Appendix 1 - Boutique Build Australia Case Study

Appendix 1 – Boutique Build Australia Case Study
Boutique Build Australia Pty Ltd is a building company based in Sydney that specialises in
the design and build of high-quality designer homes for the Sydney metropolitan and
surrounding areas. The company has been active for three years.
As the Human Resources Manager, you are responsible for a small team of staff including
the Human Resources Support Officer and the Learning and Development Coordinator. The
Learning and Development Coordinator is a new appointment in place for the last two
months.
The Human Resources Manager’s responsibilities include:
 Having a key role (including at times a leadership role) in the development and
implementation of generalist HR strategies, policies and projects
 Identifying, designing and implementing general HR strategies and solutions to
achieve agreed outcomes relating to: organisational design, organisational change,
performance management, workforce and strategic planning and other generalist HR
activities inclusive of effective negotiation and consultation with staff
 Taking ownership of the HR results and outcomes
 Providing high level, timely and professional advice to senior managers and staff, in
interpreting and implementing human resource policy including: change
management; HR planning; industrial relations; retention, performance management;
workplace health; and organisation development and change.
 Delivering a high level of proactive and reactive support, management and advice to
managers and staff in employee relations, encompassing, equal employment
opportunity/diversity case management
 Leading developing and motivating a small team
 Contributing as a HR team member to develop and/or enhance policies, procedures
and systems to support HR ‘best practice’
 Representing and providing high level advice and support on internal and external
forums and committees
 Developing effective, collaborative relationships and networking with all internal
clients and external stakeholders
 Assisting the team to produce best practice learning aids and presentations
 Producing a quarterly review of people statistics and analysis for distribution to
internal stakeholders.
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The Human Resources Support Officer’s responsibilities include:
 Supporting recruitment processes

 Complying with legislative and internal policy requirements
 Inductions for new employees within the office
 Management of WHS incident reporting, including identifying improvements to
minimise repeat incidents
 The facilitation of ergonomic assessments and recommendations for individual
requirements
 Liaison point between insurance company and staff for workers compensation claims
 Implementation and maintenance of the Human Resources Information System
 HR metrics and reporting
 Assistance to the HR Manager in strategic HR projects
 HR administrative support including tasks such as maintenance of personnel files
and HR records on the share drive, reporting requirements relating to surveys and
performance management cycles etc.
 Other duties as required.
The Learning and Development Coordinator’s responsibilities include:
 Contributing to the delivery and evaluation of staff training programs

 Contributing to the design and development of resource materials for staff training
programs
 Ensuring records of staff training are kept and maintained
 Reporting to and cooperating with the Human Resources Manager
 Ensuring all policies and procedures are implemented and followed.
The company also employs the following staff:
 Managing Director
 Operations Manager
 Marketing and Sales Manager
 Sales Consultants (4)
 Office Manager
 Human Resources Manager
 Construction Manager
 Site Manager (2)
 Production Draftsperson (2)

 Carpenters (6)
 and a range of contract staff, including plumbers, electricians, tilers, painters and
plasterers.
The workforce at Boutique Build Australia is predominantly male, with four females (in Office
Manager and Human Resources (3) roles).
The company’s vision as stated in its Strategic Plan is to be the best boutique home builder
in Australia. Its values are listed as ‘quality, innovation, leadership, respect and honesty and
reliability’.

Appendix 2 – Strategic & Operational Plan 2019 - 2021
Executive Summary
Established in 2013, Boutique Build Australia is a building company specialising in designing

and building high quality designer homes for the Sydney metropolitan and surrounding
areas.
Our vision to be the best home builder in Australia drives everything we do, from the friendly
greeting we give to customers at our display centre, to our supplier relationships and to our
employees’ professional development.
Vision
To be the best quality home builder in Australia.
Our values are:
Core values underpinning our activities are:
 Quality
 Innovation
 Leadership
 Respect
 Honesty and Reliability
Strategic Priorities
Key strategies:
To be well led, high performing, profitable and accountable
 Ensure that all financial operations, performance indicators and results support the
strategic policies
 Identify new, and expand existing, sources of revenue
 Achieve profits of at least 10% per annum.
Build high quality residents to meet customer needs and aspirations
 Increase sales of homes in current Sydney market by 10% per annum over the next
three years.
 Establish a presence in Queensland and build at least 100 new homes in Brisbane
and the Sunshine Coast during the period of the Strategic Plan.
 Research and plan for the launch of new innovative, environmentally friendly homes

