Unformatted text preview: BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND
MANAGEMENT Resource Management Employee Relations 2
BSBHRM604 Manage Employee Relations ii This workbook has been designed for use in conjunction with
information and materials provided at lecture and tutorial
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BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 iii Contents
Unit of Competency........................................................................................... iv
BSBHRM604 Manage Employee Relations......................................................... iv
Grading System................................................................................................ iv
Assessment 1.................................................................................................... v
Assessment 2................................................................................................... vi
Legend............................................................................................................. vii
1. Implement Employee Relations Strategy and Policies for Own Work Area... 1
Activity 1.1............................................................................................................18
Activity 1.2............................................................................................................21
Activity 1.3............................................................................................................24
2. Build and Maintain a Productive Culture..................................................... 26
Activity 2.1............................................................................................................32
3. Resolve Employee Relations Problems....................................................... 84
4. Manage Diversity......................................................................................... 89 WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 iv UNIT OF COMPETENCY
BSBHRM604 Manage Employee Relations
Elements
1. Implement employee relations strategy and policies for own work area
2. Build and maintain a productive culture
3. Resolve employee relations problems
4. Manage diversity
For further information on the Units of Competency, please visit
, or refer to your Course Outline booklet. GRADING SYSTEM
High Distinction (HD) 85% and above Distinction (D) 75-84% Credit (Cr) 65-74% Pass (P) 50-64% Not yet competent (NYC) Below 50% WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 v ASSESSMENT 1
Course Name BSB61015
Advanced Diploma of Leadership and Management Subject/module Employee Relations 2 Assessment method Written or Oral Questions Weighting 50% Units of Competency BSBHRM604
Manage Employee Relations Instructions
1. Assessments should be completed as per your trainer’s instructions.
2. Assessments must be submitted by the due date to avoid a late
submission penalty.
3. Plagiarism is copying someone else’s work and submitting it as your
own. You must write your answers in your own words and include a
reference list. A mark of zero will be given for any assessment or part of
an assessment that has been plagiarised.
4. You may discuss your assessments with other students, but submitting
identical answers to other students will result in a failing grade. Your
answers must be yours alone.
5. Your trainer will advise whether the assessment should be digitally
uploaded or submitted in hard copy. Assessments that are digitally
uploaded should be saved in pdf format.
6. You must pass both assessments in the subject to pass the subject.
7. All assessments are to be completed in accordance with WHS regulatory
requirements. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 vi ASSESSMENT 2
Course Name BSB61015
Advanced Diploma of Leadership and Management Subject/module Employee Relations 2 Assessment method Written or Oral Questions Weighting 50% Units of Competency BSBHRM604
Manage Employee Relations Instructions
1. Assessments should be completed as per your trainer’s instructions.
2. Assessments must be submitted by the due date to avoid a late
submission penalty.
3. Plagiarism is copying someone else’s work and submitting it as your
own. You must write your answers in your own words and include a
reference list. A mark of zero will be given for any assessment or part of
an assessment that has been plagiarised.
4. You may discuss your assessments with other students, but submitting
identical answers to other students will result in a failing grade. Your
answers must be yours alone.
5. Your trainer will advise whether the assessment should be digitally
uploaded or submitted in hard copy. Assessments that are digitally
uploaded should be saved in pdf format.
6. You must pass both assessments in the subject to pass the subject.
7. All assessments are to be completed in accordance with WHS regulatory
requirements. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 vii LEGEND
Not all ICONS are used in this workbook Research/Investigate
This tells you to go and find out some information Activity/Provide notes
This indicates that you need to take notes and/or complete
an exercise/activity in this workbook Reference material/manuals
This means you should look to sample of organisations’
policies and procedures or to some other learning material,
resources to complete this exercise/activity. Think
Take some time to think about the information and record
your own ideas Talk
Talk to your peers, colleagues – swap ideas. Reading
Selected extra reading requirements. You Sydney Ferries Tube Youtube
Selected Youtube requirements. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 1 1. IMPLEMENT EMPLOYEE RELATIONS
STRATEGY AND POLICIES FOR OWN WORK
AREA
1.1 Ensure employee relations strategy is consistent with
organisational strategic objectives
Introduction
Working effectively with other people is critical in the workplace. People need to
develop relationships for many reasons: sharing information, getting job tasks
done, health and safety, meeting customer needs and much more. To place
people in a team does not automatically create an effective team environment.
