Simulated Business JKL Industries Business and strategic planning FY 2014-2015...................................1 Operational plan.................................................................................. 5 Risk management strategy and plan...................................................9 Policies and procedures.....................................................................12 Simulated Business JKL Industries Business and strategic planning FY 2014-2015 Mission JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce. Vision JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia. Company values JKL Industries is committed to: performance excellence value for investors, customers and employees personal and professional development diversity sustainability. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 1 of 20 Simulated Business JKL Industries Strategic planning Goals Strategic objectives Operational objectives Provide value to investors and owners Increase overall profitability by 10% over next three years. Reduce costs through negotiations with suppliers. Reduce costs through HR management efficiencies. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 2 of 20 Simulated Business Goals Strategic objectives JKL Industries Operational objectives Increase revenue by through providing increased customer value. Exit underperforming markets; JKL Industries will withdraw from the rental market and close the rental division within the next 18 months. HR partners with business to help business achieve financial goals. HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 3 of 20 Simulated Business JKL Industries Goals Strategic objectives Operational objectives Provide value to customers JKL Industries will continue to sell and service forklifts and expand their market share by 7% within the next 12 to 18 months. Provide quality customer service. HR partners with business to help business meet customer needs. HR partners with front-line managers to help them meet the needs of customers through motivated, competent and well-equipped staff. Provide required training to meet workforce needs. Deliver training to up-skill rental employees. Develop workforce potential JKL Industries will expand existing branches to include the sale of medium and large trucks within 18 months. Deliver ongoing training for employees. Deliver leadership training for future generation of leadership. Recruit. Conduct workforce planning through FY 2016-2017. Complete implementation of staff planning for FY 2014-2015. Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy. Ensure all critical roles are filled to meet revenue targets. Become an Employer of Choice. Provide personal development plans for all employees. Retain managerial talent through rewards, promotion and training. Provide best in industry programs incentives and HR services. Enhance employee and industrial relations. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 4 of 20 Simulated Business Goals Strategic objectives JKL Industries Operational objectives Implement new grievance and dispute resolution procedures. Complete enterprise bargaining. Manage performance and adherence to organisational values. Complete twice-yearly performance reviews. Communicate organisational values and code of conduct. Build culture of excellence: eliminate discrimination and promote diversity in JKL's workforce. Promote levels of diversity in workplace proportional to percentage of population. Continuously improve operations and managemen t efficiency Monitor performance in all areas of strategy and operational efficiency. Monitor management inputs, such as completion of reporting and coaching requirements. Monitor stock turns of forklifts, trucks, etc. Monitor HR service delivery efficiency. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 5 of 20 Simulated Business JKL Industries Operational plan JKL Industries intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources and workforce planning, performance management, physical and financial resources and workflow. Human resources The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: Sales, Rentals and Service. The Managing Director reports to the Board of Directors and is based in the Sydney head office, along with the Operations Manager, HR Department and the Finance and Administration teams. The HR Manager reports to the Operations Manager and heads up the HR centres of excellence that include recruitment, learning and development, and employee relations and services. At each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The HR officers (Business Partners) report to both the HR Manager at head office and their respective managers in the branches. JKL Industries employs over 190 personnel in the following categories (see organisation chart on the following page). 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 6 of 20 Simulated Business JKL Industries HR Manager and Senior Business Partner Centres of excellence Human Resources Officer (BP) Sales Manager Operations Manager Sales Consultants Administrative Assistants Human Resources Officer (BP) Branch Managers Rentals Manager Customer service Consultants Administrative Assistants Managing Director Human Resources Officer (BP) Mechanics Service Manager Finance and Administration Manager Apprentices Accounts Manager 2015 Innovation and Business Industry Skills Council Ltd BSBLDR502 Lead and manage effective workplace relationships Accountants Administrative Assistants 1st edition version: 1 Page 7 of 20 Simulated Business 2015 Innovation and Business Industry Skills Council Ltd BSBLDR502 Lead and manage effective workplace relationships JKL Industries 1st edition version: 1 Page 8 of 20 Simulated Business JKL Industries A summary of human resources at each location in FY 2013-2014 appears below: Sydney head office Personnel: 30 full-time and casual sales and customer service people (10 sales consultants; 5 rental sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants accounts manager and 2 accountants senior management team (3) + 1 branch manager (operations manager, HR manager, finance and administration manager) CEO and managing directors. Branches Each branch employs the following personnel: 30 full-time and casual sales and customer service people (9 sales consultants; 4 rental sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants branch manager. Office requirements Sydney head office size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) large mezzanine office space (occupied by Senior Management Team) loading bay with large capacity. Branches average size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company) loading bay with large capacity. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 9 of 20 Simulated Business JKL Industries Operating capital requirements JKL Industries requires approximately $13 million in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations. Operational expenses Wages, salaries $6,000,000 Consultancy fees $150,000 Communication expenses $120,000 Marketing $2,400,000 Premises expenses $3,000,000 Insurance $356,000 Depreciation and amortisation $540,000 Office supplies $180,000 Training $180,000 Total expenses $12,926,000 Insurance requirements JKL Industries will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year. Operational workflow Sales 1. Negotiate with suppliers. 2. Receive and warehouse products. 3. Provide service and information to customers. 4. Receive payment. 5. Arrange delivery of items (if required). Rentals 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse rental products. 4. Provide service and information to rental customers. 5. Receive payment. 6. Arrange delivery of items (if required). 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 10 of 20 Simulated Business JKL Industries Service 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse service supplies. 4. Provide service and information to service customers. 5. Receive payment. JKL Industries accepts cash, EFTPOS and major credit cards. Credit terms are available for trades. Operating hours JKL Industries operates Monday to Friday from 9 am to 5 pm, and will be operational year-round except federal and state holidays (as they apply to each branch). 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 11 of 20 Simulated Business JKL Industries Risk management strategy and plan Introduction JKL Industries recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to: identify, evaluate, control and manage risks, including environmental risks ensure potential threats and opportunities are identified and managed inform store management, partners and staff members about their roles, responsibilities and reporting procedures with regards to risk management ensure risk management is an integral part of planning at all levels of the organisation. Guiding principles JKL Industries is committed to achieving its vision, business objectives and quality objectives. This will be achieved through the proactive management of risk at all levels of the organisation. JKL Industries acknowledges that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes. Responsibility and authority Store managers/partners have responsibility for ensuring that risk management is in place. Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of this document) on a monthly basis. Staff have responsibility to support and implement policies approved by the partners. Key risk indicators will be identified, closely monitored and action taken where necessary, by all employees of JKL Industries. Risk management framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling JKL Industries to respond to a variety of operational, financial, commercial and strategic risks. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 12 of 20 Simulated Business JKL Industries These elements include: Policies and procedures: A series of policies underpin the internal control process. Reporting: Decisions to rectify problems are made at regular meetings of the partners and management. Business planning and budgeting: The business planning and budgeting process is used to set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the partners. Contingency planning is undertaken as required. Risk management review: The partners are required to report monthly. External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the partners. Definitions Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or consequence of the risk as high, medium or low: High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function in such a way as to achieve company goals. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function. Low indicates minor reductions in achieving budget or minimal reduction in performance. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 13 of 20 Simulated Business JKL Industries Risk management action plan Risk likelihoo d Risk impact JKL Industries fails to meet revenue goals Medium High JKL Industries fails to expand market share Medium JKL Industries fails to recruit and retain staff in areas of critical need (management , salesforce, mechanics) Medium Risk High Monitoring Timelines Tightly plan and manage skills and capability. Scorecard results Monthly and quarterly reporting Managers at each level Monthly and quarterly reporting Managers at each level Monthly and quarterly reporting Managers at each level High Responsibl e Controls Manage performance and adherence to organisational values. Financial statements. Revenue figures Customers. Regular training. Manage performance and adherence to organisational values. Take steps to become an Employer of Choice (steps TBD). Plan strategic approach to workforce and staffing for three years in alignment with organisational goals. Consult to complete shorter-term (yearly) staffing plans in business partnership with relevant managers in alignment with workforce strategic planning. 