develop and manage

The Business

Business name: Australian Hardware Ltd

Business structure: Public company since 1982

ABN: 4000000000

Business location: Australian Hardware is headquartered in Sydney, NSW. The business owns and operates 138 stores throughout Australia.

Date established: 26 January 1921.

Ownership and governance: The Greenwright family retains a controlling interest in Australian Hardware. Holden Greenwright serves as both chair of the board of directors and CEO.

Products/services: Australian Hardware supplies hardware and home improvement products and provides expert advice and service.

Target market: The market has been divided into three target markets or segments: home improvers; DYIs; tradespeople.

Marketing strategy: Australian Hardware takes a two-pronged strategic approach characterised by product and service differentiation along with select targeted marketing activities.

Vision statement: within five years, Australian Hardware will lead the hardware and home-improvement market in Australia.

Strategic directions: The Australian Hardware strategic directions are:

increase sales revenue and gross profit

maintain or increase market share

control direct and indirect operational costs

maintain superior product and service quality standards

Australian Hardware will deploy targeted advertising in trade magazines and online using organisations such as Seek.com.

Australian Hardware will undertake an investigation of competitor wages and seek to match or better.

Australian Hardware will offer a range of ongoing training options to meet business requirements and develop staff skills in the following areas:

Australian Hardware will focus on training and development opportunities for existing staff.

Performance management will focus on individually tailored development goals in line with business expectations.

Australian Hardware will undertake investigation of competitor wages and seek to match or better if viable from a budgetary perspective.

Assessment 1 – Appendix A: Australian Hardware Simulated Business

( Sales Consultant Sales Consultant Sales Consultant General Sales Assistants Checkout Staff Administration Staff Sales Consultant Hardware and Home Products Manager Garden Products Manager Plumbing and Electrical Manager Timber Manager General Operations Manager Store Managers x138 COO Human Resources Marketing CFO Board of Directors CEO )

Australian Hardware stores are located around Australia in the major cities and in the larger regional centres. In areas experiencing growth in population and significant growth in residential building, the demand for products sold by Australian Hardware is considered likely to grow. These areas are targeted by Australian Hardware for either expansion of any existing stores or the building of a new store if none exists.

National marketing campaigns, warehouse look and feel, marketing mix, policy, preferred suppliers and strategic directions are set by the board of directors and senior management.

Strategic directions set at the national level cascade to individual warehouses and are reinterpreted by general managers to match local conditions at the store level. All staff KPIs and targets for performance management reflect national and store strategic directions.

Each Australian Hardware store is run in most operational respects as an independent business. Each store generally buys stock from approved suppliers; however, where appropriate, store general managers have discretion to buy products to suit local market conditions. Store general managers hire and train local staff and have wide discretion to participate in community events and sponsorships.

Current Australian Hardware preferred suppliers are:

Australian Hardware will endeavour to maintain good relations with suppliers through regular owner-level contacts as required. Australian Hardware suppliers provide credit terms of 30 days, to which Australian Hardware will strictly adhere.

In addition to maintaining good relations with current suppliers, Australian Hardware will continue to identify new sources of products that will appeal to the evolving needs of targeted segments.

All suppliers to Australian Hardware are subject to regular audit by quality assurance staff to ensure that they meet the standards outlined.

These standards include:

financial viability

control and continual improvement of processes to restrain costs

a well-documented and traceable quality system

respect for the environment

responsible control of remuneration for own employees and any sub-contractor employees.

A detailed asset register of plant and equipment purchased and maintained by each individual warehouse is maintained by the Operations General Manager and Store General Manager.

Australian Hardware also maintains a detailed registry of fixed assets such as real estate held by the company. This registry is the responsibility of the Chief Financial Officer of the company.

Inventory for each warehouse is the responsibility of the Operations General Manager and Store General Manager. Australian Hardware stock is tracked through its in-house enterprise resource management (ERM) system.

