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1.     Why is it important that employee relations strategies are consistent with organisational, group and individual objectives and key result areas?

(a)     It demonstrates best practice as outlined in the Fair Work Act.

(b)     It ensures all staff are working effectively towards the achievement of shared goals.

(c)     It helps the organisation maintain consistency from one department to the next.

(d)     It minimises the likelihood of discrimination.


2.     What is discrimination?

(a)     To disadvantage or treat someone unfairly because of a group or category a person belongs to or is perceived to belong to.

(b)     To use offensive language in the workplace that causes physical or mental harm to another person.

(c)     To disadvantage others in the workplace, whether on or off-site, due to negligent or unsafe work practices.

(d)     To cause mental, emotional or physical hardship due to cultural or personal beliefs and values.


3.     Equal opportunity legislation broadly covers three areas. What are they?

(a)     Fair work environment, discrimination and employment conditions.

(b)     Recruitment and employment practices, workplace discrimination and provision of opportunities for all employees.

(c)     Anti-discrimination, harassment and bullying and affirmative action.

(d)     Health and safety in the workplace, mental and physical harassment and equal action policies.

 

4.     Which of the following promotes the absence of discrimination and harassment?

(a)     Train employees to understand the benefits of having a diverse age base andtry to recognise and break down commonly held stereotypes.

(b)     Asking employees to familiarise themselves with the Fair Work Act.

(c)     Employing people from similar cultures and backgrounds to minimise the likelihood of group conflict and discrimination.

(d)     Enforcing harsh penalties or firing employees for behaviour which could lead to a formal discrimination or harassment complaint.


5.     How can you help employees achieve a work/life balance?

(a)     Give employees a rostered day off every four to six weeks.

(b)     Offer a bonus payment to retain employees who have started a family and who need to prioritise work over family due to their current employment conditions.

(c)     Employ people on a contract or casual basis so they're free to take time off when required.

(d)     Develop a suite of flexible work options, policies and guidelines that don't disadvantage parents for taking time off work to have children or raise a family.

 

6.     Effectiveness of the employee relations strategy depends on everyone's input. How can you obtain support from groups and individuals?

(a)     Hold regular meetings with senior managers to determine employees' attitude towards existing strategies.

(b)     Consult extensively with them regarding all aspects of human resource management, including problem-solving processes and any issues or challenges you identify.

(c)     Ask employees to develop their own strategies so they're more likely to take ownership of them.

(d)     All of these will help you obtain support from groups and individuals.


7.     You conduct a risk assessment and identify a risk of discrimination during recruitment and selection of new employees. What strategy or policy would you implement to minimise this risk?

(a)     Take over the role of recruitment and selection yourself.

(b)     Ask new employees to sign a declaration stating they were not discriminated against during the recruitment process.

(c)     Implement a recruitment and selection policy and guide and train staff in recruitment and lawful recruitment and selection processes.

(d)     Implement grievance procedure so internal employees can lodge a complaint when required.

 

8.     There's a risk of managers unlawfully terminating someone's employment with the organisation. What is the best way to lessen this risk?

(a)     Develop risk management processes that incorporate withdrawal of labour.

(b)     Do not allow managers to terminate employment outside the usual performance appraisal periods.

(c)     Ask managers to sign an agreement stating they will comply with all employee relations legislation.

(d)     Make sure managers document the date and reason for terminating employment.


9.     In which circumstance is it permissible to terminate an employee without notice?

(a)     The employee is underperforming and shows no future potential.

(b)     The employee has repeatedly failed to meet their KPIs.

(c)     The employee's conduct causes serious and imminent risk to someone'shealth/safety or the business's reputation, viability or profitability.

(d)     The employee is not getting along with other team members and you anticipate conflict in the future.



 

10. Termination is not the only option for underperforming employees. Which is an alternative outcome that should be considered when developing risk management strategies?

(a)     Written warning with verbal guidance on how to improve performance.

(b)     Additional training, mentoring or coaching in the workplace.

(c)     Increased supervision.

(d)     All of these options are suitable alternatives to termination.


11. Which of the following situations has the greatest potential for conflict?

(a)     An employee wanting to do more than their fair share of work.

(b)     Employees getting paid different rates for doing the same job.

(c)     An employee who is unhappy with their current position and wants to apply for promotion.

(d)     A senior employee working with a junior employee.


12. Which best describes the principles of industrial relations.

(a)     The relationship between workers and their representatives and employers and their representatives regarding pay, entitlements and conditions of employment.

(b)     The relationship between workers and their employers regarding pay, entitlements and conditions of employment.

(c)     The relationship between employers and unions and employer associations.

