HUMAN RESOURCE
oceanoflove
FINAL.pdf
BSB51915 – Sep 2018
Assessment Resource Summary
Unit Details BSBHRM501 Manage Human Resource Services
This is a summative assessment, this assessment Assessment Type need adequate practice prior to undertaking this
assessment.
Case Study & Role-play Assessment 1
Project work & PPT Assessment 2
Assessment Methods
Project work Assessment 3
Short Question & Assessment 4 Answers / Case Study
BSBHRM501 – Assessment Resource
Unit Summary
This unit describes the skills and knowledge required to plan, manage and evaluate delivery of human resources service, integrating business ethics.
It applies to individuals with responsibility for coordinating a range of human resource services across
an organisation. They may have staff reporting to them.
Prerequisite Units
There are no recommended pre-requisite units for this competency.
ELEMENT PERFORMANCE CRITERIA
Elements describe the essential Performance criteria describe the performance needed to
outcomes. demonstrate achievement of the element. 1 Determine strategies for delivery of 1.1 Analyse business strategy and operational plans to determine
human resource services human resource requirements
1.2 Review external business environment and likely impact on
organisation's human resource requirements
1.3 Consult line and senior managers to identify human resource
needs in their areas
1.4 Review organisation's requirements for diversity in the
workforce
1.5 Develop options for delivery of human resource services that
comply with legislative requirements, organisational policies and
business goals
1.6 Develop and agree on strategies and action plans for delivery of
human resource services
1.7 Agree and document roles and responsibilities of human
resource team, line managers, and external contractors
2 Manage the delivery of human 2.1 Develop and communicate information about human resource
resource services strategies and services to internal and external stakeholders
2.2 Develop and negotiate service agreements between the human
resource team, service providers and client groups
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2.3 Document and communicate service specifications,
performance standards and timeframes
2.4 Identify and arrange training support if required
2.5 Agree on, and arrange monitoring of quality assurance processes
2.6 Ensure that services are delivered by appropriate providers,
according to service agreements and operational plans
2.7 Identify and rectify underperformance of human resource team
or service providers
2.8 Identify appropriate return on investment of providing human
resource services
3 Evaluate human resource service 3.1 Establish systems for gathering and storing information needed
delivery to provide human resource services
3.2 Survey clients to determine level of satisfaction
3.3 Capture ongoing client feedback for the review processes
3.4 Analyse feedback and surveys and recommend changes to
service delivery
3.5 Obtain approvals to variations in service delivery from
appropriate managers
3.6 Support agreed change processes across the organisation
4 Manage integration of business 4.1 Ensure personal behaviour is consistently ethical and reflects
ethics in human resource practices values of the organisation
4.2 Ensure code of conduct is observed across the organisation, and
its expectations are incorporated in human resource policies and
practices
4.3 Observe confidentiality requirements in dealing with all human
resource information
4.4 Deal promptly with unethical behaviour
4.5 Ensure all persons responsible for human resource functions
understand requirements regarding their ethical behaviour
BSBHRM501 – Assessment Resource
Foundation Skills This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.
Skill Performance Description
Criteria
Reading 1.1, 1.2, 1.4-1.6, 2.6, • Critically evaluates and applies content from a
2.8, 3.4, 4.2, 4.3 range of structurally complex texts
Writing 1.5, 1.7, 2.1-2.3, 3.1, • Develops a range of documentation using tone,
3.3 structure and language suited to context and
audience
Oral Communication 1.3, 2.2, 3.2 • Asks questions to gather information and listens
carefully to evaluate information
• Uses appropriate vocabulary and tone in
negotiations
Numeracy 2.3, 2.8 • Makes basic calculations to ensure work output
meets predetermined timeframes
• Selects from an expanding range of mathematical
strategies when analysing investment policies
Navigate the world of work 1.1, 1.2, 1.4, 1.5, 2.6, • Considers and adheres to organisational policies
4.1, 4.2, 4.3 and procedures when developing plans and
strategies
• Monitors adherence to legislative and
organisational requirements
• Appreciates the implications of ethical, legal and
regulatory responsibilities related to own work
• Considers own role in terms of its contribution to
broader goals of the work environment
Interact with others 2.1-2.3, 2.5, 2.7, 3.5, • Recognises the importance of taking audience,
4.4, 4.5 purpose and contextual factors into account when
making decisions about what to communicate to
whom, why and how
• Collaborates with others to achieve joint
outcomes, playing an active role in facilitating
effective group interaction
Get the work done 1.1, 1.2, 1.5, 1.6, 2.4, • Develops plans for complex, high-impact activities
2.6, 2.7, 3.1, 4.3 with organisational implications
• Uses systematic, analytical processes to solve
problems in complex, non-routine situations
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• Uses analytical processes to decide on a course of
action, establishing criteria for deciding between options, and seeking input and advice from others
• Uses digital technologies and systems safely, legally and ethically when gathering, storing and accessing information
Assessment Requirements
Performance Evidence
Evidence of the ability to: ▪ plan and manage human resource delivery within legislative, organisational and business ethics
frameworks
▪ communicate effectively with a range of senior personnel ▪ identify and arrange training support where appropriate ▪ calculate human resource return on investment within the organisation.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must: ▪ identify the key provisions of legal and compliance requirements that apply to managing human
resources
▪ summarise the organisation's code of conduct ▪ explain human resource strategies and planning processes and their relationship to business and
operational plans
▪ describe performance and contract management ▪ explain how feedback is used to modify the delivery of human resources. ▪
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the workforce development human resource development field of work and include access to:
▪ business strategy and operation plans ▪ business technology ▪ legislation, regulations and codes of practice relevant to staff recruitment, selection and induction ▪ interaction with others.
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VERSION HISTORY Version Number Date Reason for revision Who Approved By
TAS-AT-V1-05072017 05-07-2017 IBSA Material CEO
TAS-AT-V1.1-11072017 11-07-2017 Contextualized IBSA Material A.C CEO TAS-AT-V1.2-17072017 17-07-2017 In AT1 inclusion of industrial A.C CEO
relationship in Q5f
In AT4 Q10&11 included to meet A.C CEO industry consultation
TAS-AT-V1.3-07112017 07-11-2017 Version Control updated to align with A.C CEO other material
TAS-AT-V1.4-10032018 10-03-2018 Version Control updated to align with A.C CEO other material
TAS-AT-V2-04062018 04-06-2018 Version Control updated to align with A.C CEO other material
TAS-AT-V3-06092018 06-09-2018 Re-formatted assessment tool A.C CEO
BSBHRM501 – Assessment Resource
ASSESSMENT COVERSHEET
Assessor need to complete this form as this will be used to record student final result. All
submission including all checklists are to be attached with this sheet before storing it in student file. No student result will be uploaded in Student Database until and unless all paperwork related to unit
is complete.