Australian Hardware trades 7 days a week, 6 am to 8 pm.

Australian Hardware is closed on public holidays.

Customers are encouraged to contact us through email or Facebook. A telephone number is provided on our website.

Australian Hardware accepts cash and all major credit cards and debit cards. EFTPOS is available in all warehouses.

Australian Hardware has 30 day credit terms for approved tradespeople.

Australian Hardware is a member of the following organisations:

Hardware Industry Working Group (HIWG)

The Hardware Association of New South Wales (HANSW)

The Housing Industry Association (HIA)

The Master Builders Association (MBA).

Reasonable adjustments

Reasonable adjustments are changes that allow people with a disability to work safely and productively.

Australian Hardware will make reasonable adjustments for a person with a disability who both:

applies for a job, is offered employment, or is an employee

requires the adjustments in order to participate in the recruitment process or perform the genuine and reasonable requirements of the job.

Examples of reasonable adjustments can include:

reviewing and, if necessary, adjusting the performance requirements of the job

arranging flexibility in work hours

providing telephone typewriter (TTY) phone access for employees with hearing or speech impairments

purchasing screen reading software for employees with a vision impairment

approving more regular breaks for people with chronic pain or fatigue

buying desks with adjustable heights for people using a wheelchair.

When thinking about reasonable adjustments Australian Hardware will weigh up the need for change with the expense or effort involved in making it. If making the adjustment means a very high cost or great disruption to the workplace, it is not likely to be reasonable.

In some cases Australian Hardware can discriminate on the basis of disability, if either:

the adjustments needed are not reasonable

the person with the disability could not perform the genuine and reasonable requirements of the job even if the adjustments were made.

Procedure: To make a complaint

If you believe you are being, or have been, discriminated against, sexually harassed or bullied, you should follow this procedure.

1. Tell the offender the behaviour is offensive, unwelcome, and against business policy and should stop (only if you feel comfortable enough to approach them directly, otherwise speak to your manager or supervisor). Keep a written record of the incident/s.

2. If the unwelcome behaviour continues, contact your supervisor or manager for support.

3. If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact another relevant senior manager. Employees may also lodge a complaint with the Australian Human Rights Commission, or the Fair Work Ombudsman.

Employees should feel confident that any complaint they make is to be treated as confidential as far as possible.

Procedure: To receive a complaint

When a manager receives a complaint or becomes aware of an incident that may contravene Australian Hardware equal employment opportunity (EEO) policies, then they should follow this procedure.

1. Listen to the complaint seriously and treat the complaint confidentially. Allow the complainant to bring another person to the interview if they choose to.

2. Ask the complainant for the full story, including what happened, step by step.

3. Take notes, using the complainant’s own words.

4. Ask the complainant to check your notes to ensure your record of the conversation is accurate.

5. Explain and agree on the next action with the complainant.

6. If investigation is not requested (and the manager is satisfied that the conduct complained is not in breach of Australian Hardware EEO policies) then the manager should:

· act promptly

· maintain confidentiality

· pass any notes on to the other managing staff.

If an investigation is requested or is appropriate, follow the next procedure.

Procedure: To investigate a complaint

When a manager investigates a complaint, they should follow this procedure.

1. Do not assume guilt or innocence.

2. Advise the alleged harasser about the potential outcomes of the investigation if the allegations are substantiated.

3. Interview all directly concerned, separately.

4. Interview witnesses, separately.

5. Keep records of interviews and the investigation.

6. Interview the alleged harasser, separately and confidentially and let the alleged harasser know exactly what they are being accused of. Give them a chance to respond to the accusation. Make it clear they do not have to answer any questions; however, the manager will still make a decision regardless.

7. Listen carefully and record details.

8. Ensure confidentiality; minimise disclosure.

9. Decide on appropriate action based on investigation and evidence collected.

10. Check to ensure that the action meets the needs of the complainant and Australian Hardware.

11. If resolution is not immediately possible, refer the complainant to more senior management. If the resolution needs a more senior manager’s authority, refer the complainant to this manager.

