Part 1
Task 1
Determine human resource requirements
Analyze strategic and operational plans for human
resource services.
A. Determine
the right service?
HR qualifications must be carried out with
professional recruitment must also be in accordance with the request
b. How will you involve key stakeholders?
By using strong
stakeholders, building communication strategies, allowing the government to
carry out projects
c. Develop a form of HR strategy including
requirements for:
i. Deployment: choose people who are close to the
desired qualifications
ii. Performance management: seen from the performance
of the company
iii. Remuneration and benefits: employees can make
these two things to achieve the target that the company wants and work while
working
iv. Education and Training: these two things are very
important for skills and attitudes
Task 2
Develop services for the delivery of HR services and
choose two alternatives for delivery of HR services.
For each option document:
There are two main models. Traditional models of HR
staff are generally provided at various centers that will provide key services
and needs of employees, employees and senior employees, although there may be a
number of employees who are shared internally. This is a general type of
service.
The first model is traditional. The HR staff consists
of Line Managers, employees and senior staff, although there is an employee
division based on their achievements. The most common model The second model is
HR three-foot Ulrich, involving 3 things. HR business partners, HR center
expertise and shared HR services. It's more strategic
a. What are the advantages of the model
HR Generalist (HR generalist) is an individual who is
able to do more than one diverse human resource function, rather than
specializing in one particular function
HR Specialist (HR specialist) is an individual who
specializes in performing one particular function of human resources.
b. What are the risks for the organization
Indeed generalists or specialists have their own
interests, depending on the person themselves. if you are in the Recruitment
Officer, be in the specialist path. Every day's work is just recruitment and
administration, from sourcing to hiring, and continuing every day, and being
targeted every month.
c. What is the cost for the organization
Of course the development of superior workloads, the
development of an organizational culture, continuous improvement and high performance.
d. How does the model support organizational goals?
Of course setting performance standards, limiting
goals and functions pursued as behavioral incentives
e. How you will make sure the option matches:
i. Award and company agreement
ii. Relevant industrial relations instruments
iii. Relevant industry practice codes
iv. Legislation such as WHS, EEO, industrial relations
and anti-discrimination
Documents as presentations for management using either
written reports, PowerPoint presentations or combination methods.
1. HR Planning and Analysis
This planning activity is carried out to anticipate
forces that will affect the supply and demand for labor. Meanwhile, the
activity of analysis and assessment of HR selectivity is also important as part
of maintaining the competitiveness of the organization. Support of accurate and
timely information obtained from the Human Resources Information System (SISDM)
is needed to support this activity.
2. Equal Employment Opportunities
Compliance with the laws and regulations of Equal
Employment Opportunity (EEO) affects other HR activities and is an integral
part of HR management. For example, HR planning must ensure a varied source of
labor to meet the amount of labor set by law and regulations. In addition, during
recruitment, selection and training, all managers must understand this
regulation.
1. Recruitment
/ Staffing
The recruitment target is to provide a sufficient
supply of labor to meet the needs of the organization. By understanding what is
done by the workforce, job analysis is the basis of the recruitment function.
From here, job descriptions and job specifications can be prepared for the
recruitment process. The selection process strongly emphasizes the selection of
people who meet the criteria for qualifications to fill job openings.
2. HR Development
The work will certainly evolve and change, therefore
continuous training is needed to respond to technological change. The
development of all workers, including supervisors and managers, is needed to prepare
the organization to face the challenges ahead. Career Planning identifies the
paths and activities of each individual who develops in an organization.
3. Compensation and Profit
Compensation is given to workers who do organizational
work such as payments (pay), incentives (incentives), and benefits. Companies
must develop and always improve their wage and salary systems. Incentive
programs such as the sharing of benefits and rewards for productivity are
increasingly being carried out. Cost increases in profits, for example in
health care benefits, have always been an important issue.
4. Health, Safety and Work Safety
Physical and mental health and safety of the workforce
are the main things. The Occupational Safety and Health Act (OSHA) or the
Occupational Safety and Health Act has made organizations more responsive to
health and safety issues. Traditional considerations of workplace safety focus
on reducing or eliminating workplace accidents. Other considerations are on
health issues that arise in hazardous work environments such as the risk of
exposure to chemicals or new technology. Workplace security is also
increasingly important because violence is not uncommon here.
