BSBHRM602: Diploma level assessment, Manage human resources strategic planning

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Student Instructions
This unit describes the skills and knowledge required to develop, implement and maintain a strategic approach to managing
human resources in an organisation ensuring that the organisation has the structure and staff to meet current and foreseeable
business and performance objectives.
To achieve competency the following assessment tasks must be successfully completed in the time allocated with
the essential resources. Your trainer/assessor will give you the due date to submit the assessments and provide you
with feedback after assessing your work.
Refer to the table below for the summary of assessment tasks for this unit:
Assessment Task
Number
Assessment Type Notes
1 Practical Assessment To be completed by the due date provided by the
trainer/assessor
2 Report To be completed by the due date provided by the
trainer/assessor
3 Project Date of presentation to be arranged with
trainer/assessor. Will be conducted during class time.
1. Students will be given the Student assessment at the beginning of the unit
2. Students may need to spend some hours outside the class hours without supervision to complete the
assessments
3. All assessment tasks must be satisfactory to achieve competency in the unit
4. All the units of competency must be deemed competent to complete the qualification and obtain a certificate
5. The assessment requirement for this unit are presented clearly in the Unit of Competency located at
https://training.gov.au/Training/Details/BSBHIRM602
6. In the Student assessment, you must be able to:
o Answer all questions
o Complete all assessment tasks within the required timeframe
o Complete all assessments tasks to a satisfactory standard
7. The following resources are required for this assessment:
 appropriate documentation and resources normally used in the workplace
 business documentation
 appropriate learning and assessment support when required
 computer with internet access
 Access to word processing, spreadsheet and PowerPoint software
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Reasonable adjustment
For information on reasonable adjustment please refer to the student handbook located at:
http://scei.edu.au/?page_id=45
Record of assessment outcome
After all of the assessment evidence has been gathered from the assessment tasks for this unit/cluster of units of
competency the Record of Assessment stating your result will be completed.
Information for the Student
If you do not understand any part of the unit or the assessments you are required to undertake, please talk with
your trainer/assessor. It is important that you understand all of the aspects of the learning and assessment process
that you will be undertaking. This will make it easier for you to learn and be successful in your studies.
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Assessment Task 1 – Practical Assessment
Instructions for
completion
 You are required to complete all parts in Assessment Task 1 – Practical
Assessment
 The word limit of this project should be approximately 1400 words
 Your submission must be typed (except part B may be hand written)
 Use of correct grammar and spelling is required to demonstrate foundational
skills
 Use of APA referencing must be used where original sources other than your own
have been used – to avoid plagiarism
 Write your name, student ID, the assessment task and the name of the unit of
competency on each piece of paper you attach to this assessment document
 Submit to your trainer/assessor by the due date
DUE DATE  The trainer/assessor will inform you of the due date
The due date for this task is _____________________________
SCENARIO:
You have recently been employed by Bounce Fitness as part of their Human Resources Team. Part of your job
requires you to help manage staffing requirements for the organisation. As such, you have been asked to develop a
report regarding Bounce Fitness’s staffing requirements and present this to your manager (assessor).
For this task you are required to access the Bounce Fitness website to access their strategic plan documents of the
organisation. The strategic planning documents for Bounce Fitness are available through the following link:
http://bounce.precisiongroup.com.au/
Part A – Analyse and Report Staffing Requirements for Bounce Fitness
For this task you are required to develop a report regarding Bounce Fitness’s human resource requirements and
present this to your manager (assessor). The report must contain the following elements:
a. Look at the strategic plan documents of Bounce Fitness and discuss what you have learned, what the
targets and goals are and how these will impact on the staff.
b. Research emerging practices or trends that may impact on the Bounce Fitness staff. Emerging practices
or trends are things like changes in the way people buy or the community expectations, economic
trends, labour market trends, new products or services that may be introduced, new technologies,
political or legislative changes and/ or qualification changes that may be required of your staff. Discuss
your findings.
c. Discuss how the information from part (b) may impact on Bounce Fitness’s staffing requirements in the
future. Based on the results of your findings, outline the amount of staff you think is needed and what
skills they should already have (or be willing to acquire). How will you obtain these people?
d. Undertake a PEST analysis and discuss how each area might have an impact on Bounce Fitness, its staff
and their job roles.
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Part B – Planning and Consultation
To help develop an effective human resources strategic plan, you are required to arrange a meeting with
Bounce Fitness management (role play this meeting with your assessor or another classmate) and ask them
about their human resource requirements and preferences. You will also need to refer to the Bounce
Corporate Marketing Plan to assist you for further information. During your meeting, you are to discuss the
human resource objectives and requirements for Bounce Fitness, such as:
– What kind of staff professional development they would like implemented
– Key values and philosophies that they would like Bounce Fitness staff to follow
– Busy/quiet times of the year
– Any equal opportunity and diversity requirements to consider
– Occupational Health and Safety and any other legal/regulatory requirements
– Performance Management
– Remuneration
– Staff retention and succession planning
– Any other suggestions and constraints that might affect the staff going forward
*You must ensure that you make notes of the meeting and include this with your assessment submission.
Part C – Develop Human Resources Strategic Plan
Using the information that you have collected in Part A and Part B, you are required to develop a HR
strategic Plan for Bounce Fitness. Your strategic plan must include the following:
 Document your strategic objectives and targets for the agreed plan.
 Develop a plan for achieving your objectives and targets. Include a Cost Benefit Analysis.
 Identify any required technology and systems to support your chosen human resources strategy
 Develop risk management plans to support the agreed strategic human resources plan and manage
contingencies.