12. Discuss any outcomes affecting the complainant with them to make sure you meet their needs where appropriate.

Possible outcomes

Following the investigation, if management finds the complaint is justified, then management will discuss with appropriate outcomes with the complainant which may include:

disciplinary action to be taken against the perpetrator (counselling, warning or dismissal)

staff training

additional training for the perpetrator or all staff, as appropriate

counselling for the complainant

an apology (the particulars of such an apology to be agreed between all involved).

Definitions

Remuneration will comprise base salary, an ‘at risk’ performance pay component, employer guarantee superannuation, and motor vehicle allowance where this is included in an employee’s employment package. The total of these components make up the employee’s remuneration package.

Underlying modern award

Staff covered by the relevant underlying modern award, will be paid no less than the rate of pay set out in that award for the relevant position.

Determining base salary levels

Base salary levels will be determined by job evaluation. Job evaluation is the evaluation of the position based on the information in the relevant position description, in terms of the level of required skills, competencies and knowledge, and criteria such as the level and impact of decision-making and authority to act.

Job evaluation will be carried out by the relevant store manager.

The underlying principles of job evaluation include:

salary levels will be paid no less than the rate of pay set out in the relevant underlying award

salary levels are to be benchmarked on an annual basis (as part of the annual budgeting process) against the external market using salary surveys to establish competitiveness with similar positions in the external market

if the job changes as determined by a job evaluation, the base level remuneration should be altered to reflect the change in the employee’s role and responsibilities

decisions on broad salary increases (those that apply to all employees), such as CPI or cost-of-living based increases will be made on an annual basis in consultation with partners

staff will have the opportunity to raise remuneration issues at six-monthly performance review meetings with their manager.

Staff performance plans

Staff will be provided with individual performance plans/workplans for the subsequent financial year. For new employees, a performance plan will be provided at the end of the probation period (first three months of employment). In further years, workplans are agreed upon after the July/August performance review has been conducted.

The performance plans/workplans set out the contribution expected of the role in supporting the achievement of the organisation’s strategic plans and objectives: the actions or activities required to achieve those objectives; and the criteria or standards used to assess the achievement of the objectives. In addition to business plans outcomes, the workplans will include specific project and personal development goals.

For sales staff, the performance plans will detail the sales targets for the period.

Performance appraisals

Performance appraisals will be conducted on a six-monthly (biannual) basis: in late July/early August, and in late January/early February. Further information on performance appraisals can be found in the next policy: Performance Management Policy.

The outcomes of this review will be the finalisation of the performance outcomes for the previous financial year period ending June. This review will also include discussion and sign-off of the performance plan for the coming financial year commencing July 1.

The January/February review is to assess progress towards the achievement of the employee’s performance plan targets.

The appraisals also provide a formal avenue for employees and their managers/supervisors to discuss issues relating to or affecting the employee’s job performance and to discuss and clarify the manager’s/supervisor’s expectations of the employee and vice versa. It is also an opportunity to discuss remuneration and employee training and development needs and opportunities.

Roles and responsibilities

Managers will:

carry out biannual formal performance review discussions

monitor individual performance throughout the year, recording key events, observations of importance which relate to the performance, both positive and negative

refer to the performance management guidelines when carrying out tasks related to performance management

use the performance management documentation to record formal and informal performance reviews

provide employees with the opportunity to participate and contribute to their professional and personal development

provide employees with access to training and development, as reflected in the individual’s development plan

provide employees with coaching throughout the review period

allow employees to communicate their career development goals

ensure employees complete their responsibilities in accordance with the performance management policy and process.

Employees will:

participate in the formal review discussions openly and honestly

complete their personal assessment and provide it to the manager as requested

contribute their thoughts on both positive and negative performance as assessed by their manager

participate in identified training and development plans as agreed with their manager

provide information and documentation as requested by their manager relating to their performance and activities throughout the assessment period.

