BSBHRM614 Appendices Templates V1.0

Appendix 1 – King Edward VII College Case Study
King Edward VII College has been operating for five years. The college is based in the
Melbourne CBD, with about 500 students enrolled. It offers a range of courses in
management, marketing, human resources and international business. Courses are offered
at all levels from Certificate II to Graduate Diploma. The college is very popular due to its
competitive pricing structure, innovative teaching methods and state of the art facilities.
Due to its success, the college plans to establish two additional campuses, one in Brisbane
and one in Sydney. The Brisbane campus will commence operating in January 2020 and
Sydney in mid-2020. Campus locations are already in place, with the process being
overseen mainly by the CEO and the Finance Manager. No staff have been employed as
yet, but it is anticipated that each campus will require a receptionist, a student services
officer and 4 trainers. Existing staff at the Melbourne campus will complete all other staff
functions until such time as student numbers increase substantially. It is anticipated that
maximum student numbers will be up to 50 students at each of the new campuses.
The College currently employs 24 staff members including the CEO, a Marketing Manager
and Marketing Assistant, Human Resources Manager, Finance Manager, Administration
Manager, Office Assistant, Receptionist, Academic Manager, Student Services Officer, and
approximately 14 trainers.
Further details regarding the above staff, as well as the staff turnover statistics, are provided
in the Workforce Information document.
King Edward VII College understands the overall importance of strategic planning for human
resources and, given the company’s expansion plans, a Human Resources Strategic Plan is
now required.
The status of key areas of human resources is as follows:
 Equal employment opportunity and diversity: equal employment opportunity is implicit

in recruiting staff and in the workplace but there is no formal policy or strategy in
place or arrangements for flexible working arrangements.
 Human resources information systems: the current human resources system is basic.
Staff files are kept in a filing cabinet and payroll is managed through accounting
software. There is interest in migrating to an advanced HR information system as the
business grows and has multiple sites. Costs need to be identified.
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 Induction is limited to a couple of hours at the beginning of an employee’s
employment. There is no follow up.
 Job analysis and design: no formal systems in place.
 Occupational health and safety: policies and procedures and processes are in place.
However, no formal training system or ongoing development systems are in place.
 Performance management: while performance management is indicated in the
company’s strategic plan, it is sporadic and depends on the manager. Clearer
procedures and systems need to be put in place and there also needs to be some
attention to reward and recognition schemes.
 Professional development: professional development onus is on the staff with no
formal systems in place. Any professional development undertaken by staff is not
always recorded although staff are supposed to complete a professional
development register. An online system for recording professional development and
that is linked to the human resources information system would be useful. There is
no current budget for professional development and an annual amount needs to be
identified per staff member.
 Recruitment and selection: there is a desire to identify recruitment and selection
strategies that ensure the recruitment of quality staff.
 Staff retention and succession planning: no formal systems are in place.

Appendix 2 – King Edward VII College Strategic & Operational Plan 2019-2021
Executive Summary
Established in 2010, King Edward VII College is a Registered Training Organisation (RTO)
that provides training to students in business and management.
Our principal purpose is to provide high quality training services to satisfy students’ needs.
Our training is nationally recognised and accredited to meet vocational and educational
standards. Courses are designed by highly qualified staff with extensive industry and training
experience to achieve teaching and learning excellence, flexibility and personal satisfaction.
We draw on our established relationships with industry and other stakeholders to ensure that
our courses are appropriate to the demands of our clients and consistently meet their
expectations.
Quality is maintained in compliance with the national VET Quality Framework and through
our continuous improvement system.
A key objective is to develop the required knowledge and skills for clients to be job ready
and competently undertake their chosen role in a wide range of business areas.
Mission
King Edward VII College provides high quality industry training that engenders participation
and achievement.
Strategic Objectives
1. To be a leader in vocational education and training

2. To establish and maintain high quality infrastructure supporting clients and staff
3. To be well led, high performing, profitable and accountable
4. To develop our people and resources
Values
The core values underpinning our activities are:
 Sustain excellence in training and assessment

