Assessment 2: Scenario
REPORT
1. Human resource strategic direction, objectives and targets
Strategic Plans of AWS regarding Workforce
AWS plans to do the following:
- To keep hiring trainers and assessors with suitable qualifications and experience and continue committing substantial funding to professional development of trainers, to make RTO the best in the country. Although AWS recruits talented workforce, it encourages them to advance their knowledge, skills, and masterly of their vocational training, assessment, and understanding of learning processes.
- Other than hiring and training, AWS desires to retain its employees by addressing solving work-life balance issues and introducing career opportunities and reward structures that sustain employee satisfaction. AWS also plans to introduce flexible work forms (like flexible work hours, telework, part-time work, compressed working weeks, ad job sharing) to address the work-life balance problems.
- To eliminate the systematic organisational barriers that prevent women from advancing in their professions by supporting gender equity
- To promote diversity in staff population. AWS wants to change the composition of its workforce in areas of gender, ethnic distribution, and age.
Human Resource Goals
Based on the workforce related issues and planned solutions, above, human resources should work with AWS to ensure successful execution of the planned actions. Human resources should undertake the following objectives and targets to fully play its role:
- To support and implement flexible workforce for promotion of talent retention
- To facilitate the development of AWS into a learning organisation that cares about individual and organisational needs, and addresses them to attain the objectives of the organisation as well as job satisfaction and retention
- Provide top quality services to the organsation
- Ensure compliance of AWS with statutory and audit regulations
- Monitor the performance of both the organisation and individuals
- Recognise, promote, and adopt policies updates and practices to achieve the social, environmental, and economic responsibility objectives
2. Environmental Analysis Findings on HR Practices and Trends that may Impact the HR Strategy of AWS
The following HR practices ca prevent AWS from attaining its HR Strategy:
1) Lack of emphasis on gender equality. For instance, 60% of administrative/training staff are female and only 20% of senior management staff are female. In particular gender disparities across the various roles and positions will prevent AWS from achieving gender equity for women.
2) Using flexible work arrangement as a reward for good performance. HR should use this strategy to promote employee job satisfaction and attainment of work-life balance to show commitment towards helping AWS to achieve its staff retention objectives.
3) Not encouraging budget and investment in technology, equipment, and staff training. AWS wants to be the best RTO in the country but this can only attained through quality services from trainers and assessors. Even if HR selects the most suitable candidates, their skills and knowledge will start to lag behind if they do not get adequate opportunities to upgrade themselves professionally.
3. Future Labour and Skills Needs and how to source Labour Supply
Future Labour
As institutions continue to adopt remote learning and online training/assessment approaches (International Labour Office, 2021), registered training institution will need supply of trainers and assessors that can effectively use the associated infrastructure and technologies to promote learning.
Skill Needed:
- Digital skills: these relate to the ability of the trainers and assessors to effectively conduct online online learning and establish the pedagogical resources that meet the objectives of remote training and learning systems. According to International Labour Office (2021), these skills helps trainers/assessors to create equitable learning contexts when dealing with populations in low-income or disadvantaged categories.
- Ability to maintain student engagement: the lack of access to physical classrooms and resources can greatly demotivate students and increase the drop-out rates (International Labour Office, 2021). Besides, both teachers and learners face myriad challenges in the process of shifting from physical learning environments to virtual systems. Trainers should have the capacity to adapt successfully and help their students to get used to the new modes of training and learning.
Ways of Sourcing Labour Supply
When screening the application letters of trainers/assessors, AWS’ HR should check for the usual aspects such as knowledge of subject-matter, communication techniques, understanding of content-specific instructions, perspectives on building relationships with students, and ability to set up a constructive earning context (Wisshark & Hochholdeinger, 2018). In addition to these, the HR should evaluate the individuals in relation to remote training and assessment. Here, their digital skills and ability to keep students motivated while learning online are vital.
