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Human Resource Strategy

Question 1

  1. Appropriate consolation mechanism:

Successful change in any business involves effective consultation with key stakeholders in an organization, especially consultations with employees, management, and owners. Human resource plays a significant role in executing change in an organization and when JKL wants to be the leading supplier of its products in Australia, it must first ensure that it has a motivated employee. It must also increase the number of employee when expanding its business to ensure that they are not constrained in the work they are doing. At the same time it should follow all employment acts when closing its rental division. The affected employees should be duly compensated to boost the public relations and reputation of the company.

  1. Engaging key stakeholders

The first step will be to formulate stakeholder map, which will help in ensuring that only the relevant stakeholders are involved in the expansion of the JKL. The mapping will also helps in understanding the relationships between stakeholders and the environment in which the business operates. Finally, the stakeholder mapping will help in determining the political environment in which the business is operating. The second step will be to prioritize key stakeholders that can help in ensuring that the strategies and plans are successful. Finally, it is important to develop stakeholders to ensuring that they understand their roles in the plan and strategies.

  1. HR strategy approach

  1. Recruitment: First the recruitment must be in line with all relevant employment laws and regulation regarding employment. Secondly, recruitment emphasize on the skills of potential employees, especially technical skills. In addition, the experience of employees will also be important because that will determine their performance of the assigned task, as experienced employee does not depend on other employee to carry out their duties. Gender balance will also be considered.

  2. Performance management: In order to enhance performance management, first it is important to provide employees with all the resources that they need to work. Secondly, the tasks will be clearly defined to avoid confusion and overlapping of role. Thirdly, the goals set by employees will be made to conform to those of JKL. Employees will also be motivated and their achievements will be recognized by the management. The final performance management strategy will be to ensure effective collaboration of employees and management to ensure beneficial relationships and sharing of thought and ideas that can be beneficial the performance of JKL.

  3. Remuneration and benefits: First requirement will be to develop salary ranges to ensure that the salaries and wages that JKL employees will receive is competitive compared to other players in the industry to attract best experts in the labor market. The company will also use benefit package to attract skilled employees and be in a better position to retain employees. In addition, the company will do annual salary audit to ensure that salary offered is in the line with compensation trends and the market demand, which keeps on changing.

  4. Education and training: The company will employ on-the-job training and educating employees, which is cost-effective and it also enable employees to be get specific requirements and be able to learn the new skills and trends in areas of profession. The company will rely on both internal and external trainers who will be invited semi-annually.

Question 2: Options and Models for delivery of HR services

The first option is Do-it-yourself HR option, where the HR department is accomplishing every on its own without involving any external stakeholder. HR management, therefore, controls everything, which will help JKL to reduce the cost of operations and it also owns the process. However, the option has a lot of risk, especially in the current working environment that is rapidly evolving. It will be disadvantageous to JKL because it will own all the HR liability, it is time consuming, and it is also not sustainable due to the emerging trends due to changes in technology.

JKL can also use the option of multi-vendor where it uses each vendor for a specific task to enhance efficiency and employee performance. The option beneficial because it reduces the HR administration roles, it is time saving, shifting some liability and responsibility to the vendors, and it is leverage vendor expertise. However, it also has some disadvantages like lack of control by the organization and employer-related liabilities. The option is also relatively expensive because employees must be trained to adopt the option, which may take some time and can also lead to training expenses.

First model is the classic HR model, which is the most current model and it also ensure the success of an organization because of effective HR service delivery. The elements of the model include HR business partner, HR shared service centre, and HR centre of expertise. The role of business partner in the model enables strategic contribution enhances business focus, and it also allows beneficial engagement between line managers (Holley, 2009). The model also allows HR management to use their unique knowledge and skills to change the behavior of employees by coming up with appropriate policies and strategies. Center of expertise element, on the other hand, helps in creating competitive advantage to a business by coming up with HR innovations such as effective reward systems, training and management of employees, and appropriate ways of boosting the talents of employees. In addition, shared service is also important in ensuring that the business maintains high quality, reduce the cost, and embrace any change that might occur.