5. Labor and Labor Relations / Management
Labor rights must be considered, no matter whether
there is or not a labor union. Communication and renewal of HR policies and
regulations are very important to be developed so that managers and workers
know what is expected of them.
Task 3
Develop a strategy for sending HR services to one of
the options above.
a. Document recruitment strategies Carefully
articulate the company's business strategy Prepare the latest comprehensive
data on employee entry and exit levels, recruitment cost data, and retention
success data
Develop competency models that directly support
business strategies
b. Motivation strategy, document maintenance and
retention
First, career goals to be achieved if employees are
able to work productively, are loyal to the company, demonstrate quality
behavior and are able to grow and develop in corporate harmony. Second, career
planning in the sense of employee involvement in choosing career paths and
goals. Third, the willingness to take the necessary steps in the framework of
career development while working
c. Document separation strategy
separation, also called dismissal, often called
downsizing, is a temporary or non-definitive transfer of an employee from the
payroll. Generally it is to reduce the overload of labor costs and the
company's financial problems are getting more serious.
Document in a written report
Task 4
Develop an action plan. Choose one of the services
from the HR strategy and document the action plan for implementation
The action plan must include:
a. Strategic
objectives
b. All actions needed to
achieve that goal include:
i. Identify third party service
providers
ii. Development of service agreements
iii. Training needs
iv. Communication
v. Review the process
vi. Roles and responsibilities
(internal and external)
Cases that occurred at TSS SBU PT.
The X can be analyzed from several sides. The problem of not fulfilling the
targeted revenue can be caused by several causes, including inadequate job
organization, unclear business processes of the company and the lack of synergy
between HR planning and the company's strategic policies. One of the most
visible is the inadequate company organization.
The organization in the KLK SBU
consists of the General Manager at the top layer, the Operations Manager who is
responsible for all SBU performance, from product development, tender
preparation, project implementation, to performance monitoring. In addition,
the Operations Manager is also responsible for recruiting employees and
determining their job description. The number of responsibilities in the
operations manager's role resulted in the inability to develop and control the
overall business process. Another impact is the recruitment and coaching
process that is only available to old employees with permanent employee status.
The process also follows directions and instructions from the HR Department of
the head office so that the results are not optimal.
In general, it can be seen that the
role of human resource development is not a major concern for the old
management. HR policies only refer to the policy of the head office which is
not necessarily in accordance with the conditions on the SBU. The new TSS SBU
management then changes by emphasizing organizational change. Operating Manager
Load is broken down to other Managers, namely Product Development Manager. In
detail, the Operations Manager is responsible for the implementation of the
project and marketing while the Product Development Manager is responsible for
product development, project preparation, and organizational and HR
development. In its implementation, the Product Development Manager is assisted
by a special staff member of HR who is responsible for the work of selection,
recruitment, coaching, and attendance. The strategic decisions such as
remuneration and alignment of the company's strategic objectives with HR
development are still carried out by the Product Development manager. The
decision to improve and develop human resources in the form of additional staff
and improvement of the staffing organization is in line with Mangkuprawira's
(2003) statement regarding the development of human resources that must pay
attention to the company's strategic factors. The decision of the market merger
and expansion is that the HRM strategy is the new staff configuration,
acculturation, training and if necessary a temporary stop. If the company
decides to do product differentiation, the HRM change should lead to
decentralization at the local level without leaving the existing company rules.
The implementation of staff
configuration and acculturation is done by dividing the responsibilities
between old and new management. The position of Operations manager who oversees
all fields is divided into two manager positions, namely the Operations and
Marketing Manager and the Product development Manager. The positions of the two
managers are also shared between employees from the old management and new
management.
Changes to HR development also occur
in the project support line. Project support work which was initially charged
to project management, has now been changed to be carried out by a separate
division led by a head of the project support section. The addition of
employees is also done to support the implementation of the work. These changes
to the implementation succeeded in changing the workload centered on one person
or one division into several other divisions. The immediate impact is the
increase in SBU revenue and market expansion.
The change in organizational
structure carried out basically follows internal business process improvements.
The need for quick and instant response to market share has an impact on the
development of systems that are not dependent on individuals or individuals.
The need for the system is accommodated with personnel coating so that when
there are personnel who are not on site can be replaced with other personnel.
