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BSB41015 Certificate IV in Human Resources

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Assessment Task –Part A: Written AssessmentBSB41015 Certificate IV in Human ResourcesPage 1Topic 1: Business Driven Human ResourcesTopic 1: Business Driven HRAssessment TaskPart A: Written Assessment1.UNIT OF COMPETENCY AND EVIDENCE REQUIREMENTSThis assessment task addresses the unit of competency BSBLDR402 Lead Effective Workplace RelationshipsThis unit defines skills, knowledge and outcomes required to use leadership to promote team cohesion. It includes motivating, mentoring, coaching and developing the team and forming the bridge between the management of the organisation and team members.The task has been designed to determine your competency in the following areas:Collect, analyse and communicate information and ideasDevelop trust and confidence as leaderDevelop and maintain networks and relationshipsManage difficulties into positive outcomesNote:1.Both assessment task Part A: Written Assessment and Part B: Workplace Supervisor Reportmust be successfully completed for a(CA) Competency Achieved result to be awardedfor this topic.2.Studentswho do not successfully complete Part A or Part Bassessment taskswill receive a (CNYA) Competency Not Yet Achieved result and will have the opportunity for one resubmission.3.If you are unable to submit Assessment Task Part B: Workplace Supervisor Reportas third party evidence of your competency, please speak with your Academic Coordinator to discuss alternative assessment for Part B.2.SUBMISSION INSTRUCTIONSPlease ensure you adhere to the following submission instructions:Assessment Cover SheetAn Assessment Cover Sheet needs to be submitted as the first page with this assessment task.FormattingMaximum 1.5 spacing and minimum font size of 10pt.Word Limit3,500 words(10% aboveor below this word limit is acceptable, i.e.+/-350 words).If your assessment exceeds this 10% rule, it will not be assessed and will be returned to you forrectification andresubmission.ReferencingAt this level, it is not mandatory for you to use formal referencing; however,if you choose to make reference to a formal model or theory, you mustacknowledge the source. This is good practice for future study and your Course handbook provides a Guide to Referencing.

Assessment Task –Part A: Written AssessmentBSB41015 Certificate IV in Human ResourcesPage 2Topic 1: Business Driven Human Resources3.TASK INSTRUCTIONSTo complete this assessment task:Carefullyread each question and any accompanying instructionsRefer to your topic workbookand the prescribed textbookas requiredfor assistance in responding to the questions(Note: Do notcopy and paste directly from the topic workbook as this constitutes plagiarism. Refer to the course handbook for further information regarding plagiarism. Where you directly quote from the textbook, or any other published work, you will need to acknowledgethe source/quotation.)Draw on your own work experience and organisational situationwhere relevantIf necessary, seek clarification about the questions from your Academic CoordinatorSubmit written responses to allquestions.Question 1a)Why is it important that HR considers the wider business operations and its strategic goalsin all HR activities?b)How can consideration of the wider organisational operations, needs and goalsimprove your role as a HR professional and your workplace relationships?c)Explain how work relationships and the organisation’s culture and environment can support or hinder the achievement of planned HR activities?Question 2a)Identifythe mainAustralianemploymentrelationslegislation(federal, state/territory or local government)that affects business operations.In your response to this question:the information may be presented in table formatand should relate to the organisation at which you work and the industry sector in which the organisation operates(Note: This can be the organisation in which you currently work, or it can be an organisation that you have worked in previously. If you do not have access to an organisation that you can use to respond to this question, choose a particular type or organisation/industry sector to use and research the relevant legislative requirements that apply in your state/territory)where state/territory legislation is included, you mustincludereference to which state/territory the legislation relates; andmake sure you include the full title of the Act (e.g. don’t just list ‘WHS Act’, instead list ‘Work Health and Safety Act 2012 (SA)’)For example:Type of organisation and relevant industry sectorElectrical products wholesaler supplying electrical products to electriciansFederal LegislationState Legislation (Victoria)Discrimination Act 1992(Cth)Occupational Health and Safety Act 2014(Vic.)b)Why is it important that you are aware of key legislation that affects the

Assessment Task –Part A: Written AssessmentBSB41015 Certificate IV in Human ResourcesPage 3Topic 1: Business Driven Human Resourcesorganisation when you are working as a HR practitioner?Question 3ScenarioYour manager has asked you to canvassideas, gather informationand make some recommendationsabout ways in which the HR team can work more effectively with the line managers in the business to help them manage their human resource activities, such as recruitment, performance management and training and developmentof employees. The goals being to improve the work performance of the HR team and better service these important internal clients.This is important as recent feedback from the line managers indicates that HR are seen as being reactive rather than proactive and that there is a significant lag betweenthe time that managers request assistance and actioning of the request bythe HR team. This is having a direct impact on recruitment times, performance appraisals, access to training and development for staff etc.You want to make sure that you collect and analyse information from a range of sources to inform the potential ways to improve the performance of the HR team, and you want to consult and collaborate to achieve the best possible outcome.QuestionsSelectat least two different types of data/information that you could useto gatherinformationand ideas (e.g. historical data, performance data, policies and procedures) for the project.Explain howyou will:a)Analyseand use this data to help improve the HRteam’sperformance.b)Communicateinformation and ideasin a way that is appropriate to and sensitive to the diverse needs of both the HR work team and the business’s line managers. What factors will you need to take into consideration?c)Consultwith staff (both within and outside the work team) toencourage discussion about theissues that affect the work team’s performance, and to canvass ideas and gather informationabout possible ways to improve work performance. What are the consultation processes that you will use?d)Ensure you fosterpositive working relationshipsbetweenthe HR team members and the line managers, building trust and confidence within andbetween these groups.Question 4ScenarioFollowing on from your information gathering, data analysis and consultation with HR work team members, line managers and others, it seemsthat there are a few ‘roadblocks’ that are affecting the ways in which HR works with the line managers. These ‘roadblocks’ are a combination of:procedural issues–the HR policies and procedures are poorly writtenlack of definition around roles and responsibilities –people are unclear about whose job it is to do what and sothings fall between the cracks and often remain undone until someone escalates the issuepoor working relationships –the HR work team only have intermittent