Student Name: Student ID:
Unit Code & Title BSBHRM501 – Manage human resource services
First Submission □ Subsequent □ submission
Attach following documents to this sheet.
Result
S=Satisfactory NYS = Not yet satisfactory
NA= Not applicable
Assessment 1 Case Study & Role-play S NYS NA
Assessment 2 Project & PPT S NYS NA
Assessment 3 Project S NYS NA
Assessment 4 Short Question & Answers / Case Study S NYS NA
Final Result □ Competent □ Not Yet Competent
The Evidence provided is:
□ Valid □ Sufficient □ Authentic □ Current Student Declaration:
I am aware of TasCollege policy on plagiarism as stated in the TasCollege Student Handbook. This assignment does not breach those requirements nor has it been previously submitted for assessment contributing to any other subject or course. The ideas and information that are not mine have been referenced accordingly.
Student’s Signature: Date:_______/_______/_______
Feedback to Student:
Assessor Declaration: I declare that I have Signature:
conducted the assessment with this student and
have provided appropriate feedback. Date:_____/______/_____
Administration use only
Data Entered by Date Initials
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Information for Students
Prior to Assessment
Your Trainer/Assessor will advise you of your rights before and after assessments, including the right to appeal.
Your Trainer/Assessor will provide you with all relevant information relating to the assessments prior to commencement, and of the appeals procedure that can be utilised if you wish to appeal against the assessment outcome or make a complaint.
Results
You will be informed of the outcome of your assessment as soon as possible from the date the assessment was submitted. Prompt feedback will be offered to you on the outcome of the assessment. Feedback will be delivered in written and where possible, verbal form to you.
AQF Specifications for Assessments
This assessment is set in accordance with the criteria for AQF Level 5. Diploma qualifications must be designed and accredited to enable graduates to demonstrate the learning outcomes expressed as knowledge, skills and the application of knowledge and skills specified in the level 5 criteria and the Diploma descriptor.
Diploma descriptor
Summary
Graduates at this level will have specialised knowledge and skills for skilled/paraprofessional work and/or further learning.
Knowledge
Graduates at this level will have technical and theoretical knowledge in a specific area or a broad field of work and learning.
Skills
Graduates at this level will have a broad range of cognitive, technical and communication skills to select and apply methods and technologies to:
• analyse information to complete a range of activities • provide and transmit solutions to sometimes complex problems • transmit information and skills to others
Application of knowledge and skills
Graduates at this level will apply knowledge and skills:
• To demonstrate autonomy, judgement and defined responsibility in known or changing contexts and within broad but established parameters.
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ACSF Specifications and Foundation Skills
The term ‘Foundation Skills’ is currently used to include the core skills defined in the Australian Core
Skills Framework (ACSF) as well as the employability skills identified by employers as critical for effective performance in the workplace. The core skills of the ACSF include reading, writing, oral communication, numeracy and learning.
Foundation skills encompass the core skills of reading, writing, oral communication, numeracy and learning as described by the Australian Core Skills Framework (ACSF), and the Employability Skills/Core Skills for Work. They exist on a continuum from very basic skills to highly-developed and specialist skills. The foundation skills have been addressed in this assessment.
Assessment Process
To demonstrate competence in this unit, you must undertake all tasks in this assessment booklet and
complete them satisfactorily and in addition, also satisfactorily complete the practical assessment,
including demonstrating communication skills during the practical activities. If you do not answer some
questions or perform some tasks satisfactorily and therefore are deemed to be ‘Not Competent’, you
may be asked supplementary questions or given alternative activities to determine competence, which
will be documented in your student file. After you have demonstrated consistency in performance you
will be awarded this unit.
As part of the assessment process, you must abide by any relevant assessment policies as provided to you. If you feel you are not yet ready to be assessed or this assessment is unfair, please discuss with your assessor all options that are available to you to enable you to complete the assessment.
Submitting Assessments
You should submit assessment tasks with the provided cover sheet.
Assessments should be submitted on or before their due date. Extensions for individual assessment tasks may be negotiated in specific circumstances. Consultation on this must occur prior to the due date and extensions due to illness will require a medical certificate. Extensions must be confirmed by the Trainer/Assessor in writing.
Plagiarism and Referencing
All students are reminded that plagiarism will not be tolerated. Information, ideas etc. quoted or
paraphrased from another source, must be acknowledged with “quotation marks” around the relevant
words/sentences or ideas and cited at the end of the document. Sources of information, ideas etc. must be
provided in alphabetical order by author’s surname (including author’s full name, name of document/
book/internet etc. and year and place of publishing) or may be included in brackets in the text.
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An individual’s access to the assessment process should not be adversely affected by restrictions placed
on the location or context of assessment beyond the requirements specified in the training package.
Reasonable adjustments can be made to ensure equity in assessment for people with disabilities.
Adjustments include any changes to the assessment process or context that meet the individual needs
of the person with a disability, but do not change competency outcomes.
When assessing people with disabilities, trainer/assessors are encouraged to apply good practice assessment methods with sensitivity and flexibility.
The assessment process must:
• Provide for valid, reliable, flexible and fair assessment
• Provide for judgement to be made on the basis of sufficient evidence
• Offer valid, authentic and current evidence
Access and Equity
Please speak to your trainer/assessor if you require assistance with any access and equity concerns you may have.
Recognition of Prior Learning
If you can demonstrate that you have the skills and knowledge within this unit, you should speak to your trainer/assessor about this and apply for recognition of prior learning.
Assessments
There are four (4) forms of assessment or evidence gathering methods for this unit of competency. Students are required to complete them all. Your assessor will advise when assessments are due.
Students may use various sources of information including: text books, learning workbooks, other documents and the internet and they must list the sources of the information.
Assessment 1 Case Study & Role-play: In this assessment you are required to respond to a case study business scenario (provided) and identify human resources needs through a review of business documentation and the external business environment and through role-played consultation with line and senior managers, develop options for delivery of human resources (HR) services (later to be formalised in a service level agreement) and present these in a short report and develop an action plan for the delivery of HR services that includes roles and responsibilities for implementing proposed service level agreements. Assessment 2 Project work & PowerPoint Presentation: This task continues on from the work undertaken in Assessment Task 1. You are required to communicate information on human resources (HR) strategies, service level agreement/s (SLAs), performance standards and potential return on investment (ROI) in order to build understanding and buy in among internal stakeholders and identify and manage underperformance through development of a coaching/performance management action plan. Assessment 3 Project Work: This task continues on from the work undertaken in Assessment Tasks 1 and 2. You are required to seek feedback on human resources (HR) service delivery and develop an evaluation report on performance. Assessment 4 Short Question Answers: This task continues on from the work undertaken in Assessment Tasks 1, 2 and 3. You are required to answer a series of questions relating to analytical skills and knowledge of HR management.