The implementation of the system is not only carried out at the bottom line
(executor), but also in the middle line (supervisor and section head) and top
line (manager and general manager). HR planning plays an important role in the
process of implementing the system. This can be seen from the recruitment
process which requires prospective employees to have multi-tasking skills and
are ready to work in teams. Coaching is also directed at increasing teamwork
and implementing the system.
Other changes made are adjustments to
job description and job differentiation. This step is carried out as part of HR
planning and to support internal changes in business processes. The
implementation of the job description is done directly by the Top Management,
namely the General Manager, product development manager, and operations
manager. Based on the results of the job description and job differentiation
adjustments, the Product Development Manager developed it into a guide and
direction for the next TSS SBU HR development. The HR staff will then document
and archive the results from the top management. In addition, socialization was
also carried out for relevant employees so that there would be no overlapping
of work and responsibilities. HR development also continued with the
development of tools for performance control. The tools used today are Key
Performance Indicators (KPI) to assess personal performance and Project
Milestone to assess the performance of project implementation. The KPI
assessment is carried out by top management, namely the Manager and general
manager carried out at the end of the year. Based on KPI, the employee's
personal performance can be measured clearly so that the results and objectives
can be accounted for. Key Performance Indicators will also be an assessment
material in the process of raising levels or appointing permanent employees.
Project milestone is useful as a
control tool for Top Management to see the progress of activities and targets
of each division. At present the new milestone project is implemented in two
divisions, namely marketing and project delivery. At the beginning of the year,
each supervisor made target milestones and implementation stages. Milestone
also lists the expected achievement indicators. The draft milestone is then
presented and submitted to the Manager for evaluation and improvement. The
final result of the milestone will then be used as a performance indicator for
the team. Periodically, the team will also provide weekly reports and monthly reports
to explain the results of the work achievement.
c. How you will communicate and get
approval
Documents as written reports include
a complete action plan
The educational background of the
workers varies greatly, reflecting the diversity of tasks and levels of
responsibility.
• College graduates and those who
have obtained certification must have the best work and progress opportunities.
• Human resources work requires
strong interpersonal skills.
• Much faster than average growth
expected during the projection period.
Nature of WorkAbout this section
Every organization wants to attract,
motivate, and retain the most qualified employees and match them to the work
they are best suited for. Human resources, training and work relations managers
and specialists provide this connection. In the past, workers carried out
organizational administration functions, such as handling employee benefit
questions or recruiting, interviewing, and hiring new staff in accordance with
policies set by top management. Current human resources workers manage these
tasks, but, increasingly, they consult with top executives about strategic
planning. They have moved from behind the scenes of staff work to lead the
company in proposing and changing policies.
In an effort to increase morale and
productivity, limit job turnover, and help organizations improve performance
and improve results, these workers also help their companies effectively use
employee skills, provide training and development opportunities to improve
skills, and increase employee satisfaction with their work and working
conditions. Although some human resource jobs only require limited contact with
people outside the human resources office, dealing with people is an important
part of the job.
There are many types of human
resources, training, and work relationships for managers and specialists. In
small organizations, human resource generalists can handle all aspects of human
resource work, thus requiring a variety of knowledge choices. Generalist
responsibilities of human resources can vary greatly, depending on the needs of
their employers.
In a large company, the human
resources director can oversee several departments, each headed by an
experienced manager who is most likely to specialize in one human resource activity,
such as work and placement, compensation and benefits, training and
development, or employment relationships . The Director can report to a
resource executive on human beings. (See top executives elsewhere in the
Handbook.)
Work and placement of Workers and.
Placement managers oversee the recruitment, hiring and separation of employees.
They also supervise job, recruitment and placement specialists, including job
interviewers. Employment, recruitment and placement of recruiting specialists
and place workers.
Recruitment specialists maintain
relationships in the community and may travel long distances, often for job
fairs and campuses, to look for promising job applicants. Screen recruiters,
interviews, and sometimes test applicants. They can also check references and
extend job offers. These workers must be truly familiar with their
organization, the work done, and their company's human resource policies to
discuss wages, working conditions and opportunities for progress with
prospective employees. They must also keep information about the same
employment opportunities (EEO) and guidelines for affirmative and legal
actions, such as the Americans with Disabilities Act.
