Hi I need help with the following question.

_{Prepare an action plan to communicate your findings (the HR needs report) and to implement recommendations over the next four weeks. Include:}

_{a. timelines}

_{b. roles and responsibilities (include roles for the HR team, line managers, senior managers, external parties, etc. as required for implementation)}

_{c. resources required, including financial resources and technology for communication to stakeholders (both internal and external)}

_{d. strategies and tactics to ensure successful implementation, including monitoring activities and technology required to collect and manage data in accordance with policies and procedures}

_{e. activities - you need to include the activities required to communicate and promote changes, to communicate recommended SLAs and to to implement your recommendations to meet HR service requirements.}

_REFERENCE:

_{Two strategies to keep in mind for this action plan is:}

1. _{Outsource model}
2. _{Centre of excellence model ( Enhance HR services with respect to industrial Relation.}

_{Below is ROI calculation:}

The calculation of ROI for each option is as follows:

Outsourcing HR:

(800,000 - 600,000)

Basic ROI = --------------------------- x 100 = 33%

600,000

ROI weighted for risk: ROI = (gain Cost) 100 %

(800,000(0.90) - 600,000)

ROI=------------------------------------ x 100 = 20%

600,000

Restructuring HR:

Basic ROI= (1,000,000 - 800,000)/ 800,000) x 100 = 25%

ROI= (1,000,000 (0.80) - 800,000)/ 800,000) x 100 = 0%

Redeploying and retraining rental employees:

Basic ROI= (300,000 - 500,000)/ 500,000) x 100 = 500%

ROI= (300,000 (0.70) - 500,000)/ 500,000) x 100 = 320%

Integrating HR Services and recruitment:

Basic ROI= (15,000,000 - 100,000)/ 100,000) x 100 = 1400%

ROI= (15,000,000 (0.90) - 100,000)/ 100,000) x 100 = 1250%

Enhancing HR Services with Performance Management:

Basic ROI= (1,000,000 - 100,000)/ 100,000) x 100 = 900%

ROI= (1,000,000 (0.90) - 100,000)/ 100,000) x 100 = 800%

Enhancing HR Services with Industrial Relations:

Basic ROI= (500,000 - 150,000)/ 150,000) x 100 = 233.33%

ROI= (500,000 (0.80) - 150,000)/ 100,000) x 100 = 166.67%

JKL Industry's industrial relations history

JKL Industries has not had a clear industrial relations policy or strategies in the past. There has been a tendency to manage issues on an ad hoc basis rather than drive the business through long-term industrial relations objectives.

Responsibility for industrial relations issues has been spread between various levels of management, including the Operations Manager, Sales Manager, Service Manager and Human Resources Officers for each branch. This has led to issues of inconsistency and allegations of unfair work practices, with team members confused as to their entitlements and unsure of how to resolve grievances and conflict appropriately.

On several occasions, the union has become involved in disputes when team members have been unable to resolve issues with their line managers.

Morale in the workplace fluctuates and is often dependent on the division manager's management style and skill level. There have been instances of workplace conflict which have not been satisfactorily resolved and have led to complaints of discrimination and unfair dismissal.

Employees have heard rumours of the forthcoming changes in the structure of the organisation and the move into medium and large truck sales. There are concerns about possible redundancies, but no information from management has been forthcoming.

There has been a history of dissatisfaction within the organisation relating to pay and conditions with some employees complaining they are not receiving the entitlements they should be.

Management skills and knowledge

The current management team has little understanding of industrial relations matters and has been appointed to their current positions based on their abilities in sales or their technical skills.

They have a limited understanding of Australian workplace agreements and a tendency to refer to any problems to the HR officers. This has led to conflict and dissatisfaction within the work teams and is felt to be a contributing factor to the high turnover of staff in some departments. Management tends to be 'operations' focused and have little understanding of people management, performance management or leadership skills; moreover, managers tend to resent any intrusion of HR into strategic planning, recruitment and workforce planning, seeing these as business issues. HR is seen to merely provide administrative assistance, but not to contribute to the achievement of business goals in more direct or meaningful ways.

The HR officers have experience in understanding and interpreting Australian Workplace Agreements from an administrative perspective. They have limited knowledge of strategic management and have little control over or influence in implementing industrial relations policy. As they report directly to the Division Manager, they are functioning more as administration assistants than as a strategic HR resource.

While JKL Industries has policies and procedures relating to workplace behaviours and values, employees are not provided with written copies of procedures nor are they trained in values, behaviours, codes of practice or workplace cultural issues. Many employees are confused about their rights and entitlements at work and are not clear on whom they should speak to if they have a problem.

Conflict Situations

Some examples of industrial relations issues are detailed below.

Case 1

An apprentice mechanic complained to the union that he was left unsupervised for up to five hours several days per week.

The union investigated the matter and found it to be substantiated. Management claimed it was a temporary rostering issue caused by the resignation of senior mechanics and would be rectified. The apprentice was satisfied with the response and the rosters were adjusted.

Case 2

ForklFive sales consultants claimed their annual bonus was calculated incorrectly. Management asked the payroll department to review the payments and was advised it was correct. The sales consultants felt they had been misled by confusing contracts detailing the bonus arrangements and had, in fact, earned their bonuses. Management did not respond. Three sales consultants resigned as a result.

Case 3

The mechanics and apprentices in the NSW branch complained to management about excessive hours of work. They were told that the business did not have the resources to hire extra staff and they would have to work the overtime. The mechanics continued to do the overtime for two months and then complained again. One mechanic refused to work more overtime and was dismissed summarily by the Service Manager, Norm Johnston. He lodged an unfair dismissal claim and was reinstated and back paid. No action was taken by the company with regards to the Service Manager's performance or behaviours.

Case 4

An administration assistant in the finance division complained to the HR Officer that she felt uncomfortable working around one of the male accountants as he had asked her out on several occasions. When she said no, she felt like he singled her out for the worst jobs in the office, was rude to her in front of other staff and made comments in public about her weight. The HR officer told her she was being overly sensitive and should be flattered to have been asked out. She was told to be more of a team player. The administrative assistant then complained to the Finance and Administration Manager and was told there was nothing he could do. She resigned from the company.

Case 5

Management decided to restructure the sales department, which involved redundancies. They did not involve the union or offer any type of counselling or personal meetings. Employees were informed by letter and were paid the minimum payouts they were entitled to. There was no discussion with remaining staff and morale became extremely low. Within two months, management had replaced the team members made redundant with new workers.