To conduct performance review

The employee’s performance will be monitored and evaluated regularly throughout the year. The performance review encompasses three elements:

an annual formal review discussion

a six month follow-up discussion

continuous monitoring of the employee’s performance.

1. Annual discussion

The annual discussion is a key step in the performance review process. Essentially, this step involves compiling all the information collected and assessed throughout the year relating to the employee’s performance. However, there should be no surprises in this discussion; it is merely a summary and review of the informal and formal reviews conducted throughout the year.

The key elements of the annual discussion are to:

reflect on performance during the year

clarify key responsibilities of the role and review the job description

discuss successes as well as areas for improvement

set agreed targets and performance standards for the next six months

agree on key areas of development for effective performance in the role.

2. Documentation

The performance review documentation is important for recording the standards, targets and development plans that are agreed upon during the performance review process. It is important to use the correct forms to maintain the integrity of the information, and to help the manager and employee ensure that the review is completed correctly.

3. Timing

Employee performance is to be formally reviewed every 12 months with a follow-up review six months into the financial year. A new plan should be completed at each annual appraisal discussion.

4. Six month follow-up discussion

The follow-up review provides an opportunity for managers and employees to re-visit targets, standards and development plans to:

establish that progress is on track

identify changes impacting on the achievement of targets and standards

discuss development plan progress or establish development plan

modify standards and targets, if required.

Flow chart of the performance review process

Performance management plan template

Procedure

1. Australian Hardware will advise the employee of any shortfall in their performance. The manager will advise the employee in clear terms what they see as the performance problem or the unacceptable conduct. To highlight the deficiency the manager should use specific examples, and refer to the correct policy or procedure. The employee should be given an opportunity to respond.

2. Once the employee has responded, the manager will consider their response and decide if performance improvement action should be taken. Australian Hardware will provide support such as training where appropriate.

3. If the employee is given a verbal warning, the manager should make a note of it, date it and sign it.

4. The manager will allow the employee to respond before making a decision and consider the employee’s responses. The manager should determine whether the issue requires a written warning or a performance management meeting. The employee may have a support person present at such meetings.

5. If a written warning is to follow, the manager is to:

· document it and give the employee a copy

· give the employee the opportunity (and their support person the opportunity) to sign the warning

· keep a copy on file.

6. The warning (written or discussed in a meeting) must clearly define:

· the deficiency

· a clear explanation of the expected standard

· by when the employee needs to achieve the standard

· how the business will help the employee achieve the improvement required

· consequences of failing to improve.

7. The manager concerned will keep a record of all meetings, training and/or coaching given and a summary of discussions, and put a copy on the employee’s personnel file. This should include date, location and time of discussion.

8. They will continue to support the employee and note the support they give, for example, training or counselling.

9. If the employee’s performance or conduct doesn’t improve, the manager will give the employee a final written warning and follow steps 4–10 above. This document needs to warn the employee, in clear terms, that Australian Hardware will terminate their employment if there is not enough (sustained) improvement in their performance.

Note: some circumstances justify going straight to a second or final warning.

Serious misconduct

Summary (instant) dismissal for gross or very serious misconduct may be necessary, depending on the circumstances. Management should seek advice before taking this step.

Allegation of serious misconduct – procedure

1. The manager is to investigate the alleged offence thoroughly, including talking to witnesses, if any.

2. The manager should ask the employee for their response to the allegation (taking notes of this discussion) and allow them to have representation. The manager should also have a witness present. The manager shall give genuine consideration to the employee’s response and circumstances.

3. If still appropriate, following a thorough investigation, the manager can terminate/dismiss the employee.

4. The manager should keep a file of all evidence collected and action taken in these circumstances.

5. Australian Hardware will send the employee a letter of termination noting brief details.

Australian Hardware supports the right of every employee to lodge a grievance with their manager if they believe a decision, behaviour or action affecting their employment is unfair. An employee may raise a grievance about any performance improvement action taken against them.