Part D – Implementation and review
Provide a short report relating to the implementation and review of the HR strategic plan:
 Identify how the plan is effectively implemented through the organisation
 how will the staff at Bounce Fitness be able to monitor and review the plan
 If circumstances change at Bounce, how can the HR strategic plan be adapted? Who will be
responsible to make these changes?
 Evaluate the success/failure of your HR Strategic Plan and comment on how effective the HR strategy
will be for Bounce Fitness. What are some of the major HR challenges and opportunities facing the
business?
What to submit for assessment
 A report reviewing Bounce Fitness’s strategic direction and requirements (Part A)
 Meeting notes covering the points mention in part B (Part B)
 A Human Resources Strategic Plan (Part C)
 A report based on the implementation and review of the HR Strategic Plan (Part D)
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Assessment Task 2 – Report
Instructions for
completion
 Read the report details below and follow the instructions
 All parts of the report must be successfully completed
 The report must be submitted to the trainer/assessor for marking by the due date
 Report is to be typed (not hand written)
 The word count for the report is 800 words +/- 10%
 Use of correct grammar and spelling is required to demonstrate foundational
skills
 Use of APA referencing must be used where original sources other than your own
have been used – to avoid plagiarism
 Write your name, student ID, the assessment task and the name of the unit of
competency on each piece of paper you submit for assessment
DUE DATE  The trainer/assessor will inform you of the due date
The due date for this task is _____________________________
For this task you are required to write a 800 word report that compares the Human Resources Strategic Plan 1999–
2001 of University of Western Australia against the newly developed Human Resources Strategic Plan 2016-2019.
These HR Strategic plans are located in Appendix 1.
Performance objective
You must analyse the development of a strategic human resources plan and its alignment with broader business
objectives and review the plan with changes in the business objectives.
Specifications
You must answer the following questions in your report:
a. How would you describe the HR strategy at University of Western Australia? How has University of Western
Australia adopted a strategic approach to Human Resources Management that will meet its needs?
b. How does this HR strategy support the business plan? Analyse the development of a strategic human
resources plan and its alignment with broader business objectives. Do you think that University of Western
Australia will be able to mobilise its employees’ competencies and commitment to achieve a competitive
advantage?
c. Examine both the strategic plans to determine human resource strategic direction, objectives and targets.
d. Examine the development of strategic objectives and targets for human resources services in both the
human resource plans.
e. Identify and analyse internal and external environment factors that led to the development and review of
the policies.
f. Identify and analyse legal and technological requirements that had impact on HR plan.
g. What goals and objectives have been developed for human resource services in HR plan 2016-2019?
h. What human resources philosophies, values and policies have they agreed upon in HR plan 2016-2019?
What to submit for assessment
 An 800 word report that addresses questions a – f
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Assessment Task 3 – Project
Instructions for
completion
 You are required to develop a HR strategic plan
 You must complete Parts A, B and C of this project.
 The word limit of this project should be approximately 2000 words.
 Refer to your trainer/assessor for further information.
 You are required to adhere to industry code of ethics in completing this project.
 Write your name, student ID, the assessment task and the name of the unit of
competency on each piece of paper you submit for assessment
Due Date The trainer/assessor will provide a date and time for this assessment
The due date is _____________________________
SCENARIO:
Coffeeville is a small coffee shop, established in 2009 and is located in the heart of Melbourne’s CBD. Being a small
business, Coffeeville does not have a dedicated Human Resources professional. The owners Rufus and Emma have
decided to hire your services as a HR consultant to help Coffeeville develop and implement a HR strategic plan for
the business.
The owners have given you access to all of their organisational documentation (such as their business plan,
operational plan, policies and procedures, staff handbook etc.) to help you develop an effective Human Resources
Strategic Plan. All of Coffeeville’s documents can be found here:
http://simulations.ibsa.org.au/coffeeville/secure/documents.php
The owners have informed you that they have been extremely busy and haven’t had time to update their business
documents, as a result, most of their planning and strategic documents are currently out of date, but you should still
be able to use most of this information to help you develop an effective HR strategic plan.
It is also a good idea to visit Coffeeville’s main website to get a feel of the culture and services the business provides.
This can be found here:
http://simulations.ibsa.org.au/coffeeville
Your job as the HR consultant for Coffeeville is to develop and implement a Human Resources Strategic Plan. To do
this, you must complete tasks A, B and C below:
Part A: Research planning requirements
Review Coffeeville’s current environment and create a report on their Human Resource requirements. Your report
should address the following:
 Analyse strategic plans to determine human resource strategic direction, objectives and targets
 Undertake additional environmental analysis to identify emerging practices and trends that may impact on
human resources management in the organisation
 Identify future labour needs , skill requirements and options for sourcing labour supply
 Consider new technology and its impact on job roles and job design
 Review recent and potential changes to industrial and legal requirements
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Part B: Develop human resources strategic plan
The owners of Coffeeville have spoken to you about the importance that the HR strategy must be in line with the
culture and values that they have built over the years. The owners show a great sense of pride about Coffeeville’s
relationship with the local community, their fair trade business ethics, as well as the quality their customer service (as
well as their coffee of course!).
Building on the information you have collected from part A, your are to develop a human resources strategic plan
that contains the following information:
 Develop the organisations’ human resources philosophies, values and policies
 Identify the strategic objectives and targets for human resources services
 Develop a plan for achieving the strategic objectives
 Examine options for the provision of human resources services and analyse costs and benefits of each option
 Identify any required technology and systems to support your chosen human resources strategy
 Develop risk management plans to support the strategic human resources plan
Part C : Implement and review human resources strategic plan
Provide a short report relating to the implementation and review of the HR strategic plan:
 Identify how the plan is implemented through the organisation
 how will the staff at Coffeeville be able to monitor and review the plan
 If circumstances change at Coffeeville, how can the HR strategic plan be adapted? Who will be responsible to
make these changes?