Assessment Task –Part A: Written AssessmentBSB41015 Certificate IV in Human ResourcesPage 4Topic 1: Business Driven Human Resourcescontact with line manager on an ‘as needed’ basis; they want regular meetings with the line managers and to workwith them in amore proactive way, but the line managers are generally not interested indoingthis saying“we just don’t have the time”.QuestionExplain how you would analyse these issues and introduce ways to improve work relationships between HR and line managers to achieve positive outcomes.Question 5a)Identify some professional networks or associations you have developed or participated in. Describe how you maintain these network relationships.b)Provide some examples of how you have used these networks to promote and benefit you, your work team and/or the organisation.Note: If you have yet to develop a professional network, identify who you would develop relationships with and why you believe these relationships would be beneficial in a HR role.Question 6a)Outline some ways in which you manage or resolve conflict in your team or in other working relationships.b)Give an example of where you have addressed a workplace communication difficulty to achieve a positive outcome.Question 7ScenarioChris works in a sales/customer service role. He has not met his KPIs (key performance indicators) for the last three quarters and Chris’smanager, Dani,is concerned about his poorwork performance. Danihas asked for your assistance as the HR person assigned to assist the business unit in managing its HR functions. When Dani comes to you for help she says:Look don’t get me wrong, Chris is normally one of my best performers in the sales team, but I’ve really noticed that he’s gone off his game in the last six months or so. He hasn’t met any of his sales targets in the last three quarters and I’ve noticed that:Heoften arriveslate towork andhas beentaking extended lunch breaksquite a lot –this might be okay if he made up the time, but he makes no attempt to do soThere’s some friction within the salesteam that’s affecting productivity –not just with him, but others in the teamtoo. Jan in particular doesn’t seem to get along with Chris. On more than one occasion I’ve overheard Chris being quite abruptwithteam members, and he can be very sharp with othersin our team meetingsChris doesn’t seem to be dealing well with the new Customer Relationship Management (CRM) system that we introduced at the start of the year –he frequently neglects to input important customer information into the CRM.Of course I’vespoken to Chris about these issues on several occasionsbut he just brushes me off all the timeand complains about the sales targets being tootough. When I expressly asked him about his working relationship with Jan, he said, “She’s just not my cup of tea; I don’t see eye to eye with her. Idon’t see why that’s a problem. Anyway, we’re all basically competing with one another to hit

Assessment Task –Part A: Written AssessmentBSB41015 Certificate IV in Human ResourcesPage 5Topic 1: Business Driven Human Resourcesour sales targets and I definitely don’t want her poaching any of my customers!”As for the constant lateness and long lunch breaks, I’ve told Chris more than once that he is required to work a 7 ½ hour work day, and that he needs to make up the time if he’s arriving late and taking a longer lunch. He stays pretty tight lipped about this, nods his head and says he’ll make up the time but he never does. It’s so frustrating and it sets a really bad precedent for the rest of the sales team. Honestly, I’m just at a loss about what to do and how to get Chris back on track!You assure Dani that you will work with her resolve these work performance issues.QuestionExplain how you would use communication and problem solving techniques and organisational procedures to address this work performance issue, ensuring that you comply with all organisational and legal requirements.

Topic 1: Business Driven HR

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  1. a) Why is it important that HR considers the wider business operations and its strategic goals in all HR activities?

Organizations are what they are and become what they envision to be from the quality of staff they possess. These staff members are ushered into organizations through the HR department and kept productive by the same department. The productivity of the HR is highly dependent on the culture set within an organization. The HR thus becomes an indispensible part of a successful organization.

There are various reasons why the HR needs to consider the wider business operations and its strategic goals. One main reason is that organizations tend to focus mainly on the profitability disregarding how it is achieved and by whom. This is a problem which the HR department suffers as it is not aware of the goals set by an organization and the expected output. It is thus crucial for the consideration of the strengths and weaknesses of the HR in order to align the wider business operations and its strategic goals. This enables the HR to identify the needs of the staff in accomplishing strategic goals.

The strategies adopted by an organization in its operations depend on the capability of the HR to supply the skills needed. In instances where the skills are inadequate training has to be provided or services outsourced if the skill is not the core business of an organization. The challenge(s) of the HR occur when the skill(s) needed is/are absent and the organization needs them instantly. The readjustment to search for skills and qualities of staff needed possess a challenge; this creates a need for the HR to be aware in advance of the strategic goals and operational needs of the organization to plan ahead.

  1. b) How can consideration of the wider organizational operations, needs and goals improve your role as an HR professional and your workplace relationships?

As an HR professional the wider organizational operations, needs, and goals are crucial in the formulation of the working schedules; whom to assign which role and who is to supervise.

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