Assessment Information
Subject Code: GB520
Subject Name: Strategic Human Resource Management
Assessment Title: Assessment 4 – Report
Weighting: 30%
Total Marks: 30 marks
Word Limit: 2000 words +/- 10%
Due Date: End of Week 12 – Sunday 12th June at 11:59 PM Sydney Time
Assessment Description
Assessment 4
Research project report: Strategic Human Resource Management Twelve Month Plan
Submission method: on-line submission to Turnitin via the link on the subject's Portal page Late Submission Possible: No
Description:
• For this assessment, you need to assume the role of the new HR Director for an organisation of your choice.
• The organisation you select may be an organisation that you or have either worked for or are currently working for. It may also be any another organization of your choice.
• Your task is to develop a new 12 month Strategic HR plan for the organization. In doing this, you are to identify and apply relevant business theories and concepts from GB520.
• The outcome of this major assessment will be the construction of a ’12 Month Human Resource Management Plan’. The plan should be presented in REPORT format.
• The following guide attached will be of significant help in this assessment. It is strongly recommended that you structure your report as follows.
1) Executive Summary
2) Introduction
3) Company Vision and Strategy
4) Key Strategic HR Issues
5) 12 Month HR Plan (key initiatives, rationale, priorities, timeframes, success measures) 6) Conclusions
Use this guide to develop your 12 month Strategic Human Resource Management Plan
Development of Human Resource Plan
Executive summary. Often this is not finalised until all components of the plan have been worked through. Introduction. This covers the scope of the plan and identifies the key goals.
Step 1. Establish the Company’s Vision and Mission
Know the company’s business goal and the exact ideas on which you’re planning. Some companies incorporate both vision and mission into one single statement or paragraph, while others create yearly mission statements in line with their business strategy for the year.
As you go about gathering ideas and developing your plan, understand these three basic principles to observe
• Formulate strategies that are aligned with the core values and the core purpose of the company’s vision and missions.
• Human resources are not just workforces to mobilize. They are real people with personal desires and ambitions, which is why they went through years of education and training. Now it’s up to the human resources
department to recruit individuals whose interests, competencies and capabilities are attuned to the core values and purpose of the company. Nonetheless, the department is not expected to be always accurate in the recruitment assessment, which makes it important to keep assessment programs part of the staffing strategy.
• Every employee desires to become a part of a business organization that is well-organized, which they could perceive as soon as they submit their applications for the recruitment process. They will experience this as they undergo the training initiatives and benefit from this through management’s performance. The best part about an organized company, is that the compensation being afforded to employees is paid as a form of recognition for their contributions.
Step 2 - Identify Strategic HR Issues
Once a clear understanding of the department's objectives, direction and key challenges is established, the next step in formulating the HRM Plan is to identify the department's strategic HR issues. These are the key HR issues that will affect the department's ability to achieve its strategic objectives. The HRM Plan will need to address how to manage these issues.
What to Do
Assess the HR implications of the findings of the strategic analysis.
Identifying the HR issues Arising from the Strategic Analysis
• Do people have the competencies to meet the strategic objectives? What new competencies are required?
• How are superior performers differentiated from average performers? What systems are in place to track their performance?
• How can below standard performers be guided/developed to upgrade their performance?
• Are people being developed to meet the challenges of the future? What improvements need to be made?
• Are people motivated to meet the current and future challenges? What is impacting their motivation?
• Are the right people being attracted and retained to meet the future challenges? If not, what can be done to attract people of the right calibre?
• Is the current culture aligned with the vision, mission, and values of the department?
• Where is the misalignment?
Step 3 - Draw up the HRM Plan
Once the HR issues have been prioritised and the top management team have given their input into the direction of the HRM Plan, the Plan is ready to be drawn up. The Plan is unique and specific to the department. It represents the top management team's collective view on how the identified HR issues are to be addressed.
What to Do
Develop the HRM Plan consisting of several key programmes. Each programme should represent one of the key HR areas that needs addressing, e.g. training, culture, etc. Each department's set of programmes will be unique based on their own set of issues. Each programme within the plan should contain the following
information :
• Strategic importance of the programme: Describe the background of the programme, why it is included as one of the programmes within the HRM Plan.