Continue building deeper customer relationships
 Customer-centred practice, with a focus on meeting their total needs for a high-
quality home
 Strengthen the skills of our people, to better support customers
 Drive innovation to better meet customer demands
Attract, engage and develop the best staff
 Continuing the drive to a customer centred, high performance workforce and culture
 Strengthening the skills of our people, to better support customer needs
 Empowering innovation and responsiveness to change
 Continuing to enhance the diversity of our workforce.
Our Operational Objectives
The following table identifies the operational objectives we plan to achieve in pursuit of our
strategic objectives.
Date Priorities Key performance indicator
June 19 Employ at least 3 permanent site Site staff in place

staff
July 19 Commence recruiting for key Key staff established for Brisbane
positions in Brisbane and and Sunshine Coast
Sunshine Coast
August 19 Develop and implement work-life Increased employee satisfaction

balance programs as measured by surveys.
Oct 19 Commence promotions in the Presence in Brisbane established

Brisbane and Sunshine Coast
market
Set up display centre in Brisbane

and Caloundra QLD
November 19 Staff performance reviews All staff performance reviews

conducted using new
performance review system
Learning and development plans

documented and implemented for

all staff
2020
Jan 20 Develop and implement Number of females in company

strategies for increasing number increased by at least 4 by mid-
of women in the workplace 2020
March 20 Commence design of Designs completed

environmentally friendly homes
May 20 Commence marketing Build at least 4 environmentally

environmentally homes friendly homes by the end of 2020
November 20 Staff performance reviews All staff performance reviews

conducted
2021
Feb 21 Review other potential markets Potential markets explored
Sept 21 Analyse workforce diversity Number of women in workforce

continuing to increase
Nov 21 Staff performance reviews All staff performance reviews

conducted
The Market
Market characteristics & conditions
The construction industry had been facing a stagnant phase in recent times, however
experts predict a turnaround, providing real opportunities in the sector. Although much of the
construction industry is expected to see real growth in the coming 12 months, it is the
residential building sector that should experience the most.
The Housing Industry Association (HIA) recently released the summer 2019 edition of its
National Outlook and announced that this year would see a new record of homes
commenced. According to the statistics, a record 195,936 new dwelling commencements are
forecast in 2019/20, a 7.7 per cent growth on the previous year. It is also important to note
that this represents the third year in a row where residential construction has improved: a
vital part of the overall Australian economy.
Although 2019 saw a rise in overall numbers, a significant portion of building approvals

never started, sparking further opportunities when these begin in 2020. Project Managers,
Structures Forepersons and Commercial Contract Administrators will be at the top of any
wish list for construction businesses this year.
Although several states are set for an increase, the Sunshine State to experience the most
growth. The Queensland Government is providing support by offering first home
buyer/builder grants, as well as easier procedures for development application approvals.
If you are to compare all the major industries of Australia: construction, manufacturing,
engineering and mining, construction is the only one that is expected to see real growth in
the coming years. Globally it is expected that the construction industry will grow from $7.2
trillion to over $12 trillion.
The global construction industry has several challenges and opportunities according to a
recent report by Global Construction Perspectives and Oxford Economics. Several factors
are expected to affect outcomes:
 Countries’ decisions with respect to carbon reduction, climate change, waste disposal,
clean technology and renewables.
 Emerging economies in general are expecting large population increases in the
coming decade, creating demand for construction activity. Population growth in
developed countries will be flat.
 Relatively speaking, developing countries are expected to grow at 2 to 3% per year
and emerging countries at 6 to 7% per year.
 Emerging countries currently represent about 35% of global construction output and
this is expected to increase to 55% by 2020.
 The key area of construction growth in emerging countries will be infrastructure:
transport, energy, social infrastructure, schools, hospitals, government
accommodation, water, defence infrastructure and natural resources. These projects
are expected to increase by 130% in developing countries by 2020, but by only 20% in
developed countries.
 Amongst developed countries North America is will see the highest growth rate mostly
in residential construction which will grow at double digits annually. South and Central
America, the Middle East and Africa will grow moderately with Western Europe seeing
the lowest growth.
 Eastern Europe and Russia are expected to expand construction by 100%, primarily
led by Poland and Russia, by 2020.
 China is expected to become the world’s leading construction market by 2018 with a
construction output of $2.5 trillion.