 Evaluate the success/failure of your HR Strategic Plan and comment on how effective the HR strategy will be
for Coffeeville. What are some of the major HR challenges and opportunities facing the business?
 List any issues that you may have experienced while developing the HR strategic plan (in the table below)
including recommendations for future plan developments.
Description of problem/opportunity Recommended action for next time
What to submit for assessment
 A report reviewing Coffeeville’s strategic direction and requirements (Part A)
 A Human Resources Strategic Plan (Part B)
 A report based on the implementation and review of the HR Strategic Plan (Part C)
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APPENDIX 1
Human Resources Strategic Plan 1999 – 2001 (Old Version)
Our Vision
Within the University of Western Australia Human Resources ensures that best practice human resources principles
and procedures contribute positively to all processes affecting staff and students. Our success will see the University
of Western Australia develop as an organisation recognised nationally and internationally as an employer of choice.
To achieve this vision Human Resources will work with members of the University community in a way that:
 offers high quality professional expertise;
 is collaborative and supportive;
 models inclusive behaviour in all its activities;
 demonstrates an awareness of and responsiveness to the University’s core business and culture;
 utilises transparent and efficient systems regularly evaluated to facilitate ongoing improvement; and
 responds positively to new challenges.
Our Mission
To contribute to the University’s mission through the development and integration of best practice human resource
principles and practices to enhance individual and organisational effectiveness.
Our Values
Human Resources will act in accord with a clear set of values:
Ethical Behaviour To work in a manner that exhibits openness, honesty, integrity, tolerance, and responsibility in all
matters.
Professional Standards To deliver high quality human resource services by staff with the appropriate qualifications,
experience, knowledge, skills and abilities, and who demonstrate qualities of leadership and creativity in their
conduct.
Quality To establish and maintain clear measurable standards of practice, judged against the highest international
criteria.
Responsiveness To work with University staff in a way that is consultative, timely, flexible, and innovative to best
meet their changing needs.
Equity and Inclusivity To apply principles of natural justice, fairness, respect, and merit principles to all human
resource issues.
Accountability To work to clear purposes and defined outcomes within identified resource parameters using
transparent and consistent processes, relevant information, and reporting as appropriate to staff and students,
Senate, the public and governments.
Strategic Framework and Outcomes
Human Resources operates within a complex framework where a range of external challenges – a competitive
environment, financial constraints, new technologies and increased requirements for accountability — meet our
unique University culture. Within this framework effective human resource management requires the creation of
processes that facilitate ongoing learning (creating a learning organisation2), improved leadership capacity and
consultation and collaboration with staff. Such processes are central to the achievement of our intended
outcomes — cultural change that enhances institutional equity and diversity, high morale and high productivity.
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Key Strategies and Key Result Areas
To recruit, develop and retain the highest quality staff.
Service Provision Organisational
Development
Quality Assurance
Key Strategies To provide Human Resource
services and staff
development programmes
responsive to the needs of
University staff and delivered
at highest possible standards
of quality.
To provide human
resource infrastructure
planning and consultancy
support throughout the
University to help create
a learning organisation
capable of ongoing
improvement.
To ensure that the
University fulfils its
statutory and audit
requirements and has
in place means to
establish standards
and monitor
organisational and
individual
performance.
Key Result Areas 1. Personnel Services
2. Industrial Relations
Services
3. Risk Management, Safety
and Health Services
4. Equity and Diversity
Services
5. Staff Development and
Awareness Raising
Programmes.
6. Strategic Policy,
Planning and
Coordination
7. Consultancy Advice
and Support
8. System
Monitoring and
Reporting
9. Performance
Management of
Staff
Strategic Issues
 Recruiting and retaining high quality staff. In a competitive labour market in which budgets are
constrained it becomes ever more difficult to recruit and retain high quality staff. Effective human resource
management utilising effective recruitment and retention strategies, flexible remuneration packages and an
attractive career structure are essential.
 Flexible Employment. Rapidly changing demands on universities require flexible work arrangements while,
at the same time, protecting the interests of staff. Enterprise bargaining is a useful tool to help develop this
flexibility.
 Accounting for performance. Achieving world best standards requires that all staff perform at a high level.
A performance management framework that links individual and institutional performance objectives is an
important element in the University’s accountability framework. Effective performance management will
incorporate benchmarking of expectations and emphasise performance-based rewards.
 Skill Development. A rapidly changing knowledge base in the work of universities, rapidly developing
information technologies, the competitive environment, and a greater level of liaison with the community
requires a commitment to lifelong learning by each member of staff and access to a comprehensive range of
staff development opportunities. The need to develop 21st century leadership capacity offers a particular
challenge.
 Equity and Diversity. Diversity amongst staff and students which reflects the broader Australian community
has the benefit of building a broad base of community support as well as meeting important social, moral
and human rights, and commitments to equity and diversity. A diverse staff will improve the quality of
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decision-making in the University and should be a formal objective in strategic planning, incorporated into
the accountability framework.
1 This strategic plan for the Human Resources Directorate is intended to complement the University of Western
Australia Human Resource Management Plan that documents human resource responsibilities and priorities across
the University, as well as University wide plans such as the Strategic Plan and the Operational Priorities Plan.
