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BSBHRM513 Manage Workforce Planning Student Assessment Tasks
Melbourne Education Institute
RTO Number: 45054 CRICOS Number: 03673A
STUDENT ASSESSMENT BOOKLET
BSBHRM513 Manage workforce planning
Student ID: ______________________
Student Name: ____________________
1
BSBHRM513 Manage Workforce Planning Melbourne Education Institute
Version July 2020 RTO Number: 45054 CRICOS Number: 03673A
Assessment Information
The assessment tasks for BSBHRM513 Manage Workforce Planning are included in this Student
Assessment Tasks booklet and outlined in the assessment plan below.
Assessment Plan
You are required to complete all tasks to demonstrate competency for this unit. Your assessor will provide you
with the due dates for each assessment task. Write them in the table below.
Assessment Task About this task Due date
1. Written questions You must correctly answer all 8 questions to show that you
understand the knowledge required of this unit.
2. Development project You are required to develop a workforce plan for King Edward
VII College and meet with stakeholders to seek feedback on
the plan, as well as confirm approval.
3. Implement diversity actions You are required to implement diversity actions from the
project workforce plan.
4. Implementation project You are required to identify required competencies for an

employee and develop a career development plan as part of
implementing a succession planning program, as well as
develop a redundancy and redeployment policy and procedure
and identify strategies to be an employer of choice.
5. Review and evaluation You are required to provide a report on a review and
project evaluation of the workforce plan.
How to submit your assessments

When you have completed the assessment you will need to submit it to your assessor.
Make sure you keep a copy of your work before you submit them – your assessor will put the documents you
submit into your student file. These will not be returned to you.
Assessment Task Checklist

You will be given an assessment result record sheet and checklists for each task. Please fill it in for each task,
making sure you sign the student declaration.
Your assessor will give you feedback about how well you went in each task and will write this on the checklist.
Assessment appeals
You can make an appeal about an assessment decision by putting it in writing and sending it to us. Refer to
your Student Handbook for more information about our appeals process.
Assessment Task 1: Written Questions
TASK SUMMARY:
You are to answer all the questions in this task.
RESOURCES AND EQUIPMENT REQUIRED TO COMPLETE THIS TASK

 Access to textbooks and other learning materials.
 Access to a computer and the Internet.
WHEN AND WHERE DO I COMPLETE THIS TASK?

This task may be done in your own time as homework or you may be given time to do this task in class (if applicable).
Your assessor will advise.
Write in the due date as advised by your assessor: _____________________________________________
WHAT DO I NEED TO SUBMIT?

Your answers to all the questions.
WHAT HAPPENS IF I GET SOMETHING WRONG?

If your assessor marks any of your answers as incorrect, they will talk to you about resubmission. You will need to do
one of the following:
 Answer the questions that were incorrect in writing.
 Answer the questions that were incorrect verbally.
INSTRUCTIONS:
 This is an open book test – you can use your learning materials as reference.
 You need to answer all 8 questions correctly.
 You can use your computer to type your answers. Your assessor will let you know if you can email your answers
as a Word file, or if you must print and submit hard copies.
3
QUESTION 1
Explain workforce planning.
It entails analysing the current workforce, determining future workforce needs, identifying the gap between the
present and the future, and implementing solutions to ensure that an organization's mission, goals, and strategic plan
are met.
QUESTION 2
Discuss two benefits of workforce planning.
The real benefit of workforce planning is in the accuracy. In any case, an accurate plan entails employing and
scheduling the "correct" number of personnel. Hiring too many people wastes money, whereas hiring too few people
hinders customer service. Nice employs cutting-edge artificial intelligence to assure forecast accuracy that is best in
class.
Workforce planning can help a company retain key personnel in addition to acquiring new employees. A thorough
examination of educational and market trends can aid in the identification of positions that would be difficult to fill if an
employee departed, resulting in a negative impact on the company's bottom line.
QUESTION 3
Outline two options for the scope of a workforce plan.
Strategic workforce planning considers concerns and tactics that affect the entire system, such as assist in the
implementation of the organization's strategic plan. Address external workforce issues that have an impact on the
entire company (e.g., succession planning for retirement bubbles, or staff reduction planning for budget cuts).
Operational workforce planning is done at the supervisory level and focuses on work-unit challenges. The focus is on
how to keep the work unit's ability to carry out business strategies intact. At this level of planning, you may be
responsible for carrying out the organization's strategic workforce planning strategies as well as responding to
external workforce issues that affect a specific unit.
QUESTION 4
Explain the workforce planning process, including an outline of each step.
1. Set strategic direction- This stage entails connecting the workforce planning process to the agency's strategic
plan, yearly performance/business plan, and work activities necessary to achieve the agency's goals and
objectives. Long-term strategic plan and performance plan (short term).
2. Analyse workforce, identify skill gaps, and conduct workforce analysis- Identifying present personnel resources
and how they will change over time because of turnover, etc. Creating specifications for the types, numbers, and
locations of workers and managers required to meet the agency's strategic objectives and identifying the gaps
between present and predicted workforce requirements.
3. Develop action plan- This process entails identifying strategies to close gaps, developing plans to implement the
strategies, and determining metrics to track strategic progress. Recruiting, training/retraining, reorganising
companies, contracting out, succession planning, technological advancements, and so on are examples of these
tactics.
4. Implement action plan-
5. This step entails ensuring that people and financial resources are available, that roles are defined, and that the
appropriate communication, marketing, and coordination are in place to carry out the plan and meet the strategic
objectives.
6. Monitor, evaluate, and revise- This step entails tracking progress against milestones, assessing for the purposes
of continuous improvement, and revising the plan to correct course and address new workforce challenges.
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QUESTION 5
Outline two forecasting models that can be used to assist with identifying future workforce needs.
Trend analysis involves studying historical organizational employment levels to predict future employment levels.
Using this strategy, a more accurate forecast might be made by evaluating trends in individual departments or other
organisational sub entities, then aggregating the increases (or, perhaps, declines) at the organisational level. This
gives you a better idea of not only how many staff you will need, but also what kind of people you'll require.
Ratio analysis is a forecasting method that implies a fixed relationship exists between two variables and that this
relationship allows for the prediction of labour requirements. An business could be able to anticipate total personnel
requirements based on predicted total sales or total productivity, assuming no changes in productivity.
QUESTION 6
Outline the purpose of the Labour Market Information Portal and two examples of information included in the Portal
that can assist with workforce planning.
The Labour Market Information Portal is an online tool that brings together data, reports, and insights to help you
better understand the labour market in your area. LMIP contains data that will help you gain a better understanding of
the jobs in demand in your area as well as local labour market conditions. Estimates of employment and
unemployment, labour force participation, employment and pay by industry and vocation, education and licencing
information, and predicted employment growth are all included in the data.
QUESTION 7
Discuss the purpose of the ABS Labour Force Survey and its use for workforce planning.
The ABS's Labour Force Survey data are an important source of labour market and other economic data. The main
goal is to make it easier to analyse and track social and economic elements of Australia's labour market and working-
age population.
QUESTION 8
Explain the purpose of the National Skill Needs List.
The Nationwide Skills Needs List (NSNL) recognises trades where a national skills shortage has been found. The list
is the result of extensive labour market research. The NSNL is used to establish whether or not a person is eligible
for a variety of Australian Apprenticeship incentives.
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Assessment Task 2: Development project
TASK SUMMARY:
This assessment task requires you to conduct research and develop a workforce plan for King Edward VII College.
You will also be required to communicate the rationale for, as well as objectives of the plan to the CEO and to seek
feedback into, as well as support for the plan.
RESOURCES AND EQUIPMENT REQUIRED TO COMPLETE THIS ASSESSMENT