In the future, trends in technology, particularly information technology (IT), may be the
greatest driver of change in the building and construction industry. Electronic tendering and
documentation, data communication, virtual design, shared project data and databases,
construction automation, and energy management will have a significant impact on industry
practices. Those parties that are slow to react to these trends will have difficulty in remaining
competitive.
Situation Analysis
Strengths Weaknesses
 Value and quality  Focus on Sydney market only

 Strong management  Brand name not developed as yet
 Customer loyalty  High turnover of casual workforce
 Friendly organisational culture  Lack of diversity in workforce
 Level of available finance for investment
Opportunities Threats
 Housing sector experiencing growth  Environmental effects

 Potential for growth in Brisbane and  Changes in Industry/ Government
Sunshine Coast markets legislation affecting construction industry
 Innovation in environmental housing  Possible adverse effects of government
policy formulation
 High level of competition
 Predicted uncertainties in the world
economy impacting level of demand for
housing
 Low price competitors
 Failing to satisfy clients demands
Marketing Strategies
 Our marketing strategies aim to:

 build trust,
 generate leads now,
 help to convert those leads quickly, and
 will form the basis of ongoing relationships and referrals.
We plan to develop our market share by:
 Improving our marketing and advertising

 Continually improving the quality of service given to clients
 Maintaining effective communication channels with all stakeholders to ascertain

industry requirements and then develop products and manage services accordingly
 Continually improving communication channels with all our stakeholders, ensuring a
flow of timely and accurate information to facilitate effective planning and decision
making
 Targeting identified growth markets with planned, market appropriate campaigns
employing a variety of promotional strategies and advertising mediums
 Offering attractive fee structures to our clients
 Continually improving the skills, knowledge and effectiveness of Boutique Build
Australia through our commitment to training and development
 Regularly reviewing the effectiveness of all our operations and making improvements
when and where necessary
Risk Management
The following section identifies the associated risks in pursuit of our strategic objectives and
how we will deal with them.
Strategic Objectives
 To be well led, high performing, profitable and accountable
 Build high quality residents to meet customer needs and aspirations
 Continue building deeper customer relationships
 Attract, engage and develop the best staff

Risk Australian government changing policy in relation to industry
 Accepting policy change will be a constant factor to manage

 An understanding of this should be instilled in all staff
 Develop ability to foresee and react quickly to change
 Maintain effective communication channels with stakeholders
 Diversification of source markets
 Develop product range
Related to Strategic Objectives: All
Risk Significant drop in cash flow
 Identify operating costs as per future plans and past performance

 Identify available finance available
 Efficient invoicing and debt recovery
 Accurate income projections
 Close monitoring of expenditure
 Arrange overdraft facilities
 Scenario planning
Risk Failure to recruit planned number of clients
 High quality delivery of all services

 Swift reaction to feedback
 Skilled motivated staff
 Attractive fee structures
 Effective market research
 Monitor performance
 Take early corrective action if not meeting targets/ expectations
 Maintaining effective relationships with clients
 Maintaining effective communication channels with all stakeholders
Risk The world recession and the domino effect
 Diversification of target market

 Target markets with strong growth forecasted
 Monitor the economic trends
 Regularly review performance in line with anticipated market conditions
 Develop culture of accepting continual change
 React quickly to change
Related to Strategic Objectives: 1, 2

Risk Over committing resources
 Balance activities with amount of finance available for investment