The work of many interviewers — many
positions including human resource consultants, human resources development
specialists, and human resource coordinators — helps to match entrepreneurs
with quality job seekers. Similarly, employer relations representatives, who
usually work in government agencies or career college centers, maintain employment
relationships with prospective employers and promote the use of public
employment programs and services.
Compensation, benefits, and job
analysis. Compensation, benefits, and job analysis specialists manage
compensation programs for employers and may specialize in certain fields such
as pensions or position classifications. For example, the work of an analyst,
sometimes called a classifying position, collects and examines detailed
information about job assignments in order to prepare a job description. This
description explains the tasks training, and skills that every job requires.
Whenever a large organization introduces a new job or an existing job review,
it calls on expert job analyst knowledge.
Job analysts work class
classification systems and study the effects of industry and employment trends
on worker relations. They can function as technical liaison between companies
or departments, governments, and trade unions.
Building and maintaining a company's
pay structure is the main task of the compensation manager. Assisted by
compensation analysts or specialists, compensation managers find ways to ensure
fair and equitable wage levels. They can participate in salary surveys or buy
to see how companies pay they compare with other people, and they ensure that
the scale of the company pays according to the changing laws and regulations.
In addition, compensation managers often oversee the compensation side of their
company's performance management system. They might design reward systems such
as pay-for-performance plans, which might include guidelines for paying
regulatory services and bonuses or incentive pay criteria. Compensation
managers may also manage executive compensation programs or determine
commission rates and other incentives for company sales staff.
Employee benefits managers and
specialists manage employee benefits program companies, especially health
insurance and retirement plans. Expertise in designing, negotiating, and
administering programs benefits continues to take importance as the account
provided by employers benefits to the proportion of growth in compensation
costs as a whole, and such plans benefit increases in number and complexity.
For example, defined benefit retirement benefits may include a retirement plan,
defined contribution plan, such as a 401 (k) or savings savings plan and
profit-sharing or ownership share plan. Health benefits may include health,
dental and vision insurance and protection against severe illness. Familiarity
with health benefits is a top priority for benefit employee managers and
specialists, because of the increased costs for providing health benefits to
employees and retirees. In addition to health insurance and pension coverage,
many companies offer employee lives and accidental deaths and cutting
insurance, disability insurance, and benefits designed to meet changing
workforce needs, such as parental leave, long-term care or home care insurance,
health programs, and flexible plan benefits. The benefits of managers must keep
abreast of changes in Federal and State regulations and regulations that can
affect employee benefits. Working with employee assistance plan managers or
working-life coordinators, many managers benefit from working to integrate an
increasing number of programs related to mental and physical health, such as
employee assistance, obesity, and quitting smoking, into their health benefit
programs.
Employee assistance plan managers,
also called employee welfare managers or work life managers, are responsible
for a variety of programs to improve employee safety and health and improve
work life balance. This may include safety and health and practice standards,
physical health and fitness promotion, medical examinations and minor health
treatments, such as first aid, flexible work schedules, food and recreation
activities, carpooling and transportation programs such as transport subsidies,
system employee advice, child care and parental care, and counseling services.
Child care and parental care are increasingly significant because of the growth
in the number of dual-income households and the older population. Counseling
can help deal with employees with emotional disorders, alcoholism, or marriage,
family, consumers, legal and financial problems. Some companies offer career
counseling and outplacement services. In some companies, certain programs, such
as those related to security technology or physical information, can be
coordinated in separate departments by other managers. Training and development
Training and. The construction of managers and specialists makes, provides, and
implements training and development programs for employees. Managers usually
supervise specialists and make budget-influencing decisions in exchange for
reduced training portfolios. Increasingly, executives recognize that training
offers ways to develop skills, increase productivity and work quality, and
build employee loyalty. Improving employee skills can improve individual and
organizational performance and help to achieve business results. Increasingly,
executives recognize that developing skills and knowledge of the workforce is a
business necessity that can give them a competitive advantage in recruiting and
retaining high-quality employees and can lead to business growth.
Other factors involved in determining
whether training is needed include the complexity of the work environment, the
pace of organizational and technological change, and the increasing number of
jobs in a field that constantly produces new knowledge and, thus, requires new
skills. In addition, progress in learning theory has provided insight into how
people learn and how training can be managed most effectively.