4. Recommended Technology for AWS
- Online technologies: simulators, virtual, and augmented reality belong to this category. Examples of these online technologies in training and assessment of students include Modular-Object-Oriented Dynamic Learning Environment (MOODLE), live video conferencing, and Massive Online Open Courses (MOOCs). AWS can apply these technologies to promote student learning and also to train staff (International Labour Office, 2021). To encourage trainer-student coordination and interaction technologies such as emailing, Instagram, and WhatsApp could be used.
- Offline technologies: AWS can use national television channels to share practical knowledge with students. International Labour Office (2021) explained that television and written forms of instruction (learner notes and learning guides) are the most popularly used by low-income populations.
5. Significant Industrial and Legal Requirements Changes
An industrial change that impacts AWS is the likelihood of telework retention, evident through high number of remote-work vacancies (OECD, 2020). This means that AWS launch the online or blended training and learning options. The workforce must also be reduced in size. OECD (2020) argued that this move has the capacity to improve an organisation’s productivity and result in economic and social benefits like worker’s welfare, regional equality and gender equity. However, this form of working has increased demand for innovation and staff satisfaction may be hard to achieve.
Assessment 3
Part A: Role play – HR preferences, philosophies, values and policies
[to be organised by the assessor]
Introduction
The purpose of this meeting is to identify staffing needs, both immediate and for the future. Your responses should focus on elements that will minimise turnover, hiring costs, and aid with succession arrangements.
Management team’s input on HR preferences
Members of management team should recommend:
- Staff number for different roles
- Number of female staff per position
- Hours and location of work
- Roles and responsibilities of HR job
- Required skills and knowledge
Discussion
Ensure that the management team agree on appropriate HR values and philosophies that should become part of the strategic plan
Part B: Strategic objectives and targets for human resource services
Goal 1: Develop a flexible workforce to ensure talent retention
Objective | Targets | |
Year 1 | Year 2 | |
Increase the numbers of employees in teleworking schedule | 67% | 100% |
Incorporate job sharing to provide work flexibility and also improve quality of training and assessment services | 60% | 100% |
Goal 2: To eliminate the systematic organisational barriers that prevent women from advancing in their professions by supporting gender equity
Objective | Targets | |
Year 1 | Year 2 | |
Reduce the number of women in administrative roles | 5% | 10% |
Increase the number of female staff in senior leadership positions | 15% | 30% |
Goal 3: Encourage the development of AWS into responsive organisation that focuses on individual and organisational needs, achievement of organisational goals, and promotion of job satisfaction/retention
Objective | Targets | |
Year 1 | Year 2 | |
Increase financing of infrastructure (like internet and computers) the encourage remote training and learning | 60% | 100% |
Invest in professional development of staff | 70% | 100% |
Part C: Cost-benefit analysis of options for the provision of human resource services
Options | Costs | Benefits |
Hiring employees | Direct costs (HR staff salary) | Acquisition of new ideas |
Costs associated with managing risks specific to opportunity (employee insurance payment) | Improve the skill set of the existing workforce | |
Engaging services of a consultant/contractor | Indirect costs (overheads) | Increases objectivity by pinpointing issues that the project team may have overlooked, and provides timely solution |
Direct costs (costs of HR staff salary) | Helps to fill skill gap and introduces innovative techniques that lead to process improvement/efficiency |
Assessment 4 (project 3) – Implementation of Human Resources Strategic Plan
Part A: Role Play (Strategic Plan Implementation)
[Use the PPT slides]
Part B: Monitor, review and adapt the plan
1. Email
To: The CEO
From: HR Manager
Date: 5/24/2022
Dear Sir/Madam,
RE: RESULTS OF QUARTERLY EMPLOYEE SATISFACTION SURVEY
The quarterly employee satisfaction survey participants were 30 staff, including trainers and members in administration positions. In the online survey, all participants were assured anonymity.
Survey results showed that 33.3% of the staff (10 out of 30) could access all the information they needed to complete their assigned tasks, and 13.3% (4 out of 30) could pursue their work and non-work interests. Again, 20% (6 out of 30) of the staff felt more loyal to AWS compared to the previous year, 20% intended to work at AWS for a few more years, and 33.3% would recommend the company to friend. Additional, data showed that 93.3% of the participants could not complete assigned tasks by the end of working hours and had to continue through the non-work time. 66.7% of the employees reported they planned to look for a job in a different organisation in the following years.