2015 Innovation and Business Industry Skills Council Ltd BSBLDR502 Lead and manage effective workplace relationships HRMS statistics: training numbers recruitment figures turnover Internal climate survey results. 1st edition version: 1 Page 14 of 20 Simulated Business Risk JKL Industries fails to comply with legislative requirements JKL Industries Risk likelihoo d Risk impact Low High Controls Monitoring Timelines Manage performance and adherence to organisational values. HRMS statistics: Monthly and quarterly reporting demographi cs Regular review of legislative environment and relevant policies. audit results Complete enterprise agreements. organisation al climate survey results Implement grievance and dispute resolution processes. 2015 Innovation and Business Industry Skills Council Ltd BSBLDR502 Lead and manage effective workplace relationships Responsibl e Managers at each level Individual staff and contractors 1st edition version: 1 Page 15 of 20 Simulated Business JKL Industries Policies and procedures JKL Industries has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements. Code of ethics JKL Industries acknowledges its role as a responsible corporate citizen. JKL's success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation. Employees and officers of JKL Industries are expected to: respect and support the core values of the organisation: performance excellence value for investors, customers and employees personal and professional development diversity sustainability respect and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness act in accordance with relevant legislation, standards and industry codes of practice act honestly to protect the reputation of JKL Industries; avoid the fact or appearance of conflict of interest protect the privacy of others in accordance with organisational privacy and recordkeeping policies. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 16 of 20 Simulated Business JKL Industries Health, safety and rehabilitation policy The purpose of this policy is to state the organisation's commitment to reducing and managing health and safety risks, and delivering workers' compensation and rehabilitation and first aid training This policy applies to all officers, employees and contractors of JKL Industries. In accordance with legislative requirements, employees must be consulted on health and safety issues that concern them. Consultation may be direct or Applicable legislation includes: Safety, Rehabilitation and Compensation Act 1988 (Cwlth) Work Health and Safety Act 2011 (NSW) state health and safety Acts that apply to each branch (check your state's legislation) Workers' Compensation Act 1987 (NSW) Workplace Injury Management and Workers' Compensation Act 1988 (NSW). JKL Industries' health, safety and rehabilitation policy are displayed in all work locations. Workplace harassment, victimisation and bullying policy The purpose of this policy is to underscore the organisation's commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high performance environment. Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL Industries. Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal. This policy applies to all officers, employees and contractors of JKL Industries. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Workplace Gender Equality Act 2012 (Cwth) Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 17 of 20 Simulated Business JKL Industries Anti-discrimination and equal opportunity policy The purpose of this policy is to underscore the organisation's commitment to the fair treatment of all personnel and customers. JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination. Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL Industries. It is embedded in policies, practices and forward planning. JKL recognises the importance of diversity in achieving our vision. JKL Industries understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision. A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential. At JKL Industries, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of the following 19 characteristics: age physical features breastfeeding political belief or activity employment activity pregnancy gender identity race impairment or disability religious belief or activity industrial activity (complaint about conditions/safety or trade union action) sex irrelevant medical or criminal record lawful sexual activity marital status parental or carer status sexuality social origin or migration status personal association with someone who has, or is assumed to have, any of the above characteristics. Procedures are in place for handling any grievances, including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainants and witnesses is illegal. Complaints may also be lodged with a relevant government agency or regulatory body. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 18 of 20 Simulated Business JKL Industries This policy applies to all officers, employees and contractors of JKL Industries. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Workplace Gender Equality Act 2012 (Cwth) Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). Privacy policy The purpose of this policy is to outline JKL's commitment to protecting the right to privacy of both employees and customers. Although not a legislative requirement, JKL Industries' employees, officers and agents are expected to take all reasonable steps to abide by the Australian Privacy Principles, as set out in the Privacy Act 1988. The following is an adaptation of the principles to provide guidance to individuals responsible for collecting or using customer information. 