactive process It is pro- active process

AIM: To develop additional skills AIM: To develop the total personality

It is short term process It is continuous process

OBJECTIVE: To meet the present need of an employee OBJECTIVE: To meet the future need of an employee
 Importance of Training and Development
For companies to keep improving, it is important for organizations to have continuous
training and development programs for their employees. Competition and the business
environment keeps changing, and hence it is critical to keep learning and pick up new
skills. The importance of training and development is as follows:

• Optimum utilization of Human resources

• Development of skills like time management, leadership, team management
• To increase the productivity and enhance employee motivation
• To provide the zeal of team spirit
• For improvement of organization culture
• To improve quality, safety
• To increase profitability
• Improve the morale and corporate image

https://www.mbaskool.com/business-concepts/human-resources-hr-terms/8685-training-and-development.html
 LEGISLATIVE, REGULATORY AND INDUSTRIAL REQUIREMENTS
FOR THE BUSINESS

Work health and safety Act 2011: Occupational Health and Safety Policy -
The NSW Occupational Health and Safety Act 2000 describes UIC’s duty of care to provide a
safe and healthy working environment for all staff, and the staffs duty of care to take
reasonable care for the health and safety of others within the work place

This includes the provision of:

A workplace that is safe to work in, with working procedures that are safe to
use, adequate staff training including topics such as safe work procedures,
infection control, procedures and appropriate hygiene, properly maintained
facilities and equipment, a clean and suitably designed work place with the safe
storage of goods such as chemicals.
 Maintain a safe, clean and efficient, working environment

Implement procedures and practices, in a variety of situation, in accordance with State and
Local Government Health regulations, Store and dispose of waste according to health
regulations, Clean walls, floor and working surfaces to meet health and safety standards
without causing damage, Check all equipment for maintenance requirements, Refer
equipment for repair as required, Store equipment safely, Identify fire hazards and take
precautions to prevent
Privacy Act 1998: Privacy is a high-profile public policy issue that affects consumers
and marketers.

The emergence of online marketing brings new privacy concerns that have resulted in
Federal Trade Commission scrutiny and review. At the same time, industry groups and
associations have been active in self-regulation efforts. To highlight areas in which marketing
researchers can add value to the public policy discussion on privacy, the author provides a
research framework that highlights four aspects of information exchange between marketers
and consumers. The author argues that improving exchange mechanisms will provide
consumers with more control and the ability to make more informed trade-offs of personal
information for benefits. Within this framework, the author provides an overview of the
articles in this special issue and suggests avenues for further research.
Fair Work Act 2009:
This review of industrial relations reform in Australia will highlight the changes and
challenges since the introduction of the Rudd Labour government's Forward with
fairness agenda.

In particular, it examines the major issues and areas of change under the new Fair Work Act
2009 and highlights the challenges and opportunities that these might present in the near
future given the current economic climate. This review attempts to examine these major
themes in industrial relations reform through a ‘business lens’
- an employer perspective. However, it will also assess the potential impact of the Act within
an economic, political and industrial relations context. The reforms are likely to create an
environment for greater fairness at workplace level by an increased focus on collective
bargaining. However, whether the Act will encourage enterprise bargaining remains and
provide a platform for achieving greater productivity and fairness is to be seen
The Privacy Act 1988 (Privacy Act) was introduced to promote and protect the privacy of
individuals and to regulate how Australian Government agencies and organisations with an
annual turnover of more than $3 million, and some other organisations, handle personal
information.
The Privacy Act includes 13 Australian Privacy Principles (APPs), which apply to some
private sector organisations, as well as most Australian Government agencies. These are
collectively referred to as ‘APP entities’. The Privacy Act also regulates the privacy
component of the consumer credit reporting system, tax file numbers, and health and medical
research.

https://www.oaic.gov.au/privacy/the-privacy-act/
The Copyright Act 1968

Copyright is a right belonging to the owner or licensee of a literary, artistic or dramatic

work, film or sound recording, to reproduce, perform or otherwise deal with the work.
The law of copyright in Australia is contained in the Copyright Act 1968 (Cth). This
law is complex and people with copyright problems should seek legal advice. Despite
this complexity there are a number of basic rules that provide a general understanding
of the operation of the Act.

Breach of copyright
A person who makes an unauthorised use of copyright material infringes the copyright
owner's rights and can be sued for monetary compensation (damages). However, certain
uses are permitted without obtaining the owner's permission. See Acts that do not
infringe copyright.
https://lawhandbook.sa.gov.au/ch11s01.php
The Spam Act 2003 (Cth) is an Act passed by the Australian Parliament in 2003 to
regulate commercial e-mail and other types of commercial electronic messages. The Act
restricts spam, especially e-mail spam and some types of phone spam, as well as e-mail
address harvesting. However, there are broad exemptions.