One of the possible reasons for this result is ineffectiveness or improper implementation of flexible workforce options. In particular, there is a possibility that job sharing and part-time work approaches are not yet fully embraced by the staff. Next, the staff could be experiencing some problems with adoption of the suitable technologies and appropriate infrastructure and have, thus, not learned to work with them effectively.
The implementation of AWS’ HR Strategy is still in its early stages, hence many activities are still underway. Besides, adapting to change can become a major challenge if the participants face difficulties in the process. The situation should be much better in the coming months, as more effective strategies are implemented and employees get the guidance they need to understand the new ways of work.
To solve the above challenges, AWS leadership should: clearly explain roles of every employee; offer soft skills training to help staff with scheduling and time management; promote digital skills acquisition, to improve employee communication and collaboration; identify and purchase hardware and software that enable employees to work effectively; and ensure communication and interaction among staff through frequent video-conferencing, meetups, and chats. Also, the organisation should interact with employees at individual level to understand how they handle remote work and measure their progress.
2. Flexible Work Team
Appendix G: Flexible Work Team Integration Activity Plan Template
Flexible Work Team Integration Activity Plan | |||
Strategy for team integration | Type of activity (Individual/Team) | Purpose | Frequency of activity |
Job sharing - Effects of this arrangement on benefits and pay should be discussed in advance. | Team | Allow at least two employees share a position and associated duties for increased flexibility | Daily |
Part-time work arrangements | Team
| Ensure employees have time for non-work activities, by letting them spend less than 40 hours a week at work
| temporarily or permanently
|
Professional development programs
| Individual and Team | Equip staff with skills required to complete assigned tasks | Quarterly or semi-annually |
Teleworking
| Individual or Team | Allow flexibility so employees may complete part of their regular work in a different location | Daily |
Part C: Performance of plan against objectives
REPORT
Description of the Strategic HR plan and expected outcomes
On developing flexible workforce, the plan included that AWS would have completed 67% of its teleworking initiatives, and 60% of job sharing by the first year. Again, the plan indicated that AWS would increase females in leadership roles by 15% before the first year ended. To show responsive to individual and organisational needs, infrastructure identification and purchase would be 60% and updates on professional development for all staff would be 70% complete by end of Year 1.
How outcomes of the plan were met (or not really met)
The accomplishment of flexible workforce is revealed in employees’ 100% ability to complete assigned tasks by the end of the working hours, and not needing to continue during non-working hours. Additionally, the ability of 83.3% to manage both work and non-work interests shows effectiveness of flexible work strategies. The outcome that exceeded expectation is the gender equity, where 30% women in management was attained in the first year (while the strategic plan indicated the goal would be achieved in 2 years). Lastly, the fulfilment AWS responsiveness to staff and organisational needs is indicated by the ability of 93.3% staff to access the information they need to complete assigned duties.
Aspects of the strategic HR plan that worked well
- Attainment of gender equity in management roles
- Engagement of employees in professional development process
- Teaching of soft skills to help staff with work planning, scheduling, and time management (as 100% of respondents could complete assigned tasks by the end of the day, without taking extra hours).
- Identification and purchase of suitable hardware, software, and technologies to ensure efficiency of work (93.3% of survey participants could access all the information they needed to finish their tasks)
Aspects of the strategic HR plan that could be improved in future
All the areas that are not yet 100% done need improving in the future. They include:
- Investment in technologies and infrastructure that enable staff access all the information they need for their different roles
- Consider other flexible work strategies that are not yet implemented and continue improving the existing ones to enable all employees pursue work and non-work interests
- To invest in building employee morale and satisfaction to 100%, so no employee would want to leave AWS
- To maintain gender balance attained in leadership positions, and reduce the number of women in administrative staff category