Manager training oversees the
development of training programs, contracts and budgets. They may assess the
need for the type of training needed, determine the best way to provide
training, and create content. They might provide employee training in a
classroom, computer lab, or production exchange facilities, or through training
films, video-on-demand, or self-paced or self-guided instructional web guides.
For live or in-person training, the training manager ensures that instructional
material is prepared and that the appropriate space is set, training and
classroom stimulating instructions, and completion certificates are issued at
the end of the training. For computer-assisted or recorded training, the
trainer ensures that the camera, microphone, and other required technology
platforms function properly and that each computer or other learning device is
configured for training purposes. They also have responsibilities for the
entire learning process, and the environment, to ensure that the program
fulfills its objectives and is measured and evaluated to understand how impact
performance learning.
Specialist training plans, organizes,
and directs various training activities. Trainers consult with managers and
employee training supervisors to develop performance improvement measures,
conduct orientation sessions, and organize on-the-job training for new
employees. They help employees maintain and improve their job skills and
prepare for jobs that require greater skills. They work with supervisors to
improve their interpersonal skills and to deal effectively with employees. They
can arrange individual training plans to strengthen the skills of existing
employees or teach new ones. Training specialists can also organize leadership
or executive development programs for employees who aspire to rise in the
organization. This program is designed to develop or "groom" leaders
to replace those leaving the organization and as part of the company's
succession plan. Trainers also lead programs to help employees with job
transitions as a result of mergers or consolidations, as well as retraining
programs to develop new skills that may arise from changes in technology in the
workplace. In work-supported government-training programs, training specialists
function as case managers and provide basic job skills to prepare participants
to function in the workforce. They assess client training needs and guide them through
the most appropriate training. After training, the client can either be called
the employer's representative relationship or receive work placement
assistance.
Program planning and development is
an important part of the training specialist's work. In order to identify and
assess training needs, trainers can provide with managers and supervisors or
conduct surveys.
Part 2.
Demonstrate the skills and knowledge needed to
develop, negotiate and evaluate service agreements between the human resources
team, service providers and client groups.
Develop a service agreement for one of the services
identified in Section 1. Develop a quality assurance document and complete a
case study to make recommendations for identified nonconformities.
Task 1
a. Using HR services from Part 1, document service
agreements for the provision of these services.
b. Document a quality assurance program to monitor the
delivery of service agreements
The main objective of the service level management
process is to help ensure user satisfaction by ensuring that IT services have
been carried out in accordance with the terms and conditions stated in the
service description or catalog. It must be noted that there is a guarantee of
service delivery in accordance with the agreed level of service that can
satisfy the customer. Many cases occur that customers are not satisfied with
the services provided so they must be discussed again by the management team
providing services with the company. That way the level of service can be
renewed and service improvements can be implemented.
c. Develop a quality assurance audit tool
Quality audits have some similarities to quality
control audits and audits very similar to process control. Only conducting a
quality audit does not guarantee long-term quality assurance practices. A
quality control audit is directly related to the determination of the quality
of products that will be produced in the future. The basic difference between a
quality audit and a quality control audit is that the quality control audit
emphasizes the audit of the system and the way the system is run
d. The case study below (see the 'Quality Assurance
Audit' section) details the findings from your quality audit. After considering
these findings:
I. Write a brief report of 200-300 words
The Opinion about Quality Assurance Audit
Quality assurance is, actions taken to measure the
quality that has been found and activities to improve quality followed by
problems. The main company JKL Industries is actually providing the best
service for its Clients. However, there are clients who are not satisfied.
Therefore, Audit Quality Control is needed. Some of the causes are Recruitment
that is too bland to upset customers, interviews that take a long time.
Impatient customers. If making an Audit report there must be a procedure and
not in accordance with the dice can not use the time specified in the
agreement. Application provided for three vital things that are done because it
is related to the requirements in the agreement. Therefore it must be carried
out more than one use in additional time service agreements. Regarding the
case, there were no employees who were uncomfortable and undetectable when there was a quality assurance
guarantee. Employee rights in the form of complete salary overtime must be
sent. It could be that there are cases where sales consultants allow those who
cannot use audit reports for quality that can be used to guarantee.
ii. Describe actions that you might take as a result
of this quality assurance audit. Consider interim, adaptive, corrective, or
contingency actions that might be appropriate
Part 3.
