Leadership and Management
reezsilakar
BSBHRM602Additionalresources.docx
BSB61015 – Advanced Diploma of Leadership and Management
BSBHRM602 Manage human resources strategic planning
Additional Resources
Additional Resources
Additional Resources for
Managing Human Resource Services
Contents
1. Example of code of conduct
2. HR SLA Development Action Checklist/Guidelines
3. How to format an HR SLA
4. Project/assessment options
5. HR function/service websites
1. Example of Code of Conduct
Title: Employee Code of Conduct
Effective Date: March 2009
1.0 Purpose
To set out the conduct expected of employees of Eco-Cars.
2.0 Scope
The Code of Conduct applies to all employees of Eco-Cars.
3.0 Policy
All employees of Eco-Cars Australia are expected to observe the highest standards of ethics, integrity and behaviour during the course of their employment with Eco-Cars Australia.
While Eco-Cars has a number of policies that apply to employees of the Company, a summary of the standards you are expected to follow include:
· compliance with all company policies, procedures, rules, regulations and contracts;
· compliance with all reasonable and legal instructions of managers;
· honest and fair in dealings with customers, clients, co-workers, company management and the general public;
· maintain punctuality;
· observe health and safety requirements;
· respect the company's ownership of all company funds, equipment, supplies, books, records and property;
· maintain during employment with the company and after the termination of employment, the confidentiality of any confidential information, records or other materials acquired during the course of employment with Eco-Cars Australia;
· use resources provided efficiently
· while employed at Eco-Cars Australia, not accept any employment with another organisation that is a supplier or competitor of Eco-Cars Australia, or any other employment that is in conflict with your position at Eco-Cars Australia;
· dress in an appropriate manner and to ensure that appearance is presentable, clean, neat and tidy;
· not make any unauthorised statements to the media about the company's business (requests for media statements should be referred to the Marketing Department);
· use appropriate language in the workplace and not swear or denigrate other employees;
· no fighting, intimidation, victimisation or bullying in the workplace;
· no sexual, racial or other unlawful harassment, vilification or discrimination in the workplace;
· no illegal drugs or unauthorised use of alcohol in the workplace;
· use of the company internet and email is for legitimate business purposes only
Breaches of the Code of Conduct will be dealt with in accordance with the Performance Improvement Policy and Procedure
4.0 Relevant Documentation
Various HR Policies and standard operating procedures
5.0 Authority Levels
As per relevant HR Policies
6.0 Revision History
This document is identified as HR-POL-027 — Code of Conduct. A new version will be issued whenever changes occur.
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Version |
Changes |
Date |
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V1.0 |
Original |
December 04 |
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V1.1 |
Internet and email usage |
July 05 |
|
V1.2
|
Inclusion of victimisation and vilification as unacceptable |
March 2009 |
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Author: |
Vaughan Lee |
|
Authorisation: |
Lisbeth Walters |
|
Signature: |
|
(original stored on Docufolder)
2. Action checklist for SLA development
1. Assess the current status of service delivery
Many HR SLAs do not have a ‘clean slate’ beginning. They often grow out of an organisation’s history, including problems experienced. In this first step an HR team should:
A. Review/define current service provision, service users and performance
· Describe the key areas of work and their purpose/objective.
· Identify areas of strengths, what is done well and how can this be build upon? Consider any known gaps in efficiency.
· To what service standards are staff working at the moment? Do they know what the main outputs are for key activities?
B. Review current processes and ways of working
· Examine the work processes and workflows – do they support customer service and delivery or slow it down.
· How can systems and processes be improved and how can areas of weakness be turned into strengths. What are the barriers to good customer service in the way the team works currently.
· Align processes and procedures to the organisation’s key objectives and change drivers. How do HR services support and contribute to achieving these. Examine processes in terms of challenging whether they remain relevant or necessary and the level of bureaucracy or duplication of work involved. Be prepared to scrap, change or develop new procedures and processes which facilitate customer service.
· Have new areas of responsibility in HR service provision been taken on? Identify how these are or will be delivered and managed. Are skill sets available within the HR team to manage these effectively? What learning and development needs do these highlight for the team and individuals?