People must have a variety of skills to work effectively with others. Organisational culture
The culture of an organisation plays an important part in the working lives of
the employees. For new employees to remain with an organisation they must
feel comfortable and be able to fit in with the unwritten rules, values and beliefs
that makes up the organisational culture. The work culture includes the ways
people behave within the organisation, how they interact with each other, the
atmosphere, the work ethic (such as a ‘can do’ philosophy), the style of dress
and the organisational structure of the hierarchy. 1.2 Develop strategies and policies through the
application of a risk management approach and extensive
consultation and participation by relevant groups and
individuals
Analyse strategic and operational plans and policies to identify
relevant policies and objectives
Human resource planning should reflect the organisation’s values, support the
achievement of strategic priorities and create a more flexible and broadly skilled
workforce that is responsive to customer needs.
The strategic plans of an organisation are communicated through its mission
statement. From the mission statement, the organisation develops broad goals
and specific objectives.
Organisational plans are developed to support the organisation’s mission
statement and describe the strategies that will be used to achieve the goals and
objectives.
A human resource plan is an operational plan that establishes a Staffing profile
to ensure the organisation’s workforce is managed within the projected budget.
An organisation’s staffing profile must meet budgetary requirements and will
outline:
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BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 2 ff
ff
ff
ff
ff The balance and experience of staff
The balance of full-time and part-time positions
The mix of permanent, casual and contract staff
The mix of managerial and administrative staff
The structure of the organisation The human resource plan aligns staffing profiles and levels to projected
key tasks and strategic priorities. This plan is generally driven by senior
human resource management in consultation with senior management and
departmental managers, with input from human resources team members.
The essential aims of human resource planning are:
ff To provide strategic direction for the organisation’s mission statement
ff To support the achievement of strategic priorities and create a more flexible
and broadly skilled workforce that is responsive to customer needs
In medium to large organisations the human resource planning is the
responsibility of:
ff Human resources managers who work with the human resource team to
design and implement specific tasks
ff Departmental managers who devise the plan in consultation with the human
resource team Policies and Procedures
What are policies and procedures?
Policies
Policies are statements prepared by a business on specific issues to explain the
guidelines for work practices, authorities and responsibilities. They explain both
employee and employer rights and accountabilities, and the consequences of
failing to adhere to the standards set.
Procedures
A procedure incorporates the policy (standard) and explains how the work
practice should be undertaken. It provides a ‘road map’ to completing tasks,
both simple and complex.
HR policies and procedures are essential both during the recruitment process
and also for the ongoing relationship with employees. The policies and
procedures can form a part of the employment contract if the employer and the
employee are committed to follow them.
Today’s numerous and complex employment laws require employers to have
policies in place and to ensure that these are known and understood by their
employees, on a wide range of issues.
It is important that all policies are brought to an employee’s attention, not
only on commencement of employment, but also on a regular basis during the
employment relationship.
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BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 3 Policies and procedures should only be as complex as your business requires.
For instance, a large multi-site business will require far more sophisticated and
detailed policies and procedures than a small business. The priority is to ensure
your approach is right for your business and that the documents do not serve to
merely consume time and create frustration for your employees.
Purpose of Policies and Procedures
Policies and procedures provide the foundation to the working partnership with
your employees. They provide clarity and a possible remedy if either party fails to
meet its obligations.
Policies and procedures have the following benefits:
ff Ensure your business meets minimum legislative requirements
ff Minimise grievances and disputes
ff Provide a safe and positive work environment
ff Provide both parties with clear guidelines as to rights and responsibilities
ff Facilitate productivity improvements by enabling your employees to
maximise their contribution
At an operational level, the person responsible for managing human resources
must ensure that the policies:
ff Comply with legislative requirements
ff Support the business by improving productivity and work behaviours
ff Are practical, easy to understand, and apply to every-day situations
ff Are relevant to the needs of the business
Why write policies and procedures?
ff Consistency
ff transparency
ff accountability
ff quality management
All organisations have policies and procedures that guide how decisions are
made and how the work is done in that organisation. Well written policies and
procedures increase organisational accountability and transparency and are
fundamental to quality assurance and quality improvement programs.