 Computer and Microsoft Office
 Access to the internet for research
 Access to King Edward VII College Strategic Plan, 2019 Workforce Information
 Workforce plan template
 Access to a meeting space and role play participant (your assessor)

This task may be done in your own time as homework or you may be given time to do this task in class (if applicable).
Your assessor will advise.

 Research brief
 Workforce Plan
RE-SUBMISSION OPPORTUNITIES
Students will be provided feedback on their performance by their Assessor. The feedback will indicate if you have
satisfactorily addressed the requirements of each part of this task.
If any parts of the task are not satisfactorily completed your assessor will explain why and provide you written
feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment
attempt(s) will be arranged at a later time and date.
Students have the right to appeal the outcome of assessment decisions if they feel they have been dealt with unfairly
or have other appropriate grounds for an appeal.
Students are encouraged to consult with their assessor prior to attempting this task if they do not understand any part
of this task or if they have any learning issues or needs that may hinder them when attempting any part of the
assessment.
5
INSTRUCTIONS:
CASE STUDY
King Edward VII College has been operating for 10 years. The College is based in Melbourne CBD and offers a
range of courses in management, marketing, human resources and international business and currently has
around has around 500 students enrolled across all of its courses. The College is very popular due to its
competitive pricing structure, innovative teaching methods and state-of-the-art facilities.
The College currently employs 24 staff members that includes 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.
Due to its success, the College plans to establish two additional campuses, one in Brisbane and one in Sydney.
The plan is for the Sydney campus to commence operating in January 2021 and Brisbane in April 2021. Campus
locations are already in place with the process being overseen mainly by the CEO and Finance Manager. No staff
have been employed as yet but it is anticipated that each campus will require a receptionist, student services
officer and 4 trainers.
All other staff functions will be completed by existing staff at the Melbourne campus, until such time as student
numbers increase substantially. It is anticipated that maximum student numbers at the new campuses will be up to
50 students per campus.
Information about the staff including employment status, age, gender and cultural background is provided in the
workforce information document.
All staff are employed via individual contracts and there is no enterprise agreement in place.
Complete the following activities:

1. Research workforce requirements.
Review the scenario information, Strategic Plan and 2019 workforce information.
Identify sources of information that you can use to research workforce supply in the education sector as per the
scenario information and as indicated below.
Using all of the information you have about King Edward VII College and your sources of information you have
identified, make notes in relation to:
 The organisation’s requirements for a skilled and diverse workforce as reflected in its strategic objectives.
 Workforce issues as identified in the Strategic Plan and that must be reflected in workforce objectives.
 Workforce objectives that are required to meet the overall strategic objectives.
 Workforce characteristics of King Edward VII College staff, including employment status, age, gender and
culture.
 Assessment of staff turnover rate and whether rate is acceptable or not.
 Factors affecting workforce supply including government policy and legislation, economic conditions,
industry trends, skills and labour shortages, unemployment rate and competition for workers. Your analysis
should be both general, as well as specific to the education sector within which King Edward VII College
operates.
 The industrial relations framework that applies to King Edward VII College workforce.
Your notes should be comprehensive as you are required to submit your research as evidence. You will also use
them to complete your workforce plan.
Note: your research brief is not required to be word processed or be submitted in any particular format but the dot
points above should be used as headings to ensure each has been addressed.
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 The organisation’s requirements for a skilled and diverse workforce as reflected in its strategic objectives.
It is illegal to discriminate against an employee on the basis of gender, sexual preference, gender identity,
age, religion, race, colour, family and caregiver responsibilities, pregnancy, breastfeeding, national origin,
social origin, political belief/activity, personal association, industrial activity, or physical features under this
legislation. In order to create innovative modern workplaces, it is critical to hire people from all backgrounds.
In addition, there are legal requirements for businesses under Equal Employment Opportunity (EEO)
legislation. The EEO concept states that all positions should be allocated only on the basis of merit, and that
this approach should be followed fairly in the workplace.
 Workforce issues as identified in the Strategic Plan and that must be reflected in workforce objectives
The goal of strategic workforce planning is to constantly evaluate personnel and their performance,
preventing your company from being blindsided by your workforce's ever-changing needs. Designing a
procedure inside an organisation that proactively predicts current and future employment needs is the
foundation of strategic workforce planning. This will ensure that your company has the resources it needs to
achieve its objectives. Companies are able to hire the best personnel in the field and keep one step ahead
of your competition once it implemented a strategic workforce plan and successfully identified all current and
required workers.
 Workforce objectives that are required to meet the overall strategic objectives.
Managers can use workforce planning objectives as a strategic foundation for making human resource
choices. It enables managers to anticipate change rather than being surprised by it, as well as provide
strategic approaches to current and future workforce concerns. The goal of workforce planning is to ensure
that the organisation has enough people with the skills, expertise, and experience needed to meet its
strategic goals efficiently and effectively in the medium and long term.
 Workforce characteristics of King Edward VII College staff, including employment status, age, gender and
culture.
The CEO, a Marketing Manager and Marketing Assistant, Human Resources Manager, Finance Manager,
Administration Manager, Office Assistant, Receptionist, Academic Manager, Student Services Officer, and
roughly 14 trainers are among the College's 24 employees 7 out of 19 employees are permanent whereas
the rest are in contract. Most of the employee’s age are around their 40s and above which makes most of
the employees are older. 7 out of 19 employees are females, which also makes the company percentage of
males are higher than females.
 Assessment of staff turnover rate and whether rate is acceptable or not.
Staff turnover percentage 2016 2017 2018 2019