Where a grievance may contravene Australian Hardware’s equal employment and opportunity (EEO) policy or where the grievance constitutes bullying, discrimination or harassment, the grievance should be resolved in accordance with the procedures outlined in the Anti-discrimination policy.

We aim to resolve problems and grievances promptly and as close to the source as possible. When necessary, Australian Hardware will escalate a grievance to the next higher level of authority for more discussion and resolution, and continue escalating it to the level above until it is resolved.

Managers will do their utmost to action grievances objectively, discreetly and promptly. Be aware that grievances that are misconceived, vexatious, and lacking substance may result in disciplinary action being taken against the employee lodging the grievance.

Procedure

1. The employee should try to resolve the grievance as close to the source as possible. This can be informal and verbal. At this stage, every possible effort should be made to settle a grievance before the formal grievance process starts. If the matter still can’t be resolved, the process continues and becomes formal.

2. To start the formal grievance, the complainants must fully describe their grievance in writing, with dates and locations wherever possible and how they have already tried to settle the grievance.

3. The person/s against whom the grievance/complaint is made should be given the full details of the allegation/s against them. They should have the opportunity and a reasonable time to respond in writing before the process continues.

4. A manager should have a discussion with both parties in an effort to resolve the grievance at the workplace level.

5. If the grievance still can’t be resolved, refer the matter to the most senior manager for consideration and a final decision. A grievance taken to this level must be in writing from the employee.

Should the issue recur, a review may be undertaken at any stage thereafter by the most senior manager or owner. Further reviews may be held if required.

Recordkeeping procedures

Employee records include, for example:

payroll records

tax records

recruitment records

all human resources records, for example:

· personal scorecard information

· requests for HR services or information

· performance management records such as performance appraisals and performance management planning

all other records which may record identifying details of an employee.

Although, not a legislative requirement, Australian Hardware employees, officers and agents are expected to take all reasonable steps to abide by the National Privacy Principles as set out in the Privacy Act 1988.

The following is an adaptation of the principles to provide guidance to individuals responsible for collecting or using employee information.

File management

Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files.

Do not store company data in the C: drive (local computer hard drive) on your computer unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your computer’s hard drive is not backed up and your work may be lost if you experience a system crash.

If you use a laptop and require access to files offsite, you will be set up with offline files allowing remote access to server files away from the office.

‘Move’ completed files to the appropriate folder in your department.

Filenames:

Filename should include the author’s last name, short description or abbreviated title of report or document, and date of completion.

Back-ups:

Back-up copies of all electronic files on the server are made twice weekly.

If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up.

Principles governing procurement process

1. Probity and ethical behaviour

The principle of probity (which means to have strong moral principles, honesty and decency) and ethical behaviour governs the conduct of all procurement activities. Employees who have authority to procure goods and services must comply with the standards of integrity, probity, professional conduct and ethical behaviour. Employees or directors must not seek to benefit from supplier practices that may be dishonest or unethical.

2. Sustainability

Follow the sustainability policy and principles outlined in the sustainability policy when procuring supplies.

Value for money is the core principle underpinning procurement. Organisations contracted to do work for Australian Hardware must be cost-effective and efficient in the use of resources whilst upholding the highest standards of probity and integrity.

In general, a competitive procurement process that is carried out in an open, objective and transparent manner can achieve best value for money in procurement.

4. Non-discrimination

This procurement policy requires that the procurement process is non-discriminatory. All potential contracted suppliers should have the same opportunities to compete for business and must be treated equitably based on their suitability for the intended purpose.

5. Risk management

Risk management involves the systematic identification, analysis, treatment of risk as well as, where possible, the implementation of appropriate risk mitigation strategies. It is integral to efficiency and effectiveness to proactively identify, evaluate, and manage risks arising out of procurement related activities. The risks associated with procurement activity must be managed in accordance with the organisation’s risk management policy.