2 The term ‘learning organisation’ was first used by Peter Senge (The Fifth Discipline: The Art & Practice of the
Learning Organization, Random House Australia, 1990). ‘Learning organisations’ are “organizations where people
continually expand their capacity to create the results they truly desire, where new and expansive patterns of
thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn
together”. (p 3)
18th October, 1999
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Human Resources Strategic Plan for 2016 – 2019
Table of Contents
SECTION i – PLANNING OVERVIEW 16
INTRODUCTION 16
HUMAN RESOURCES DIRECTORATE – AN OVERVIEW 16
THE OPERATING CONTEXT FOR HUMAN RESOURCES AT THE UNIVERSITY OF WESTERN AUSTRALIA17
SECTION II – MISSION, VISION, GOALS AND OBJECTIVES 18
STRATEGIC DIRECTION FOR HUMAN RESOURCES 19
EDUCATION OBJECTIVES 20
RESEARCH AND RESEARCH TRAINING
EXTERNAL RELATIONS
RESOURCING
STAFFING
MANAGEMENT
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SECTION I – PLANNING OVERVIEW
1.0 INTRODUCTION
The University’s primary mission is:
To advance, transmit and sustain knowledge and understanding through the conduct of teaching,
research and scholarship at the highest international standards, for the benefit of the international and
national communities and the state of Western Australia.
Achieving a reputation for international excellence requires world class human resource management as
people provide the University with its key competitive advantage.
This document, the Strategic Plan for Human Resources 2016 – 2019, describes the goals and objectives for
realising the Division’s strategic goals, hence contributing to the University’s mission. In so doing, the
Human Resources Division operates within the context of the University budgeting and planning cycle.
2.0 HUMAN RESOURCES DIVISION – AN OVERVIEW
The Human Resources Division supports the University mission through a set of key strategies which:
 provide support to the strategic leadership of the University,
 deliver organisational development and other support services to staff, and
 ensure quality assurance.
The Human Resources Division is organised into a Directorate and six functional sections each of which
reports to the Director and through to the Executive Director, Finance and Resources. On Human
Resources policy there is also a reporting line through to the Senior Deputy Vice Chancellor. A brief listing
of the responsibilities of each Section is listed below.
HR Directorate
Strategic Planning and Financial Management
HR Services
Recruitment, Appointments, Leave, Salary Related Payments, Resignations, Terminations, Alesco, Employee
Self Service, System Reports, Superannuation & Salary Packaging, Eligible Termination Payments and
Statements and Executive and Chair Appointments, Academic Promotions
Employee Relations and Management Services
Industrial Relations, Enterprise Bargaining, Classifications, Mobility, Organisational Change and Restructure,
Consultancy/Advice on HR Issues, Alternative Dispute Resolution
Organisational and Staff Development Services
Implementation of the Leadership Framework including provision of programmes, workshops and
facilitation to support strategic, leadership, academic, professional and personal development of staff;
Management and development of organisational change initiatives and projects; Training Support Services
Safety and Health Services
Occupational Health and Safety, Employee Assistance Programme, , Radiation Protection, Biological Safety,
Chemical Safety, Injury Management and Workers’ Compensation, OHS Management Systems Auditing
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Equity and Diversity Services
Equal Opportunity, Diversity, Affirmative Action, Harassment, Discrimination, Work, Family and Flexibility,
Workplace Culture, Diversity and Equity in the Curriculum
Policy and Planning
Planning, Research, Policy Development, Review and Evaluation, Monitoring and Reporting, Workforce
Planning
3.0 THE OPERATING CONTEXT
3.1 The External Environment
Strategic human resource management recognises the economic, social and political factors that create the
external context in which the University operates.
Factors with significant implications for effective human resource management relate to the changing
composition of the Australian workforce, in terms of age, gender and ethnic distribution. The University
seeks to ensure that its workforce, to the greatest extent possible, is a reflection of the Australian
community. To that end UWA will continue to analyse and remove the systemic organisational barriers to
women’s advancement and encourage diversity in its staff and student population.
There are significant challenges in maintaining high level productivity in an ageing workforce and ensuring
that the University is successful in recruiting and retaining high quality staff at a time of significant
competition, nationally and professional discipline areas such as engineering, business and medicine. The
resources boom in Western Australia has also contributed to difficulties in recruiting and retaining quality
staff in professional areas such as information technology, financial services, human resources, and the
trades.
For all staff the issue of work-life balance has become a high priority that is essential to address. A
comprehensive approach to personal and professional development is necessary so that the University can
create the career opportunities and reward structures that contribute to ongoing job satisfaction and,
hence, retention.
The University operates within a complex legal framework (see Appendix A). A number of items of
legislation are directly relevant to day to day human resource management.
3.2 The Internal Environment
Human Resources is a centralised function that operates within a complex and dynamic framework where a
range of external challenges intersect with our unique University culture or, to be more accurate,
University cultures. Its role is to provide advice and support to Executive and line management on human
resource issues. The Human Resources Division at UWA, unlike most other Australian universities,
incorporates a full suite of HR functions1
.
Within this framework effective human resource management processes are required that facilitate
continual staff learning and development (creating a learning organisation2
), improve leadership capacity,
and encourage consultation and collaboration with members of the University and broader community.
1
Includes Safety and Health, Equity and Diversity, and Staff Development for all staff in addition to traditional personnel, payroll and
industrial functions.
2 The term ‘learning organisation’ was first used by Peter Senge (The Fifth Discipline: The Art & Practice of the Learning Organisation,
Random House Australia, 1990). ‘Learning organisations’ are “organizations where people continually expand their capacity to create the
results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people
are continually learning how to learn together”. (p 3)
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Such processes are central to the achievement of our intended outcomes — cultural change that enhances
institutional equity and diversity, high morale, commitment, trust and a willingness to embrace change, and
high productivity.