Academic staff including trainers 50% 45% 60% 50%
Management 15% 0 15% 15%
Administration 0% 25% 0 0
The turnover rate is not acceptable as the turnover rate is over 50%. A high turnover rate indicates that a
significant number of your employees – more than is typical in your industry – have left the company over a
period of time. The definition of a high turnover rate varies depending on the industry. Expected turnover
rates fluctuate between industries and countries.
 Factors affecting workforce supply including government policy and legislation, economic conditions,
industry trends, skills and labour shortages, unemployment rate and competition for workers. Your analysis
should be both general, as well as specific to the education sector within which King Edward VII College
operates.
7
Substitution effect of a rise in wages

Workers will place a bigger priority on working than on leisure as salaries rise. There is a bigger potential
cost of not working when labour becomes more profitable. As earnings rise, the substitution effect causes
more hours to be worked.
Income effect of a rise in wages

This happens when workers' incomes rise and they work fewer hours. This is due to the fact that workers
can earn more money by working fewer hours. As a result, they may work less. As a result, people may work
fewer hours after a wage increase since they may earn their target income in fewer hours
 The industrial relations framework that applies to King Edward VII College workforce.
King Edward VII College has been operating for five years. The college is based in Melbourne CBD and
offers a range of courses in management, marketing, human resources and international business and
currently has around 500 students enrolled across all of its courses.
 Unemployment, underemployment and job creation
 Fair and equitable pay and conditions for employees, including the
 maintenance of a relevant safety net
2. Develop workforce plan.

Using your research and the notes you have made, you are now required to develop your workforce plan. Your
assessor will provide you with a template for developing the workforce plan. In summary, the workforce plan you
develop must address:
 Purpose of the workforce plan
 Strategic objectives and key workforce requirements
 External environment analysis to identify external factors that impact on the company and its workforce
 Industrial relations relating to the education and training industry, as well as King Edward VII College
 Analysis of current workforce characteristics and profile using workforce information provided.
 Future workforce needs
 Gap analysis to identify the gaps between future workforce need and existing workers
 Workforce plan objectives, including strategies to address turnover, attracting and re-training skilled staff and
workforce diversity and cross-cultural management.
 Key workforce plan issues and actions.
 Communication and consultation strategy to assist with organisational changes.
 Contingency plans so as to ensure that the organization can access skilled labour in the event of unplanned
events.
8
Workforce plan
Purpose:
To align the needs and priorities of King Edward VII College with its workforce to ensure it can meet its
legislative, regulatory, service requirements, strategic and organizational objectives.
Strategic objectives:
 To be a leader in vocational education and training;
 To build and maintain a high-quality infrastructure that supports customers and employees;
 To be well-managed, high-performing, profitable, and accountable
 To develop our people and resources.
Key workforce requirements:

 Offer attractive wage packages to trainers/assessors, including full-time contracts
 Develop additional HR policies and procedures
 Provide prospects for advancement in your job.
 Creating a challenging and attractive working environment Investing in training and development
 Investing in professional growth Investing in succession planning to deal with an ageing workforce
External environment analysis:

The external environment refers to everything that happens outside of an organisation and has the potential
to effect it. Demographic changes have a big impact on the workforce. The general environment – refers to
the nonspecific dimensions and forces in an organization's surroundings that may impact its activities; and
the specific environment – refers to the specific dimensions and forces in an organization's surroundings that
may affect its activities. Example:
 Pay paid to tutors in other universities, college infrastructure
 Low number of persons enrolled in vocational education and training and graduating into work
 Lack of public transportation options
 Alterations in legislation
 Increased number of institutions in Australia offering the same courses and student tuition prices
 Lack of highly competent trainers and coaches for the courses
Industrial relations relating to the education and training industry:

King Edward VII College's education and training are nationally recognised and accredited to fulfil vocational
and educational standards. To achieve teaching and learning excellence, flexibility, and personal
satisfaction, courses are prepared by highly experienced staff with considerable industry and training
expertise. On the basis of long-standing connections with industry and other stakeholders, to ensure that the
courses given are relevant to customers' needs and constantly meet their expectations. Persons seeking
admission into the industry, as well as people already working in business and management who want to
formalise or enhance their abilities, are the two primary segments of King Edward VII College's target
market. The courses will be suited for developing the skills and knowledge now sought by companies and
students due to the strong vocational emphasis and ongoing industry consultation.
9
Analysis of current workforce characteristics and portfolio:

The college currently employs 24 staff members in Melbourne CBD. Which includes:
 The CEO
 Marketing manager
 Marketing assistant
 Human resources manager
 Finance manager
 Administration manager
 Office assistant Receptionist
 Academic manager Student services office
 14 trainers
The detail is provided in the table below;
Employe M/ Position Ag Countr Full- Status Year Salary Reports

e F e y of time/Par s of to
origin t-time servi
ce to
date
Simon M CEO 52 Aus 1.0 Permanent 5 $150,000 Board

Brimban
k
John M Finance 60 Aus 1.0 Permanent 5 $115,000 CEO

Sykes Manager
Abdi M Marketing 45 Somali 1.0 Permanent 1 $95,000 CEO

Hassan Manager a
Sarah F Human 57 UK 4 days a Permanent 1 $90,000 CEO

Smith Resources week
Manager
Ben M Academic 59 Aus 1.0 Fixed 6 $75,000 CEO

Thornbur Manager Contract mon
y for 1 year ths
to
date
Jane F Administratio 22 Aus 1.0 Permanent 4 $40,000 HR

Barrow n Officer Manager
Aisha F Receptionist 30 Aus 1.0 Permanent 3 $39,000 HR

Simons Manager
Pierre M Student 27 France 1.0 Permanent 2 $45,000 Academic

Allard Services Manager
Officer
10
Employee M/F Position Age Country Full- Status Years Salary Reports
of time/Part- of to
origin time service
to date
Maria F Trainer - 52 Aus 20 hours a Contract 8 $38 Academic

Blanc Management week months per Manager
hour
Dennis M Trainer - 61 Aus 20 hours a Contract 8 $38 Academic

Miller Management week months per Manager
hour
Marion F Trainer - 30 Aus 20 hours a Contract 1 year $38 Academic

Smiles Management week per Manager
hour
Amir Said M Trainer - 32 Aus 10 hours a Contract 6 $32 Academic

Management week months per Manager
hour
Joanne F Trainer - 59 Aus 20 hours a Contract 2 years $38 Academic