(d)     The relationship between unions and employees and unions and the Fair Work Ombudsman.

 

13. When might it be preferable to negotiate an EBA rather than use an award?

(a)     When you want more flexibility to negotiate rostering and wage structures.

(b)     When you want to reduce the flexibility to negotiate rostering and wage structures.

(c)     When you want all employees to be on the same pay rate with the same conditions of employment.

(d)     When you want to reduce or limit the amount of overtime an employee can work.


14. Which of these must you legally include within the conditions of employment?

(a)     Equal opportunity, harassment and anti-discrimination legislation, policies and reporting procedures.

(b)     Requirements specific to the workplace or role such as pay periods, penalty rates, leave entitlements, etc.

(c)     WHS legislation and requirements as it relates to the workplace.

(d)     All of these must be included within the conditions of employment.



 

15. You're a human resource manager in an organisation with several employees. You'd like to consult with them about WHS issues. Which consultation method is the best to use in this case?

(a)     Have WHS discussions with employees during the course of each day. If you need to follow a matter up, make a note in your diary.

(b)     Give all staff a handbook and some fact sheets that inform them about their WHS rights and responsibilities. Tell them all to read it and see you if they have any suggestions.

(c)     Distribute a questionnaire to all staff inviting their feedback about WHS issues. Report the results at the next management meeting for action.

(d)     Put a whiteboard up in the reception area for staff to log WHS concerns.


16. Which statement about staff retention is true?

(a)     Internal service quality leads to employee satisfaction.

(b)     Having satisfied external customers is more important than satisfied internal customers.

(c)     Constantly acknowledging staff for a job well done will give them too much confidence to look for a job elsewhere.

(d)     Satisfied, enthusiastic employees tend to jump from one job to the next.


17. Which statement about employee relations planning is true?

(a)     High staff turnover is an unavoidable reality for many businesses.

(b)     Poor recruitment, selection and induction can be directly linked to staff turnover.

(c)     Predicting service levels and staffing requirements is difficult and often inaccurate, so there is little point in doing it.

(d)     All of these statements are true.

 

18. What should you do to ensure criteria in the job description and person specification accurately reflect the job role, including customer service attitudes and behaviours?

(a)     Ask the employee who currently performs the job role to tell you what they do.

(b)     Conduct a training needs analysis on an annual basis. Identify any skill gaps.

(c)     Construct the job description and person specification after careful job analysis. Always review the job description and person specification before recruitment to check they accurately reflect the job.

(d)     Conduct a skills inventory and use the data to update the job description and person specification and check they accurately reflect the job.


19. What practice can you implement to ensure that all policies and relevant information are covered in the induction and are understood by the employee?

a)      Ask the new employee if they have any questions. Allow time at the end of the induction for discussion.

(b)     Make sure the inductions are long enough to cover all the relevant information.

(c)     Give the employee an induction folder and ask them to take it home and read it.

(d)     Create an induction folder with checklists. Tick off points as they are covered and have the employee sign too. Verify understanding through assessments and demonstration of skills.


20. How can you develop staff confidence and competence?

(a)     Clarify job role and responsibilities, including performance expectations and performance objectives or measures.

(b)     Provide training for coaching and development and advice on how to access these opportunities.

(c)     Provide individual support and coaching to help deal with difficult interpersonal situations.

(d)     All of these answers will help staff develop confidence and competence.

 

21. What is a performance appraisal?

(a)     A process of observing and evaluating an employee's performance in relation to their job requirements over a period of time.

(b)     An opportunity to celebrate and reward achievements.

(c)     A process to review employees' salary and/or work conditions.

(d)     A process where management reviews performance outcomes of the organisation.


22. Which is an example of an effective professional development strategy?

(a)     Ask employees to attend at least one professional development seminar per year. Ensure professional development is unrelated to their current role to expand their skills and value to the organisation.

(b)     Document a professional development plan based on the skills you want the employee to improve on.

(c)     Help employees think about career objectives and document a professional development plan. Update and review development plans on a regular basis.

(d)     During the performance appraisal, ask employees to provide you with a list of qualifications and courses they have completed. Maintain these records in personnel files.

 

23. How often should you evaluate and revise employee relations policies?

(a)     You must keep up to date with legislation and any industrial changes that impact your workplace or employees' working arrangements. Inform employees of relevant changes and explain how it impacts their role. Remember to update documented policies, procedures and systems to reflect any changes identified.

(b)     It's important to evaluate employee relations policies on a weekly basis and document any compliance issues you identify. At the end-of-year cycle, update any policies, procedures or systems impacted by the issues you recorded throughout the year. Make sure staff are aware of the changes and receive a written copy of any revised policies.