A framework that describes the operating environment for human resources at the University of Western
Australia is presented diagrammatically below.
To effectively manage its human resources given the complexity of its operating environment the
University has developed a comprehensive policy framework.
Section II – Mission, VISION, Goals and Objectives
The University has identified as its prime goal the entry of UWA into the top 50 universities of the world within
the next 50 years. The quality of its staff are central to that vision.
1.0 MISSION STATEMENT
Financial and Political Constraints
Impact of Technology
Competitive and Insecure Environment
Requirements for Accountability
UNIVERSITY CULTURES
Leadership
Consultation and
Collaboration
High Morale,
Commitment,
Trust and a
Willingness to
Embrace
Change
High Productivity
Institutional Equity and
Diversity
Continual
Learning and
VISION Development
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“People Matter”
To engage in best practice human resource management that enables University excellence.
2.0 VISION STATEMENT
The University of Western Australia is recognised nationally and internationally as an employer of
choice and a model of best practice human resource management.
This vision will be achieved, through consultation and communication with clients, by
 providing high quality professional HR expertise;
 being collaborative, consultative and supportive;
 fostering and sustaining relationships;
 modelling inclusive behaviour in all our services
 benchmarking our services nationally and internationally to foster continuous improvement;
 aligning our services to the University’s core business;
 facilitating culture change;
 utilising transparent systems and regularly evaluating these; and
 identifying and responding positively to new challenges
3.0 STRATEGIC DIRECTIONS FOR HUMAN RESOURCES
A high quality University is dependent upon the quality, reputation and productivity of its staff, its human
resources. The Human Resources Division will continue to engage in regular analysis and planning to
ensure its services address the long term needs of the University. Over the next five years the six strategic
concerns are:
 Staff and Organisational Renewal – Recruiting and Retaining High Quality Staff
 Employment Flexibility
 Accounting for Performance
 Continual Learning
 Creating an Equitable and Diverse Workplace
 Creating a Safe and Supportive Workplace Culture
Strategies to address these are identified in the University’s Operational Priorities Plan and the related HR
Operational Priorities Plan.
3.1 Staff and Organisational Renewal – Recruiting and Retaining High Quality Staff
Recruitment and retention of high quality staff in a competitive labour market is of vital importance to the
University. As Australia ages there is a concentration of staff in the older age groups and a relatively small
proportion of younger academic staff. Successful human resource management will require effective
recruitment and retention strategies that take into account the following:
 Accelerated retirements will be accompanied by continued growth in student numbers as the
participation rate rises, increasing the demand for staff
 There will be increased competition for a limited number of quality staff in an increasingly international
labour market in which Australian higher education budgets are significantly constrained in contrast to
many competitors.
 Traditional academic career structures may be less attractive to younger people than in the past.
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 Well-being in the workforce has become increasingly important. High workload, low financial reward
careers may further constrain the supply of quality staff. Together with increased expectations about
research performance and higher levels of accountability and reporting, there is the potential to become
less competitive internationally.
 A difficult funding environment will continue to limit the University’s ability to provide an internationally
competitive reward structure.
3.2 Employment Flexibility
Current collective agreements are aligned with the University’s strategic planning and budget process, and
salary increases are based on capacity to pay. There continues to be moves towards greater flexibility at both
the institutional and individual level, a trend seen as also important in recruitment and retention.
3.3 Accounting for performance – a high performance culture
Human Resources analyses information from a variety of sources to assist in the development of
institutional improvement strategies. The University’s staff performance management framework linking
individual and institutional performance objectives is an important element in the University’s
accountability framework.
3.4 Continual learning
A rapidly changing knowledge base in the work of universities, rapidly developing information technologies,
the competitive environment, the devolution of decision-making to faculty and school leaders, and an
increasing level of liaison with the community requires a high level of skill and knowledge on the part of
staff. This can be developed only by a commitment to lifelong learning by each member of staff as well as
access to a comprehensive range of staff development opportunities. The need to develop 21st century
leadership capacity offers a particular challenge, particularly given the significant demographic change.
3.5 Creating an equitable and diverse workplace
Diversity amongst staff and students which reflects the broader Australian community has the benefit of
building a broad base of community support as well as meeting important social, moral and human rights,
and commitments to equity and diversity. A diverse staff will improve the quality of decision-making in the
University and is incorporated into its accountability framework. This commitment is not only important in
terms of social justice but it an important attraction and retention strategy.
3.6 Creating a safe and supportive workplace culture
Physically and psychologically safe work environments and safe work practices are key aspects of the
University’s risk management strategy. This university has a high commitment to safety, not only for its
own employees and students, but also for contractors and visitors. To maintain UWA as an employer of
choice requires a positive, inclusive and high performance culture marked by cooperation and respect, and
where the work environment promotes work/life balance for staff. Improved productivity also rests,
therefore, on building a ‘one-staff, one-University’ culture.