Fox Management week per Manager
hour
Anthony M Trainer - 33 Aus 20 hours a Contract 6 $38 Academic

Bates Marketing week months per Manager
hour
Mark M Trainer – 54 Aus 20 hours a Contract 4 $38 Academic

Schwarz Marketing week months per Manager
hour
Jack M Trainer - 29 Aus 10 hours a Contract 2 $32 Academic

Muller Marketing week months per Manager
hour
Leonard M Trainer – 40 German 20 hours a Contract 8 $38 Academic

Hass Human week months per Manager
Resources hour
Bob Marr M Trainer – 41 Aus 20 hours a Contract 4 $38 Academic

International week months per Manager
Business hour
Samiya F Trainer – 51 Aus 20 hours a Contract 8 $38 Academic

Jones International week months per Manager
Business hour
11
Future workforce needs:

 More students in a campus with good trainer teaching methods, price structure, and state-of-the-art
facilities are key workforce segments vital to fulfilling the organization's strategy and purpose. Also,
success in establishing a strong reputation for the college will encourage more parents to send their
children to study here.
 Building strong leadership and management skills of managers has been identified as particularly
critical by various workforce segments in terms of behaviors/skill traits.
Gap analysis:
There exists a gap between Melbourne and Sydney campuses. They need 6 people in each campus 1 is
receptionist, 1 is student services officer and 4 trainers.
Workforce plan objectives:

The goal of workforce planning is to ensure that the business has enough employees with the necessary
skills, expertise, and experience to achieve its strategic goals efficiently and effectively.
Issue/Need Actions Outcomes Resources Timelines

Recruitment Advertising, Efficient Finance, Virtual 2 months
public relations productivity & interviews
to take position
over existing
employees.
Unskilled Provide Increase Finance, HR 2 months
workforce training, hire productivity management
skilled labour
Worker Improve Loyal and Incentives On-going
satisfaction employee satisfied
relationship. employees
Leader in Formal and Boost market University 3 months
vocational informal share and value
training training
Lack of diversity Engage Improve Human On-going
culture indigenous and relationship of Resources
local people employee
Communication and consultation Strategy:
Audience Key message Delivery Date/duration of Location

method session (if
applicable)
Board of Continuous Face to face 13/7/2021 Meeting room
Directors improvement and emails
Current Equal Face to face 15/7/2021 Sydney
employees and opportunities for
new job all
seekers
12
Registered Effective Face to face 20/7/2021 Melbourne

training partnership
providers
Contingency plans – Workforce planning:
Unplanned/extreme event Contingency Action
Low price courses offered Reduce fees and provide scholarships and other incentives
by competitors
Injury risk Those should be in a safe atmosphere, and employees who are
injured while on the job should be compensated.
Unskilled trainers Provide formal training and hire qualified experienced
trainers by offering handsome salary
Fail to satisfy clients improve service quality
demands
3. Agree on workforce plan

This part of the assessment requires you to meet with the CEO (role-played by your assessor) to discuss the
workforce plan you have developed and to seek input, as well as endorsement of your plan.
Your assessor will advise you of the meeting time and place.
a) Submit a copy of your plan to the CEO (your assessor) prior to the meeting in the agreed format, requesting
a meeting to discuss your proposed plan and hopeful agreement.
b) During the meeting, you will need to demonstrate effective communication skills including:
 Asking questions to identify required information
 Responding to questions as required
 Using active listening techniques to confirm information
c) The CEO (your assessor) will provide feedback on your plan, which you should incorporate into your plan
and send to your assessor following the meeting.
4. After the meeting, update your plan and submit it to your assessor, confirming support for the workforce plan.
You must also attach a copy of the briefing report.
13
Revised Workforce plan

Purpose:
To align the needs and priorities of King Edward VII College with its workforce to ensure it can meet its
legislative, regulatory, service requirements, strategic and organizational objectives.
Strategic objectives:
 To be a leader in vocational education and training;
 To build and maintain a high-quality infrastructure that supports customers and employees;
 To be well-managed, high-performing, profitable, and accountable
 To develop our people and resources.
Key workforce requirements:

 Offer attractive wage packages to trainers/assessors, including full-time contracts
 Develop additional HR policies and procedures
 Provide prospects for advancement in your job.
 Creating a challenging and attractive working environment Investing in training and development
 Investing in professional growth Investing in succession planning to deal with an ageing workforc
External environment analysis:

The external environment refers to everything that happens outside of an organisation and has the potential
to effect it. Demographic changes have a big impact on the workforce. The general environment – refers to
the nonspecific dimensions and forces in an organization's surroundings that may impact its activities; and
the specific environment – refers to the specific dimensions and forces in an organization's surroundings that
may affect its activities. Example:
 Pay paid to tutors in other universities, college infrastructure
 Low number of persons enrolled in vocational education and training and graduating into work
 Lack of public transportation options
 Alterations in legislation
 Increased number of institutions in Australia offering the same courses and student tuition prices
 Lack of highly competent trainers and coaches for the courses
Industrial relations relating to the education and training industry:

King Edward VII College's education and training are nationally recognised and accredited to fulfil vocational
and educational standards. To achieve teaching and learning excellence, flexibility, and personal
satisfaction, courses are prepared by highly experienced staff with considerable industry and training
expertise. On the basis of long-standing connections with industry and other stakeholders, to ensure that the
courses given are relevant to customers' needs and constantly meet their expectations. Persons seeking
admission into the industry, as well as people already working in business and management who want to
formalise or enhance their abilities, are the two primary segments of King Edward VII College's target
14
market. The courses will be suited for developing the skills and knowledge now sought by companies and
students due to the strong vocational emphasis and ongoing industry consultation.
Analysis of current workforce characteristics and portfolio:

The college currently employs 24 staff members in Melbourne CBD. Which includes:
 The CEO
 Marketing manager
 Marketing assistant
 Human resources manager
 Finance manager
 Administration manager
 Office assistant Receptionist
 Academic manager Student services office
 14 trainers
The detail is provided in the table below;
Employe M/ Position Ag Countr Full- Status Year Salary Reports

e F e y of time/Par s of to
origin t-time servi
ce to
date
Simon M CEO 52 Aus 1.0 Permanent 5 $150,000 Board

Brimban
k
John M Finance 60 Aus 1.0 Permanent 5 $115,000 CEO

Sykes Manager
Abdi M Marketing 45 Somali 1.0 Permanent 1 $95,000 CEO

Hassan Manager a
Sarah F Human 57 UK 4 days a Permanent 1 $90,000 CEO

Smith Resources week
Manager
Ben M Academic 59 Aus 1.0 Fixed 6 $75,000 CEO

Thornbur Manager Contract mon
y for 1 year ths
to
date
Jane F Administratio 22 Aus 1.0 Permanent 4 $40,000 HR