BSBHRM501 – Assessment Resource
STUDENT INFORMATION
Instruction for Student:
Whilst researching and writing your project it is important to:
• Read the Assessment description carefully
• Assessment should be in a Word format
• All work is to be entirely of the Student. General Information for this assessment:
• Read the instructions for each question very carefully.
• Be sure to PRINT your FULL name & LAST name in every place that is provided.
• For those activities requesting extra evidence such as: research reports, ESSAY reports, etc.
The student must attach its own work formatted in double space, Arial 12 pts.
• All activities must be addressed correctly in order to obtain a competence for the unit of
competency.
• If the Student doesn’t understand the assessment, they can request help from the assessor
to interpret the assessment.
• Submit this document along with your assessment
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Assessment Task 1 – Case Study & Role-play
Student name
Student ID
Submission Details of Assessment
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See instructions
below for details.
Purpose of the Assessment
This assessment task provides you with the opportunity to demonstrate that you have the skills
and knowledge to determine strategies for the delivery of human resources services.
Introduction
In this assessment you are required to respond to a case study business scenario (provided) and:
❑ identify human resources needs through a review of business documentation and the external business environment and through role-played consultation with line and senior managers.
❑ develop options for delivery of human resources (HR) services (later to be formalised in a service level agreement) and present these in a short report.
❑ develop an action plan for the delivery of HR services that includes roles and responsibilities for implementing proposed service level agreements.
BSBHRM501 – Assessment Resource
Instructions
1. Review the scenario information provided in the appendices of this assessment task.
2. Review the simulated business information for JKL (provided by your assessor) and identify
human resources requirements.
3. Review the external business environment (political, economic, social, and technological
circumstances, etc.) and identify possible impact on human resources requirements.
Note: You may gather such information from simulated role-plays or through reviewing the
scenario and business information provided; you may also undertake additional research to
supplement your report.
4. Arrange with your assessor to consult with two managers to determine HR requirements:
a. Service Manager
b. Sales Manager
Note: Roles to be performed by and/or observed by assessor.
Note: The HR requirements you identify through consultation will later need to be formalised
in service level agreement (SLA) to be completed and agreed in Assessment Task 2.
5. Prepare a 600 - 800 word report on human resources needs that includes:
a. information gathered from:
– analysis of business documentation
– consultation with internal stakeholders
– a review of the external business environment.
b. a discussion of at least two options to meet human resources needs and discuss the risks
associated with each (relate risks to your review of external business environment), such
as:
– labour market skills shortages
– slow economic growth
– business confidence
– uncertainty in environmental regulatory environment
c. a return on investment (ROI) calculation and analysis for each option
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d. recommendations to meet HR needs including recommendations for service
level agreement/s
e. a discussion of HR strategies to deliver HR services in accordance with business needs,
diversity, and anti-discrimination policy.
f. A review on existing industrial relations
6. Prepare an Action Plan to communicate and implement recommendations over the next four
weeks. (You may use the template provided in Appendix 3). Include:
a. timelines
b. roles and responsibilities (include roles for HR team, line managers, senior managers,
external parties, etc. as required for implementation)
c. resources required; including financial resources and technology for communication to
stakeholders (both internal and external)
d. strategies and tactics to ensure successful implementation, including monitoring activities
and technology required to collect and manage data in accordance with policies and
procedures
e. activities – you need to include the activities required to communicate and promote
changes, to communicate SLAs (for implementation in Assessment Task 2), and to
implement your recommendations to meet HR requirements.
Note: in Assessment Task 2, you will implement communication of the SLA to managers and
seek final agreement.
7. Arrange with assessor to meet and role-play meeting with Operations Manager to approve action
planning and make revisions as required.
Note: roles to be performed and/or observed by assessor.
8. Submit all documentation by the agreed deadline as outlined below. Ensure you keep copies
for your records.
Evidence that you need to submit to your Assessor
You must: Tick off below when you
have submitted
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Participate in three role-plays with the:
o Service Manager
o Sales Manager
o Operations Manager
Submit a 600-800 word report on HR requirements and
recommendations
Submit an Action Plan (revised as required by Operations Manager in
role-play).
What your assessor will be looking for evidence of
● analytical and problem-solving skills to review business and operational plans and to develop
and evaluate human resources strategies to support the organisational plans
● communication and negotiation skills to consult with key stakeholders across the organisation and
ensure their support for human resources strategies
● learning skills to see that performance is managed and skills are developed in a range of contexts
● technology skills to:
○ communicate with key stakeholders
○ support HR functions, including data collection and managing information according to
legislation and organisational policies
● knowledge of human resources strategies and planning processes as they relate to business
and operational plans
● knowledge of performance and contract management
● knowledge of relevant legislation that applies to human resources.
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BSBHRM501 – Assessment Resource
Appendix 1 – Scenario: JKL Industries
JKL Overview
JKL Industries is an Australian owned company, selling forklifts, small trucks and spare parts to industry.
They also have a division which leases forklifts and small trucks.
The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth,
Adelaide and Canberra.
Change
After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales rights to
a range of medium and large trucks from an overseas supplier. This opportunity will provide JKL with
an advantage in range over its competitors.
Sales results over the past five years have indicated strong growth in forklift and truck sales which have
averaged 10% sales growth per annum. The rental market has been in decline for the past three years
due to the reduced costs of these vehicles and some taxation benefits to industries who purchase
these vehicles.
Taking the sales opportunity will, however entail some significant changes, including significant changes
to the current organisational structure. The company will reposition itself to focus solely on retail sales
and service and exit the rentals market in which forces such as competition and consumer choice reduce
potential profitability.
In accordance with the organisation’s values, JKL intends to (to the extent feasible) recruit from within the
company and upskill or reskill existing employees in rentals who wish to remain with the company.
HR role
HR will have a key role to play in the implementation of strategic and operational changes. The
significant changes to the organisation also provide an opportunity for HR to potentially restructure and
certainly rethink how it delivers services to internal clients. HR will need to consider company strategic
directions, the external business environment, and the needs of employees and managers to
implement the strategy effectively.
