BSBMGT517 Assessment

National Camper Trailers Pty Ltd is a fictional company created for educational and training purposes only. Consultant Review March 2016 Page 1 of 6

STRATEGIC PLAN National Camper Trailers (Assembly & Fitout Team) January 2016

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Contents

CULTURE CHANGE TO BE IMPLEMENTED FOR THE ASSEMBLY AND FITOUT TEAM. .................................................................................................................................. 4

1. Objective .................................................................................................................................................4

2. Current Situation ....................................................................................................................................4

3. Key Issues................................................................................................................................................4

3.1 Strengths of A&F team ...................................................................................................................4

3.2 Weaknesses of A&F team ...............................................................................................................4

4. Outcomes and high level action plan .....................................................................................................5

4.1 Ranked action items .......................................................................................................................5

APPENDIX A – JOB DESCRIPTION TEMPLATE .............................................................. 6

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Version control

Version No. Date Status Reason for change

1.0 11/03/2016 Draft Original

2.0 15/06/2016 Final For approval

Name Position Date approved Signature

Michael Dundee CEO June 2016 Mike Dundee

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Culture change to be implemented for the Assembly and Fitout Team.

1. Objective The Business Plan SWOT analysis identified a serious issue in the level of staff turnover within the Assembly and Fitout team, when compared to the other NCT Teams. The poor culture and high levels of turnover needs to be rectified.

2. Current Situation The assembly and fitout team is responsible for attaching all the fittings to the base trailers, this includes but is not limited to all the soft fittings, awnings, beds, covers, flooring finishes, other accessories, toilets, showers, power panels, wiring, back up batteries, fold out tables chairs, sinks, stoves, fridges, basically whatever the customer has requested to be included.

With annual staff turnover of 5 or 6 times the other departments, an operational plan needs to be developed to correct the unacceptable trend in Assembly & Fitout ‘A&F’ (refer to Appendix A for Position Description)

3. Key Issues A deep dive meeting was held with the management team. To stay focused the meeting was held off site. As part of the introduction it was made clear to all by Dale an independent convener and long-time consultant to NCT that all issues needed to be tabled and discussed regardless of influencers and personalities. It was confirmed that the current high turnover in the A&F team was unacceptable, creating significant extra expense to NCT in recruitment, training and loss of experience and knowledge. Dale also tabled the results from a survey he had completed with some recent customers as to their experience and thoughts on how their Camper Trailer was delivered and reports from the Fairwork Ombudsman as well as the legal responses. The process was to go around the table and all at the meeting to list what they thought was a strength of A&F, then list what they saw as issues or weaknesses, then as the management team rank in order of importance, then develop an implementation plan for each issue.

3.1 Strengths of A&F team  Excellent customer focus, always work hard to deliver to the customers’ expectations

 The customer service focus aligns well with the NCT values

3.2 Weaknesses of A&F team  Staff were not fully aware of their job or responsibilities

 Staff were constantly being moved onto the most important and urgent job

 No exit interviews were conducted, feedback indicated people could earn more elsewhere

 Good performance was not rewarded

 Poor performance was not managed

 The CEO often interviewed and appointed replacement staff to help out, Michael the A&F manager was not always included in the interview

 In the past year 4 complaints had been lodged with the Fairwork Ombudsman

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4. Outcomes and high level action plan The above weaknesses where ranked in order of importance by the management team. Being a management team energy and discussion quickly moved to resolving the weaknesses Dale let the conversation flow allowing it became apparent that each action item had dependencies and constraints intertwined with each other. Dale suggested that the management team were focusing on operational plans at the tactical level and a helicopter view was required, next step is to prioritise, confirm it fits the strategy and provide the broad guidelines and ensure processes are established that will support the solution to be implemented and identify desired timelines

4.1 Ranked action items

1. Job responsibilities and position descriptions to be established for all staff, in consultation with HR Manager refer Appendix A

2. Implement a daily work schedule to be agreed at the start of each shift, variations to the work schedule can only be approved by the A&F manager.

3. Exit interviews to be conducted by the HR Manager and the A&F Manager 4. HR Manger and A&F Manager, to develop job recognition rules, and make recommendation to the

management team on establishing a reward recognition program, this follow the SMART parameters and align with the corporate goals.

5. HR Manager to develop a procedure to manage poor performance, including warnings, formal warnings. Training on how to deliver formal warnings, including key dos and don’ts is to be organized for the senior management team.

6. The CEO can participate in the interview process when the A&F manager is seeking to employee new workers. The process for filling the vacant positions is to be documented by the HR Manager, advertising or referrals by mates are all to be managed through the new procedure.

7. The HR Manager is to provide information and run briefing sessions for all the management team in relation to requirements of Fair Work and other current legislative requirements in relation to employees.

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Appendix A – Job Description template

Brief description Describe the job requirements

Tasks • List the tasks; may include,

o With whom the role is expected to interact

o Requirement to resolve disputes and issues

o Understand equipment operations

o Coordinate activities with other workers

o Comply with workplace safety standards

o Monitor instruments, gauges, dials and other equipment

o Able to interpret plans or specifications

• Other skills as required

Qualifications and requirements for the role  A high school diploma or equivalent;

 Ability to use logic and reason to identify the strengths and weaknesses of alternative

solutions, and to manage one’s own time and the time of others;

 Ability to give full attention to what other people are saying, and to adjust

actions in relation to others’ actions.

Key competencies expected for the role (in order of importance) • Dependability — Job requires being reliable, responsible, and dependable, and fulfilling

obligations.

• Leadership — Job requires a willingness to lead, take charge, and offer opinions and

direction.

• Self-Control — Job requires maintaining composure, keeping emotions in check,

controlling anger, and avoiding aggressive behaviour, even in very difficult situations.

• Attention to Detail — Job requires being careful about detail and thorough in

completing work tasks.

• Stress Tolerance — Job requires accepting criticism and dealing calmly and effectively

with high stress situations.

Lines of communication • Reporting guidelines

Working conditions Indicate if the position is full time or part time. Also list any unique working conditions

(such as working hours) that the candidate should know about.