 Promote innovation across all of our business operations
 Be a collaborative and caring community
 Embrace difference and diversity
 Demonstrate integrity and equality of opportunity in all activities

 Operate with openness and accountability
Target Market for services
King Edward VII College has two broad segments to its target market, consisting of people
wishing to gain entry to the industry, as well as people already working in business and
management who want to formalise or develop their skills.
Building effective leadership and management skills of managers has been identified as
particularly important. We also intend to capitalise on market needs for delivery of blended
(classroom and online), as well as on-line courses.
There are many training providers in our sector and King Edward VII seeks to offer a point of
difference through our competitive pricing structure, innovative teaching methods and state
of the art facilities.
Marketing Strategies
Students make their RTO selection decisions based on the reputation of the organisation,
quality of courses, pricing, employment options and personal recommendations, amongst
other factors.
Our strong vocational emphasis and continual industry consultation will ensure our courses
are appropriate to develop the skills and knowledge currently demanded by employers and
students.
Our market decisions are based on extensive and continuous market research, targeting
market segments and clients within industry. We collect our data from a variety of sources,
including current and potential clients, VET and business sectors, competitors, media and
government along with many others.
Market share development
We plan to increase our market share by:
 Establishing two new campuses

 Offering online blended learning
 Providing face to face information sessions
 Improving our web site
 Continually improving the quality of service given to clients’ pre-enrolment, during
course delivery and through the provision of support services while remaining price
competitive

 Focusing on the provision of courses required by industry
 Maintaining effective communication channels with all stakeholders to ascertain
industry requirements and then develop products and manage services accordingly
 Continually improving communication channels with all our stakeholders, ensuring a
flow of timely and accurate information to facilitate effective planning and decision
making
 Consistently satisfying individual client needs and demands at the same time as
developing the knowledge and skills required by industry
 Targeting identified growth markets with planned, market appropriate campaigns,
employing a variety of promotional strategies and advertising media
 Offering attractive fee structures
 Continually improving the skills, knowledge and effectiveness of King Edward VII
College management and staff through our commitment to training and development
 Regularly reviewing the effectiveness of all our operations and making improvements
when and where necessary
Situation Analysis
Strengths Weaknesses
 Price, value and quality  Focus on business and management courses only
 Clear understanding of student  Substantial investment in Sydney and Brisbane
requirements meaning large financial outlay
 Delivery mode suitable for client  Ageing workforce for senior management positions
requirements  High staff turnover of trainers
 High quality learning and assessment  Difficulty in finding skilled trainers and assessors
materials  Lack of leadership and management skills of
 Committed to quality ethical practice existing workforce
 Ability to adapt to changing market  Lack of diversity in workforce
conditions  Human resources policies still in their infancy, for
 Effective and practical policies and example, recruitment process not making full use
procedures of technology advances e.g. social media, no
 Competitive pricing formal performance management system in place,
 Friendly organisational culture no employer branding/employer of choice
 Level of available finance for investment initiatives.
Opportunities Threats
 Potential for offshore delivery  Changes in Industry legislation affecting students
 Target market experiencing growth  Possible adverse effects of government policy
 To target other States and Territories changes
 Current portfolio of courses popular in  High level of competition from other training
target markets providers in relation to target market plus
 Potential to apply for Government funding competition for staff
 Instances of other RTO’s bad practice creating
poor perception of training providers to clients
 Predicted uncertainties in the world economy

impacting level of demand for training
 Low price courses offered by competitors
 Failing to satisfy clients’ demands
 Unskilled trainers
 Ageing workforce
Operational Priorities
The following table identifies the operational priorities we plan to achieve in pursuit of our
strategic objectives.
Date Priorities Key performance indicators