(c)     Government departments forward human resource managers information about industrial legislation changes depending on their relevance to the workplace. Human resource managers are expected to print and share this information with employees. Every six to twelve months, revise the complete human resource management system to reflect the new information.

(d)     Policies should be updated during periods that minimise disruption to your day-to-day workload and responsibilities. This can be difficult when legislative changes occur. However, minimal disruption is always your key priority.


24. Which best describes the usual order that a grievance procedure takes?

(a)     Raise the grievance with your immediate supervisor. If this is not resolved, or you are unhappy with the result, report the grievance to HR. If the matter is still not resolved, seek support from the Australian Human Rights Commission.

(b)     Ask to have an informal chat with HR and then report the grievance to your manager. If the matter is still not resolved, seek support from Fair Work Australia or the Australian Human Rights Commission.

(c)     Seek immediate support with Fair Work Australia to manage the grievance.

(d)     Try to resolve the problem directly with the person/s concerned. If this doesn't work, then raise the grievance with your immediate supervisor. If this is not resolved, or you are unhappy with the result, report the grievance to HR. If the matter is still not resolved, seek support from Fair Work Australia, or the Australian Human Rights Commission.


25. An employee complains about a colleague who doesn't care about maintaining standards. Staff are always apologising for her sloppy work and fixing her errors. The whole team is tired of working hard to compensate for her laziness. Identify the cause of conflict in this situation.

(a)     Different work ethics.

(b)     Promotions and authority issues.

(c)     Different culture or religious beliefs.

(d)     Organisational change.


26. Two employees complain about the roster system and how it is impacting on their personal lives. What conflict resolution style would you use?

(a)     Accommodating.

(b)     Competing.

(c)     Compromising.

(d)     All of these resolution styles would be used.


27. What are the three alternative dispute resolution processes you can use when a grievance escalates?

(a)     Discussion, accommodation and resolution.

(b)     Mediation, determination and resolution.

(c)     Mediation, conciliation and arbitration.

(d)     Mediation, collaboration and arbitration.



 

28. You have been dealing with a dispute that is likely to escalate to a formal court hearing. What should you do?

(a)     Start keeping a written record of the events leading up to the dispute.

(b)     Seek legal advice from an arbitrator or contact the Fair Work Ombudsman.

(c)     Contact the police for legal representation.

(d)     Inform the relevant parties of their right to see a counsellor to help resolve their emotional issues.


29. An employee is undergoing emotional stress following a conflict situation in the workplace. What external support could you offer the employee?

(a)     Free legal advice.

(b)     A week of paid leave.

(c)     Access to a mediator.

(d)     Access to a counsellor or GP.

 

30. Which statements about problem-solving processes is true?

(a)     Processes need to be fair, equitable and consistent with all relevant awards, agreements and legislation.

(b)     Problem-solving processes should provide for external mediation and conciliation and arbitration where appropriate.

(c)     Staff should receive training in problem-solving processes.

(d)     All of the statements about problem-solving processes are true.


31. What is 'diversity management'?

(a)     Diversity management is a collective term used to describe all human resource policies and procedures related to equal employment opportunity.

(b)     Diversity management is the name given to the team of employees responsible for establishing diversity aims and objectives.

(c)     Diversity management is about recognising and valuing human differences and creating an inclusive environment.

(d)     Diversity management is the process of identifying the diverse needs of staff and matching them to the needs of the organisation.


32. How can you openly promote diversity and its benefits in the workplace?

(a)     Ensure your own behaviour and attitude serves as a role model for others in the workplace. Maintain a high standard of performance in respect to equal opportunity and the management of diversity.

(b)     Make sure you employ staff from as many different countries as possible.

(c)     Offer workplace policies and procedures in languages other than English.

(d)     Read information about diversity and EEO on government websites to make sure you keep your knowledge up to date.



 

33. How can you get employees to embrace diversity in the workplace?

(a)     Enforce a recruitment strategy that restricts the number of employees that can be recruited from certain groups or classes.

(b)     Develop education and communication plans to promote and encourage diversity.

(c)     Inform them that their attitude towards a diverse workforce will be monitored and reviewed.

(d)     Determine a person's attitude towards diversity prior to employing them. Only recruit people who have a positive attitude.


34. If your company was concerned about meeting its diversity objectives and key result areas, what would you suggest they do?

(a)     Conduct a diversity audit to see how well their diversity policy has been implemented and understood.

(b)     Gather data from surveys and the HR database on the breakdown of employee diversity statistics.

(c)     Create a diversity council to monitor and review the diversity policy.

(d)     All of these answers are correct.

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