4.0 VALUES
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The core values of the University of Western Australia are a commitment to:
o A high performance culture designed to achieve international excellence
o Academic freedom to encourage staff and students to engage in open exchange of ideas and thought
o Continuous improvement through self-evaluation and external review
o Fostering the values of openness, honesty, tolerance, fairness, trust and responsibility in social, moral
and academic matters
o Transparency in decision-making and accountability
o Equity and merit as the fundamental principles for the achievement of the full potential of all staff
and students
Human Resources is determined to provide a quality integrated service by creating a safe, healthy and
supportive environment where its own staff are valued, respected and able to realise their full potential. In
so doing Human Resources has further refined the University level values to demonstrate:
Integrity by Maintaining confidentiality and professionalism,
treating others with respect, courtesy and fairness
Innovation by Promoting and embracing meaningful change,
pursuing excellence and striving to improve our
knowledge and skills
Diversity by Recognising and respecting the value of human
differences, acknowledging and appreciating the
contributions of others
Freedom of expression by Expressing views without fear of recrimination,
encouraging and acknowledging new ideas
Team spirit by Communicating openly and honestly in a constructive
and a supportive manner sharing ideas and resources
Accountability by Taking personal and professional responsibility for our
actions, maintaining a consistently high level of
performance
In so doing Human Resources aspires to maintain a positive attitude, sense of perspective and good
humour
5.0 GOALS AND OBJECTIVES
A. Education
1.0 To provide services that contribute to ongoing improvement of university teaching and learning
1.1 To support the career transition of postgraduate students, postdoctoral staff and early career
academics
1.2 To contribute to the embedding of equity and diversity perspectives into the curriculum
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B. Research and Research Training
1.0 To provide services that contribute to ongoing improvement of university research and research
training
1.1 To support the development of research staff and research leaders
C. External Relations
1.0 To demonstrate excellence in human resource management that positions UWA as an employer of
choice nationally and internationally
1.1 To expand links with external organisations (both nationally and internationally) and
community groups
1.2 To showcase UWA HR achievements and expertise and contribute to national HR agendas.
D. Resourcing
1.0 To align resource allocation with University strategic and operational priorities
1.1 To collaborate in maximising external funding
E. Staffing
1.0 To support the development of UWA as a learning organisation responsive to individual and
organisational needs
1.1 To provide appropriate leadership development opportunities
1.2 To develop and maintain orientation and induction procedures
1.3 To support the career aspirations of UWA staff
2.0 To provide high quality human resource services to the University community
2.1 To manage the employment instruments of the University
2.2 To recruit the highest quality staff (Staff) and support their retention
3.0 To ensure that the University fulfils its statutory and audit requirements
3.1 To ensure compliance with State and Commonwealth legislation applicable to the
management of the University’s workforce
4.0 To monitor organisational and individual performance
4.1 To support the performance management process (the Professional Development Review)
4.2 To support quality assurance through benchmarking and auditing
5.0 To identify, promote and implement improved policies and practices that demonstrate social and
economic responsibility
5.1 To work towards an equitable representation and distribution of staff from diverse
backgrounds (Staff)
5.2 To promote a safe, healthy and inclusive workplace that encourages work/life balance for staff
5.3 To facilitate the provision of appropriate facilities and services to create an accessible work
and study environment
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F. Management
1.0 To respond to workplace trends and opportunities
1.1 To build a comprehensive policy review and development process
1.2 To develop strategic policy responses to human resource issues
1.3 To facilitate cultural change and organisational well being
2.0 To support effective management systems, organisational structures and practices
2.1 To partner with managers in addressing their emerging human resource priorities
2.2 To improve leave management in the University
2.2 To develop and deliver high quality and responsive IT/IS capabilities
2.3 To improve the coordination between and within central and devolved units in the University
structure (Mgt) through practical application of the One Staff, One University approach
2.4 To establish systems that ensure maintenance of the knowledge of key human resources
procedures
2.5 To provide accurate and reliable HR data through regular management reporting to facilitate
decision making
Key Objectives
Service Provision
To provide Human Resource services and staff development programmes responsive to the needs of
University staff and delivered at highest possible standards of quality.
Performance Indicators
 Extent to which positive comments about personnel services to staff are increased and
complaints reduced.
 Extent to which the formal industrial relationship between staff and employer remains an
effective vehicle for change.
 Extent to which occupational safety and health issues in the University are positively addressed.
 An increase over time in the proportion of employees who identify UWA as a equitable
workplace.
 Extent to which staff development contributes to improvement strategies within the University.
1. Personnel Services
Objective Task Success Criteria
An efficient and effective
personnel and payroll system
responsive to staff needs.
To further implement the Alesco Human
Resource Information System including the
Web Kiosk, budgets and commencements
module, applicant tracking module,
occupational health and safety module, and
management of Academic Study Leave
credits.
Implementation of modules
completed effectively.
Processes streamlined.
Reduction in the number of
queries and complaints.
A flexible remuneration system
responsive to staff needs.
To extend the range of items that may be
salary packaged.
The range of items is extended
and available to meet
expressed staff needs.
An efficient University records
system (U)
To work with Archives and Records to place
greater emphasis on electronic information
flow.
Mutual cooperation effective.
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2. Industrial Relations Services
Objective Task Success Criteria
Effective relationship
between the University, as
an employer, and its staff,
documented in Enterprise
Bargaining Agreements.
To conduct negotiations to replace existing
Enterprise Bargaining Agreements for all
staff.
Agreements certified.
Number of formal disputes
minimised.
Efficient personnel and
industrial processes to meet
staff needs.
To ensure that reclassification assessments
are completed within three months.
Timelines met.
To ensure the University complies with
legislative requirements.
Number of Industrial Commission
proceedings and outcomes of
proceedings minimised.
To provide electronic access to job
documentation including benchmark
position data.
Job documentation accessible
online.
3. Risk Management, Safety and Health Services
Objective Task Success Criteria
Comprehensive policy
framework for risk
management, safety and
health issues.
To review and maintain safety and
health policies, procedures and
information to ensure accuracy,
readability and usefulness to the user.