6. Responsible financial management

The principle of responsible financial management must be applied to all procurement activities. Factors that must be considered include:

the availability of funds within an existing approved budget

staff approving the expenditure of funds strictly within their delegations

measures to contain costs of the procurement without compromising any procurement principles.

7. Procurement planning

In order to achieve value for money, each procurement process must be well planned and conducted in accordance with the principles contained in this document. The process must also comply with all of the organisation’s policies and relevant legal and regulatory requirements.

When planning appropriate procurement processes, consideration should be given to adopting an approach which:

encourages competition

ensures that rules do not operate to limit competition by unnecessarily discriminating against particular suppliers

recognises any industry regulation and licensing requirements

secures and maintains contractual and related documentation for the procurement which best protects the organisation

complies with the organisation’s delegations policy.

8. Buy Australian made/support for Australian industry

Employees who are involved in procurement activities must make a conscious effort to maximise opportunities for Australian manufacturers and suppliers to provide products where there is practicable and economic value. In making a value for money judgment between locally made and overseas sourced goods, employees are to take into account:

whole of life costs associated with the good or service

that the initial purchase price may not be a reliable indicator of value

the quality of locally made products

the record of performance and delivery of local suppliers

the flexibility, convenience and capacity of local suppliers to take on larger orders and meet fluctuations in order numbers

the scope for improvements to the goods and ‘add-ons’ from local industry.

9. Pre-registered list of suppliers and contractors

Australian Hardware shall maintain a pre-registered list of preferred suppliers and contractors.

This list is reviewed at regular intervals with admission of interested parties on a rolling basis. Care should be taken to ensure that such lists are used in an open and non-discriminatory manner. The list should be maintained in accordance with the sustainability policy. Suppliers must be audited once per year with regard to sustainable practices. It is in the interest of the organisation that the pool of potential suppliers is actively maintained and updated. Employees should provide reports of their experiences in working with each supplier/contractor to assist future decisions concerning the list.

Employees and directors are not permitted to personally gain from any aspect of a procurement process. Employees and directors are required to be free of interests or relationships in all aspects of the procurement process.

For those individuals who are involved in procurements, any investment in, or close relationship with, a contractor represents a conflict of interest. This individual must disclose the conflict of interest to the Store Manager or Finance Manager to allow sufficient time for a review.

Employees and directors shall ensure that to the best of their knowledge, information and belief, that at the date of engaging a supplier or contractor that no conflict of interest exists or is likely to arise in the performance of the supplier/contractor’s obligations under their contract.

Should employees or directors become aware of potential conflicts of interest, they must advise the Store Manager or Finance Manager and directors immediately.

Employees should be aware of anti-competitive practices such as collusive tendering.

Collusive tender would occur if an employee of Australian Hardware were to secretly share information or arrange a situation that would control the result of tendering to favour or discriminate against particular applicants.

Any evidence of suspected collusion in tendering should be brought to the attention of the Store Manager or Finance Manager.

It is a basic principle of procurement that a competitive process should be used unless there are justifiably exceptional circumstances. The type of competitive process can vary depending on the size and characteristics of the contract to be awarded.

A process of direct sourcing to tender may be used. This may involve an invitation to organisations deemed appropriately qualified for a particular product or service (this may be appropriate for specialised requirements in markets where there is a limited number of suppliers or service providers).

The selection process should have particular regard to the need for equal treatment and reasonable distribution of opportunities.

14. Evaluation and contract award

For projects being awarded, consideration will be given not only to the most economically advantageous tender, but also to the track record of the tender respondent and the degree of confidence that the panel has in the quality if the bid. It will be the normal practice to have the evaluation of tenders carried out by a team with the requisite competency.

15. Results of tendering process

All tender respondents should be informed in writing of the result of a tendering process immediately after a contract has been awarded.

Summary of procurement policy delegations

Appendix 1 – Performance management planning template

Performance objectives

Action plan