• Programme objectives: List out the aims of the programme. Be as specific as possible in terms of what the programme will achieve for the department.
• Programme recommendations: Develop the specific set of actions within the programme that will be carried out. The actions of the programmes, taken together, should be designed to achieve the programme objectives.
Performance Management
Career Development
Training and Development
Promotion / Succession Planning
Change Management
Staff Culture
Recognition of Performance, to establish systems to recognize staff's performance and reward their contributions
Staff Retention/Manpower Planning
Recruitment
Management of Information

Assessment 4 rubric: Report
Evaluative criteria Levels of achievement
Outstanding
High
Sound
Limited
Marks Available
Selection of company and
situational overview
(Step 1)
(6 marks) • Full and skilful evaluation of the issues that are affecting the company and driving it to employ its current strategy and activity.
•Excellent and logically developed discussion on how the mission and vision of the company will affect the various stakeholders of the organisation.
• Excellent and skilful integration of substantial research to support discussion implications of mission and vision
• Full and logical evaluation of the issues that are affecting the company and driving it to employ its current strategy and activity.
• Clear reasoned discussion on how the mission and vision of the company will affect the various stakeholders of the organisation.
• Good evidence of wider research to support analysis
• Adequate evaluation of the issues that are affecting the company and driving it to employ its current strategy and activity.
• Adequate discussion on how the mission and vision of the company will affect the various stakeholders of the organisation.
• Adequate evidence of wider research to support analysis
• Poor or no evaluation of the issues that are affecting the company and driving it to employ its current strategy and activity..
• Poor or no discussion on how the mission and vision of the company will affect the various stakeholders of the organisation.
• Little or no evidence of wider research to support analysis
/6
Identification of Strategic HR issues (Step 2)
(9 marks) • Full and skilful analysis of the organisation’s strategic HR issues.
• Excellent and skilful identification and evaluation of all key HR issues arising from the strategic analysis
• Excellent explanation of what financial issues might arise.
• Skilful integration of substantial research to support analysis within the word limit.
•Full analysis the organisation’s strategic HR issues.
• Good identification and evaluation of all key HR issues arising from the strategic analysis.
• Good explanation of what financial issues might arise.
• Demonstrates wider research to support analysis within the word limit.
• Adequate analysis of the organisation’s strategic HR issues.
• Adequate identification and evaluation of all key HR issues arising from the strategic analysis
• Adequate explanation of what financial issues might arise.
• Applies some evidence of wider research to support analysis within the word limit.
• Poor or no analysis of the organisation’s strategic HR issues.
• Poor or identification and evaluation of all key HR issues arising from the strategic analysis
• Poor or no explanation of what financial issues might arise.
• No evidence of research.
/9
12 Month Plan
(Step 3)
(15 marks) • Full and skilful explanation of the strategic importance of the HR plan and its components.
• Clear timeframe and priorities
• Full and specific explanation of HR program objectives and their proposed outcomes.
• Robust discussion of the specific HR activities to be undertaken and how they will be carried out.
• Substantial evidence of wider research to support
• Full explanation of the strategic importance of the HR plan and its components.
• Clear timeframe and priorities
• Complete explanation of HR program objectives and their proposed outcomes.
• Clear discussion of the specific HR activities to be undertaken and how they will be carried out.
• Substantial evidence of research which may lack breadth to support analysis
• Adequate explanation of the strategic importance of the HR plan and its components.
• Adequate timeframe and priorities
• Adequate explanation of HR program objectives and their proposed outcomes.
• Adequate discussion of the specific HR activities to be undertaken and how they will be carried out.
• Some evidence of wider research to support analysis • Poor or no explanation of the strategic importance of the HR plan and its components.
• Poor timeframe and priorities
• Poor or no explanation of HR program objectives and their proposed outcomes.
• Poor or no discussion of the specific HR activities to be undertaken and no or little explanation of how they will be carried out.
• No evidence of research.
/15
Total marks: 30
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