1. Open and transparent management of personal information Employees, officers or agents of JKL Industries must have a policy document outlining its information handling practices and make this available to anyone who asks for it (this document). 2. Anonymity and pseudonymity Employees, officers or agents of JKL Industries must give people the option to interact anonymously whenever it is practicable to do so. Note this principle would not apply to many internal records; nevertheless, where this principle can be applied without adverse effect to legitimate business interests, such as in employee satisfaction surveys undertaken by HR, it should be. 3. Collection of solicited personal information Personal information may not be collected unless it is necessary for JKL Industries' business activities. Sensitive information (such as about someone's health, political opinions or sexual preference), may only be collected with the consent of the individual. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 19 of 20 Simulated Business 4. Dealing with unsolicited personal information JKL Industries On occasion, staff, officers and agents of JKL Industries may receive unsolicited personal information. Such information must be afforded the same privacy protection as solicited information. On receipt of unsolicited personal information, you must: determine whether it is the kind of information that could have been collected by JKL Industries in the usual way, and: if the information could have been collected in this way, treat is as you would any other personal information if the information could not have been collected in this way (and is not contained in a Commonwealth record), you must destroy or de-identify the information as soon as practicable, but only if lawful and reasonable to do so. 5. Notification of the collection of personal information Employees, officers or agents of JKL Industries must ensure that individuals are aware their personal information is being collected, why it is being collected, who it might be passed on to, and that they can ask JKL Industries what personal information it holds about them and to request corrections if required. 6. Use or disclosure of personal information Personal information may only be used for legitimate purposes. Legitimate uses include, for example, using information for the purpose of improving operations, strategic planning, or recruitment. Non-legitimate uses would involve direct marketing to friends and families of employees through the use of employee contact information. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 20 of 20 Simulated Business 7. Direct marketing JKL Industries Direct marketing is a key part of the JKL Industries' business plan; however, JKL Industries recognises that direct marketing that is unwelcome to an individual can annoy the individual and ultimately reflect badly on the organisation. Therefore, staff, officers and agents of JKL Industries must be very careful when using personal information for direct marketing purposes. Personal information may be used or disclosed (excluding sensitive information) for the purposes of direct marketing provided the following criteria have been satisfied: the information was collected from the individual directly by JKL Industries the individual would reasonably expect that their personal information would be used or disclosed for direct marketing JKL Industries has provided a simple means by which the individual can request not to receive direct marketing (such as an 'unsubscribe' or 'opt out' function or provide contact information where they can make the request) the individual has not already made such a request to JKL Industries. 8. Cross-border disclosure of personal information Employees, officers or agents of JKL Industries can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection. This principle applies to foreign subsidiaries and strategic partners of JKL Industries. 'Appropriate protections' include but are not limited to stipulations in this policy. 9. Adoption, use or disclosure of governmentrelated identifiers Generally, JKL Industries employees, officers or agents must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency, such as a tax file number, unless for a legitimate business or operational reason, such as the processing of payroll, where tax file numbers may need to be shared. 10. Quality of personal information Employees, officers or agents of JKL Industries must take reasonable steps to ensure the personal information they collect is accurate, complete, up-to-date and relevant to its purpose. 11. Security of personal information Employees, officers or agents of JKL Industries must take reasonable steps to protect the personal information it holds from misuse, interference and loss, and from unauthorised access, modification or disclosure. Where required by law after a certain period, employees of JKL Industries must take appropriate steps to destroy or deidentify personal information in certain circumstances. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 21 of 20 Simulated Business JKL Industries 12. Access to personal information Generally, Employees, officers or agents of JKL Industries must give an individual access to personal information it holds about the individual on request. Note that some exceptions may apply, such as in cases of misconduct, fraud, criminal behaviour, or dismissal procedures. 13. Correction of personal information Employees, officers or agents of JKL Industries must take all reasonable steps to correct the personal information it holds about individual when requested by that individual, in a timely manner, and at no cost to the individual. JKL Industries takes care to respect employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include: employee records and personnel files referee reports workplace surveillance and monitoring. Although such records are exempt from the Privacy Act, JKL Industries is committed to protecting the privacy of employees through: providing access to own records where available or practicable for correction undertaking not to pass on data to others or external parties except for the strict purposes of undertaking JKL business activities or without express permission. This policy applies to all officers, employees and contractors of JKL Industries. Relevant legislation may include, but is not limited to: Privacy Act 1988 Privacy Amendment (Private Sector) Act 2000. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 22 of 20 Simulated Business JKL Industries Recordkeeping policy The purpose of this policy is to outline the organisation's approach to recordkeeping. At JKL Industries, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation. Implementation strategies for recordkeeping systems include: ensuring the system to meets all of the operational and strategic needs of JKL documenting the system (see procedures) training personnel to create and store records setting standards for recordkeeping and monitoring the use of systems ensuring all legislative requirements are met, including for retention periods. JKL Industries adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records management. This policy applies to all officers, employees and contractors of JKL Industries. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation. Recordkeeping procedures File management Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files. Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers, which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash. If you use a laptop and require access to files off-site, you will be set up with remote access to server files away from the office. When documents are completed, they should be saved to the appropriate 'completed work' folder in your department. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 23 of 20 Simulated Business JKL Industries To ensure privacy, all employee records and information gathered from employees must only be used for the stated purpose of collection and must be kept on a secure HRMS server. Filenames Filenames should include the author's last name, the title of the report (or abbreviated title of report), and the date of submission. Back-ups Back-up copies of all electronic files on the server are made twice weekly. If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up. Performance management policy The purpose of this policy is to underscore JKL Industries' commitment to monitoring performance, developing workforce capability and developing its people. Performance reviews should be held twice yearly by managers. Performance should be monitored against agreed KPIs and feedback provided on a regular basis. This policy applies to all officers, employees and contractors of JKL Industries. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation equal employment opportunity (EEO) legislation. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 24 of 20 Simulated Business JKL Industries Grievance policy JKL Industries supports the right of every employee to lodge a grievance with their manager if they believe a decision, behaviour or action affecting their employment is unfair. An employee may raise a grievance about any performance improvement action taken against them. Management and employees of JKL Industries should follow the principle that disputes should be addressed at the lowest possible level and should not be escalated either within JKL or to outside bodies until all reasonable avenues for resolution have been explored. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation. 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1 BSBLDR502 Lead and manage effective workplace relationships Page 25 of 20 Appendix 2 JKL Industries overview JKL Industries is an Australian-owned company, selling forklifts, small trucks and spare parts to industry. They also have a division that leases forklifts and small trucks. The company's head office is in Sydney and has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra. Change After 12 years in business, focusing on forklifts and small trucks, JKL Industries has negotiated the sales rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide JKL Industries with an advantage in range over its competitors. Sales results over the past five years have indicated strong growth in forklift and truck sales, which have averaged 10% sales growth per annum. The rental market has been in decline for the past three years due to the reduced costs of these vehicles and some taxation benefits to industries who purchase these vehicles. Taking the sales rights opportunity will, however, entail some significant changes, including significant changes to the current organisational structure. The company will reposition itself to focus solely on retail sales and service and exit the rentals market, in which forces such as competition and consumer choice reduce potential profitability. In accordance with the organisation's values, JKL Industries intends (to the extent feasible) to recruit from within the company and up-skill or re-skill existing employees presently working in rentals who wish to remain with the company. Given the company's previous history of employee grievances over pay and conditions and current plans to restructure, JKL Industries has identified poor communications and an organisational climate of conflict as a risk to business goals. Moving forward, the organisation intends to build and maintain a positive organisational culture, reduce risk and achieve organisational goals through: developing an effective policy framework for managing internal communications and consultation, in accordance with organisational objectives, business ethics, and compliance requirements communicating and building support for organisational initiatives and objectives managing information flow to: o provide managers and employees with at-hand information to