Options for service delivery
A number of HR service delivery options are available for discussion and analysis.
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The following cost and benefits are presented for a number of possible HR service delivery options and
strategies
All figures are predicted for following financial year except where otherwise noted. = × ℎ .
Financial gain through efficiencies, savings Chance of
Strategic options Cost or direct revenue (without consideration failure/Likelihood of
of costs) risk
Outsourcing basic HR services. $600,000 $800,000 for the following financial year 10% (0.1) – Low risk
Restructuring HR. $800,000 $1,000,000 over next 5 years 20% (0.2) – Low risk
Redeploying and retraining $500,000 $3,000,000 over next 3 years 30% (0.3) –
rental employees. Moderate risk
Integrating HR services and $100,000 $1,500,000 over next 3 years 10% (0.1) – Low risk
recruitment.
Enhancing HR services with $100,000 $1,000,000 over next 5 years 10% (0.1) – Low risk
respect to performance
management to enhance
business partnering at all
levels.
Enhancing HR services with $150,000 $500,000 for the following financial year 20% (0.2) – Low risk
respect to industrial relations
(IR) to enhance business
partnering at all levels.
Task
JKL have requested that you, as the newly appointed Human Resources Manager, provide them with
options for the strategic delivery of human resources services to support the organisation’s plans
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Appendix 2 – JKL Industry’s industrial relations history
JKL Industries has not had a clear industrial relations policy or strategies in the past. There has
been a tendency to manage issues on an ad hoc basis rather than drive the business through long-
term industrial relations objectives.
Responsibility for industrial relations issues has been spread between various levels of management
including the Operations Manager, Sales Manager, Service Manager and Human Resources Officers
for each branch. This has led to issues of inconsistency and allegations of unfair work practices, with
team members confused as to their entitlements and unsure of how to resolve grievances and
conflict appropriately.
On several occasions the union has become involved in disputes when team members have
been unable to resolve issues with their line managers.
Morale in the workplace fluctuates and is often dependent on the division manager’s
management style and skill level. There have been instances of workplace conflict which have not
been satisfactorily resolved and have led to complaints of discrimination and unfair dismissal.
Employees have heard rumours of the forthcoming changes in the structure of the organisation and
the move into medium and large truck sales. There are concerns about possible redundancies but
no information from management has been forthcoming.
There has been a history of dissatisfaction within the organisation relating to pay and conditions
with some employees complaining they are not receiving the entitlements they should be.
Management skills and knowledge
The current management team has little understanding of industrial relations matters and has
been appointed to their current positions based on their abilities in sales or their technical skills.
They have limited understanding of Australian workplace agreements and a tendency to refer any
problems to the HR officers. This has led to conflict and dissatisfaction within the work teams and is
felt to be a contributing factor to the high turnover of staff in some departments. Management
tends to be ‘operations’ focused and have little understanding of people management,
performance management or leadership skills; moreover, managers tend to resent any intrusion of
HR into strategic planning, recruitment and workforce planning, seeing these as business issues. HR
is seen to merely provide administrative assistance, but not to contribute to the achievement of
business goals in more direct or meaningful ways.
The HR officers have experience in understanding and interpreting Australian Workplace
Agreements from an administrative perspective. They have limited knowledge of strategic
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management and have little control over or influence in implementing industrial relations policy.
As they report directly to the Division Manager, they are functioning more as administration
assistants than as a strategic HR resource.
While JKL Industries has policies and procedures relating to workplace behaviours and values,
employees are not provided with written copies of procedures nor are they trained in values,
behaviours, codes of practice or workplace cultural issues. Many employees are confused about
their rights and entitlements at work and are not clear on who they should speak to if they have
a problem.
Conflict situations
Some examples of industrial relations issues are detailed below.
Case 1
An apprentice mechanic complained to the union that he was left unsupervised for up to five
hours several days per week.
The union investigated the matter and found it to be substantiated. Management claimed it was a
temporary rostering issue caused by the resignation of senior mechanics and would be rectified.
The apprentice was satisfied with the response and the rosters were adjusted.
Case 2
Five sales consultants claimed their annual bonus was calculated incorrectly. Management asked the
payroll department to review the payments and was advised it was correct. The sales consultants
felt they had been misled by confusing contracts detailing the bonus arrangements and had, in fact
earned their bonuses. Management did not respond. Three sales consultants resigned as a result.
Case 3
The mechanics and apprentices in the NSW branch complained to management about excessive
hours of work. They were told that the business did not have the resources to hire extra staff and
they would have to work the overtime. The mechanics continued to do the overtime for two
months and then complained again. One mechanic refused to work more overtime and was
dismissed summarily by the Service Manager, Norm Johnston. He lodged an unfair dismissal claim
and was reinstated and back paid. No action was taken by the company with regards to the Service
Manager’s performance or behaviours.
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Case 4
An administration assistant in the finance division complained to the HR Officer that she felt
uncomfortable working around one of the male accountants as he had asked her out on several
occasions. When she said no, she felt like he singled her out for the worst jobs in the office, was rude
to her in front of other staff and made comments in public about her weight. The HR officer told her
she was being overly sensitive and should be flattered to have been asked out. She was told to be
more of a team player. The administrative assistant then complained to the Finance and
Administration Manager and was told there was nothing he could do. She resigned from the
company.
Case 5
Management decided to restructure the sales department which involved redundancies. They did
not involve the union or offer any type of counselling or personal meetings. Employees were
informed by letter and were paid the minimum payouts they were entitled to. There was no
discussion with remaining staff and morale became extremely low. Within two months,
management had replaced the team members made redundant with new workers.
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Appendix 3 – Action plan template
Activity
Timeline
Strategy/application of policy Resources
Person
Policy
(if relevant)
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Assessment Task 2 – Project Work & PowerPoint Presentation
Student name
Student ID
Submission Details of Assessment
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See instructions
below for details.
Purpose of the Assessment
This task provides you with the opportunity to demonstrate that you have the knowledge or skills
required to manage the communication, promotion and delivery of human resources services.
Introduction
This task continues on from the work undertaken in Assessment Task 1.
You are required to:
❑ communicate information on human resources (HR) strategies, service level agreement/s (SLAs), performance standards and potential return on investment (ROI) in order to build
understanding and buy in among internal stakeholders.
❑ identify and manage underperformance through development of a coaching/performance management action plan.
Instructions
Part A
1. Review the scenario information provided in the appendices of this assessment task and the
simulated business information for JKL (provided by your assessor in Assessment Task 1).
2. Review work completed and information gathered for Assessment Task 1, and in
particular, the selected options for HR service delivery and action planning.