Review complete and comprehensive
policy framework established.
Maintenance ongoing.
Staff well informed about
risk management, safety and
health principles and
procedures.
To promote risk management and safety
and health principles and procedures
throughout the University.
To introduce chemical management
software.
An increase over time in the percentage
of employees who are aware of risk
management and safety and health
policies and procedures.
Software successfully implemented
with online access to departments.
Comprehensive insurance,
workers’ compensation and
injury management
procedures.
To maintain and improve insurance,
workers’ compensation and injury
management procedures and practices
to minimise expense to the University
and to assist injured staff in early return
to suitable work.
Maintenance of present low levels of
accident statistics and workers’
compensation claims.
Efficient management of
safety and health concerns.
To assist staff, students, contractors and
visitors to remain in a safe environment
at this University.
Prompt attention to concerns and
positive feedback from departments
and users.
To provide specialist training
programmes in areas such as four wheel
driving, unsealed radioisotope handling,
safe use of lasers in research, x ray
analysis safety, laboratory safety and fire
and emergency procedures for persons
at this University and on a commercial
basis to other institutions.
Maintenance of attendance levels at
these courses and positive feedback
from attendees in the course reviews.
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Develop documentation,
systems and procedures
which accord with
internationally recognised
standards.
To develop and implement ISO 9001
quality assurance procedures.
Accreditation obtained.
4. Equity and Diversity Services
Objective Task Success Criteria
An equitable work environment
in which (U)
 Staff are well informed
about equity and
diversity issues.
 Effective policies and
procedures for sexual
harassment, racial
harassment and equity
grievances are in place.
 Rapid resolution of
equity grievances
occurs.
To conduct courses and disseminate
information about equity and diversity
issues, including sexual and racial
harassment.
An increase over time in the
percentage of employees who are
aware of policies and procedures for
sexual harassment, racial
harassment and equity grievances.
To support faculty based initiatives such
as the Equity Adviser programme, Equity
Committees and to provide support to
heads and supervisors.
A reduction over time in the
percentage of employees who
identify through survey, sexual
harassment or racial harassment
occurring in their workplaces.
Family friendly environment for
staff. (U)
To promote a family friendly
environment through wide
dissemination of the Work and Family
Guide and other consultation with
Heads and supervisors
An increase in the percentage of
employees who are aware of work
and family policies.
5. Staff Development and Awareness Raising Programmes
Objective Task Success Criteria
Skills development courses
widely available to staff.
To offer a broad range of skill
development programmes to UWA staff.
Maintain levels of attendance at
staff development programmes
(approx 1500)
To offer on a commercial basis selected
CSD courses to other universities in
Western Australia.
Staff of other Universities
participating in UWA courses.
Staff in leadership positions
develop skills necessary to carry
out their responsibilities. (U)
To review and, where necessary, revise
University leadership programmes.
Programmes revised.
To encourage staff with leadership
responsibilities to participate in leadership
programmes.
Attendance levels maintained.
To incorporate leadership development
responsibilities within the performance
management system.
Introduction of an integrated
performance management system
(see #9)
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Staff are aware of equity and
diversity issues in the
workplace.
To continue to offer training and
awareness programmes in relation to
equity and diversity, and to encourage
attendance.
An increase over time in the
number of staff who have attended
equity training, cross-cultural
awareness and Aboriginal crosscultural awareness training
sessions, and who exhibit
awareness of the issues.
Staff well informed about safety
and health issues in the
workplace.
To continue to offer a range of training
and awareness programmes in the area of
safety and health, and to encourage
attendance.
An increase over time in the
number of staff who have attended
equity training, cross-safety and
health training sessions, and who
exhibit awareness of the issues.
Staff well informed about
human resource issues.
To maintain user friendly websites for
staff.
All websites reviewed.
Organisational Development
To provide human resource infrastructure planning and consultancy support throughout the University to help
create an organisation capable of ongoing improvement.
Performance Indicator
 Extent to which human resource considerations are incorporated into organisational improvement
strategies.
6. Strategic Policy, Planning and Coordination
Objectives Tasks Success Criteria
Flexible human resource
policy and planning
framework responsive to
needs of University and
staff members.
To develop and introduce a range of human
resource strategies including:
 More flexible employment conditions
 Improved links between performance and
remuneration
 A new academic career structure
 Improved performance management
procedures for all staff
 Improved recruitment and retention strategies
 A range of flexible superannuation options
 Encouragement of the development of
leadership skills
Identified strategies developed
and implemented.
Improved teaching and
learning strategies as
identified in the
Operational Priorities
Plan. (U)
To establish a Centre for the Advancement of
Teaching and Learning as a way to:
 Improve the University’s capacity for more
flexible teaching and learning
 Enhance the teaching and research nexus
 Address training needs emerging from the
IT Strategy Working Party
Centre established that
collaborates effectively with
faculties.
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Improved information for
human resource
management and
planning.
To improve human resource management and
planning information through:
 Conduct of training and user-surveys for
Alesco
 More creative use of websites
 Investigation of benchmarking of key
human resource practices with best
practice universities in the areas of equity,
Enterprise Bargaining, HRIS and staff
development
Alesco training successfully
completed.
Benchmarking data incorporated
into Human Resources Annual
Report.
Increased commitment to
equity and diversity at all
levels of the University.
(U)
To include equal opportunity and diversity
objectives, strategies and outcomes in the
University’s Strategic Plan, Faculty Strategic Plans
and Departmental Strategic Plans
The increase in time in the number
of departmental management
plans with strategic plans that
include EO objectives, strategies
and performance indicators.