Some of the advantages of the classic HR model include fewer HR partner, the centre of expertise is relatively smaller, and it also allows the sharing of services. The model also gives HR experts in an organization to play an active role in determining the nature of services, which is essential for governance and control of the operations in the business. In addition, the model enables the incorporation of HR technologies in ensuring effective service delivery by the HR department.

The second HR model is High-impact is one of the modern models that helps in moving HR management from service delivery to the strategic development of talents and enhancement of business performance (Swart, Mann, Brown & Price, 2012). Some of the characteristics of high-impact business model include the HR management role are rooted in the business and are enhanced through available data and insight in the organization; HR management can work in multiple team or work with more than one business; top management are enterprise wide communities; and HR technology is intuitive and is part of HR service delivery. Some of the advantages of high-impact model include enhancement of the internal skills, enhancing the capabilities of line managers, helps in the implementation of HR policies and the creation of high level of workforce planning capabilities (Holley, 2009).

Question 3:

  1. Hiring Strategies

The primary goal will be to find the best candidate to feel the vacant positions. The first strategy will be to attract the best candidates by advertising in places where ideal candidates can be found, do thorough search on the profiles of potential candidate through the use of social network, and consider past potential candidate (Evans et al., 2007). However, in order to get the ideal candidate, the interview team will be trained to be effective and creative when conducting the interview.

  1. Motivation, maintenance, and retention strategies

The primary strategy that JKL will use to retain employee will be through fair remuneration and other salary packages. The reward system will purely be based on merit to avoid any kind of biasness. The reward will also be instant to enhance its impact. To maintain employees, JKL will create a favorable working condition by considering the health and safety of employees. The management will also be sensitive to social needs of employees and any other problem that affects. In addition, it will conduct training and development programs to enhance knowledge and skills of employees, which is important in boosting their self-esteem. The same strategies will help in retaining employees.

  1. Separation strategies

Separation is likely to destabilize JKL and to avoid this; the company will strive to employ relatively young employees who are likely to stay in the company longer. However, because separation is inevitable in any organization, the company will formulate a separation agreement form that clearly specify the conditions of separation like when it should occur, action the company will take, and the compensation. Separation agreement will prevent unnecessary conflict between the company and its employees during separation or termination.

  1. Human Resource Service Agreement

Employment Agreement

Assigned Task

As an employee of JKL Company, you are under the obligation to perform the assigned task in a professional manner and any other assigned task that may not be in the agreement of the contact but the company is convinced that you are in a position to perform the task effetely.

Compensation: An employee will be fully compensated according to the market rate and other benefits according to the performance. An employee will only receive full payment after working for at least 21 days monthly (Swift, 2012).

Vacation: All employees will be entitled to a vacation of 2 weeks every annually. However, any employee who decides to work continuous for two years will be entitled a vocation of 4 weeks in after the end of second year. There will not be a specific time for vacation but it will it will vary according to the time available during the year.

Benefits: JKL Company will ensure that every employee will be entitled to health benefits that are according national health plan policy.

Probation period: probation for any employee will be at least sixty days, but it can be extended if need, especially if there are some important requirements that an employee has not understood or captured that essential the assigned task.

Performance Review: there will be annual performance appraisal of which an employee must reach certain performance standards, which will vary according the task assigned or the changing trends.

Termination Process:

  1. An employee is may decide to terminate the contract after giving written notice of one month the HR manager who will forward it to the top management.

  2. The employer has the authority to terminate the contract of any employee if he or she has violated the rules of the company.

  3. Any employer who has performed below the minimum standards even after retraining and development.

  4. The employee shall return all the property belongs to the company to be cleared with the line manager before receiving the due benefits.

Law: All of the above requirement will comply with national employment laws, regulation, and policies and the company will not violate the rights of any employee who is terminating the contract.

  1. Quality Assurance Program

JKL quality assurance program will ensure that the company comply will all the required laws in the industry like commonwealth legislation, health and safety, harassment, anti-discrimination. All quality of will be monitored relevant quality agencies and JKL quality assurance committee, which is responsible promoting quality related activities in the company and ensuring that all the laws and regulation are followed. The committee also ensure that the company address any complain within or outside the company.