June 19 Improve web site information to attract more 10% increase in students by June 2020
students Improve market share by 5%
July 19 Conduct annual internal audit Audit conducted and continuous
improvement identified
Sept 19 Develop and implement workforce plan Workforce plan developed and staff
informed of key strategies.
Oct 19 Develop and implement a cultural sensitivity All staff trained in cultural awareness
and awareness program for staff
Nov 19 Implement staff performance management Staff advised of new system and
review system performance reviews conducted across
the organisation.
Dec 19 Identify suitable location for Sydney campus Location identified and lease taken out
Jan 20 Provide information sessions showcasing the Identify at least 50 potential sign ups
College (Melbourne and Sydney)
Fit out Sydney campus ready for student Sydney campus ready for operation
admissions in February.
Interview staff for commencement in Feb.
March 20 Develop an online learning platform for all All courses offered on-line by end 2020.
courses Increase student numbers by 12%
April 20 Identify suitable location for Brisbane campus Location identified and lease taken out
May 20 Fit out Brisbane campus ready for student Brisbane campus ready for operation
admission in June.
Interview staff for commencement in June.
Nov 20 Staff performance reviews All staff performance reviews conducted
Feb 21 Undertake scoping study for possible Scoping study completed by June 2021
offshore campus and decision made as to whether to
proceed

Nov 21 Staff performance reviews All staff performance reviews conducted
Risk Management
The following section identifies the associated risks in pursuit of our strategic objectives and
how we will deal with them.
Strategic Objectives
1. To be a leader in vocational education and training

2. To establish and maintain high quality infrastructure supporting clients and staff
3. To be well led, high performing, profitable and accountable
4. To develop our people and resources
Risk Australian government changing policy in relation to industry
Accepting policy change will be a constant factor to manage

An understanding of this should be instilled in all staff
Develop ability to foresee and react quickly to change
Maintain effective communication channels with stakeholders
Diversification of source markets
Develop product range
Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager
Risk Significant drop in cash flow
Identify operating costs as per future plans and past performance

Identify available finance
Efficient invoicing and debt recovery
Accurate income projections
Close monitoring of expenditure
Arrange overdraft facilities
Scenario planning

Risk Failure to recruit planned number of clients
High quality delivery of all services

Swift reaction to feedback
Skilled, motivated staff
Attractive fee structures
Effective market research
Develop plans for each market
Allocate finance for each market
Monitor performance
Take early corrective action if not meeting targets or expectations
Maintaining effective relationships with clients
Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2, 3

Responsibility: CEO
Risk The world recession and the domino effect
Diversification of source markets

Target markets with strong growth forecasted
Monitor the economic trends
Regularly review performance in line with anticipated market conditions
Develop culture of accepting continual change
React quickly to change
Scenario planning
Related to Strategic Objectives: 1, 3

Responsibility: CEO
Risk Over committing resources
Balance activities with the amount of finance available for investment

Financial planning
Monitoring of cash flow
Review invoicing and debt recovery system
Swift response to identified issues
Accessing financial advice
Related to Strategic Objectives: 1, 3

Risk Adverse changes in market conditions

Effective communication channels
Continuous market research
Monitor new markets and overall recruitments trends for all market segments
Scenario planning
Develop working knowledge of potential markets
Networking

Responsibility: CEO
Risk Changes to relevant legislation
Emphasis on professional, ethical practices with all stakeholders

Staff training
Leading by example
Policy implementation and monitoring
Effective communication channels with all stakeholders
Ability to manage change
Managing available finance for re-investment

Responsibility: CEO
Risk Shortage of, and difficulty in recruiting, appropriate qualified, skilled trainers and
assessors and other key staff
Development of workforce plan

Offer attractive salary packages, including full-time contracts to trainers and assessors
Development of further HR policies and procedures
Provide opportunities for career progression
Develop stimulating and enjoyable working environments
Commitment to training and development
Commitment to professional development
Succession planning to deal with ageing workforce
Related to Strategic Objectives: 1 & 4

Responsibility: CEO
Risk Failure to meet and manage client’s expectations
Accurate and timely communication with potential and current clients