Anti-discrimination laws in Australia have been enacted at both federal and state/territory
levels to outlaw discrimination and harassment in a range of areas of public life. Federal
law operate concurrently with state/territory laws, so both sets of laws must be followed.

• The Age Discrimination Act 2004 is an Act of the Parliament of Australia

that prohibits age discrimination in many areas including employment,
education, accommodation and the provision of goods and services.
Persons of any age can be discriminated against within the meaning of the
act.
https://en.wikipedia.org/wiki/Spam_Act_2003
https://en.wikipedia.org/wiki/Anti-discrimination_laws_in_Australia
• The Disability Discrimination Act is an act passed by the Parliament of Australia in
which prohibits discrimination against people with disabilities in employment,
education, publicly available premises, provision of goods and services,
accommodation, clubs and associations, and other contexts. Discrimination is
defined to include failing to make reasonable adjustments for the person.

• Prohibition of racial discrimination in certain contexts

Racial discrimination occurs under the RDA when someone is treated less fairly than
someone else in a similar situation because of their race, colour, descent or national
or ethnic origin. Racial discrimination can also occur when a policy or rule appears
to treat everyone in the same way but actually has an unfair effect on more people of
a particular race, colour, descent or national or ethnic origin than others
• The Sex Discrimination Act 1984 is an Act of the Parliament of Australia which prohibits
discrimination on the basis of sex, marital or relationship status, actual or potential
pregnancy, sexual orientation, gender identity, intersex status or breastfeeding in a range
of areas of public life. These areas include work, accommodation, education, the
provision of goods, facilities and services, the activities of clubs and the administration
of Commonwealth laws and programs. The Australian Human Rights Commission
investigates alleged breaches of the Act. The office of Sex Discrimination Commissioner,
created in 1984 alongside the Act, is a specialist commissioner within the AHRC.

https://en.wikipedia.org/wiki/Anti-discrimination_laws_in_Australia
 DIFFERENT OPTIONS FOR SOURCING LABOUR

1. Recruitment options: The Recruitment and Selection Policy (Policy) provides a

framework and structure for all University staff engaged in the recruitment and
selection process. The Policy applies to recruitment of continuing and fixed term
positions. ... Recruitment for casual staff positions is covered by the Casual
Employment Policy.
2. Casual labour: Despite common perceptions about the informality of human resource
management (HRM) practices within small firms, few studies have considered how
HRM practices change with firm size. This paper explores how HRM practices of
small firms change as the size of the firm increases. Using data from micro, small and
medium firms in Queensland, Australia, the paper reviews the recruitment and
selection practices, training methods, performance appraisal and the maintenance of
HR records and policies in these firms. The findings indicate a move towards
hierarchical structures, increased documentation and more administrative processes as
the number of employees increases. The increase is rapid initially and then occurs at a
slower pace thereafter. Such changes have implications for the management of the
3. New graduates or trainees: This will help young graduates to considers the
development and assessment of oral communication skills in an undergraduate business
and commerce curriculum. Drawing on the results of a survey into the workplace oral
communication needs and uses of business graduate employees, it is argued that
undergraduate experience in formal presentation only is inadequate preparation for oral
communication in the workplace. The survey results indicate that, although graduate
business employees may undertake some formal presentations, most of their workplace oral
communication is informal in nature. Such communication is underpinned by a different
range of understandings and skills than those developed through formal presentation.
4. Off shore workers: Although most of the concerns about offshoring have been directed
to the developed countries in which jobs and wages appear threatened, offshoring raises
concerns about a new kind of dependency. Offshoring, when unrelated to domestic demand,
may exacerbate reliance by developing countries on the capital and resources of
industrialized nations. If so, developing countries become vulnerable to the vagaries of
MNCs who may choose to shift production from developed to developing countries, or
from one developing country to another.
5. Outsourcing: Nowadays, outsourcing has proved to be an enterprise management
strategy in the face of globalization and growing competition. The decision to outsource a
business process for any organization has far‐reaching consequences and risks. The purpose
of this paper is to analyse the impact of business process management (BPM) and
knowledge management (KM) on reduction of outsourcing risks and pitfalls.
Design/methodology/approach:
– Outsourcing models and frameworks are reviewed to find the main risks in outsourcing.
One of the most important groups of risks is emergent KM issues arising from widespread
outsourcing. A strategic KM approach can reduce this risk