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3. Develop a draft service level agreement (SLA) in response to HR requirements identified in
Assessment Task 1. (Use the SLA template is provided in Appendix 1).
Try to align the service level agreements to the overall strategic and operational needs of
the organisation. For example, develop performance metrics related to financial or investor
value, customer value, development of people or employee value, and the value added
through improvement of HR management practices and processes.
Remember to include measures related to meeting requirements of the organisation’s
values, code of conduct, and legal obligations.
4. Prepare to deliver a presentation to managers on the human resource strategies
developed in Assessment Task 1 to seek agreement on your draft SLA (which formalises
agreement on delivery of options by HR service providers to internal clients).
Ensure that your presentation covers the following.
a. Work to gain support for strategies and the draft SLA.
b. Discuss relationship of SLA to business performance at various levels of the
organisation (for example, helps sales people meet customer needs, helps managers,
helps senior managers, helps the organisation achieve its vision).
c. Discuss the need for training to enable effective implementation of SLA.
d. Discuss risk level and management (risk mitigation) for proposed strategies.
e. Discuss ROI.
f. Discuss methods for monitoring performance against the SLA, for example strategies to:
− focus on building quality into the process and continuous improvement
− focus on preventing problems through early identification
− monitor constantly
− set clear accountabilities.
g. Discuss strategies for monitoring performance against SLA with respect to
the organisation’s values, code of conduct, and legal obligations.
5. Deliver the presentation to your class and Assessor who will take the role of managers.
6. Amend SLA if required due to input from managers.
7. Amend action plans for implementation of SLA as required.
BSBHRM501 – Assessment Resource
8. Submit all documentation by the agreed deadline as per the outline below. Ensure you
keep copies for your records.
Part B
1. Identify instances of underperformance using the information provided in Appendix 2.
2. Develop an Action Plan to address underperformance of team or service providers in two of
the three scenarios presented in Appendix 2.
Action plans should include:
a. performance management activities
b. timelines
c. strategies to ensure success/integration with organisational values/policy/business
ethics/legal requirements
d. resources
e. responsibilities.
Note: You may use the template provided in Appendix 3.
3. Submit all documentation by the agreed deadline as per the outline below. Ensure you
keep copies for your records.
BSBHRM501 – Assessment Resource
Evidence that you need to submit to your Assessor
You must Tick off below when you
have submitted
deliver a presentation on HR service delivery and strategies
submit presentation notes or slides
submit draft and amended service level agreements
submit an amended action plan for delivery of SLA
submit an action plan to address and rectify HR delivery
underperformance in two of the three scenarios.
What your assessor will be looking for evidence of
● analytical and problem-solving skills to review business and operational plans and to develop
and evaluate human resources strategies to support them
● communication and negotiation skills to consult with key stakeholders across the organisation
and ensure their support for human resources strategies
● communication skills to manage service delivery
● learning skills to see that performance is managed and skills are developed in a range of
contexts
● technology skills to:
○ communicate with key stakeholders
○ support HR functions, including data collection and managing information according
to legislation and organisational policies
● knowledge of human resources strategies and planning processes as they relate to
business and operational plans
● knowledge of performance and contract management
● knowledge of relevant legislation that applies to human resources.
BSBHRM501 – Assessment Resource
Appendix 1 – Service level agreement template
General information
Purpose
<State the reason, goals or objectives of the SLA>
Vision
<State the core values to be realised and the aspirational goal>
Service performance
Mission
<State the core activity of functions to be carried out or facilitated by the SLA>
Scope
<State the process/area/business unit the SLA is intended to apply to. State key
stakeholders affected>
Hours of operations
<If applicable to SLA, state hours of operation between which services will be provided>
Performance expectations
Service expectations
<State key expectations and metrics>
Performance
Service Process/Area Expectation Performance metric monitoring
schedule
Working assumptions
<State any assumptions the SLA is subject to>
Service constraints
<State the service constraints, for example services the SLA does not cover that may be
assumed, any legitimate reason why service could fail such as power outages, etc.>
BSBHRM501 – Assessment Resource
Service level agreement maintenance
<State the process for review and periodic modification of SLA as needed>
Terms of agreement
<State the beginning and ending date of SLA, any conditions that must be fulfilled by client>
Periodic quality reviews
<State summary of schedule for review. State agenda or terms of reference for the review, i.e., what
aspects of the SLA will be open to review?>
Issue resolution
<State process for resolution of issues>
Signatures to agreement
Provider
Client/s
BSBHRM501 – Assessment Resource
Appendix 2 – Performance issues
Case study – Service provider
You have completed a quality assurance audit for a service agreement with a
recruitment provider.
The audit revealed that the service provider (PeoplePower) is not providing service at
an adequate level:
● Recruitment process is taking too long.
● On several occasions, the service provider has failed to complete the three
required reference checks, delaying the appointments as the reference checks are
a requirement for appointment under the organisation’s recruitment policy. The
service provider states that other organisations only require two and the extra
check provides a burden on their ability to act within the timeframes of the service
agreement.
● There is confusion over coordinating roles of the service provider and
the organisation.
● The provider is providing incorrect information on benefits and rewards and
remuneration policy to employees.
● Training of personnel (as stipulated in SLA) is inadequate to business needs.
The poor performance of the service provider has been impacting on the morale of
employees and negatively impacting the business.
BSBHRM501 – Assessment Resource
Case study – Line manager
You have monitored the performance of line managers with respect to
implementing business strategies. Your monitoring activities revealed that sales
managers are not following recruitment procedures in the following manner:
● They are not submitting request forms in the required time frames.
● They are failing to complete person specification forms as per the required
procedures.
As a result, the external service provider has referred unsuitable candidates to
the organisation and has not met the timeframes specified in the agreement.
The service provider has noted that line managers have been delaying final decisions for
up to three weeks; in breach of the service agreement. Line managers are complaining
they don’t have time to do the final selection checklists provided by HR and that is what
is delaying them. They say the forms are time consuming and they don’t really
understand what to do with them.
The delays have been impacting on the operational capabilities of the business, which
is unacceptable.
BSBHRM501 – Assessment Resource
Case study – HR Officer
You have completed a quality assurance audit for a service level agreement with
the business.
The audit revealed that the HR officer in the Sydney service department is not
providing service at an adequate level in the following ways:
● Providing incorrect information on benefits and rewards and remuneration policy
to employees.
● Providing inadequate advice on training.
● Not following the organisation’s performance management policy.
● Failing to live up to the spirit of partnering with managers to further business goals;
not listening to needs of managers and customer-facing staff in order to meet
customer needs; not effectively translating higher level business goals to
operational measures such as developing workforce capability; not promoting
general understanding of business goals and employee buy in.