Management of recruitment activities
Continuous improvement system
Regularly review learning and teaching approaches, resources, structure and systems
Client management policies in academic and support services
Industry liaison
Reviewing effectiveness of communication channels with clients
Employing a continuous improvement approach to all operations
Continuous market research and action
Systematic feedback on management performance and personal reflection

Risk Failure to comply with legislation
Consistently implement compliant policies and procedures

Continuous improvement system
Commitment to training and development
Systematic review of policies and procedures
Regular reviews of all operations

Risk Competitors undercutting prices
Maintain competitive pricing policy

Monitor competitors’ prices and quality
Regularly review financial management models and processes
Continue focusing on quality
Continue strategy of quality brand promotion

Responsibility: CEO
Risk Failure to control expenditure
Effective financial planning and review

Co-ordination of activities
Systematic review of practice
Financial management and control systems
Facilities management

Implementation of efficient processes
Efficient procurement of products and services
Cost comparisons prior to purchasing

Risk Only providing business and management courses
Weighing the relative advantages of diversification and specialisation

Monitor recruitment trends in the market
Forecasting
Match new and planned courses to market demand
Cost benefit analysis
Developing reputation for being a specialist in business and management courses
Developing market share for delivery of business and management courses
Related to Strategic Objectives: 1

Responsibility: CEO
Risk Ineffective planning
Experienced management team

Continuous market research
Planning system
Organisation structure and systems
Regular review of structure, systems and procedures
External liaison

Risk Non-payment of course fees
Effective recruitment policies

Review of recruitment policies and market segments
Efficient invoicing
Attractive payment structures
Payment plans
Cash flow management
Timing of collecting fees

Related to Strategic Objectives: 4
Risk Rate of growth in client numbers
Systematic review of systems and practice

Buying in knowledge and skills
Sourcing reliable market information
Strategic and operational planning
Review and, if indicated, amend management structure
Develop policies and procedures
Regular reviews of capacity and operation of all functional and curriculum areas
Good communication channels with stakeholders
Recruitment policy
Finance available for expansion
Related to Strategic Objectives: 1, 3 & 4

Risk Unethical or unprofessional practices of staff (when employed)
Staff selection processes

Staff monitoring systems
Previous experience of managing staff
Swift reaction to feedback
Termination of agreements
Maintain currency of market recruitment trends
Maintain relationships with HR organisations

Risk Small staff team
Identify and source potential casual staff to call on in times of sickness and holidays
Planning for holidays and leave
Maintain relationships with HR organisations
Offer incentivised pay structure for casual staff


Workforce Development
Over the duration of this plan it is projected that student enrolments will increase at least
10% per annum. It is anticipated that the increase in enrolments will be accommodated by
employing extra human resources. Appropriately qualified and experienced training and
assessment as well as support and administration staff will be appointed.
Enrolments will be monitored on an ongoing basis and a formal review of this plan will be
undertaken every six months. During review the management will decide if the levels of
human resources are appropriate for the level of enrolments.
Trainers and assessors as well as administrative and support staff will be employed part
time on casual contracts initially. However, as it has been difficult to find appropriately skilled
trainers and assessors, it is hoped to offer at least two full-time contracts in the near future.
Lack of skilled trainers and assessors is a key issue. Key skills required are high level
knowledge and skills in adult learning and the design and development of assessment tools.
The following criteria will be employed as a guide for deciding the level of human resources
compared to enrolments. These projections are a guide only and may be adjusted through
time.
Enrolments per month Number of training and Number of administration and

assessment staff (FTE) support staff (FTE)
1-50 1 0.5
51-100 1.5 1
101-150 2 1.25
151-200 2.5 1.5

Appendix 3 – Human Resources Strategic Plan
Introduction
Provide an introduction to the strategic plan.
Priorities
List priorities.
Operational Priorities Plan
Indicate purpose of the operational priorities plan.
Recruitment, selection and induction
Objective: To ensure the recruitment and retentions of first-class employees.
Actions Responsibility Budget Performance Target date

implications Indicators
Workforce development
Objective: To drive individual and team performance

Actions Responsibility Budget Performance Target date
implications Indicators
Supporting and valuing the workforce
Objective: Develop and implement more effective performance management for staff
Actions Responsibility Resource Performance Target date

Requirements, Indicators
Workforce Skilling
Objectives:
 Develop and implement more effective performance management for staff

 Expand employee development

Actions Responsibility Resource Performance Target date
Requirements, Indicators
Human Resource Information Management
Objectives:
 Develop and implement more effective performance management for staff

 Expand employee development
Actions Responsibility Resource Requirements, Performance Indicators
Overview of costs and benefits of human resources services indicated in operational

priorities plan
List and total projected costs

Appendix 4 – Risk Management Plan
Risk description Likelihood Impact of Priority Preventative Action and/or

of risk risk of risk Contingency Plan

Appendix 5 – Work/life balance report and action plan
Introduction
State purpose of report
Work-Life Balance Strategies
List and discuss a range of possible strategies. A minimum of five should be discussed in
approximately a paragraph each
Work-Life Balance Strategies Recommendations
Discuss recommended options and rationale for such
Actions to achieve recommendations
Refer to action plan to achieve recommended options.

Action Plan
Strategies Actions Priority Time Responsibility Performance

(what) (how) (L/M/H) Frames (who) Indicators
(when) (measurement)
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Appendix 6 – King Edward VII College- Health and Safety Policy and
Procedures
Purpose
This policy applies to all workers at King Edward VII College. To outline the necessary steps
taken to ensure the continued safety of the work environment for all students, staff and
others participating in any activities within the premises or under the employment of King
Edward VII College.
All employees as well as King Edward VII College are responsible for ensuring a healthy and
safe workplace.
Definitions
A hazard is any potentially dangerous situation within the work environment.
Incident means an event or circumstance that leads – or could have lead - to unintended or
unnecessary harm during a person’s participation in work with King Edward VII College.
An injury is any incident that causes harm to a person during their participation in work
activities with King Edward VII College.
WHS communication and consultation means sharing information, giving workers a

reasonable opportunity to express views, and taking those views into account before making
decisions on health and safety matters
Overview
King Edward VII College recognises the importance of providing a safe and healthy
environment for staff, contractors and visitors during their participation in work.
King Edward VII College aspires for excellence in workplace health and safety and is
committed to providing an environment which is free from risks and conducive to the
productivity and efficiency needs of its staff and others.

Policy
1. Compliance with legislation
1.1. King Edward VII College meets the requirements of the Work Health and Safety Act
2011 and complies with all other relevant legislation, regulations, codes of practice,
advisory and best practice standards as well as organisational policies and
procedures.
2. Organisational responsibility and commitment

2.1 King Edward VII College is committed to:
 Providing a safe and healthy environment for all staff and others during their
participation in activities with King Edward VII College
 Implementing effective risk management systems that are relevant and suitable
for the organisation’s scope of business; promote workplace health and safety
at all times; and continuously improve performance in relation to health and
safety.
 Encouraging active participation, cooperation and consultation with all staff and
others in the promotion and development of measures to improve health and
safety.
 Actively responding to, recording and investigating all incidents.
 Maintaining relevant policies, procedures, training, codes of conduct and
systems to support and communicate effective health and safety practices
throughout the organisation.
 Routinely conducting checks of the work environment to assess risks, identify
hazards and identify areas for improvement.
 Taking immediate response to reduce the risk of identified workplace hazards.
 Providing appropriate induction, training, information and updates to staff on a
regular basis about workplace health and safety.
3. Staff responsibility
3.1 All staff including managers have a responsibility to work safely; take all reasonable
care for their own health and safety; and always consider the health and safety of
others who may be affected by their actions.
3.2 When staff are undertaking work from home or at an off-site location, the staff
member is responsible for ensuring the environment they enter into is free from risk
and occupational health and safety hazards.

4. Reporting
4.1 All staff, and others are required to report any identified workplace hazards and
associated risks as soon as they become aware of them.
4.2 All staff, and others are required to report any incident that causes harm to a person
during their participation in work and/or training activities with King Edward VII
College.
5. Records
5.1 Appropriate records of the organisation’s risk management strategy, workplace
hazards and workplace injuries will be accurately maintained at all times.

Procedures
1. Workplace health and safety inspections
Steps Responsibility
1.1 Annual workplace inspections. Operations

 An annual worksite inspection will be conducted using the Workplace Manager
Health & Safety Checklist.
1.2 Control hazards All staff

All hazards identified through any of the above inspections must be reported to
the Operations Manager using the Workplace Hazard Report.
Appropriate actions must be taken to control any hazards identified.
Hazards and control mechanisms are to be recorded in the central Safety and
Hazard Register for all identified hazards.
Risk ratings are to be added to the Risk Management Plan.
2. Identify and control hazards
2.1 Identify and control hazards. All staff

 All staff have a responsibility to respond to hazards and perceived risks
to health and safety.
Operations
 Any staff member who identifies a potential or actual workplace hazard Manager
must report it immediately to the Operations Manager using the
Workplace Hazard Report.
 The Operations Manager will take appropriate actions to control the

identified hazards in accordance with the Health and Safety Policy.
 The Operations Manager will complete the Hazard Register for all
identified hazards.
 Hazards and their control mechanisms are to be recorded in the

Workplace Injury Register.
 Any risk ratings are to be added to the Risk Management Plan.
3. Workplace incidents
3.1 Workplace incidents All staff

 If an incident occurs in the workplace any persons attending to the

incident or witness to the incident are to fill in a Workplace Incident Operations
Manager
Form.
 Where the incident involves an injury, the first person in attendance to

a workplace injury should contact the First Aid Officer or emergency
services in the case of a serious injury.
 Workplace Injury Forms are to be provided to the Operations Manager

who will use the records to gather accounts of the incident and use
them as the basis of an investigation into the incident, if required.
 All serious injuries will be reported to Worksafe.

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Appendix 1 – King Edward VII College Case Study

The status of key areas of human resources is as follows:

 Equal employment opportunity and diversity: equal employment opportunity is implicit

BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 1 of 24

BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 2 of 24

1. To be a leader in vocational education and training

The core values underpinning our activities are:

 Sustain excellence in training and assessment

BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 3 of 24

Target Market for services

Market share development

We plan to increase our market share by:

 Establishing two new campuses

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BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 5 of 24

Date Priorities Key performance indicators

BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 6 of 24

1. To be a leader in vocational education and training

Risk Australian government changing policy in relation to industry

Accepting policy change will be a constant factor to manage

Related to Strategic Objectives: All

Risk Significant drop in cash flow

Identify operating costs as per future plans and past performance

Related to Strategic Objectives: All

Risk Failure to recruit planned number of clients

High quality delivery of all services

BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 7 of 24

Related to Strategic Objectives: 1, 2, 3

Risk The world recession and the domino effect

Diversification of source markets

Related to Strategic Objectives: 1, 3

Risk Over committing resources

Balance activities with the amount of finance available for investment

Related to Strategic Objectives: 1, 3

Risk Adverse changes in market conditions

BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 8 of 24

Related to Strategic Objectives: 1, 2, 3

Risk Changes to relevant legislation

Emphasis on professional, ethical practices with all stakeholders

Related to Strategic Objectives: All

Development of workforce plan

Related to Strategic Objectives: 1 & 4

Risk Failure to meet and manage client’s expectations

Accurate and timely communication with potential and current clients

BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 9 of 24

Related to Strategic Objectives: All

Risk Failure to comply with legislation

Consistently implement compliant policies and procedures

Related to Strategic Objectives: All

Risk Competitors undercutting prices

Maintain competitive pricing policy

Related to Strategic Objectives: All

Risk Failure to control expenditure

Effective financial planning and review

BSBHRM614 Appendices & templates Version 1.0, June 2021 Page 10 of 24

Related to Strategic Objectives: 1, 2, 3

Risk Only providing business and management courses

Weighing the relative advantages of diversification and specialisation