 Financial planning
 Monitoring of cash flow
 Review invoicing/ debt recovery system
 Swift response to identified issues
 Accessing financial advice
Related to Strategic Objectives: 1, 2, 4
Risk Adverse changes in market conditions
 Effective communication channels

 Continuous market research
 Monitor new markets and overall recruitments trends for all market segments
 Develop working knowledge of potential markets
 Networking
Risk Changes to Acts and other relevant legislation
 Emphasis on professional, ethical practices with all stakeholders

 Staff training
 Leading by example
 Policy implementation and monitoring
 Effective communication channels with all stakeholders
 Ability to manage change
 Managing available finance for re-investment
Risk Shortage of/ Difficulty in recruiting appropriate qualified and skilled staff
 Development of HR policies and procedures

 Offer attractive salary package
 Provide opportunities for career progression
 Develop stimulating and enjoyable working environment
 Commitment to training and development
 Commitment to professional development
Related to Strategic Objectives: 5
Risk Failure to meet and manage client’s expectations
 Accurate and timely communication with potential and current clients

 Management of recruitment activities

 Continuous improvement system
 Regularly review learning and teaching approaches, resources, structure and systems
 Client management policies in academic and support services
 Industry liaison
 Reviewing effectiveness of communication channels with clients
 Employing a continuous improvement approach to all operations
 Continuous market research and action
 Systematic feedback on management performance and personal reflection
Risk Failure to comply with legislation
 Consistently implement compliant policies and procedures

 Continuous improvement system
 Commitment to training and development
 Systematic review of policies and procedures
 Regular reviews of all operations
Risk Failure to control expenditure
 Effective financial planning and review

 Co-ordination of activities
 Systematic review of practice
 Financial management and control systems
 Implementation of efficient processes
 Efficient procurement of products and services
 Cost comparisons prior to purchasing
Related to Strategic Objectives: 1, 4
Risk Only providing boutique homes
 Weighting between diversification/ specialisation

 Monitor recruitment trends per market
 Forecasting
 Cost benefit analysis
 Developing reputation for being a specialist in high quality homes
 Developing market share for boutique homes
Risk Ineffective planning
 Experienced management team

 Continuous market research
 Planning system
 Organisation structure and systems

 Regular review of structure, systems and procedures
 External liaison
Risk Competitors undercutting prices
 Maintain competitive pricing policy

 Monitor competitors prices vs quality
 Regularly review financial management models/ processes
 Continue focusing on quality
 Continue strategy of quality brand promotion
Risk Rate of growth in client numbers
 Systematic review of systems and practice

 Buying in knowledge and skills
 Sourcing reliable market information
 Strategic and operational planning
 Review/ amend management structure
 Develop policies and procedures
 Regular reviews of capacity and operation of all functional and curriculum areas
 Good communication channels with stakeholders
 Recruitment policy
 Finance available for expansion
Related to Strategic Objectives: 1, 2, 3, 4
Risk Unethical/ unprofessional practices of staff
 Staff selection processes

 Staff monitoring systems
 Previous experience of managing staff
 Swift reaction to feedback
 Termination of agreements
 Maintain currency of market recruitment trends
 Maintain relationships with HR organisations
Risk Casual staff team
 Develop database of contract staff

 Employ a permanent team of staff
 Planning for holidays/ leave
 Maintain relationships with HR organisations
 Offer incentivised pay structure for casual staff


Appendix 3 – Human Resources Action Plan template
Strategies Actions Priority Timeframes Responsibilit Performance Indicators

(What) (How) Low (When) y (Measurement)
Medium (Who)
High
Appendix 4 – Risk Management Plan
Risk management
The risk assessment process will be used by the management team to ensure risk control
methods are included in all organisational planning, management of operations and
governance.
Definitions
The following definitions are based on the Australian and New Zealand Risk Management
Standard AS/NZS 4360:2004.
Risk
The chance of something happening which will have an impact upon objectives. It is
measured in terms of consequence and likelihood.
Likelihood
A qualitative description or synonym for probability or frequency.
Consequence
The outcome of an event or situation expressed qualitatively or quantitatively, being a loss,

injury, disadvantage or gain. There may be a range of possible outcomes associated with an
event.
Risk assessment
The overall process of risk analysis and risk evaluation.
Risk treatment/control methods
Selection and implementation of appropriate options for dealing with risk. Conceptually,
treatment options will involve one or a combination of the following five strategies:
 Avoid the risk.