Barrow n Officer Manager
Aisha F Receptionist 30 Aus 1.0 Permanent 3 $39,000 HR

Simons Manager
Pierre M Student 27 France 1.0 Permanent 2 $45,000 Academic

Allard Services Manager
Officer
15
Employee M/F Position Age Country Full- Status Years Salary Reports
of time/Part- of to
origin time service
to date
Maria F Trainer - 52 Aus 20 hours a Contract 8 $38 Academic

Blanc Management week months per Manager
hour
Dennis M Trainer - 61 Aus 20 hours a Contract 8 $38 Academic

Miller Management week months per Manager
hour
Marion F Trainer - 30 Aus 20 hours a Contract 1 year $38 Academic

Smiles Management week per Manager
hour
Amir Said M Trainer - 32 Aus 10 hours a Contract 6 $32 Academic

Management week months per Manager
hour
Joanne F Trainer - 59 Aus 20 hours a Contract 2 years $38 Academic

Fox Management week per Manager
hour
Anthony M Trainer - 33 Aus 20 hours a Contract 6 $38 Academic

Bates Marketing week months per Manager
hour
Mark M Trainer – 54 Aus 20 hours a Contract 4 $38 Academic

Schwarz Marketing week months per Manager
hour
Jack M Trainer - 29 Aus 10 hours a Contract 2 $32 Academic

Muller Marketing week months per Manager
hour
Leonard M Trainer – 40 German 20 hours a Contract 8 $38 Academic

Hass Human week months per Manager
Resources hour
Bob Marr M Trainer – 41 Aus 20 hours a Contract 4 $38 Academic

International week months per Manager
Business hour
Samiya F Trainer – 51 Aus 20 hours a Contract 8 $38 Academic

Jones International week months per Manager
Business hour
16
17
Future workforce needs:

 More students in a campus with good trainer teaching methods, price structure, and state-of-the-art
facilities are key workforce segments vital to fulfilling the organization's strategy and purpose. Also,
success in establishing a strong reputation for the college will encourage more parents to send their
children to study here.
 Building strong leadership and management skills of managers has been identified as particularly
critical by various workforce segments in terms of behaviors/skill traits.
Gap analysis:
There exists a gap between Melbourne and Sydney campuses. They need 6 people in each campus 1 is
receptionist, 1 is student services officer and 4 trainers.
Workforce plan objectives:

The goal of workforce planning is to ensure that the business has enough employees with the necessary
skills, expertise, and experience to achieve its strategic goals efficiently and effectively.
Issue/Need Actions Outcomes Resources Timelines

Recruitment Advertising, Efficient Finance, Virtual 2 months
public relations productivity & interviews
to take position
over existing
employees.
Unskilled Provide Increase Finance, HR 2 months
workforce training, hire productivity management
skilled labour
Worker Improve Loyal and Incentives On-going
satisfaction employee satisfied
relationship. employees
Leader in Formal and Boost market University 3 months
vocational informal share and value
training training
Workforce slowly Plan to The Human 5 months
towads ageing guarantee that organisational Resources
critical jobs are capacity to fill the
identified and vacancies
that the
appropriate
post can be
filled by an
internal
candidate.
Communication and consultation Strategy:

Audience Key message Delivery Date/duration of Location
method session (if
applicable)
Board of Continuous Face to face 13/7/2021 Meeting room
Directors improvement and emails
18
Current Equal Face to face 15/7/2021 Sydney

employees and opportunities for
new job all
seekers
Registered Effective Face to face 20/7/2021 Melbourne
training partnership
providers
Contingency plans – Workforce planning:
Unplanned/extreme event Contingency Action
Low price courses offered Reduce fees and provide scholarships and other incentives
by competitors
Injury risk Those should be in a safe atmosphere, and employees who are
injured while on the job should be compensated.
Unskilled trainers Provide formal training and hire qualified experienced
trainers by offering handsome salary
Fail to satisfy clients improve service quality
demands
19
Assessment Task 3: Implement diversity actions project
TASK SUMMARY:
In this assessment task you are required to review initiatives in the Workforce Plan for King Edward VII College
relating to recruitment and diversity, as well as assisting in being recognised as an employer of choice and implement
the required actions.

 Recruitment, selection and induction policy and procedure

 This task may be done in your own time as homework or you may be given time to do this task in class (if
applicable). Your assessor will advise.

 Updated recruitment, selection and induction policy and procedure
 Diversity Calendar
 Strategies of implementation
assessment.
20
INSTRUCTIONS:
Read the case study below and then complete the activities that follow.
CASE STUDY
Issue/need Action Outcomes Resources Timelines
Attract and retain a Update recruitment, Organisational Human resources End 2021
diverse workforce/be selection and capacity to fill
known as an induction vacancies
employer of choice procedures to
regarding diversity increase diversity of
employees
Acknowledging and Develop a calendar Various important Human resources End 2021
celebrating calendar of events dates and cultural
days that relate to events are
workplace diversity advertised and
celebrated across
the agency
1. Update the recruitment, selection and induction policy to increase diversity.

Review the case study information above and the recruitment, selection and induction policy and procedure for
King Edward VII College.
Research best practice procedures for increasing diversity through improved recruitment and selection practices.
Update the recruitment, selection and induction policy and procedure to reflect best practice procedures for
increasing diversity in recruitment and selection.
Updated Recruitment, selection and induction policy and procedure:

Policy Statement
King Edward VII College is committed to recruiting and selecting quality staff and inducting staff to ensure they
understand their job role and can follow all required procedures.
Principles
Selection decisions will always be made on merit so as to avoid discrimination and unfairness.
Scope
This policy and procedure apply to all staff who undertake recruitment, selection, induction and termination. This
policy and procedure are supported by, and linked to the company’s Strategic Plan, and Staff Code of Conduct.
Procedure
1. Recruitment, selection and appointment.
The following procedures will be followed for recruitment.
• Prior to the recruitment process commencing, HR to develop a position description or access an existing
position description. Ensure all information in the position description is accurate and identifies the key
responsibilities, key selection criteria and desirable skills and attributes.
21
• HR will advertise the position using the organisation’s preferred medium(s) and Ad templates. Ads will clearly
specify the purpose of the role, key selection criteria, mandatory qualifications and a contact name and number,
• Following receipt of applications, HR and the responsible manager will develop a shortlist of applicants based
on the applications provided and their suitability to the role. Ensure that all shortlisted applicants have mandatory
qualifications required of the position or the ability to obtain them.
• Interview of shortlisted candidates will be completed with HR and the responsible manager at the interview.
Standard questions will be used and accurate notes will be taken.
• Following the interview, HR and the responsible manager will agree on the selected applicant and referee
checks will occur using the Reference Check form.
• Letter of offer to be sent out to successful candidate/s and rejection letters to unsuccessful candidates using
standard letters.
• Letter of offer is developed using standard template.
2. Induction
• HR creates a staff file for the new staff member and all documents relating to the recruitment process are
stored.
• Staff member completes all required documentation for employment, including contracts, staff details forms
and TFN notice.
• Ensure signed contract is on file.
• Induction plan is created and initial induction completed.
• Inductions as per plan are conducted during the first three months, which is also the probationary period.
• At least 2 days prior to the probationary period lapsing, HR will hold a review and support session with the
employee. This session is to be used as a feedback and review from both parties on the probationary period.
• A forward plan for development and training needs is to be developed during this session and agreed to by
the employee.
• If the employee’s performance is not satisfactory, the termination procedure must be followed as outlined
below.
Supporting documents
• Position description template
• Advertisement templates
• Letter of offer
• Award
• Employment Contract template
• Unsuccessful candidate template
• Induction plan
• Induction checklist
• Reward package
• Benefits plan
22
2. Email the updated recruitment, selection and induction policy to all staff (your assessor). You should outline the
importance of diversity in recruitment and selection and key changes made to the policy and procedure.
3. Develop a diversity calendar for 2021.

Review the case study information above and research important dates for diversity and cultural events occurring
in 2021 in Melbourne. Identify at least six important dates and develop a calendar of events. For each event, you
need to identify how the College will celebrate that day or event. Be as innovative and creative as you can be!
Your calendar may be developed in any format and software application, as long as it addresses the above
content requirements and looks professional.
Dates Event How the College will celebrate that day or event
1 August 2021 Corporate Diversity Encourage Diversity Councils to sponsor events

Programs regularly as part of a corporate initiative. Build in
conversations of connection in formal programs,
including new employee orientations.
10 August 2021 Music from Around the Ask employees to bring in examples of music from
World their own culture and heritage or hire local cultural
musical groups to provide live music for a special
event.
19 August 2021 International Business Respectfully ask your international colleagues
Meetings questions to learn more about their customs around
punctuality, gift-giving, business cards, negotiating,
greeting protocol, forms of address, etc.
25 August 2021 Multicultural Job Fair Invite and talk to people of all ages, from grade-
schoolers to emphasize the importance of education,
to college graduates to explore opportunities.
28 August 2021 Honour Diverse Families Invite participants to share a fact or story about their
families that make them unique. Ask them to share
what some of the strengths they have and challenges
they face as a family.
1 September 2021 Lunch Invitations Seek out co-workers of different backgrounds, from
different departments, and at different levels and
lengths of tenure in the company and Ask one another
respectful and open-ended questions that invite
explanation and further conversation.
4. Develop at least two specific strategies that would assist the workforce to deal with the implementation of the
diversity calendar. Email your completed calendar to the CEO (your assessor) and outline your strategies.
From: perrylee@kevc.edu.au
To: CEO@kevc.edu.au
23
Subject: Strategies to assist the workforce
Dear assessor,
Good day,
I would want to recommend some tactics to help the workforce manage with the diversity calendar's
adoption. To begin, post the memo on the bulletin board in each classroom so that students can immediately
see it. Second, convey the information to students so that they are aware of the event's details.
Please refer the attached diversity calendar to this email.
Thank you.
Kindly regards,
Perry Lee
24
Assessment Task 4: Implementation
TASK SUMMARY:
In this assessment task you are required to implement a number of actions from the Workforce Plan for King Edward
VII College to assist in meeting agreed objectives for training, redeployment and redundancy, as well as succession
planning and being an employer of choice.

 Role competencies and candidate assessment
 Career development plan template


 Career development plan
 Redundancy and redeployment policy and procedure
 Employer of choice report
assessment.
25
INSTRUCTIONS:
CASE STUDY
Ageing workforce, Succession planning to Organisational Human End 2021
general attrition ensure that key roles capacity to fill resources
are identified, as well vacancies as they
as internal candidate arise
who can fill the roles
and development of a
training plan for
identified individuals.
No formal policies Develop a retirement Formal processes in Human End 2021
and procedures in and redeployment place for retirement resources
place for retirement policy and redeployment
and redeployment.
King Edward VII Develop and Environment where Human End 2021
College wants to be implement strategies people want to work resources
identified as an that attract and retain and have long
employer of choice employees who align lasting careers
with our values

1. Develop and implement a succession planning program.
Assume that it has been identified that the Human Resources Manager role is a critical position within the
College. This means that if this position is vacant, it would have a significant impact on the organisation. While it
has been identified that there is no shortage of Human Resources professionals, it is considered that the
specialised nature of human resources within the College means it would be preferable to develop the talent from
within.
Assume that a current employee, Jackie Smith, has been identified as an employee with potential for the role.
Jackie has recently returned to the workforce and is working in an administration role. However, prior to leaving
the workforce to bring up her children, Jackie was working in a human resources officer role. Jackie applied for
the administration position as she only wanted to work part-time. However, Jackie has indicated that she would
like to move back into a HR role and eventually back into full-time employment. It has been identified that Jackie
has the potential to perform well in this role in the future.
Jackie has recently completed a self-assessment against a role competencies statement in order to identify
areas that she would need to develop in.
Review the case studies above and Jackie's role competencies statement provided to you.
Your task is to develop a career development plan for Jackie using the career development plan template
provided to you.
The opportunities that you identify for Jackie should include a range of opportunities including job assignments
that develop a candidate’s competencies, coaching and mentoring and formal training. The career development
plan you develop should include at least six opportunities to be completed over the upcoming 12 months.
Submit your career development plan to your CEO (your assessor).
Start Completion Skill, experience, How will this be gained? Provider
date date knowledge to be (e.g. on the job experience, (e.g. workplace
gained formal/informal educator,
seminars/courses, university,
27
coaching/mentoring etc) coach/mentor

etc
15/7/202 1/12/2021 Have excellent Formal seminars Coaching and
1 written and verbal mentoring
communication
skills, as well as
great listening and
negotiation abilities.
16/7/202 2/9/2021 Maintain up-to-date Job experience Workplace seniors
1 understanding of
current industry
standards and HR
best practises.
1/8/2021 15/8/2021 Professional
Prepare and trainers
oversee the
implementation of
business plans, Job experience
including priority
setting.
1/9/2021 15/9/2021 Provide leadership Job experience Workplace
and direction to the educator
recruitment team
5/9/2021 30/9/2021 Have strong forward Courses Professional
planning, analytical, trainers
and strategic
thinking abilities.
1/10/202 15/10/2021 Increase Training class Coaching and
1 management skill mentoring
2. Develop a redundancy and redeployment procedure.