The lack of acceptable performance has been impacting on the operational capabilities
of the Sydney service department, which is unacceptable.
BSBHRM501 – Assessment Resource
Appendix 3 – Action plan template
Strategy/application
Activity Timeline of policy Resources Person Policy (if relevant)
BSBHRM501 – Assessment Resource
Assessment Task 3 – Project Work
Student name
Student ID
Submission Details of Assessment
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See instructions
below for details.
Purpose of the Assessment
This task provides you with the opportunity to demonstrate that you have the skills and
knowledge to collect feedback on and evaluate human resources service delivery.
Introduction
This task continues on from the work undertaken in Assessment Tasks 1 and 2.
You are required to: ❑ seek feedback on human resources (HR) service delivery ❑ develop an evaluation report on performance.
BSBHRM501 – Assessment Resource
Instructions
1. Review the scenario information provided in the appendices of this assessment task and the
simulated business information for JKL (provided by your assessor in Assessment Task 1).
2. Review work completed and information gathered for Assessment Tasks 1 and 2, particularly
performance information and planned monitoring activities.
3. Consider the following scenario:
You have implemented the service delivery strategies based on the case study
in Assessment Task 1.
You wish to collect feedback from: managers; external providers of HR services; and
clients, regarding HR performance against set performance expectations.
You need to gather feedback covering the following areas:
● financial performance
● customer value
● people development
● operational process efficiency
● organisational values, policies and legal obligations.
You will need to capture information on potential causes for performance issues.
You have decided to develop a client satisfaction survey to gather qualitative, level 1
feedback (the ‘Reaction’ level on the Kirkpatrick Model) from a range of stakeholders
to supplement performance scorecard information provided in Appendix 1.
4. Revise action planning undertaken in Assessment Task 1 to include service delivery surveys
and information from company balanced scorecard (Appendix 1) over the current financial
year. Include actions to ensure that you comply with organisational recordkeeping policy.
5. Develop a survey on HR service delivery to obtain feedback from clients, including:
a. senior management
b. line managers
c. recruitment service provider
d. employees.
BSBHRM501 – Assessment Resource
6. Provide a copy of the survey to your assessor for completion. The assessor will fill out several
surveys as if completed by various stakeholders.
7. Obtain the completed surveys from your assessor.
8. Analyse the feedback (in surveys) provided by your assessor as well as performance data
provided in Appendix 1.
9. Prepare a report on HR service delivery performance for the Operations Manager. Your
report should be approximately 600-800 words and include the following:
a. a summary of proposed recommendations for service delivery changes
(executive summary)
b. analysis of performance data, including adherence to values, code of
conduct, organisational policy and legal requirements
c. proposed recommendations for service improvements, for example:
– changes to service level agreement/s (SLAs)
– changes to implementation strategies
– reference to business needs in connection with changes and impact (if any) on
business or operational plans
– revised return on investment (ROI) figures with justification.
Note: Ensure your proposed changes are expressed in a business-like and persuasive manner
designed to seek approval and gain support from the operations manager.
10. Prepare an Action Plan to support communication of changes and implementation of changes
over the next six months. You may want to use the action plan template provided in Appendix
2. Include in your plan:
a. communications activities designed to obtain support and approval from clients
for service changes and changes to SLAs
b. activities, resources and strategies designed to effectively implement, monitor and
win buy in from organisational stakeholders and clients of HR services.
11. Submit all documentation by the agreed deadline as per the outline below. Ensure you
keep copies for your records.
BSBHRM501 – Assessment Resource
Evidence that you need to submit to your Assessor
You must Tick off below when you
have submitted
amended action plan/s for monitoring of service delivery performance
a survey on HR service delivery
a 1–2 page report on service delivery performance, including
proposed recommendations for service improvement or variation
action plan to support communication of and amended
implementation of HR service delivery.
What your assessor will be looking for evidence of
● analytical and problem-solving skills to review business and operational plans and to develop
and evaluate human resources strategies to support them
● communication and negotiation skills to consult with key stakeholders across the
organisation and ensure their support for human resources strategies
● communication skills to manage service delivery
● learning skills to see that performance is managed and skills are developed in a range of
contexts
● technology skills to:
○ communicate with key stakeholders
○ support HR functions, including data collection and managing information according
to legislation and organisational policies
● knowledge of human resources strategies and planning processes as they relate to
business and operational plans
● knowledge of performance and contract management.
BSBHRM501 – Assessment Resource
Appendix 1 – Company balanced scorecard (HR related performance)
KRA Objective or target Performance metric
Result
or KPI
Financial Costs of new HR Cost of HR measures 20% budget overrun
measures kept to
forecasts as outlined
in Assessment Task
1
5% growth in $ revenue $18,000,000 gross
revenue to revenue
$20,000,000 gross
revenue
90% managers agree % agree 60% agree
HR contributes to
business financial
success
Customer value Maintain market Market share 12% market share
share in sales and
service at around
15%
10% Market share in Market share 5% market share
trucks
90% managers agree % agree 70% agree
that HR helps them
to meet customer
needs effectively
People development 100% rental staff % rental staff 60% successfully
trained in sales trained in sales trained
BSBHRM501 – Assessment Resource
KRA Objective or target Performance metric
Result
or KPI
25% managers % managers 4% enrolled in
engaged in career enrolled in internal further training
development or external
programs
90% job satisfaction % satisfied with role 70% satisfaction
rate and career
prospects within
company
Process 100% of % completion 80% completion rate
performance
reviews conducted
in accordance with
policy
90% of % completion 75% completion rate
administrative HR
tasks completed on
time and in
accordance with
policy
90% managers agree % agree 80% agree
their own HR officer
is effective and
personally helpful
BSBHRM501 – Assessment Resource
Appendix 2 – Action plan template
Strategy/application of
Activity Timeline policy Resources Person Policy
(if relevant)
BSBHRM501 – Assessment Resource
Assessment Task 4 – Short Question Answers / Case Study
Student name
Student ID
Submission Details of Assessment
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See instructions
below for details.
Purpose of the Assessment
This task provides you with the opportunity to demonstrate that you have the skills and
knowledge to manage the integration of business ethics in human resources practices.
Introduction
This task continues on from the work undertaken in Assessment Tasks 1, 2 and 3.
You are required to: ❑ answer a series of questions relating to analytical skills and knowledge of HR management. ❑ submit your written answers to your assessor by the deadline agreed with your assessor.