6. Contractors/ Consultants: At the centre of many HRM approaches to organisational

transformation and culture change is the concept of the personnel or HR professional as
change agent. Storey highlighted the emerging significance of the 'change maker' role in the
Australia almost a decade ago, and Ulrich has offered a powerful reinterpretation of the
personnel function that affirms the significance of the HR change agent in championing
competitiveness in many large US corporations. However, while the scope and influence of
this role has often been questioned, the variety of forms it takes has not been satisfactorily
addressed.
 IMPACT OF TECHNOLOGY ON JOB ROLES

The concept of the information technology (IT) competence of business managers, defined
as the set of IT-related explicit and tacit knowledge that a business manager possesses that
enables him or her to exhibit IT leadership in his or her area of business. A manager's
knowledge of technologies, applications, systems development, and management of IT
form his or her explicit IT knowledge. This domain further extends to include knowing
who knows what, which enables the manager to leverage the knowledge of others. Tacit IT
knowledge is conceptualized as a combination of experience and cognition. Experience
relates to personal computing, IT projects, and overall management of IT. Cognition refers
to two mental models: the manager's process view and his or her vision for the role of IT.
The outcomes expected from IT-competent business managers are chiefly two behaviours:
an increased willingness to form partnerships with IT people and an increased propensity to
lead and participate in IT project.
The prolonged dependence on a foreign labour force in Australia has created an ever-
increasing feeling of discomfort for the government as well as for the local labour force.
This paper outlines the problems associated with foreign workers against the alternatives of
developing human resources locally through training and skill development. It also
examines the stereotypical myths about the local Australian workers among the private
sector decision makers. The paper later explores what policies are in practice to localize the
labour force given the prevailing evidence from the local labour market. The paper then
outlines a few general policy approaches to the nationalization of the local labour force,
supported by more detailed implementation mechanism type of policies to effectively
nationalize the labour force. The paper concludes with a few specific policy options that
may well lead to the nationalization of the labour force through developing the skill profile
of nationals in a concerted effort as a planned human resources development planning and
selecting appropriate labour force importation policies
The key elements of strategic plan for HR are to identify the current and future needs
of human resources of the organization so that set goals are achieved. The HR
planning should link the human resource management purposes with the overall
strategic plan of the organization. The objectives the plan has to achieve is

• HIRING
• EMPLOYEE RELATIONS
• ORGANIZATIONAL AND TRAINING STRUCTURE AND
• ACHIEVING TACTICAL OBJECTIVES
 workforce planning objectives
 employee development goals
 Steps in Human Resource Planning
1. Analysing Organizational Objectives:
The objective to be achieved in future in various fields
such as production, marketing, finance, expansion and
sales gives the idea about the work to be done in the
organization.
2. Inventory of Present Human Resources:
From the updated human resource information storage
sys­tem, the current number of employees, their capacity,
perfor­mance and potential can be analysed. To fill the
various job requirements, the internal sources (i.e.,
employees from within the organization) and external
sources (i.e., candidates from various placement
agencies) can be estimated.
3. Forecasting Demand and Supply of Human Resource:

The human resources required at different positions according to their job profile are to be
estimated. The available internal and external sources to fulfill those requirements are also
measured. There should be proper matching of job description and job specification of one
particular work, and the pro­file of the person should be suitable to it.

4. Estimating Manpower Gaps:

Comparison of human resource demand and human resource supply will provide with the
surplus or deficit of human resource. Deficit represents the number of people to be
employed, whereas surplus represents termination. Extensive use of proper training and
development programme can be done to upgrade the skills of employees.
5. Formulating the Human Resource Action Plan:

The human resource plan depends on whether there is deficit or surplus in the organization.
Accord­ingly, the plan may be finalized either for new recruitment, training,
interdepartmental transfer in case of deficit of termination, or voluntary retirement schemes
and redeployment in case of surplus.

6. Monitoring, Control and Feedback:

It mainly involves implementation of the human resource action plan. Human resources are
allocated according to the requirements, and inventories are updated over a period. The plan
is monitored strictly to identify the deficiencies and remove it. Comparison between the
human resource plan and its actual implementation is done to ensure the appropriate action
and the availability of the required number of employees for various jobs.
http://www.yourarticlelibrary.com/human-resources/steps-in-human-resource-
planning-explained-with-diagram/32358
 http://www.nber.org/chapters/c12988

https://www.aeaweb.org/articles?id=10.1257/aer.89.1.249

https://patents.google.com/patent/US6871232B2/en

https://search.proquest.com/openview/e7b8804d5ccb4afbad4b5
8e62a40398a/1?pq-origsite=gscholar&cbl=37620

https://search.proquest.com/openview/e7b8804d5ccb4afbad4b5
8e62a40398a/1?pq-origsite=gscholar&cbl=37620

http://onlinelibrary.wiley.com/doi/10.1002/ijc.22134/full

http://onlinelibrary.wiley.com/doi/10.1111/j.1467-
6486.1987.tb00460.x/full