The establishment of Faculty
Equity Committees.
Efficient and effective
resolution of equity
enquiries and complaints.
To review the Policy and Procedures for dealing
with Equity enquiries and complaints.
The Policy reviewed and amended.
Efficient and effective
Equity Initiatives Scheme.
To evaluate the Equity Initiatives Scheme The evaluation completed and
published.
Proposed amendments made…
Greater involvement of
women staff in University
decision-making
processes. (U)
To develop a database of women’s skills and
experiences.
The database established.
Increased number of women
involved in University decisionmaking.
Involvement of the
University in the
Centenary of Women’s
suffrage activities.
To explore strategies to celebrate the Centenary of
Women’s Suffrage.
Strategies to celebrate the
Centenary of Suffrage
implemented.
Efficient and effective
planning for equity and
diversity within the
University. (U)
To collect demographic data to assist with EEO
planning.
An EEO survey developed.
Data collected and analysed.
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7. Consultancy Advice and Support
Objectives Tasks Success Criteria
Enhancement of a customer service
ethos resulting in the effective
resolution of human resource issues for
University staff.
Human Resources staff respond
efficiently and positively to staff queries
on equity, safety, industrial and
personnel issues.
Positive feedback from staff
Reduction in the number of
complaints.
Efficient review process for
departments and other organisational
units. (U)
To encourage participants in University
reviews to identify any human resource
considerations early in the process.
Review panels inform the
Deputy Vice-Chancellor
where any human resource
issues emerge.
HR staff and departments better
informed about each other’s needs and
working requirements.
To introduce an ‘external visits’
programme between HR staff and
departments.
Visits commenced.
To conduct human resource awareness
raising sessions for staff.
Sessions conducted and
awareness raised.
Access of departments and other
organisational units to CSD consultancy
services for organisational
improvement purposes.
To maintain CSD consultancy services on
an equitable basis across the University.
Consultancy services
provided.
Efficient and effective SPOT service to
support the improvement of teaching.
To further automate SPOT reporting. SPOT reports provided only
electronically unless
otherwise requested.
Equity and diversity consulting services
provided to all staff.
To further integrate equity and diversity
into departments and faculties.
Increase in consultancy
services requested by
departments and faculties…
Quality Assurance
To ensure that the University fulfils its statutory and audit requirements and has in place means to establish
standards and monitor organisational and individual performance.
Performance Indicator
Extent to which the University meets and/or exceeds required standards of performance.
Extent to which the performance management system for staff encourages high performance linked to
institutional objectives.
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8. System Monitoring and Reporting
Objectives Tasks Success Criteria
The University operates at
best practice human
resource standards.
To investigate the benchmarking (ie comparison of
standards) in key human resource practices with
best practice universities in the areas of equity,
Enterprise Bargaining, HRIS and staff development.
Benchmarking data
incorporated into Human
Resources Annual Report.
To cooperate with the external review of Human
Resources.
Review completed and
positive assessment
offered.
To encourage participants in University reviews to
identify any human resource considerations early in
the process.
Review panels inform the
Deputy Vice-Chancellor
where any human resource
issues emerge
To prepare for and obtain WorkSafe accreditation
for University safety management systems.
Accreditation received.
Public accountability for the
University’s human resource
practices and procedures.
To prepare a range of annual reports to meet both
external and internal accountability requirements.
Annual reports prepared
and widely disseminated to
staff.
 Human Resources
 Equal Opportunity
 Affirmative Action
 Radiation Safety
 Safety and Health
9. Performance Management of Staff
Objectives Tasks Success Criteria
All staff work within a performance
management system linked to
organisation improvement and
lifelong learning. (U)
To develop an integrated
performance management
system for all staff that links
individual and institutional
objectives and is appropriate
across the career spectrum.
The introduction of an integrated
performance management system
An increase over time in the number of
supervisors’ and managers’ job
descriptions and performance
agreements that include human
resource responsibilities.
All staff work within a performance
management system linked to
organisation improvement and
lifelong learning. (U)
To ensure that the principles of
performance management are
based on an encouragement of
life-long learning for staff.
Implementation of an amended
performance management system that
incorporates principles of life-long
learning.
All staff work within a performance
management system linked to
organisation improvement and
lifelong learning. (U)
To develop performance
management skills in all staff,
especially those with leadership
responsibilities.
Extent to which staff with supervisory
responsibilities are able to effectively
undertake the performance
management of their staff.
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STATE AND COMMONWEALTH LEGISLATION AFFECTING HUMAN RESOURCES
State Legislation:
The University of Western Australia Act 1911
Equal Opportunity Act 1984
Industrial Relations Act 1979
Workplace Agreements Act 1993
Minimum Terms of Employment Act 1993
Occupational Safety and Health Act 1984
Worker’s Compensation and Rehabilitation Act 1981
Freedom of Information Act 1992
Financial Administration and Audit Act 1985
Crime and Corruption Commission Act 2003
Long Service Leave Act
Age Discrimination Act
Gender Reassignment Act 2000
Lesbian and Gay Reform Act 2002
Commonwealth Legislation:
Higher Education Funding Action 2003
Equal Opportunity for Women in the Workplace Act 1999
Disability Discrimination Act 1992
Sex Discrimination Act 1984
Racial Discrimination Act 1975
Workplace Relations Act 1996
Defence Legislation Amendments (Enhancement of the Reserves Modernisation Act) 2003
Human Rights and Equal Opportunity Commission Act 1986
Racial Hatred Act
Superannuation Acts (various)
Taxation Acts (various)

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