HUMAN RESOURCE

a. Summary of proposed recommendations

The major motive behind application of Service Level Agreements (SLAs) was to strengthen the HRM structure in JKL Industries and improvise the level of HR delivery service. A summary of suggested recommendations is given below.

Applying a code of conduct throughout JKL Industries was recommended to direct the behavior of employees and communicate organizational policies. It was also suggested that JKL Industries should offer training to the HR officers concerning Australian Workplace Agreements. This recommendation isvital for eliminating the probability of discrimination because it assures just allocation of work to the workers. Development of company policy manual was also advised to highlight the fundamental entitlements of the employees and describe company’s policies in details. Another important recommendation involved staff restructuring. Staff restructuring ensures that an organization sustains an approving number of workers and hence, it becomes feasible for the company to arrange higher benefits for the skilled and qualified personnel.

b. Analysis of performance data

The evaluation of performance data indicates that the HR officers are offering erroneous details regarding remuneration, benefits and reward policy. In addition, the HR officers are not performingaccording to the performance management policy of JKL Industries. Further, the data provided in relation to the HR performance in appendix 1 indicates that there are certain performances which reached the expected standardswhereas; some other performances did not match the anticipated merits. For example, the costs of the HR actions exceeded 20% than the forecasted budget. Only 60% of the HR officers agreed to the fact that human resource takes part in improving financial health of a business. Moreover, 60% of the workforce waseffectively trained in regard to rental sales, though the set target was 100%. Another important objective was to involve 25% mangers in career growth. However, only 4% managers registered for additional training. The data also exhibits the fact that organizational policy was followed in the procedures. For example, 80% of the performance reviews were carried out according to the policy of JKL Industries. Besides, it was expected that 90% of the administrative tasks would be accomplished according to organizational policy and the result showed that 75% of such jobs were completed according to the policy of the organization.

c. Proposed recommendations for service improvements

It is inferred from the above analysis that the fiscal overrun was caused because of the failed planning. In addition, a very small number of managers took part in the training of career development. The proposed suggestions for service improvements are discussed below.

· It is suggested that the Service Level Agreements (SLAs) should be restructured. For instance, the penalties regarding violation of the service level should be included in SLAs.

· Implementation strategies should be changed byimplementing support programs or strategies to eliminate the barriers to successful execution of corporate strategies.

· Reference to business needs with respect to changes and impact should be reviewed regularly to assure the compliance of corporate needs with the operational/business plans

· Revisions of Return on Investment (ROI) figuresshould be improved by considering all the aspects of return on investment.

Action Plan ( should be for 6 months)