Assume that it has been identified that there is no formal process in place within King Edward VII College for
redundancy and redeployment. While at present, redundancies or redeployments have not been identified as
issues in the workforce plan, it is considered that a formal process is required. Develop a redundancy and
redeployment procedure, as a minimum your policy should include:
 Introduction
 Aim of policy
 Key principles
 Definitions of redeployment and redundancy
 Redeployment procedure
28
 Redundancy procedure, including entitlements as per the Fair Work Act

Submit your redundancy and redeployment procedure to your CEO (your assessor).
Redundancy And Redeployment Procedure

Aim of policy
This policy covers the college's principles for managing major change, notice, redeployment, redundancy, and
voluntary retirement in situations where the college determines a position is no longer required, and it applies to
all employees.
Scope
This policy applies to the college's academic and professional personnel whose employment terms and
conditions are governed by the Agreement. All employees affected by proposed policy changes, including casual
and sessional employees, would be consulted.
Key principles
 When a job becomes redundant, it is because the employer no longer wants the work to be performed
by anyone.
 This might happen when the job's responsibilities have altered to the point that the original role is no
longer functional.
 It can also happen when an employer still requires the duties associated with a job to be performed, but
decides to redistribute those duties among other employees, resulting in the original role no longer
existing for all practical purposes, i.e. the employee in that role having no duties to discharge.
 When an employee's employment is terminated solely because of a personal act or default by the
terminated employee, or for any reason unique to that employee, redundancy will not occur.
Definitions of Redeployment and Redundancy

When a corporation wants to redeploy current personnel to another job inside the company to avoid redundancy,
this is known as redeployment. When an employer cuts its staff because a job or jobs are no longer needed, this
is known as redundancy. It is not a redundancy if you leave your job, and they hire someone to fill it.
Redeployment Procedure
Step 1: Written notification regarding the redeployment process
If your position is expected to be made redundant and you choose to be considered for redeployment, you will be
notified in writing of the procedure. The dates of the intended redeployment period, as well as the name and
contact information for the placement coordinator, will be included in this notification.
Step 2: Interview with adviser and preparation of personal career plan

The Placement Coordinator will meet with you and may arrange for you to meet with an external career transition
counsellor for an interview. The Placement Coordinator and/or an external career transition adviser will support
you in drafting a written statement outlining your professional goals, experience, knowledge, skill level, and
training requirements (a personal career plan).
Step 3: Identification of vacant positions

During the redeployment period, the Placement Coordinator will inform you of any empty positions at or one level
below your substantive level that will be posted. If you email the Placement Coordinator to express your interest
29
in a position, the position will not be advertised for a fair period to allow for Step 4. If there is not a suitable
substitute position, the vacancy will be advertised. The Placement Coordinator will keep you informed about any
new openings.
Step 4: Interview for identified vacant positions.

You will be interviewed by a panel to assess whether the role is suitable for you to be placed into. If you do not
schedule an interview within a fair amount of time, the selection committee will make a choice based on the
information available. Your position will be declared redundant if no suitable substitute role is available. Any
redundant benefits to which you are entitled under the applicable enterprise agreement will be paid to you.
Redundancy procedure including entitlements as per the Fair Work Act

 Inform the personnel of a possible redundancy job.
 Try to resolve the redundancy situation.
 Hold a redundancy meeting.
 Assist the impacted employees.
 Make the redundancy payment.
3. Develop and implement strategies to ensure King Edward VII College is an employer of choice.
Assume that it has been determined by the data collected that King Edward VII College is not an employer of
choice, however the management team have determined that the workforce plan does contain some strategies
that make the College an employer of choice. You have been asked to research the trends of what makes an
employer of choice and to identify where the College could improve.
Research other companies to determine what strategies make an employer one of choice. Document your
findings in a brief report that also includes the strategies that have already been implemented (throughout the
assessment tasks for this unit of competency, for example, career development and promoting from within are
considered to be valued strategies for an employer of choice to offer) and a recommendation of other strategies
that could be implemented. Ensure you provide your valid sources of information.
Submit your report to the CEO (your assessor).
King Edward VII College can improve in follow areas:

- Provide a better working environment for employees
- Provide a better employment plan for employees.
- Provide employees with a flexible work schedule.
Strategies implemented by King Edward VII College:

- Provide adequate training
- Engage in team-building activities
- Host a seminar or a conference
To: Assessor
Subject: Career Development Plan and Redundancy and Redeployment Policy and Procedure
Dear Assessor,
Good day,
I have attached two documents to this email: Jackie's Career Development Plan based on her most recent
professional assessment at the institution, as well as our organisations' new Redundancy and Redeployment
30
Policy Procedure. Jackie's career and development plan will detail all of her assessment results as well as what
we plan to do with them.
The organization's redundancy and redeployment policy is established to avoid a potential redundancy position in
the organisation.
Your suggestions will be much welcomed.
If you have any questions, please contact me.
Kindly regards,
Perry Lee
31
Assessment Task 5: Review and evaluation project
TASK SUMMARY:
This assessment task requires you in the role of Human Resources Manager for King Edward VII College to review
the workforce plan, as well as evaluate workforce trends. You will be required to develop a briefing report on your
review and evaluation.