 Reduce the likelihood of occurrence.
 Reduce the consequences of occurrence.
 Transfer the risk.
 Retain/accept the risk.
Risk management process
The systematic application of management policies, procedures and practices to the tasks of
establishing the context, identifying, analysing, evaluating, treating, monitoring and
communicating risk.
Risk assessment legend
Risk assessment template
Risk Consequences Severity Rating Likelihood Rating Treatment / control methods Person responsible
Appendix 5 – Staff Code of Conduct
Purpose
This code aims to guide the conduct of staff in the performance of their duties as an
employee of Boutique Build Australia and is intended to provide practical assistance for
staff faced with ethical challenges.
Overview
All staff of Boutique Build Australian are expected to perform the duties associated with
their position skilfully, impartially and diligently to contribute to the efficient and economic
achievement of Boutique Build Australia’s strategic goals.
Staff should be guided in their conduct by the principles established by this code. If there is
any doubt as to the applicability of the code, or the appropriate course of action to be taken
in certain circumstances, the matter should be discussed with a senior member of staff.
Code
1. Ethical principles
1.1 The fundamental ethical principles on which this code of conduct is based are:
 respect for others
 integrity
 diligence
 economy and efficiency.
2. Respect for others

2.1 All staff are expected to treat others, including other staff and customers with fairness
and respect. This involves:
 courtesy and responsiveness in dealing with others
 being sensitive to and respecting the rights and dignity of others
 making reasonable, fair and consistent decisions
 avoiding behaviours which might reasonably be perceived as harassment,
victimization or intimidation
 avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality,
ethnic background, nationality, disability, political conviction, religious belief, or other
grounds covered by relevant legislation
 allowing alternative points of view to be expressed and reasonably debated.
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3. Integrity
3.1 All Boutique Build Australia staff have an obligation as a citizen and as an employee to
observe the laws of the State and Commonwealth.
3.2 Staff are required to be familiar with and comply with, all relevant Boutique Build
Australia’s policies, procedures and codes of practices of the organisation.
4. Conflicts of interest
4.1 Staff should be honest in performing their role and avoid conflicts between their private
interests and those of their responsibilities to Boutique Build Australia.
4.2 Conflicts of interest may arise when a staff member is in a situation where personal
circumstances are affected by the decisions or duties carried out in their role. A conflict may
arise when any of the following are involved:
 financial interests
 personal or sexual relationships
 personal beliefs
 outside employment
 political participation
 use of confidential information
 use of facilities, equipment and resources
 acceptance of gifts or benefits.
4.3 All staff must act responsibly and report any actual or perceived conflicts of interest that
arise as part of their role. If there is any question as to whether a conflict exists, staff must
discuss the circumstances to management to determine whether a conflict exists.
Appropriate strategies will be developed to manage any reported or perceived conflicts of
interest.
5. Diligence
5.1 Staff are expected to carry out their duties in a professional, ethical and diligent manner
always. This means staff must:
 make decisions fairly, impartially and without bias, using the best information
available
 keep records and documentation to support their decisions

 always aim to achieve the highest possible standard of performance
 continuously develop their knowledge in their professional fields and areas of
responsibility. Trainers and assessors must continue developing their vocational
competencies to support continuous improvements in the delivery of the services
provided by Boutique Build Australia
 exercise best judgment in the interests of Boutique Build Australia
 maintain adequate documentation to support decisions made
 ensure outside interests do not interfere with ability to meet the responsibilities of
their role
 adhere to professional codes of conduct and standards of ethics
 act responsibly when becoming aware of any unethical behaviours or wrongdoing
by any other person. This may involve a report to a senior member of staff.
6. Economy and efficiency
6.1 Staff should use Boutique Build Australia resources, facilities and intellectual property
only for legitimate purposes related to their role with Boutique Build Australia.
6.2 Staff should avoid waste or minimize it where avoidance is not possible.
6.3 Staff should maintain adequate security and protection of Boutique Build Australia
property, facilities, resources and intellectual property.
7. Breach of the code