· Check compliance with regulatory or legal requirements.
· Set up a process for improving service within the HR team or department so that suggestions can be easily made, discussed and implemented if agreed. Pilot new systems or ways of working and discuss their impact at team meetings.
C. Seek feedback and input from your customers
· Establish whether views about the services provided are shared by key customers, seek feedback or carry out a survey.
· Take the opportunity to find out what kind of a ‘fit’ there is between the services provided and what customers find useful or would like to have available in future.
· Find out if customers understand the different roles and responsibilities within the HR team.
D. Improving customer focus
· Think about the services provided from a customer’s point of view, what do they want/expect to be provided? For example, when a colleague or a customer contacts HR they typically want: the phone to be answered promptly and to know who they are speaking to, which team member.
· Customers speaking to a real person rather than a voice message.
· Customers being confident that assistance is available.
· HR team member taking ownership of the enquiry - to solve their problem/follow up/respond to request/enquiry promptly; - provide advice, share relevant knowledge; - or signpost them on.
· HR team member being supportive, understanding, helpful and friendly.
· HR being cooperative and working collaboratively with customers.
2. Negotiate SLA performance standards and requirements
Having identified the range of services to be provided, the parties to the agreement need to determine service delivery quality and standards.
The SLA will usually emerge from discussions between both parties in the form of a compromise that recognises the highest level of service feasible and the minimum that is acceptable. Although what constitutes `unacceptable' service should be clear to both parties, it is still worth mentioning to avoid possible misunderstandings.
The key elements which both provider and user will need to clarify are:
· the precise nature of the service to be provided including timeliness, relevance, accuracy, format
· limits to the extent--scope, range and hours--of the service
· response times--expected and deliverable
· service priorities eg (priority 1: must take precedence for immediate treatment, priority 2: requires treatment within the hour and priority 3: can wait for a maximum of 24 hours
· any exceptions to the rule
3. Identify process for resolving problems, complaints and disputes
A problem solving process needs to be built into an SLA that looks at problem situations, how these are resolved and how they can be prevented from happening again. For example, include what will happen if staff are absent or there are external factors that impact service delivery – normally this will be keeping people informed of the problems, looking for alternative solutions so that business carries on ‘as normal’.
4. Determine how SLA performance will be measured and monitored
In order for a service level agreement to be meaningful, there is a need to be able to measure its impact and success.
What mechanisms are currently used to monitor and measure performance?
Agree on mechanisms for monitoring and measuring the actual performance of the provider against the agreement. This may be in terms of speed or effectiveness as well as cost. Agreed performance targets or indicators (which should be precise) are useful here to provide a benchmark which will, in due course, indicate whether the existing levels of service are satisfactory or not.
What are current SLA key performance indicators? The SLA should support and build upon these so that trends may be identified and analysed to inform the business planning and management reporting process. Current systems or methods of managing and monitoring performance should be used – these are normally monthly or quarterly and annually through the review process and should include a review of performance against the service levels as specified in the agreement.
The business planning process should also provide a mechanism for the identification of service opportunities, the need for additional services or enhancement to current service provision.
Regular meetings should be held with:
· customers to review agreement and make sure it is working, quarterly
· your team to identify areas for improvement, reflect on positives and problem solve any complaints.
5. Identify how the SLA will be formally evaluated
An initial evaluation should be carried out 6 months after implementation. Review acceptance and commitment to the SLA and establish:
· how successful the SLA been - has it made a difference?
· has it been used by the HR team, if not, why?
· have customers adhered to it, if not why?
· has it helped to manage customers expectations
· what barriers/problems have there been and were they resolved effectively?
· does the SLA need to be modified?
This initial review should be carried out through discussions and questionnaires and the outcome used to inform the agreement and improve the service.
6. Draft an agreement outline
An SLA should identify the following:
· the purpose of the agreement
· the parties to the agreement, such as the provider and user of the service
· the service to be provided
· the period of the agreement, with notice if appropriate
· arrangements for monitoring, measuring and review
· the mechanism for resolving any conflicts
· the procedure(s) in case of non-performance (what happens if either party fails to meet the terms of the agreement?)