Instructions
1. Review the simulated business information for JKL provided to you by your assessor.
2. Review scenario-based questions in Appendix 1.
3. Answer questions.
4. Submit written answers to each scenario-based question and associated documents by the
agreed deadline and according as outlined below. Ensure you keep copies for your records.
Evidence that you need to submit to your Assessor
You must: Tick off below when you
have submitted
Submit written answers to scenario-based questions
BSBHRM501 – Assessment Resource
Provide associated documents if required, for example:
○ action plans (Q6b)
○ amended policies (Q6e).
What your assessor will be looking for evidence of
● analytical and problem-solving skills to review business and operational plans and to develop
and evaluate human resources strategies to support them
● communication and negotiation skills to consult with key stakeholders across the
organisation and ensure their support for human resources strategies
● communication skills to manage service delivery
● learning skills to see that performance is managed and skills are developed in a range of
contexts
● technology skills to:
○ communicate with key stakeholders
○ support HR functions, including data collection and managing information according
to legislation and organisational policies
● knowledge of human resources strategies and planning processes as they relate to
business and operational plans
● knowledge of performance and contract management
● knowledge of relevant legislation that applies to human resources.
Appendix 1 – Scenario-based questions – Business ethics
1. What are two pieces of legislation that may apply to managing human resources?
2. How do human resource strategies and planning processes relate to business and
operational plans?
3. What is performance management for the delivery of HR services in your own words?
4. What is contract management for HR service delivery in your own words?
5. How is feedback used to modify the delivery of human resources?
6. Use JKL Industries’ code of conduct to answer the following questions.
a. What are the requirements of the organisation's code of conduct?
BSBHRM501 – Assessment Resource
b. How would you communicate the code of conduct? Discuss:
– activities
– strategies to achieve the aims of the communication activities
– technologies and media to achieve the aims of the communication strategies.
Note: you may wish to submit an action plan as an alternative way of answering
this question.
c. Who would you consult and why?
d. How would you monitor employee adherence to the code of conduct?
e. How would you incorporate the code of conduct into HR policies and practices?
Note: You may wish to submit an amended policy or procedure example as a way
of answering this question.
f. How would you incorporate the code of conduct into service level agreements?
g. How can the effective implementation by HR of a code of conduct contribute
to business and operational success?
h. How would you personally ensure that you adhered to (and were seen to adhere to)
the organisation’s code of conduct?
7. You have had a complaint from one of the senior managers that information relating to a
sexual harassment investigation was being discussed amongst his team members. He believes
the human resources officer may have discussed the case with a friend (uninvolved in the
case) who works in the manager’s department.
a. What action would you take as the human resources manager?
b. What could be the consequences of failing to act promptly and appropriately?
c. What could be the business impact of failing to act promptly and appropriately?
d. How can you ensure all human resources staff are clear about ethical expectations
and behaviours?
8. Your recruitment service provider has advised you that on an employee recruitment request
form submitted to the provider, the manager specifically requested he preferred older women
who won’t ‘run off and get pregnant’.
a. What legislation is this in breach of?
BSBHRM501 – Assessment Resource
b. What action would you take to deal promptly with the matter?
When you discussed the situation with the manager, he stated, ‘how am I supposed to know
this that it’s not ok to make that request? Is it written down anywhere? I’m a mechanic not
an HR expert. Why don’t you do this from now on?’
c. What documentation within the organisation would identify that his request
is inappropriate?
d. What would you do to ensure that all personnel in the organisation are aware of their
obligations, the company’s policies, procedures and expectations and the
consequences of unethical behaviour?
e. What would you do to ensure the matter was handled in accordance with confidentiality
requirements and the policy-related requirements of the organisation?
9. How would you use digital technologies and systems safely, legally and ethically when
gathering, storing and accessing information?
10. Discuss the steps of taking disciplinary actions briefly.
11. Discuss the steps of Redundancy management in short.
BSBHRM501 – Assessment Resource
Assessor Checklist
Did the student answered the following questions:
Questions Satisfactory
Yes No 1. What are two pieces of legislation that may apply to managing human
resources?
2. How do human resource strategies and planning processes relate to
business and operational plans?
3. What is performance management for the delivery of HR services in your
own words?
4. What is contract management for HR service delivery in your own words?
5. How is feedback used to modify the delivery of human resources? 6. Use JKL Industries’ code of conduct to answer the following questions.
a. What are the requirements of the organisation's code of conduct?
b. How would you communicate the code of conduct? Discuss:
– activities
– strategies to achieve the aims of the communication
activities
– technologies and media to achieve the aims of the communication strategies.
Note: you may wish to submit an action plan as an alternative way of answering this question.
c. Who would you consult and why?
d. How would you monitor employee adherence to the code of conduct?
e. How would you incorporate the code of conduct into HR policies
and practices?
Note: You may wish to submit an amended policy or procedure example as a way of answering this question.
f. How would you incorporate the code of conduct into service
level agreements?
g. How can the effective implementation by HR of a code of conduct contribute to business and operational success?
h. How would you personally ensure that you adhered to (and
were seen to adhere to) the organisation’s code of conduct? 7. You have had a complaint from one of the senior managers that
information relating to a sexual harassment investigation was being
discussed amongst his team members. He believes the human resources
officer may have discussed the case with a friend (uninvolved in the
case) who works in the manager’s department.
BSBHRM501 – Assessment Resource
a. What action would you take as the human resources manager?
b. What could be the consequences of failing to act promptly and appropriately?
c. What could be the business impact of failing to act promptly and
appropriately?
d. How can you ensure all human resources staff are clear about ethical expectations and behaviours?
8. Your recruitment service provider has advised you that on an employee
recruitment request form submitted to the provider, the manager specifically requested he preferred older women who won’t ‘run off and get pregnant’.
a. What legislation is this in breach of?
b. What action would you take to deal promptly with the matter?
When you discussed the situation with the manager, he stated, ‘how am I supposed to know this that it’s not ok to make that request? Is it written down anywhere? I’m a mechanic not an HR expert. Why don’t you do this from now on?’
c. What documentation within the organisation would identify that
his request is inappropriate?
d. What would you do to ensure that all personnel in the organisation are aware of their obligations, the company’s policies, procedures and expectations and the consequences of unethical behaviour?
e. What would you do to ensure the matter was handled in
accordance with confidentiality requirements and the policy- related requirements of the organisation?
9. How would you use digital technologies and systems safely, legally
and ethically when gathering, storing and accessing information? 10. Discuss the steps of taking disciplinary actions briefly. 11. Discuss the steps of Redundancy management in short.