7.1 This code of conduct is designed to promote and enhance the ethical practice of staff. If
any staff member is found to have breached this Code, Boutique Build Australia may
decide to act against them. This may include disciplinary action for misconduct or serious
misconduct. Any such action may result in sanctions imposed, including and up to,
termination of employment.
Legislation
This code of conduct is informed by the following legislation with which all staff must
comply.
 Privacy Act 1988

 Copyright Act 1968
 Freedom of Information Act 1982
 Work Health and Safety Act 2011
 Disability Discrimination Act – Education Standards 2005.

Appendix 6 – Performance Management Policy and Procedure
Boutique Build Australia
Performance Management Policy and Procedure
Purpose
Scope
Procedures
Performance review process
Rewarding employee performance

Appendix 7 – Performance Review Guidance
Procedure
1. Agree on the date for a performance appraisal meeting to allow time to prepare.
2. Meet and openly and constructively discuss performance over the period.
3. The manager and the employee will agree any objectives and outcomes for the next
appraisal period.
4. Training and development will be considered as part of the process.
5. Record outcome in the Performance Agreement.
Performance review for:
Date:
Work product. The quality and quantity of work produced by the employee.
Poor:
 Has made frequent errors that are harmful to business operations.

 The supervisor/department head has received numerous complaints about the
quality of work.
 The quality of work produced is unacceptable.
 Does not complete required paperwork.
Needs Improvement:
 Is not as careful in checking work product for errors as he/she could be.
 Tends to miss small errors in work product.
 Required paperwork is completed late or is only partially complete.
Meets Requirements:
 Does not require constant supervision.

 Error rate is acceptable, and all work is completed timely.
 Forms and required paperwork are completed on time with minimal errors.
Exceeds Requirements:
 Managers and co-workers have commented on high levels of accuracy and work
productivity.
 Takes pride in work and strives to improve work performance.

 All memos, reports, forms and correspondence are completed on time with no
errors.
Outstanding:
 Has less than a 1% error rate on work product.

 Accuracy is excellent.
 Quantity of work produced is outstanding.
Dependability: Being where he/she should be, doing what he/she is supposed to do.
Poor:
 Often calls in to work without prior approval, resulting in excessive unscheduled

absences.
 Leaves the work area unattended to run personal errands.
 Is frequently late to work
 Frequently leaves work early.
Needs Improvement:
 Occasionally calls in to work without prior approval, resulting in unscheduled

absences.
 Occasionally arrives late to work.
 Sometimes does not make sure all work is completed before leaving for the day.
 Occasionally leaves work early.
Meets Requirements:
 Consistently arrives to work on time.

 Makes sure work area is covered at all times.
 Has had no unscheduled absences, except for documented emergencies.
 Good attendance record.

 Can always be counted on to work overtime when necessary without complaint.
Outstanding:
 Always at work and on time.

 Never misses work without prior approval and appropriate notification.

 Has had no unscheduled absences during the rating period.
Cooperation: Working with people.
Poor:
 Projects an attitude of superiority that turns off other employees.

 Not cooperative and frequently criticizes others.
 Displays excessive negativity when working with others.
Needs Improvement:
 Displays occasional negativity when working with others.

 Rarely offers to assist others in the office.
 Makes negative comments that affect working relationships with others.
Meets Requirements:
 Is usually able to answer customer questions.

 Maintains good working relationships with co-workers.
 Demonstrates “team player” behaviour views individual success as imperative to

group success.
 Direct, straightforward, honest and polite.
Outstanding:
 Always cordial and willing to help co-workers and clients.

 Enthusiastic, energetic and displays positive behaviour.
Adaptability: Adjusting to change.
Poor:
 Usually needs direct supervision, even for mundane and everyday tasks.
 Is not able to think independently or to deal with unexpected occurrences.
Needs Improvement:
 Gets flustered in unusual situations.

 Does not always make the best decisions to fit the situation.