Demonstrate the skills and knowledge needed to
evaluate the delivery of human resource services to determine the level of
customer satisfaction and recommend changes to service delivery.
Develop a plan to evaluate service delivery and
capture and request feedback from clients. Complete the case study and prepare
a submission agreement to vary the human resource strategy.
Task 1
Develop a plan to request feedback from clients and to
capture ongoing client feedback for the review process based on the HR service
strategy developed in Part 1
Nearly 90% of job knowledge is obtained through on the
job methods
training. The procedure for this method is informal,
observation is simple and easy and practical.
Employees learn their work by observing other workers
who are being
work, and then observe the behavior. Other aspects of
on the job
training is more formal in format. Senior employees
provide examples of ways
do work and new employees pay attention.
This method can also use maps, pictures, samples
problems and demonstrate work so that new employees
can
understand it clearly. This method is very appropriate
for teaching skills
can be studied in a few days or weeks. Benefits of
this method
is a learning participant with real and environmental
equipment
clear job or job.
• Document the plan including all the tools / surveys
/ questionnaires that you will use.
Task 2
• Read the case study below (see the section
'Variations for providing human resource services')
• Make recommendations for changes in the provision of
HR services
• Complete a written submission to management
outlining your plan to vary the original HR strategy by considering this
feedback
Part 4.
Demonstrate skills and knowledge to manage the
integration of business ethics in human resource practices.
Develop a code of ethics and answer a series of
questions to demonstrate understanding and ability to apply appropriate
standards of behavior and business ethics.
Task 1
a. Develop a code of ethics for JKL Industries (see
case study)
b. Answer a series of questions related to business
ethics, for the Code of Ethics that you have completed for JKL Industries
i. How do you communicate the code of conduct? Be
professional and do not accept or commit bribes in any form.
ii. Who will be consulted and why? In this case the
stakeholders must know the technicalities of the company.
iii. How do you monitor employee compliance with the
code of ethics? Each Company's Individual has the right to work in an
environment free of discrimination in any form including sexual harassment. The
Company prohibits any Company Individual from discriminating or sexually
harassing fellow Company Individuals at work. The company does not tolerate
discrimination in any form including sexual harassment committed by any Company
Individual against non-Company employees such as customers or Company partners,
as well as those carried out by non-employees of the Company's Individuals. Any
violation of this provision is subject to sanctions in accordance with the
provisions in company regulations;
iv. How do you enter the code of ethics into HR
policies and practices?
Each Company Individual must protect and maintain the
confidentiality of the Company's confidential information and therefore it is
prohibited to use and / or disclose confidential information for any purpose or
interest, other than for the interests of the Company's business activities.
All information available in the Company that is not a public domain is
confidential Company information that must be protected and maintained by each
Company Individual.
c. You have had a complaint from one of the senior
managers that information relating to the investigation of sexual harassment is
being discussed among the team members. He believed that human resources
officers might have discussed this case with a friend (not involved in this
case) who worked in the manager's department.
i. What actions will you take as a human resource
manager?
Try to investigate the case and impose sanctions on
employees who commit acts of sexual harassment.
ii. What could be the consequences of failing to act
immediately and precisely?
These consequences can occur if the doer has a higher
rank in the office.
iii. How can you ensure that all human resource staff
are clear about ethical expectations and behavior?
Tell staff to do whatever is needed to achieve
results. Overload people with top performance to make sure the work is
complete.
d. Your recruitment service provider has told you that
if an employee request form is sent to the provider, the manager specifically
asks that he prefer older women who will not "run away and get
pregnant".
i. What is this law that violates?
It certainly violates because there is discrimination
against gender that does not want to employ women employees
ii. What action will you take? Surely it will be
reprimanded for not being able to discriminate against women about work
When you discuss the situation with the manager, he
states, "Where was it written? How can I know this? I am a mechanic not an
HR expert. Why don't you do this from now on?
iii. What documentation in the organization will carry
this information?
iv. What you will do to ensure that all personnel in
the organization are aware of their obligations, policies, procedures and
company expectations and the consequences of unethical behavior.
be open and sincere, can accept and accommodate, respect others
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