· procedures for change control
· the degree of contribution and help from the user
· lines of communication
· means of arbitration for unresolved disputes.
· agreed methods for monitoring and measuring.
3. Format for Human Resources Service Level Agreement
Parties to the Agreement
Insert the names of the other parties to this agreement i.e. divisions, departments, administrative teams/committees, other organisations/ external parties.
Objective of the Agreement
The purpose of this Service Level Agreement is to describe the key services we provide and the performance standards we have agreed with our service users in terms of service delivery.
This Agreement sets out
· the services we provide to internal customers/clients and external partners
· the overall standard which we aim to achieve in the provision of our services
· a mechanism for resolving any conflicts or misunderstandings relating to the delivery of the service
Future reviews and amendments to this Service Level Agreement
This agreement will be reviewed annually as part of the annual planning and review process and any changes will be agreed with service users. Changes made to this agreement will be signed off by all parties annually.
Objectives of the Service(s)
· (Insert an overall description of the principal services provided)
Responsibilities of service provider – who we are, what we do
· (Insert a brief outline of roles/responsibilities within the HR team and relevant contact information.)
Service Availability
· (Insert how and when can people access your service)
Description of key services
· (Insert key service/quality standards with turnaround times for delivery – this needs to link into the monitoring process and measures for success – key performance indicators. Include any statutory requirements. These should be key deliverables rather than detailed processes. Highlight which services are generic, applying to all service users and those that are specific to a service user or a group of service users.
What we need from Service Users
· (Describe the role that service users need to play to get the best outcomes and the information that is needed and by when, from service users to enable you to deliver an effective service)
Service Levels/Standards
· (Describe how you will measure, monitor and evaluate service performance – quantitatively and qualitatively.)
Monitoring success
· (Report on performance – what will be your key performance indicators/outcomes or impacts.)
Complaints
· (Describe how complaints or conflicts will be dealt with and resolved. The complaint mechanism should be developed as part of the core service standards)
Date of Agreement (insert date)
Signatories to Agreement
· (Include details of all parties to the agreement - all parties should sign this agreement)
4. Project Assessment Options
Project 1
On one of the HR internet websites that you joined recently (and now access regularly) you read the following request for help from another member. Develop a response that you could e-mail to help out this member who is getting increasingly desperate!
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07-04-2010, 02:48 PM |
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HR SLAs
HI ALL, So far no help ! ..... Can anyone pls help in terms of getting some measurements or standards for all HR activities but particularly for R&S, C&B, PMS and T&D. Would appreciate any thoughts or lessons from knowledge of or experience with SLAs. Rgds, Pulasthika |
Project 2
On one of the HR internet websites that you joined recently (and now access regularly) you read the following request for help from HR students in The Netherlands. Develop a response that you could e-mail to help out these students.
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28-02-2010, 07:16 PM |
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HR SLAs
Greetings, We are 3 students studying HR at a college in Eindhoven, The Netherlands. We have to give a group presentation on HR SLAs. Our lecturer has said that we must do this in a creative way and we must involve the other HR students in our class presentation. We are having difficulty in working out how to do this. Can someone help us out? Thanks, Students |
5. HR Websites
A UK based organisation, Becta’s second comprehensive HR strategic plan is well worth having students review. It shows clearly how the HR function at this organisation supports the organisation’s vision, mission and culture/values.
http://foi.becta.org.uk/content_files/corporate/resources/org_management/hr/hr_strategy0912.pdf
For an excellent example of HR practice in an Australian organisation, the HR function’s website at the University of Newcastle is strongly recommended.
http://www.newcastle.edu.au/unit/hrs/
Students could be asked to:
1. Access the above website.
2. Identify what is available in the HR resources library?
3. Outline what is in the managers’ toolkit?
4. Identify other aspects of this website that interest them.
For details of what is provided by an external provider of HR consulting services the following is recommended: www.ecue.com.au
Again students could be asked to:
1. Go to the above website
2. Identify what is the aim of this consultancy?
Identify the types of consultancy services offered by E-Cue
References
R.Jones Manageing Human Resource systems 2e
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