perform their work responsibilities o communicate ideas for improvement (top-down and bottom-up) o facilitate feedback both to and from employees and management on relevant work performance and outcomes of consultation. Communication and consultation issues An internal management review of the organisation has uncovered the following issues: TAFE NSW - Western Sydney Institute Created: 7/07/2016 Version: 1.0 qattachments_9e34f51e228b32a145a295df22a2f0d2fa58ab 46.docx Modified: 6/01/2017 Page 1 of 3 A lack of an overarching approach to information management that helps to promote common understanding of team goals and organisational values and to build strategic relationships. Slow responses to internal and external customer needs. Slow and ineffective communication of and implementation of ideas for improved processes. Ineffective or no use of modern communication technologies and social platforms. Inadequate consultation, resulting in risks to compliance (particularly WHS consultation requirements) and too little bottom-up information flow from employees to management. These latter results in poor organisational take-up of improvement ideas identified by teams and individuals at lower levels of the organisation and by customer-facing managers and employees. Inconsistent application by managers of grievance procedures posing a risk to employee relations. Poor sense of employee engagement, empowerment and accountability for work performance. Poor general awareness of (and therefore poor support of) organisational goals, ethics, values. Diversity issues An internal management review of the organisation has uncovered the following issues: Poor leadership on the part of managers and low accountability and sense of personal responsibility for results on the part of both managers and employees. A lack of interpersonal skills, cultural sensitivity and emotional intelligence among managers and employees. A lack of trust. A lack of awareness of relevant policy and legislative requirements for diversity and business ethics. A culture of chronic conflict, characterised by: resistance to change hostility passive aggression avoidance of conflict, while leaving issues unresolved issues that are apparently resolved and agreed flaring up repeatedly. Networking issues As a consultant you have noted: A lack of awareness of internal and external networking opportunities. A lack of understanding of the purpose/s of networking and its relation to individual, team and organisation-wide goals. TAFE NSW - Western Sydney Institute Created: 7/07/2016 Version: 1.0 qattachments_9e34f51e228b32a145a295df22a2f0d2fa58ab 46.docx Modified: 6/01/2017 Page 2 of 3 A lack of understanding of how to take advantage of networking opportunities through use of interpersonal skills and emotional intelligence. No internal communities or social platforms through which functional or cross- functional teams can discuss professional issues, and share insights and perspectives. TAFE NSW - Western Sydney Institute Created: 7/07/2016 Version: 1.0 qattachments_9e34f51e228b32a145a295df22a2f0d2fa58ab 46.docx Modified: 6/01/2017 Page 3 of 3 Assessment 1BSBLDR502 Lead and Manage Effective Workplace Relationships Appendix 3 - Communication Strategy. Sales Division Issue Decline in sales Rentals Division Issue Organisational response to address the issue New clients in the pipeline Division Communication Strategy Sales meeting What is the rationale for this this strategy Foster team work and share best practices. Share information Foster a strong sales culture Resources required Organisational response to address the issue Division Communication Strategy What is the rationale for this this strategy Resources required TAFE NSW - Western Sydney Institute Created: 11/07/2016 Version: 1.0 Whiteboard Power point qattachments_1798faf7d623b6a173305c41565300d954ad6a 53.docx Modified: 27/12/2016 Page 1 of 2 Assessment 1BSBLDR502 Lead and Manage Effective Workplace Relationships Service Division Issue Organisational response to address the issue TAFE NSW - Western Sydney Institute Created: 11/07/2016 Version: 1.0 Division Communication Strategy What is the rationale for this this strategy Resources required qattachments_1798faf7d623b6a173305c41565300d954ad6a 53.docx Modified: 27/12/2016 Page 2 of 2 Assessment 2 BSBLDR502 Lead and Manage Effective Workplace Relationships Appendix 4 Networking plan Person Sales Consultants Networking activity Internal Sales Consultants External Administration Assistants Internal Administration Assistants External TAFE NSW - Western Sydney Institute Created: 11/07/2016 Version: 1.0 Schedule Description/rationale for networking activity qattachments_7865f1fc7d36ef3e21d9e4e2636600217a061daf.docx Modified: 6/01/2017 Page 1 of 1 BSBLDR502 Lead and Manage Effective Workplace Relationships Role Play Planning Checklist Learner Instructions To achieve a satisfactory result for the role play both the planning section and the skills section of this document needs to be assessed as satisfactory. Task 1a- Plan 1. What techniques will you use to establish rapport with Leigh? 2. What have you identified as the purpose of the meeting? 3. What resistors do you think Leigh may bring up in the meeting? 4. What strategies can you offer to overcome the resistors you identified in question three? 