Meets Requirements:
 Usually adjusts well to changes in the workplace.

 Maintains good customer service relations, even under stress.
 Looks for ways to streamline procedures to improve efficiency and customer

service.
 Sets priorities and adjusts them as needed when unexpected situations arise.
Outstanding:
 Adapted to new systems and processes well and seeks out training to enhance
knowledge, skills and abilities.
 Always seems to know when to ask questions and when to seek guidance.
Communication: Giving and receiving information.
Poor:
 Reports, forms, memos and correspondence are often completed late or not at all.
 Uses a condescending tone when talking to others in the office.
Needs Improvement:
 Complaints received about contradictory or bad information being given out by the
employee.
 Phone messages are often unclear or incomplete.
Meets Requirements:
 Takes messages, writes correspondence, deals with customers and co-workers with
sufficient attention to detail.
 Reports are accurate and well written using proper grammar and punctuation.
Co-workers feel comfortable coming to this employee with questions and comments.
Comes to manager with any questions that employee does not know off-hand

Outstanding:
 Always asks questions and seeks guidance when not sure of what to do.
 Demonstrates excellent oral and written communication skills.
Daily decision making and problem solving: Thinking on the job.
Poor:
 Frequently comes to the wrong conclusions and assumes things.

 Did not make sure that all subordinates were always productive.
Needs Improvement:
 Needs to develop analytical skills necessary to weigh options and choose the best
way to deal with situations.
 Spends too much time focusing on less important aspects of daily job.
Meets Requirements:
 Often offers workable solutions to problems.

 Uses good judgment in solving problems and working with others.
 Uses PPR ratings in making decisions related to new hires, promotions and merit
increases.
 Can zero in on the cause of problems and offer creative solutions.

 Displays strong analytical skills.
Outstanding:
 Always offers ideas to solve problems based on good information and sound
judgment.
 Displays initiative and enthusiasm during everyday work.
 Conducts research or seeks counsel of experts to gather information needed to
make decisions.
Service to clients
Poor:

 Frequently rude and impolite.
 Demonstrates poor customer relations skills.
 Frequently carries on personal conversations in person or on the phone while
clients and customers wait.
Needs Improvement:
 Gets annoyed with clients who ask too many questions.

 Frequently forgets to follow through on customer requests.
Meets Requirements:
 Usually maintains a competent and professional demeanour in dealing with clients

and the public.
 Courteous and knowledgeable.
 Tries to be helpful.
 Answers all questions promptly and accurately.

 Forwards any complaints or problems to supervisor immediately.
Outstanding:
 Always follows through and finds the answers to any questions and reports back to
the customer promptly.
 Employee has received numerous letters of commendation for excellent customer
service.
Use of equipment and material
Poor:
 Has destroyed equipment through misuse during this rating period.

 Wastes supplies.
 Deleted required software in error.
 Never services equipment.
Needs Improvement:
 Doesn't heed warning messages on equipment.

 Sometimes forgets to turn equipment off at the end of the day.

 Doesn't always get equipment serviced as recommended by the manufacturer.
Meets Requirements:
 Takes good care of equipment and uses supplies efficiently.

 Turns off and secures all equipment at the end of the shift.
 Quickly learns new software programs.

 Uses queries and reports to maximize efficiency in the office and find errors.
Outstanding:
 Is able to troubleshoot and solves all work-related problems quickly and efficiently.
 Reports problems immediately if to the appropriate personnel.
Project planning and implementation
Poor:
 Work projects have suffered from lack of follow-through.

 Important documentation for projects has been lost or destroyed erroneously.
 Does not plan to meet work deadlines.
Needs Improvement:
 Does not keep supervisor informed of potential problems as they arise.

 Project plans are poorly designed.
 Project plans are not carried out as assigned or on time.
Meets Requirements:
 Prepares project plans on time and in enough detail.

 End of year statements are complete and accurate.
 Maintains and monitors progress of project plan to stay on target.
 Gets the most out of scarce resources.

 Projects normally are within budget and are well planned.

Outstanding:
 Anticipates problems before they occur.