BSBHRM501 – Assessment Resource
Assessor Checklist
Assessment Task 1 – Project Work & Role-play
Student’s Name
Assessment Date/s
Outcomes
Did the student:
Satisfactory
Yes No
Participate in three role-plays with the:
● Service Manager
● Sales Manager
● Operations Manager?
Submit a 600-800 word report on HR requirements and recommendations?
Submit an Action Plan (revised as required)?
Submit evidence by agreed deadline?
Performance indicators
Did the student:
Satisfactory
Yes
No
Adhere to file-naming policy: Author, report name (or abbreviated name), date
of submission?
Analyse business strategy and operational plans to determine human resources
requirements?
BSBHRM501 – Assessment Resource
Satisfactory
Did the student:
Yes No
Review external business environment and likely impact on organisation's
human resources requirements?
Consult line and senior managers to identify human resources needs in their
areas taking into consideration of industrial relation?
See role-plays in assessor instructions for full list of possible needs.
Review the organisation's requirements for diversity in the workforce?
Develop options for delivery of human resources services that comply
with legislative requirements, organisational policies and business goals?
Develop and agree on strategies and action plans for delivery of human
resources services?
Agree and document roles and responsibilities of human resources team, line
managers, and external contractors?
Develop and communicate information about human resources strategies and
services to internal and external stakeholders?
Develop and negotiate service level agreements between the human
resources team, service providers and client groups? (Note that this is a partial
coverage of performance criterion)
Document and communicate service specifications, performance standards and
timeframes?
(Note that this is a partial coverage of performance criterion)
Identify and arrange training support if required?
(Note that this is a partial coverage of performance criterion)
BSBHRM501 – Assessment Resource
Satisfactory
Did the student:
Yes No
Agree and arrange monitoring of quality assurance processes?
(Note that this is a partial coverage of performance criterion)
Ensure that services are delivered by appropriate providers according to
service level agreements and operational plans? (Note that this is a partial
coverage of performance criterion)
Identify appropriate return on investment in providing human
resources services?
(Note that this is a partial coverage of performance criterion)
Task outcome
S NYS
Assessor feedback
Assessor signature Date
Student signature Date
BSBHRM501 – Assessment Resource
Assessor Checklist
Assessment Task 2 – Project Work & PowerPoint Presentation
Student’s Name
Assessment Date/s
Outcomes
Satisfactory Did the student:
Yes No
Deliver a presentation on HR service delivery and strategies?
Submit presentation notes or slides?
Submit draft and amended service level agreements?
Submit amended action plan for delivery of SLA?
Submit action plan to address HR delivery underperformance (for two of
three scenarios)?
Submit deliverables by agreed deadline?
Performance indicators
Satisfactory Did the student:
Yes No
Adhere to file-naming policy: Author, report name (or abbreviated name), date
of submission?
Develop and communicate information about human resources strategies
and services to internal and external stakeholders?
Develop and negotiate service level agreements between the human
resources team, service providers and client groups?
BSBHRM501 – Assessment Resource
Satisfactory Did the student:
Yes No
Document and communicate service specifications, performance standards
and timeframes?
Identify and arrange training support if required?
(Note that this is a partial coverage of performance criterion with
Assessment Task 1.)
Agree and arrange monitoring of quality assurance processes?
(Note that this is a partial coverage of performance criterion with
Assessment Task 1.)
Ensure that services are delivered by appropriate providers according to
service level agreements and operational plans?
Identify and rectify underperformance of human resources team or service
providers?
(Note that this is a partial coverage of performance criterion with
Assessment Task 3.)
Identify appropriate return on investment in providing human
resources services?
(Note that this is a partial coverage of performance criterion with Assessment
Tasks 1 and 3.)
Task outcome S NYS
BSBHRM501 – Assessment Resource
Satisfactory Did the student:
Yes No
Assessor feedback
Assessor signature Date
Student signature Date
BSBHRM501 – Assessment Resource
Assessor Checklist
Assessment Task 3 – Project Work
Student’s Name
Assessment Date/s
Outcomes
Satisfactory Did the student:
Yes No
Submit amended action plan/s for monitoring of service delivery performance?
Submit survey on HR service delivery?
Submit 600-800 word report on service delivery performance, including
recommendations for service improvement or variation?
Submit action plan to support communication of and amended implementation
of HR service delivery?
Submit deliverables by agreed deadline?
BSBHRM501 – Assessment Resource
Performance indicators
Satisfactory Did the student:
Yes No
Adhere to file-naming policy: Author, report name (or abbreviated name), date
of submission?
Identify and rectify underperformance of human resources team or service
providers?
(Note that this is a partial coverage of performance criterion with Assessment
Task 2.)
Identify appropriate return on investment in providing human resources
services? (Note that this is a partial coverage of performance criterion with
Assessment Tasks 1 and 2.)
Survey clients to determine level of satisfaction with respect to service delivery?
Capture ongoing client feedback for the review processes?
Analyse feedback and surveys and recommend changes to service delivery?
Obtain approvals to variations in service delivery from appropriate managers?
Support agreed change processes across the organisation?
Ensure that the code of conduct is observed across the organisation and that its
expectations are incorporated in human resources policies and practices? (Note
that this is a partial coverage of performance criterion with Assessment Task 4.)
Task outcome S NYS
BSBHRM501 – Assessment Resource
Satisfactory Did the student:
Yes No
Assessor feedback
Assessor signature Date
Student signature Date
BSBHRM501 – Assessment Resource
Assessor Checklist
Assessment Task 4 – Short Question Answers / Case Study
Student’s Name
Assessment Date/s
Outcomes
Did the student:
Satisfactory
Yes No
Submit answers to scenario-based questions?
Submit associated documents (if required or chosen)?
For example:
● action plans (Q6b)
● amended policies (Q6e).
Submit deliverables by agreed deadline?
Performance indicators
Did the student:
Satisfactory
Yes
No
Demonstrate knowledge evidence?
Ensure that personal behaviour is consistently ethical and reflects values of
the organisation?
Ensure that the code of conduct is observed across the organisation and that
its expectations are incorporated in human resources policies and practices?
BSBHRM501 – Assessment Resource
Satisfactory
Did the student:
Yes No
Observe confidentiality requirements in dealing with all human resources
information?
Deal with unethical behaviour promptly?
Ensure that all persons responsible for the human resources functions are
clear about ethical expectations of their behaviour?
Demonstrate use of digital technologies and systems safely, legally and ethically when gathering, storing and accessing information?
Properly use the information sources given for Q10 and 11
Task outcome S NYS
Assessor feedback
Assessor signature Date
Student signature Date