Even where policies and procedures are not written down they exist, guiding the
decisions and determining how people who interact with the organisation are
treated. The problem with unwritten policies and procedures is that they are not
subject to the usual organisational reviews and accountability processes. In the
absence of written policies and procedures, unacceptably different approaches
which make the organisation inconsistent and inefficient can develop. Obtain support for policies and procedures from senior managers
Obtaining support from senior managers is vital when recruiting and selecting
new staff members. All policies and procedures should be discussed with senior
managers and support should be given by them before the process begins.
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BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 4 Trial forms and documents that support policies and procedures
and make necessary adjustments
As a manager for new employees it’s your responsibility to ensure that induction
training is properly planned. Even if head office or another ‘centre’ handles
induction training – you must make sure it’s planned and organised properly
for your new starter. An induction training plan must be issued to each new
employee, before the new employee starts, and copied to everyone in the
organisation who’s involved in providing the training, so the new starter and
everyone else involved can see what’s happening and that everything is included.
Creating and issuing a suitable induction plan for each new starter will help them
do their job better and quicker, and with less dependence on your time in the
future.
You should strive to organise the induction plan and give it to the new starter
before they join you. This means things need to be planned well in advance
because the plan will necessarily involve other people’s time and availability.
Develop a suitable template, into which you can slot the arranged activities.
Depending on the needs of the situation the induction-training plan may extend
over a number of weeks, progressively reducing the pre-arranged induction
content, as the person settles into their job. A schedule is also a useful method
for circulating and thereby confirming awareness and commitment among staff
who will be involved with the induction of the new starter.
Seeing a professionally produced induction plan is also very reassuring to the new
starter, and helps make a very positive impression about their new place of work.
Adding a “notes and actions” section helps the new starter to keep organised
during a time that for most people can be quite pressured and stressful. Anything
you can do to make their lives easier will greatly help them to settle in, get up to
speed, and become a productive member of the team as quickly as possible.
An effective induction and training program will help eliminate performance gaps.
Sometimes an employee does not achieve the outcomes expected of the position.
Gaps in performance may take the form of:
ff A task not completed on time
ff A target not achieved
ff A job not done at all
Performance gaps might be identified by:
ff Comparing performance with objectives
ff Comparing performance with similar workers or work units
ff Considering outcomes against key timelines and milestones
ff Causes of performance gaps
There may be many reasons for performance gaps. At the least, they may indicate
that attention should be given to work goals or worker motivation. If these are not
negotiable, new or different people may need to be recruited. Over-staffing of a
task or function may even be the issue. These variables are largely controllable.
Some performance gaps can be attributed to less controllable factors, as
illustrated here.
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BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 5 Communicate policies and procedures to relevant staff and provide
training if required
Policies cannot be effective unless they are provided, and explained, to all
existing and new employees. This includes casual, part-time and full-time
employees, employees on maternity leave and any independent contractors.
Employers should explain how to comply with the policies and the implications
of not complying.
Furthermore, when changes are made to policies, it is important that they
are clearly and openly communicated to employees. Changes that are not
communicated to employees may be of no effect.
In relation to policies and procedures for recruitment of staff members there
will be some colleagues that need to know and others who do not. Therefore,
you should identify the people who need to know and inform them of the changes
and provide them with training if required. There are several benefits gained from establishing effective workplace
relationships.
Fast Learning
You tend to learn things at a faster rate, if you are working with a team. The
experiences and the knowledge of the older team members help you to grasp
new concepts quickly. At the same time it proves to be an additional bonus for
you as you avoid mistakes at work.
Workload Distribution
Working in a team has an advantage of the workload getting distributed amongst
all the team members. With work properly distributed, you can concentrate on a
single activity while you gain expertise in it, and you do not feel stressed out due
to workload.
Building Bonds
Continuous interaction with the team members, working with them for the whole
day, having your meals with them, sharing joys and sorrows helps to build a
bond of friendship and unity between each other. Some of them turn into friends
for a life time.
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BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT
EMPLOYEE RELATIONS 2_V1.8 6 Healthy Competition
Think of a situation where people are competing with each other and trying
to excel. At the same time they are helping and assisting each other in work
related as well as personal difficulties and problems. This is only possible in a
team, where everyone is emotionally bonded with each other.
Exploring Creativity
While working in a team you will never be alone, you will always have your own
and other people’s suggestions and advice. This can help in generating new
ideas and bring out the creativity in you.
Job Satisfaction
Teamwork is one of the most important factors in employee job satisfaction. This
is because working in a team improves employee perfor...
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