 Provides meaningful information to decision makers that helps in the preparation
and implementation of projects.
 Plans projects that are completed ahead of schedule and under budget.
Work group management
Poor:
 Dictates to others rather than involving them in the decision making.

 Has reduced subordinates to tears.
 Yells and screams at subordinates.
Needs Improvement:
 Assumes others should know what to do and how to do it with little or no training.
 Frequently becomes impatient when things aren't done their way.
Meets Requirements:
 Draws on the knowledge and skills of others.

 Available when needed and has an open-door policy for subordinates.
 Assigns work fairly and resolves disputes and grievances of subordinates fairly.
 Very supportive of co-workers’ and subordinates’ attempts at improvement.

 Sets an example for others in following policy and procedures.
Outstanding:
 Outstanding ability to explain and teach.

 Inspires others to do better.

Appendix 8 – Performance Agreement template
Employee:
Role:
Date:
Performance Overall rating Comments

Guidance
Work product
Dependability
Cooperation
Adaptability
Communication
Decision-making
Service to clients
Use of equipment
Project planning
Work group
management

Development agreement
The following development needs have been discussed and agreed to be undertaken over
the next 12 months.
Areas for development Actions
Manager Signature:
Employee Signature:

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What are the responsibilities of the Human Resources Manager?

What are the responsibilities of the Human Resources Manager?

What are the responsibilities of the Human Resources Support Officer?

What are the responsibilities of the Human Resources Support Officer?

Appendix 1 – Boutique Build Australia Case Study

The Human Resources Manager’s responsibilities include:

BSBMGT502 Appendices and templates Version 4.0, July 2020 Page 1 of 32

 Supporting recruitment processes

 Contributing to the delivery and evaluation of staff training programs

BSBMGT502 Appendices and templates Version 4.0, July 2020 Page 2 of 32

BSBMGT502 Appendices and templates Version 4.0, July 2020 Page 3 of 32

Established in 2013, Boutique Build Australia is a building company specialising in designing

To be the best quality home builder in Australia.

Our values are:

Core values underpinning our activities are:

To be well led, high performing, profitable and accountable

Build high quality residents to meet customer needs and aspirations

BSBMGT502 Appendices and templates Version 4.0, July 2020 Page 4 of 32

Attract, engage and develop the best staff

Our Operational Objectives

Date Priorities Key performance indicator

June 19 Employ at least 3 permanent site Site staff in place

August 19 Develop and implement work-life Increased employee satisfaction

Oct 19 Commence promotions in the Presence in Brisbane established

Set up display centre in Brisbane

November 19 Staff performance reviews All staff performance reviews

Learning and development plans

BSBMGT502 Appendices and templates Version 4.0, July 2020 Page 5 of 32

Jan 20 Develop and implement Number of females in company

March 20 Commence design of Designs completed

May 20 Commence marketing Build at least 4 environmentally

November 20 Staff performance reviews All staff performance reviews

Feb 21 Review other potential markets Potential markets explored

Sept 21 Analyse workforce diversity Number of women in workforce

Nov 21 Staff performance reviews All staff performance reviews

Market characteristics & conditions

BSBMGT502 Appendices and templates Version 4.0, July 2020 Page 6 of 32

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 Value and quality  Focus on Sydney market only

 Housing sector experiencing growth  Environmental effects

 Our marketing strategies aim to:

 Improving our marketing and advertising

BSBMGT502 Appendices and templates Version 4.0, July 2020 Page 8 of 32

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 Accepting policy change will be a constant factor to manage

Related to Strategic Objectives: All

Risk Significant drop in cash flow

 Identify operating costs as per future plans and past performance

Related to Strategic Objectives: All

Risk Failure to recruit planned number of clients

 High quality delivery of all services

Related to Strategic Objectives: All

Risk The world recession and the domino effect

 Diversification of target market

Related to Strategic Objectives: 1, 2

BSBMGT502 Appendices and templates Version 4.0, July 2020 Page 10 of 32

 Balance activities with amount of finance available for investment

Related to Strategic Objectives: 1, 2, 4

Risk Adverse changes in market conditions