Brief Report

There are a number of challenges related to the quality assurance audit tool, as the managers are not complying with the quality requirements state. First, the managers are not summiting requirement, they are not completing person specification forms, and they are also delaying in giving final decision. The main challenge associated with the quality assurance requirement is time where line managers complained that it is time consuming. The challenge has affected the operation and performance of the company.

In order to improve the performance and efficiency of quality assurance audit, it is important to simplify the audit so that the people using it find it easy to work with it. Therefore, there will be no time wastage and the line managers, service providers, and human resource will comply with the quality assurance standards set by the organization. The short-term solution is to advice the concerned authorities and individuals to submit essential information contained in the quality assurance audit tool.

JKL Industries

Policy: Service delivery

Policy number: Date adopted:

Date last reviewed:

Reviewed by:

Date of next review:

Purpose: Why do we have a service delivery policy?

For our organisation to deliver high-quality services to our clients,we must be concentrating to their needs and strengths.

Our service delivery policies define how we take an organised and open approach to our core business — the way we assess the desires of each client, plan our individualised service responses, undertake activities, cooperate with other agencies, and review progress for our clients against their service plans.

We have clearly written procedures that provide clarity to our clients about what they can expect from us within our resource constraints. Being focused on sensitivity to their needs and strengths at all stages of the delivery of a service helps us serve our clients satisfactorily.

This policy will apply to HR services clients, our recruiting staff and management of our company.

Policy statement: Our commitment

JKL Industries is committed to delivering services and activities that respond to the needs and strengths of those who use our service, their families and their communities.

We want those who use our service to be confident that their needs and issues have been understood, that there is a clear plan for the services they will receive from us, and that there is assistance available to build relationships with other agencies as appropriate.

Needs assessment

Having assessed a client’s eligibility for our service, the assistance we provide to our clients is designed to meet their specific needs and to build on their strengths.

We undertake a needs assessment for each client to identify their needs and service delivery options, taking into account their needs and their strengths.

Our company will conduct needs assessment with each of our clients bi-monthly or even more frequently by sending feedback questionnaire that we will provide us with relevant information.

Planning, providing and reviewing service delivery responses

Every client using our service is entitled to:

  • receive a service that is competent, culturally sensitive, inclusive and designed to respond to their needs as closely as possible

  • be told clearly how we plan to assist them and the service options available to them

  • Have the opportunity to reassess both their needs and their progress towards meeting these needs.

Planning service delivery

Each client will be provided with a written questionnaire to assess if their needs were met. The client will fill this in and submit after 4 months. The client will carry out regular review of their employees and this information should also be availed at the same time of submission of the filled questionnaire.

This information will be analysed to help improve JKL Industries service delivery and necessary changes advised accordingly.

Reviewing a service plan

Reviews of the plan will be done in accordance with needs of our individual client.

In case, the review affects how we work with the client, it will be communicated in two months advance to ensure continuity of services even when significant changes are being made.

Review processes

Policy review frequency: 2 Years

Responsibility for review:

Review process:

Documentation and communication:

Recommendations from the Previous Plan

Recruitment process needs to be hastened by adjusting duration of applications reviews.

Duration taken to confirm candidates should be shortened and the process of terms of employment negotiations should also be shortened.

Interview times for candidates should be flexible to allow them to come at a time when they would not feel much of their time is being consumed up by interviews.

Remuneration should be tied to qualifications, performance and experience so that potential employees do not feel they are being paid according to groups.

Performance review for individuals should be done by their immediate supervisors. This will speed up the process as well as make the process effective.

Human resource department should also be able to delegate some roles that specific departments can handle. This will enable these other departments to respond to their needs in case of urgency where policy would lag the process.


Evans, C., Glover, J., Guerrier, Y., & Wilson, C. (2007). Effective recruitment strategies and practices: addressing skills needs and gender diversity challenges in ITEC and related sectors. Equalitec.

Holley, N. (2009). HR Models–lessons from best practice.

Swart, J., Mann, C., Brown, S., & Price, A. (2012). Human Resource Development. Routledge.

Swift, G. (2012). Human Resource Service Delivery. Managing People and Organisations. London: CIPD.