5. Identify current aspects of the workplace culture that may affect the meeting? Task 1b - Role Play Skills for your Audio recording Your assessor will be looking for you to demonstrate the following skills consistently throughout the role play. Setting the scene Establishing Rapport TAFE NSW - Western Sydney Institute Created: 25/07/2016 Version: 1.0 qattachments_69c4df47bfd445c4ba3c91ab9bcdcd8f11d6a8 9c.docx Modified: 27/12/2016 Page 1 of 2 Clearly explain purpose of meeting Discussion of issues Using verbal prompts Listening empathetically and responsively Paraphrasing Searching beneath the surface for hidden meanings Acknowledging and reframing emotions Separating what matters from what gets in the way Solving problems creatively Exploring resistance Negotiating collaboratively Acknowledging work culture Closing Meeting Commitment to a solution Follow up actions TAFE NSW - Western Sydney Institute Created: 25/07/2016 Version: 1.0 qattachments_69c4df47bfd445c4ba3c91ab9bcdcd8f11d6a8 9c.docx Modified: 27/12/2016 Page 2 of 2 Appendix 6 -Action plan template Action/activity Timeframe Person/s responsible Example: Investigate Employee Assistance Program 1 week Consultant (you) TAFE NSW - Western Sydney Institute Created: 25/07/2016 Version: 1.0 Description of strategy/ tactic/rationale for action To supply information to Leigh Resources, if required N/A qattachments_2990b0ab4713378db2d5c41b82f712625f710ada.docx Modified: 27/12/2016 Page 1 of 1 BSBLDR502 Assessment 3 Performance objective You will demonstrate the skills and knowledge required to manage difficulties and conflicts in order to achieve positive work outcomes. Assessment Description For this assessment, you will complete a range of tasks including an audio recording, an interview planning self-reflection checklist and an action plan. To complete this assessment, read the role play situation below, plan your meeting, and then make an audio recording. You will be assessed on how effectively you provided guidance; counselling and support to assist your co-worker resolve their conflict and overcome the work difficulties. The role play is looking at how you adjust your own interpersonal communication style to meet the team's and individual's work culture. You will plan and conduct a role-play in which you provide a colleague with guidance regarding a dispute. You are required to produce and record an audio recording of a meeting held between you as a Consultant and Leigh Cross the Rental Account Manager from the Role Play Situation below. Then complete an action plan which will include a description of the strategies and the rational to resolve the issues identified. The Role Play Situation You have made an appointment with the Account Rental Manager Leigh Cross to discuss a grievance with the changes that are happening within JKL. Leigh is new to management; only holding the position of Account manager for 12 months. You know Leigh is very concerned and angry at the proposed closing of the Rental Division of the organisation. You feel that Leigh has not been supporting the change, consistently making negative comments to current staff about the direction that the organisation is heading. Before the changes were proposed; Leigh showed strengths in communication, relationshipbuilding and improved employee relations within the accounts team You are aware that it is JKL policy to retrain rental employees and to retain talent as retraining is in JKL's interest. You are also aware that there is a possibility that after the restructure there may be a comparable Account manager's role in another division of JKL; this has not been confirmed. LA019827; Assessment 3; BSBLDR502 Ed 1 New South Wales Technical and Further Education Commission, 2016 (TAFE NSW - WSI), Archive version 1, August 2016 1 What you have to do Task 1a Before you conduct your audio recording you will need to plan for the counselling interview. Complete Appendix 5. Task 1a Planning for the interview will include: 1. What techniques will you use to establish rapport with Leigh? 2. What have you identified as the purpose of the meeting? 3. What resistors do you think Leigh bring up in the meeting? 4. What strategies can you offer to overcome the resistors you identified in question three? 5. Identify current aspects of the workplace culture that may affect the meeting? Task 1b Conduct the counselling interview between you and the Account Manager Leigh Cross. Your assessor will be looking for you to demonstrate the following skills consistently throughout the role play. Establishing Rapport Clearly explain purpose of meeting Using verbal prompts Listening empathetically and responsively Paraphrasing Searching beneath the surface for hidden meanings Acknowledging and reframing emotions Separating what matters from what gets in the way Solving problems creatively Exploring resistance Negotiating collaboratively Acknowledging work culture Commitment to a solution Follow up actions Your recording should be of approximately 20 -30 minutes in duration. You will need to make sure that you have access to a device like a SMART phone or a computer which has a microphone able to record your work. To complete the role play task you will need to arrange assistance from a person to play the role of the Account manager Leigh Cross. Uploading your audio recording tips More instructions on how to upload an audio file are in the OLS under Technical help/ using mobile and tablet devices. 2 LA019827; Assessment 3; BSBLDR502 Ed 1 New South Wales Technical and Further Education Commission, 2016 (TAFE NSW - WSI), Archive version 1, August 2016 Task 2 When you have completed your counselling interview with the account rentals manager Leigh Cross; use your knowledge of dispute resolution, to determine four activities to help Leigh Cross work towards positive outcome. From the interview complete Appendix 6 - The Action Plan. You will need to offer a timeframe, identification of responsibilities for each person involved, a description of your supporting rationale and the resources necessary for each strategy. Below is a sample for you to review. Action Plan Sample Action/activity Timeframe Person/s responsible Description of strategy/ tactic/rationale for action Resources, if required Example: Investigate Employee Assistance Program 1 week Consultant (you) To supply information to Leigh N/A LA019827; Assessment 3; BSBLDR502 Ed 1 New South Wales Technical and Further Education Commission, 2016 (TAFE NSW - WSI), Archive version 1, August 2016 3