 Workforce plan review and evaluation report template
 Focus group question results
 Exit interview results
 2019 and 2020 Workforce Information


 Organisational climate survey
 Completed workforce plan review and evaluation report
assessment.
33
INSTRUCTIONS:
CASE STUDY
High staff turnover Develop a strong orientation Turnover reduced by at Human End 2021
within the first six and induction program that least 10% in the first resources
months of supports and develops new year.
employment staff
Appoint mentors to support
new staff
Building internal Identify professional Turnover reduced by at Human End 2021
capacity through a development needs of each least 10% in the first resources
strong learning staff member and implement a year.
program formal program of professional Employee satisfaction
development. with professional
development
Increase diversity Identify diverse media Increase the number of Human End July
within the workforce networks where positions can females in the resources 2021
be advertised organisation by 20%.
Explore options for flexible
working arrangements

1. Develop a survey.
Assume that as part of the workforce plan's monitoring strategies that have been implemented as indicated in the
case study you are required to develop an organisational climate survey. While the organisational climate survey
is designed to seek feedback in relation to the new initiatives outlined in the workforce plan, the intention is also
to gain feedback on overall employee satisfaction for input into future workforce planning initiatives.
Design a survey that includes:
 At least 12 questions about general satisfaction with the workplace.
 At least 8 questions about satisfaction with new initiatives.
 Allows employees to provide an answer based on a five point scale
Notes: You may use the following links to assist you in designing your questionnaire:
http://workplaceinfo.com.au/hr-management/communication-in-the-workplace/climate-surveys
www.surveymonkey.com
Survey Form
Please mark the appropriate circle for each question. Compare our workplace to your expectations of what quality
should be.
Question Highly satisfy Satisfied Neither Dissatisfied Highly

satisfied nor Dissatisfied
dissatisfied
Do you find the work you are
doing meaningful?
Would you recommend this

organization as a place to
34
work to a friend?
Are you are equipped with the
tech tools you need to
succeed?
Do you feel objectives are
defined and communicated
effectively?
Do you feel there is a
welcoming and accepting
company culture?
Do you feel valued by peers
and management?
Are you excited to come into
work?
Will you be working for the
same organization in the next
2 years?
2. When you have completed your survey, send the survey to all staff (this will be your assessor) outlining the
purpose of the survey, as well as an appropriate deadline for completing the survey.
3. Develop a workforce plan review and evaluation briefing report

For this part of the assessment task you are required to develop a workforce plan review and evaluation report.
Your assessor will provide you with a template to use.
Your report should be written in clear and concise English and address the following components.
 An analysis of workforce information data
 A review of the workforce information for King Edward VII 2020 provided to you and compare it to the 2019
data to identify:
 Current staff turnover rate
 Workforce characteristics, including age, gender and cultural background.
 Comparison with 2019 data to identify changes and to assess performance against 2019 data.
 A review of external trends
 Using the Labour Market Information Portal, review current employment projections for Australia, as well
as for the education and training sector.
35
 Based on your review of the data, identify labour supply trends and areas of under supply or over supply
relevant to the College and the likely impact of these trends on the demand for labour in relation to the
College’s workforce.
 A review of government policy
 Identify at least two government policy initiatives that affect labour demand and supply. Outline each of
the policy initiatives that you have identified and how it affects labour demand and supply.
 An analysis of focus group results.
– Assume that in addition to the survey you developed, you have already conducted a focus group to
determine employee’s satisfaction. Review all of the comments from the focus group and comment on
overall employee satisfaction, as well as areas of need that should be considered as part of an ongoing
review of workforce planning objectives.
 Analysis of exit interviews.
 Review all of the comments from the exit interviews and comment on reasons for leaving that should be
considered as part of an ongoing review of workforce planning objectives.
 Effectiveness of the workforce plan
 Based on your analysis above, evaluate the effectiveness of the workforce plan in terms of the
objectives specified in the scenario information.
 Identify changes required to objectives and document at least two new objectives and actions for the
upcoming year.
36

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BSBHRM513 Manage Workforce Planning Student Assessment Tasks

Melbourne Education Institute

RTO Number: 45054 CRICOS Number: 03673A

STUDENT ASSESSMENT BOOKLET

BSBHRM513 Manage workforce planning

Student ID: ______________________

Student Name: ____________________

Assessment Task About this task Due date

4. Implementation project You are required to identify required competencies for an

How to submit your assessments

Assessment Task Checklist

Assessment Task 1: Written Questions

RESOURCES AND EQUIPMENT REQUIRED TO COMPLETE THIS TASK

WHEN AND WHERE DO I COMPLETE THIS TASK?

WHAT DO I NEED TO SUBMIT?

WHAT HAPPENS IF I GET SOMETHING WRONG?

Assessment Task 2: Development project

RESOURCES AND EQUIPMENT REQUIRED TO COMPLETE THIS ASSESSMENT

WHEN AND WHERE DO I COMPLETE THIS TASK?

WHAT DO I NEED TO SUBMIT?

Complete the following activities:

 Assessment of staff turnover rate and whether rate is acceptable or not.

Staff turnover percentage 2016 2017 2018 2019

Substitution effect of a rise in wages

Income effect of a rise in wages

2. Develop workforce plan.

Key workforce requirements:

External environment analysis:

Industrial relations relating to the education and training industry:

Analysis of current workforce characteristics and portfolio:

Employe M/ Position Ag Countr Full- Status Year Salary Reports

Simon M CEO 52 Aus 1.0 Permanent 5 $150,000 Board

John M Finance 60 Aus 1.0 Permanent 5 $115,000 CEO

Abdi M Marketing 45 Somali 1.0 Permanent 1 $95,000 CEO

Sarah F Human 57 UK 4 days a Permanent 1 $90,000 CEO

Ben M Academic 59 Aus 1.0 Fixed 6 $75,000 CEO

Jane F Administratio 22 Aus 1.0 Permanent 4 $40,000 HR

Aisha F Receptionist 30 Aus 1.0 Permanent 3 $39,000 HR

Pierre M Student 27 France 1.0 Permanent 2 $45,000 Academic

Maria F Trainer - 52 Aus 20 hours a Contract 8 $38 Academic

Dennis M Trainer - 61 Aus 20 hours a Contract 8 $38 Academic

Marion F Trainer - 30 Aus 20 hours a Contract 1 year $38 Academic

Amir Said M Trainer - 32 Aus 10 hours a Contract 6 $32 Academic

Joanne F Trainer - 59 Aus 20 hours a Contract 2 years $38 Academic

Anthony M Trainer - 33 Aus 20 hours a Contract 6 $38 Academic

Mark M Trainer – 54 Aus 20 hours a Contract 4 $38 Academic

Jack M Trainer - 29 Aus 10 hours a Contract 2 $32 Academic

Leonard M Trainer – 40 German 20 hours a Contract 8 $38 Academic

Bob Marr M Trainer – 41 Aus 20 hours a Contract 4 $38 Academic

Samiya F Trainer – 51 Aus 20 hours a Contract 8 $38 Academic

Future workforce needs:

Workforce plan objectives:

Issue/Need Actions Outcomes Resources Timelines

Communication and consultation Strategy:

Audience Key message Delivery Date/duration of Location

Registered Effective Face to face 20/7/2021 Melbourne

Contingency plans – Workforce planning:

Unplanned/extreme event Contingency Action

3. Agree on workforce plan

Revised Workforce plan

Key workforce requirements:

External environment analysis: