1.

Review the JKL simulated business

JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts
to industry, with a rental division leasing forklifts and small trucks. The company’s head office
is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra.
After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the
sales rights to a range of medium and large trucks from an overseas supplier. This opportunity
will provide JKL 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 for purchases of these vehicles.
Taking the sales opportunity will, however, entail some significant changes, including
significant changes to company structure and operations. 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. The changes will necessarily
impact workforce planning. The company will need to ensure it has the right people with the
right skills at the right time to achieve objectives. JKL will need to closely monitor turnover
and recruitment and implement strategies to retain skilled people and ensure critical roles are
filled. In accordance with the organisation’s values, JKL intends (to the extent feasible) to
recruit from within the company and up skill or re skill existing rentals employees who wish
to remain with the company. As an HR consultant, you have been contracted by JKL to review
workforce requirements and develop workforce objectives and strategies. To complete this
task, you will need to assess factors that may affect workforce supply, such as internal labour
resources and the external labour market.
The following staff turnover and demographics data was gathered from the JKL accounting
and payroll system and HR management system.
Current HR workforce turnover and demographic data
Turnover FY 2013–14 (29%)
Position Number exits Number staff Reasons for living
Senior manager 1 4 1. Retirement
2.Other opportunities
Branch manager 2 6 1. Retirement
2.Other opportunities
Line manager 3 18 1.Lackof opportunity
 2. Unhealthy work
culture
3. Retirement
Sales force and 25 80 1.Lackof opportunity
customer service 2.Lackof recognition
3.Unhealthy work
culture
Mechanic 10 32 1.Better
opportunities
elsewhere
2.Lackof recognition
3.Unhealthy work
culture

Demographics FY 2013–14
Position Number Number women Number Aboriginal
or Torres Strait
Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 12 2 0
Sales force and 80 70 0
customer service
Mechanic 32 3 0

FY 2014–15
Position Number Probability of successful filling of
position
Senior manager 4 0,9
Branch manager 6 0,9
Line manager 12 0,9
Sales force 84 0,8
Mechanic 34 0,7
FY 2015–16
Position Number Probability of successful filling of
position
Senior manager 4 0,8
Branch manager 6 0,8
Line manager 12 0,8
Sales force 90 0,7
Mechanic 36 0,6

FY 2016–17
Position Number Probability of successful filling of
position
Senior manager 4 0,8
Branch manager 6 0,8
Line manager 12 0,8
Sales force 102 0,7
Mechanic 38 0,5

Sales force
The sales force is critical for achieving revenue targets. Revenue is closely correlated with
average staff levels at each location (R2= 0.9782). Future staff requirements (x) have been
calculated by substitution into the regression equation (y=0.3717x +0.2175)
 Financial Year Numbers of sales/customer service Revenue ($ millions)
personnel
FY 2009–10 80 (5 locations) 32
FY 2010–11 85 (5 locations) 34
FY 2011–12 80 (5 locations) 32
FY 2012–13 80 36
FY 2013–14 78 29
FY 2014–15 84 required to support projected 32
revenue across 6 locations
FY 2015–16 90 required 35
FY 2016–17 102 required 40

Mechanics
As the business expands, more mechanics will be needed to satisfy demand.
Financial Year Numbers mechanics required
FY 2009–10 25
FY 2010–11 30
FY 2011–12 30
FY 2012–13 30
FY 2013–14 32
FY 2014–15 38
FY 2015–16 42
FY 2016–17 45

Projected requirements
The business has red-flagged sourcing skilled mechanics with advanced IT and technical skills
as a potential risk area for the business.
JKL risk management action plan

Risk Risk
Risk Controls Monitoring Timelines Responsible
likelihood impact
JKL fails to meet Medium high Tightly plan and manage skills and capability Scorecard results Monthly and Managers at
revenue goals quarterly each level
Financial statements reporting

JKL fails to Medium High Manage performance and adherence to Revenue figures Monthly and Managers at
expand market organisational values quarterly each level
share Customer reporting
Regular training

JKL fails to Medium High Manage performance and adherence to HRMS statistics: Monthly and Managers at
recruit and organisational values quarterly each level
● training
retain staff in reporting
Take steps to become an Employer of Choice numbers
areas of critical
need (steps TBD) ● recruitment
(management, figures
Plan strategic approach to workforce and
salesforce, staffing for three years in alignment with ● turnover
mechanics) organisational goals Internal climate
survey results
Consult to complete shorter term (yearly
staffing plans in business partnership with
relevant managers in alignment with
workforce strategic planning)
Business and strategic planning FY 2014–15
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
● Performance excellence
● Value for investors, customers and employees
● Personal and professional development
● Diversity
● Sustainability.
Strategic planning

Goals Strategic objectives Operational objectives

Provide value to Increase overall Reduce costs through negotiations with
investors and profitability by 10% over suppliers
owners next three years Reduce costs through HR management
efficiencies
Increase revenue by through providing
increased customer value
Exit underperforming markets; JKL will
withdraw from the rental market and
close the rental division within the next 18
months
HR partners with business HR completes scan of external conditions
to help business achieve and market/industry forces impacting
financial goals competitiveness and capability
development
Provide value to JKL will continue to sell Provide quality customer service
customers and service forklifts and JKL will expand existing branches to
expand their market include the sale of medium and large
share by 7% within the trucks within 18 months
next 12–18 months
HR partners with business HR partners with front line managers to
to help business meet help them meet the needs of customers
customer needs through motivated, competent and well-
equipped staff
Provide required training Deliver training to upskill rental employees
to meet workforce needs
Operational plan
JKL 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, fleet rentals, and service.
JKL employees over 190 personnel in the following categories (see organisation chart).

HR Centres of
r an Excellence
Manageess Pad Senior
Busin rtner

Human Resources
Officer (BP)

Sales
Manager Sales Consultants

Operations Manager
Administrative
Assistants

Human Resources
Officer (BP)

Customer service
Branch Managers Rentals Manager Consultatnts

Administrative
Managing Director Assistants

Human Resources
Officer (BP)

Mechanics

Service Manager

Apprentices
Finance and
Administration Accounts Manager Accountants
Manager
Administrative
Assistants

The Managing Director reports to a Board of Directors and is based in the Sydney head
office, along with the Operations Manager, HR Department and the Finance and
Administration team. 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.
A summary of human resources at each location in FY 2013–14 appears below:

Sydney head office

Personnel:
● 30 full-time and casual sales and customer service people (10 sales consultants;
5 rental 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 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.

Operating capital requirements

JKL 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 amortization $540,000
Office supplies $180,000
Training $180,000
Total expenses $12,926,000

Insurance requirements
JKL 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).
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 accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.
Operating hours
JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational year-round
except federal and state holidays (as they apply to each branch).
Risk management strategy and plan
Introduction
JKL 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 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
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 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.
Risk management framework
This framework encompasses a number of elements that together facilitate an effective and
efficient operation, enabling JKL to respond to a variety of operational, financial, commercial
and strategic risks. 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, and low indicates minor
reductions in achieving budget or minimal reduction in performance.
JKL policies and procedures
JKL has a number of policies and procedures to support its core values and to ensure
compliance with legislative requirements.
Code of conduct
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 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 others 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; avoid the fact or appearance of conflict of
interest
●protect the privacy of others in accordance with organisational privacy and recordkeeping
policies.
Legislative requirements
It is company policy to comply in all respects with local, state/territory, and federal
government legislation. The relevant legislation that needs to be complied with includes:
●Competition and Consumer Act 2010
●Disability Discrimination Act 1992
●Workplace Gender Equality Act 2012 (Cwth)
●Fair Work Act 2009
●Freedom of Information Act 1982
●Privacy Act 1988
●Racial Discrimination Act 1975
●Safety, Rehabilitation and Compensation Act 1988
●Sex Discrimination Act 1984
●state and territory health and safety legislation.
JKL’s policy of compliance with legislation requires each employee to understand the
legislation relevant to their position.
Managers and employees of JKL are expected to conduct their operations in a manner
consistent with all relevant legislation.
Relevant legislation is available for reference through senior management, HR or via access
to the internet. State legislation and summary notes are accessed on state government
websites.
A guide to accessing federal and state legislation, court decisions, key national and state
bodies and research tools is available at:
●Parliament of Australia, ‘Key internet links on Australian law’, viewed March 2014,
<http://www.aph.gov.au/About_Parliament/Parliamentary_Departments/
Parliamentary_Library/Browse_by_Topic/Auslaw>.
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. 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).
The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s
commitment to the work health and safety is further detailed as part of the JKL Work Health
and Safety Management Standards.
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.
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. 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).
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. It is embedded in policies, practices and forward planning.
JKL recognises the importance of diversity in achieving our vision.
JKL 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, 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:
age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status;
physical features; political belief or activity; pregnancy; race; religious belief or activity; sex;
gender identity; sexual orientation; parental or carer status; employment activity; or personal
association with any individuals with these 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 complainant/s and witness/es is illegal. Complaints may also be lodged with
a relevant government agency or regulatory body.
This policy applies to all officers, employees and contractors of JKL. 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).
JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination
legislation. This legislation is detailed at:
●‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed
March 2014,
<http://www.humanrights.gov.au/our-work/legal/ legislation>.
Privacy policy
The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy
of both employees and customers.
Customer information is treated under the following rules.
Organisations must ensure that individuals are aware their personal
Collection information is being collected, why, who it might be passed on to and that
they can ask the organisation what personal information it holds about
them.
Personal information may not be collected unless it is necessary for an
Use organisation’s activities and must only be used for the purpose it was
collected.

Data Organisations must take steps to ensure that the personal information they
quality collect is accurate, complete and up-to-date.

Data An organisation must take reasonable steps to protect the personal

security information it holds from misuse and loss and from unauthorised access,
modification or disclosure.

Openness An organisation must have a policy document outlining its information

handling practices and make this available to anyone who asks.

Access and Generally, an organisation must give an individual access to personal

correction information it holds about the individual on request.

Identifiers Generally, an organisation must not adopt, use or disclose an identifier that
has been assigned by a Commonwealth government agency.

Anonymity Organisations must give people the option to interact anonymously

whenever it is lawful and practicable to do so

Transborder An organisation can only transfer personal information to a recipient in a

data flows foreign country in circumstances where the information will have
appropriate protection.

Sensitive Sensitive information (such as about someone’s health, political opinions or

information sexual preference), may only be collected with the consent of the individual
(unless a public interest exception applies).

JKL 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 commits 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 or without express permission.
This policy applies to all officers, employees and contractors of JKL. Relevant legislation
may include, but is not limited to:
●Privacy Act 1988
●Privacy Amendment (Private Sector) Act 2000.
Recordkeeping policy
The purpose of this policy is to outline the organisation’s approach to recordkeeping.
At JKL, 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 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. 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 offsite, 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.
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
Filename should include authors last name, title of report (or abbreviated title of report), and
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.
Vocational education and training, apprenticeships and traineeships policy
The purpose of this policy is to underscore JKL’s commitment to developing workforce
capability and developing its people.
JKL is committed to providing young and new graduates in gaining employment in the
industry. Apprentices and trainees are rostered on each shift with at least one vocationally
competent person who supervises the apprentice/trainee’s work and performance of duties.
JKL directs all clients to the relevant guide to apprenticeships and traineeships and the
relevant government websites.
● Australian Apprenticeships, viewed March 2014,
<http://www.australianapprenticeships.gov.au/>.
This policy applies to all officers, employees and contractors of JKL.
Performance management policy
The purpose of this policy is to underscore JKL’s 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.
Relevant legislation may include, but is not limited to:
●Privacy Act 1988
●anti-discrimination legislation
●equal employment opportunity legislation.
 JKL INDUSTRIES
ASSESSMENT 2
PART A
SERVICE LEVEL AGREEMENT (SLA)

General Information
Purpose
The target of this administration level understanding archive is to guarantee Human Resource
Services group, Line troughs, senior administration; inside and outer partners comprehend
and agree how the administrations will be performed and the obligations and desire for each
gathering. This SLA will;
a) Intricate administrations given by Human asset administrations
b) Recognize administration level destinations and execution focuses for the administration
settled upon all partners
c) Present detail obligations of the considerable number of partners
d) File the accompanying administration the board forms coincide upon between
1. Performance following and answering to clients
2. Review and revision of the SLA record
3. Function connected question ambition.
Vision
This understanding is adjusted to the in general vital and operational necessities of the
organization without influencing any piece of the partners or if there is any could be settled or
altered quickly with common advantages. The business condition will persistently upgrade
administration, consistence and profitability to its clients and centre business practice.

Service Performance
Mission
The mission of HR administrations to enlist, give preparing and advancement and accomplish
authoritative needs in agreement to the inward or outside business condition circumstance.
We will accomplish this mission by using innovation, developing the abilities of our staff and
building solid associations with our clients. We will work our Centre with the understanding
that we live in a focused situation and our objective is to guarantee our consumer loyalties.
Scope
HR will persistently work for the advantages of the hierarchical needs, representative's
advantages and every single other partner's advantages inside JKL ventures by executing and
 sorting out different projects which may take some procedure to be finished including
numerous divisions. HR administrations are focused on giving after affirmation;

1. Individual investment progress: Learning chances to upgrade a representative's

capabilities, learning, aptitudes, and capacities to help business needs are routinely
given through Customer HR preparing workshops, work helps, useful site and
rundown serves.
2. Authoritarian and strategies: Changes coming about because of inside arrangement or
outer guidelines are assessed for their effect on the association and our inward
procedures. Any framework alterations required will be arranged, tried and moved
into creation as required. The previously mentioned changes are imparted to our client
base.
3. Development aid: Consultative and process support is given to offices/workplaces
wishing to make expansive scale or useful changes inside organization. Every one of
these progressions will be teamed up with key partners to guarantee ideal results with
comprehension of necessities and usefulness of the hierarchical needs and interior and
outer business circumstance.

Hours of Operations
The administrations are open every day office hour activities between 9 am to 5 pm Monday
to Friday barring open occasions and exceptional occasions. For additional data you may visit
to the organization site and HR division or drop into office by available time.

Performance Expectation
Service Expectation
For the most part, administration desire isn't kept in need premise since we convey
administration by means of any methods amid the task time. The accompanying records are
the administration desire given:
Service Process/Area Expectation Performance metric Performance monitoring
schedule
Capital growth 5% growth of capital Increase profit and Monthly, Audit in related
is estimated for expenditures for HR offices will get the report on
current year department implementation.
Client admiration Increase of sales by Financial stock The board will give all the
15% and increase the market report after month to month
amount of share by auditing procedures.
10 % in financial
market
Individuals advancement Manage employees Satisfying need of HR department analyses the
training for completing daily performance of each
enhancing company tasks and monitor individuals
outcomes progress
Methods Reviewing existing Finished required HR department monitor the
methods and tasks at certain outcomes of meeting and
improvise deadlines. make necessary
amendments where arrangements
necessary

Working assumption
HR will gather every one of the information and data from all the office supervisors and
organization partners and arrange shared activities which would profit the organization.
Every one of the structures got will be disseminated to all the administration seniors and
related gatherings once the arrangement is finished of all the choice made by the HR
administrations. Nonetheless, all the required data and issues related are relied upon to be
conveyed to HR office in opportune way.
Service constraints
Agreement Requirements: Adequate numbers of very much prepared private area wellbeing
care experts of human resources service management are prepared to address general
wellbeing needs.
Reliance: Building up a mechanism to determine conflict when more than one calling claims
sole ideal to convey out a specific action or system and give clear authorization for a person
to be authorized for private practice when working inside be in accord extent of training.
Duties: Outstanding burden Increments in remaining burden brought about by normal or
man-made acts, for instance, control power outages, framework unavailability or response
time may result in fleeting reduction of organization level movement.

Service Level Agreement Maintenance

The motivation behind this understanding is to give a reasonable system on the desires and
correspondence between the HR Department and JKL policies and procedures. It is intended
to characterize the Levels of Administration that can be normal from JKL Maintenance
Department that best serve the needs of JKL organization. This understanding will
characterize the sorts of administrations gave, characterize the procedure to ask for what's
more, convey those administrations, and those capable inside the administration
demand/conveyance process. It will likewise give an imperative correspondence connect
between the different gatherings. The SLA ought to precisely mirror the administrations
given by JKL representatives to the offices and workplaces they serve. As procedures and
strategies advance, changes to administrations and administration levels might be required.
Updates and changes to the SLA can be distinguished, displayed, and affirmed through the
procedures.
The SLA will be inspected for proposed changes/amendments and to think about any
extraordinary needs. The analysts include: the Board of Directors, JKL ventures and head of
HR division. Leading group of office can refresh and proposal to the HR division of JKL
businesses, with a concise method of reasoning for every suggestion. Solicitations will be
audited and every affirmed change will be consolidated inside the SLA. The SLA will be
posted on the JKL site to advance responsibility. The Director of JKL will be in charge of
actualizing changes to the SLA and imparting SLA changes to their partner gathering.

Terms of Agreement
This understanding is powerful from the date of 1 October, 2019 and remains compelling
except if the all the related partner to this understanding comes to agree of its abandon out or
termination.
All clients must follow the policies and procedures of JKL Company in terms of agreement
with JKL services. The details of all the clients are kept confidential while using the services
of JKL Company. Furthermore, all clients have access to the policy and procedures of the
company to assist with all the queries.

Periodic Quality Reviews

The periodic quality reviews will be conducted by the higher level of managements. The
process includes the following procedures:
 confirm the consistency of the current assembling process

 confirm the appropriateness of current details for both beginning materials and
completed items

 feature any unfriendly quality patterns

 distinguish item and procedure upgrades

Issue Resolutions
Issue Resolution procedures ought to be quick without being rushed. Objections that are not
finished off inside a time period archived and concurred with the complainant will be raised
to the JKL top administration to guarantee that the criticism gets the proper need. Objections
that are not finished off inside 3 months of that concurred time allotment might be conveyed
to the consideration of legislative governing institutions. Accounts must be kept up for all
issues raised.
 Signatures to Agreement
Mary Mcarthy Jack Smith
Head of Human Resources Chairman of JKL industries
Willhooley Provider:
President of Employee Union JKL Industries Pty Ltd
PART B
Activity Timeline Strategy/application of Resources Responsibilities
policy
1. Make inquiries, survey, 1st Quarter 1.Focus for line managers Analyse Line managers and
planning, testing. (Jan- March, availability for sorting out agenda, share service provider are
2. In light of 2019) day by day remaining ideas and responsible for
business/operational burdens make implementing
arrangement. 2.Arranging specialist co- improvements necessary steps and
3. Record in op's every day remaining procedures.
implementation plan part tasks at hand
of structure

1. Make proper steps to 2nd Quarter 1.Follow required Minimize HR department is

accomplish goals (April- June, instructions and execute acquisition responsible to set KPI’s
2. Guarantee that worker is 2019) demands expenditure for each employees to
on track with objectives 2. Exactness in enrolment monitor their
3. Mentor if necessary; forms performance
adjust objectives if
necessary
1.Get and recognize 3rd Quarter(July- 1. Formal discussion, 1. Preparing HR department is
implementation plan and September, provide essential training. expenditure accountable for
survey the objectives 2019) 2. Organizing seminars plan. employees training
2. Record meeting date on and workshop events to 2. Minimizing
structure enhance employees costs where
3. Mentor if necessary: performance necessary
adjust objectives if
necessary
1. Keep up the record of 4th Quarter Review of execution Highlight the HR have obligation to
accomplish goals (October- upgrades and result on progress of collect all execution
2. Organizing reward December,2019) positive result on business present and upgrades and
system for efficient movement past correlation of present
employees performance and earlier years
Assessment Task 3

Evaluate HR Service Delivery

Appendix 1 – Company balanced scorecard (HR related performance)

Objective or Performance
KRA Result
target metric or KPI

Financial Costs of new HR Cost of HR 20% budget

measures kept to measures overrun
forecasts as
outlined in
Assessment
Task 1
5% growth in $ revenue $18,000,000
revenue to gross revenue
$20,000,000
gross revenue
90% managers % agree 60% agree
agree HR
contributes to
business
financial success
Customer value Maintain market Market share 12% market
share in sales share
and service at
around 15%
10% Market Market share 5% market share
share in trucks
 Objective or Performance
KRA Result
target metric or KPI

90% managers % agree 70% agree

agree that HR
helps them to
meet customer
needs effectively
People 100% rental staff % rental staff 60% successfully
development trained in sales trained in sales trained
25% managers % managers 4% enrolled in
engaged in enrolled in further training
career internal or
development external
programs
90% job % satisfied with 70% satisfaction
satisfaction rate role and career
prospects within
company
Process 100% of % completion 80% completion
performance rate
reviews
conducted in
accordance with
policy
90% of % completion 75% completion
administrative rate
HR tasks
completed on
time and in
accordance with
policy
 Objective or Performance
KRA Result
target metric or KPI

90% managers % agree 80% agree

agree their own
HR officer is
effective and
personally helpful
Survey questions

1. What is your gender?

Female
Male

2. What is your position?

Senior management
Line managers
Recruitment service provider

Employees

3. How many years of service do you have with JKL?

Less than 1 year
1 - 5 years
6 - 10 years
11 - 20 years
More than 20 years

4. I have good access to HR employees for advice and assistance.

Strongly agree
Agree
Disagree
Strongly disagree
Do not know

5. When I contact my HR department, I usually receive help:

Within 1 workday
Within 2 or 3 workdays
Within a week
After more than a week
Never
6. Have you found that getting HR information is more difficult than you
believe it should be because of a lack of sufficient skill in the HR staff?
To a great extent
Somewhat
To a small extent
Not at all

7. Have you found that getting HR information is more difficult that you
believe it should be because of a lack of sufficient staff resources in the HR
department?
To a great extent
Somewhat
To a small extent
Not at Not at all

8. Have you had any problems finding or obtaining access tothe right person
in the HR department to get the information or service you need?
Yes
No
I have not attempted to contact the HR department

9. Do you believe the HR department made sincere attempts to solve your

problems or answer your questions?
Yes
No
I have not attempted to contact the HR department
Analysis report

Summary for recommended changes

With the introduction of SLA implementation into JKL for a better structure and system,
its main aim was to deliver a new direction of human resource management system
as well as bringing out the best employee experience and benefits.

 Communication among different departments across the organization.

 Employees’ entitlements and benefits.

 Fair and just work allocation for all employees.

 Ensuring the human rights of the employees.

 Enforcing corporate policies regarding ethical issues

Performance data analysis

According to the performance data collected via questionnaires, there are some
criteria within plausible expectations while some did not reach the desired standard.

Performance metric or
Objective or target Result
KPI

Costs of new HR Cost of HR measures 20% budget overrun

measures kept to
forecasts as outlined in
Assessment Task 1
5% growth in revenue $ revenue $18,000,000 gross
to $20,000,000 gross revenue
revenue
90% managers agree % agree 60% agree
HR contributes to
business financial
success
 Performance metric or
Objective or target Result
KPI

100% rental staff % rental staff trained in 60% successfully

trained in sales sales trained
25% managers % managers enrolled in 4% enrolled in further
engaged in career internal or external training
development programs
90% job satisfaction % satisfied with role 70% satisfaction
rate and career prospects
within company

There occurred some financial overrun due to the ineffective prior planning and
the people training aspect was not performing up to the expectation. Therefore, some
proposed recommendations could be such as:

 changes to service level agreement/s (SLAs).

 changes to implementation strategies.

 reference to business needs in connection with changes and impact (if any)
on business or operational plans.

Appendix 2 : Action Plan Template

Strategy/application of
Activity Timeline policy Resources Person Policy
(if relevant)

 Identifying the
Reducing the sources of
HR Corporate
lead time for problems in the
1 month employees Manager HR policy
recruitment process steps.
period Involved in charge Operation
process &
 Rectifying the departments policy
procedure
problems.
Constructing
 Brainstorming for HR
recruitment
1 month the process employees Manager Corporate
policies &
period simplification to Involved in charge HR policy
simplifying
remove departments
them
 unnecessary
steps.

 Identify current
issues and
shortcomings to talk
in workshop
programs for the
Workshop
benefits & HR
sessions for
4 months entitlements employees Manager Corporate
morale and
period guidelines. Involved in charge HR policy
workplace
departments
education
 Consider better
ways to amend
these entitlements
to better serve
employees.

 Screen potential
employees for
specific areas of
Corporate
Internal expertise. HR
3 months Involved HR policy
recruitment & departme
period  Conduct interview employees Operation
placement nt
and recruitment policy
tests to filter out
candidates.

Assessment 4
In order to manage effective workplace relationships it is very important for an employee to
reinvent himself in the current workplace. It is important to maintain a positive attitude and
respect diverse values and perspectives. In order to maintain relationship in the workplace, it
is the responsibility of an individual to encourage others to share problems related to work and
to help them. A good work relationship is beneficial as working in the organization becomes
more enjoyable and the employees becomes more creative and innovative.
The report highlights the issues of policy conflicts in the organization. JKL industries have
some cultural issues, which affects the work performance of the employees. The new manager
has to resolve the issues. In order to resolve the issue, the manager has to use emotional
intelligence. Rigid organizational culture creates discrimination among the co-workers.
Discrimination in the organization creates communication gap in the organization. The report
mentions previous experience of the manager in this respect. The second answer is about
confrontation with the team in the meeting. The manager has responsibility to convince the
team member and the employees about the values of dynamic culture in the organization. The
manager takes assertive communication style to resolve the issue. The answer highlights
different types of networking in a business and their implications. A networking plan is
developed to analyze the scenario. The networking plan consists of networking activities, time
schedule and rationale of the activities.
JKL industries is an Australian owned company that mainly sells forklifts, small trucks as well
as spare parts to industry. The company also delivers value to customers as well as investors
through their highly trained, motivated and professional workforce. Head office of JKL
industries is located in Sydney. JKL industries have negotiated the sales rights to a range of
medium and large trucks after being in a business that mainly dealt with forklifts and small
trucks. In other words, JKL industries changed into an overseas supplier. The company is
mainly looking forward to increase their market share in selling. As a result, structure of the
organization needs to change to incorporate these big changes. These changes are likely to
cause problems in the organization, as it will involve huge cost.
Communication and consultation are essential in an organization as it helps to develop people
in an organization. A good communication and consultation is central to the management
process. Without communication and consultation, the issues that were faced by the
organization were that it lacked an overarching approach to information management. It also
faced slow responses to internal and external customer needs. Communication and consultation
is also needed to avoid poor sense of employee engagement and responsibility for work
performance. The main role of the communication consultant is to put in place the right
communication plan with the adapted media. They are also responsible for developing a
message that is required for various phases of the project.
Business and strategic planning of JKL industries includes its mission and vision. The mission
of the company is to deliver value to its customers as well as investors with the help of their
highly skilled and motivated workforce. The vision of the company is to develop and unlock
the potential of its customers. JKL has mainly developed strategic and operational plan to drive
and direct business over the next five years. Strategic Plan of JKL is to become the leading
supplier of forklifts as well as medium and large size trucks. The operational plans are as
follows:
JKL will enlarge obtainable braches to incorporate the sale of medium and large trucks within
12 months.
JKL will depart from the rental market and shut the rental division within the next 18 months.
JKL will continue the selling of forklifts and enlarge their share of market by 7 percent within
the next 12 months.
JKL also propose its operational plan to comprehend strategic objectives. The main
characteristic of its operational plan includes human resources, physical and financial resources
as well as performance management. The primary objective of the organization is to be
solution-oriented as well as focused on the requirements of customers. The main stakeholders
of JKL are its clients and customers.
(a) The three most important communication objectives are as follows:
Increased productivity – With the help of good communication skills, an organization will be
able to anticipate problems and co-ordinate workflow. A good communication will help to
develop relationships and promote commodities and services.
Stronger Decision-Making – The ability to communicate effectively will increase productivity
in the organization.
Strong Business Relationships – With the help of effective communication skill, the impression
about the company can be enhanced. Without an effective communication, individuals tend to
misunderstand each other as well as misinterpret information. This leads to failure of ideas
among the employees.
(b) The communication strategies for work teams to meet organizational needs are as follows:
Clearly communicate goals and objectives with every department: An effective communication
strategy will help the work teams to have a clear understanding of the aims of the company as
well as the mission. When work teams feel more engaged to the company, they are more likely
to communicate openly with other workers.
Strengthen company Communication: Work team communication can become more effective
between phone calls, emails as well as text messages. Communication can be strengthened if
the company communication can take place in a single location.
Allow everyone to contribute: Top-down communication strategies can leave some workers
feeling detached. This can be avoided by allowing open communication among all workers.
This will help the team workers to meet organizational goals.
Information should always be available: To meet organizational goals by efficient
communication strategy, it is important to make information available at all time.
The communication strategies for individual employees to meet organizational needs are as
follows:
Inclusive communication strategy: An inclusive communication strategy should be employed
in an organization for individual employees to meet organizational needs. This strategy invites
all the members to become a part of a decision taken by the company.
Interaction process should be result-oriented: An effective communication should be result-
oriented. In other words, it should focus on obtaining productive results to the organization.
(C) The Two Methods Of Communication Are As Follows:
Verbal – Verbal communication is the most effective communication that involves the use of
words in delivering the intended message. The two most important forms of verbal
communication involve both oral and written communication. Written communication
involves documentation done with pen and paper. On the other hand, oral communication is a
form of verbal communication that involves formal communication such as lectures.
Visual Communication – In today’s world, visual communication is the most important form
of communication. JKL will make communicate with the help of visual aids such as graphic
design.
(d) It is the responsibility of the management to consult with the employees regarding the health
and safety matters. The management should consult the employees by the introduction of the
measures that will substantially affect their health and safety at work. It is the duty of the
management to give training to the employees regarding health and safety. Information about
pay and conditions of employment is indispensable to all employees. Management is required
by law to provide employees written statements identifying the main contractual details within
two calendar months of the beginning of employment. Some contracts of employment include
vital terms and conditions additional to those that must be set out in written orders.
Management is required by law to provide the employees enumerated pay statements whenever
payments are made.

Figure: Grievance procedure

(Source: Created by Author )
Portfolio
Communication Type Description Outcome
The first type of
Verbal Communication Sales Consultants
communication will be both
 oral and written that will
include face to face
conversation
The communication with
operation manager will include
non-verbal communication as
Non-verbal communication Operation Manager
there is always a distance
between the employees and
managers
Managing directors are mainly
communicated with visual
Visual Communication Managing Director
communication strategy that
involves video calls.
Management feedback
The feedback that is provided by the management to the employees are as follows:
Employees face inadequate consultation that results in risks. As a result, Communication and
consultation are, needed that will avoid poor sense of employee engagement and responsibility
for work performance.
The employees face problems related to inadequate communication. It is very important to
implement a transparent communication so that the workers feel free to communicate.
There is a lack of overarching approach to information management.
The management had identified poor general awareness among the employees. As a result, the
code of conduct of the company should be transparent to all the employees.
2. Analysis Of Two Policies That Creates Conflicts
As per the complaint of the employee, there are no incentives among some other employees of
JKL industry to accommodate non-Christians in the Christmas celebration. This scenario
indicates presence of rigid culture in the organization. Among the several policies, two
important policies that influence the conflicts are resistance to change and avoidance of
conflicts. Management team of JKL industry has low emotional intelligence as per case study.
Emotional intelligence has two aspects such as personal competence and social competence.
Personal competence needs self awareness and self management to manage a team. Social
competence of a manager requires social awareness and skill of relationship management.
Social competencies of a manager require capability to interpret the behavior of the employees
and team member. Due to lack of this skill, the management team avoids any conflicts arises
in the organization.
The unresolved problem creates communication gap among co-workers and also between
employees and management. If the racial discrimination faced by the employees are not
resolved at time, this may increase dissatisfaction of the employees and increases turnover in
the company. Cultural distance among the employees resists the collaboration among the team
members. Lack of collaboration affects the share of knowledge and creative ideas among the
team members.
Relevant legislation
Australian Human Rights Commission Act 1986 (Cth) is applicable to mitigate religion
discrimination in the work place. Racial discrimination Act 1975 can also be applied to resolve
conflicts. These laws prohibit unfairness in the work place.
Implication Of Effective Policies
Following the policies of Human rights service department of Australia, the first requirement
to bring diversity is to respect everyone in the workplace. As a manager, the policy would be
motivating the employees to accept diversified culture. One of the objectives of Australian
government is the cultural inclusion in work force. When employees have different values and
different cultural background, punitive action may be detrimental. Therefore, the management
team can take supportive training to increase knowledge about cultural diversity. In order to
handle this situation, the manager needs to play a role of leader, who can establish a high valued
culture in the organization. Implementation of zero tolerance policy in the event of
discrimination may be effective.
Changes in policy in JKL industries and suggestions to resolve the issues
When the non Christian employees are excluded in Christmas celebration, the management
team needs to communicate directly with the employees who are showing rigid behavior.
Passive aggressiveness is reflected in the exiting culture of JKL industries. In order to mitigate
the cultural distance and passive aggression, the new manager can organize an open discussion
forum, where employees of different cultural background can take part and share their views
about own culture and other’s culture. This can change the perception of employees of JLK
industries showing passive aggression. Moreover, reward system for the employees, who
behave well with other employees irrespective of cultural background, may be effective. At the
time of recruitment, the HR department can sign an agreement with the employees to show
decent behavior in the work place.
Problems coming from the team
The resistors believe always in home culture. Therefore, they may be unwilling to take part in
the meeting. The narrow belief of the employees is hard to remove. Other members of the
management team may resist the procedure. They may behave aggressive attitude and walk out
from the meeting. Rigid thought restricts them to accept the good aspects of cultural diversity.
Confrontation With The Team
In order to handle the aggressive behavior of team member and other employees, the manager
can take a strong leadership position. The manager can highlight some examples of
organizational failure due to having rigid cultural practice. They needs to be motivated about
the fact that professional skill and knowledge is more important in an organization compared
to rigid cultural practice. The manager can set an organizational goal such an expansion of
business in the international market. In order to achieve the goal, cultural diversity is very much
important. Examples of organisational success of Giant firms in the world due to having
dynamic work culture can motivate the team member.
Communication style
The default communication strategy of the manager is assertive styles of communication. The
manager wants to retain this style in resolving the problems. The main characteristic of this
style is to save own right and be respectful to other communicators. The problem solver needs
to be good listener first. Problem and grievances of all the members require to be given priority
without any bias. At the time of communication, the facial expression and word choice needs
to be firm and positive.
Previous experience
The same communication style was adopted during working in multinational organization in
Australia. New group of chairperson joined the organization. Therefore, the employees were
unwilling to accept the organizational change. The team member and the employees had to
accept new rules and regulations. New measurement of work performance, organization
process was set. A communication gap was created between the top management and the
employees. A sensitive position had been taken to mitigate the gap.
3. Importance Of Networking In Achieving Organizational Goal
Network in an organization is a group of employees, who work together to achieve a common
organizational goal. Three form of networking are observed in an organization. Operational
networking, personal networking and strategic networking are different form of networking.

Figure: Different types of networking

(Source: Machin, 2014)
The purpose of the operational networking is engaging team member into work process to work
efficiently. Building up strong relation with co-workers is key behavior of operational
networking. Stakeholders such as both internal and external members are involved in the
operational network. Internal members are employees of different department in the
organization, team members of management and external stakeholders are customers, suppliers
and distributors. The allocated task for each member signifies clear criteria for membership in
the network. After building relationship, everybody works to achieve a common organizational
goal. In the operational networking, trust between management and stakeholders is one of the
important aspect. The external stakeholders help the organization to identify potential
opportunity and threats in the market.
The purpose of personal networking is enhancing personal skill along with the professional
skill. The high performers of the personal networking have characteristics such as work
diversity, awareness about own capabilities and abilities of other team member, dynamic
nature, investment of time and effort to enhance relationship in the network. The formal
network has structured process of meeting. In the informal network, the relationship with the
colleagues is built up overtime. The network highlights several information regarding facts,
issues about the internal and external work environment that affect performance of
organization.
In the strategic network, future risks and challenges are given priority. It focuses on valuable
relationship with the organization, which can help in organizational development.

Figure: Strategic networking framework

(Source: Darbi et al. 2016)
Strategic networking focuses on the needs of the organization considering what resources the
organization has. After making analysis of gaps in access information and required resources,
a plan is built. The plan is about relationship portfolio. The relationship portfolio helps to
identify the relationship, which values most to the organization. The value of relationship is
determined based on relative contribution of the stakeholders and their interest on the
organization. The network identifies weak relation and strong relation. Further analysis is done
to improve network and resource allocation in the organization. Strategic networking requires
substantial effort of the manager, who can devote time and effort to build effective relationship
with the stakeholders and the team members. For a new manager and leader, formulation of
strategic networking is comparatively difficult.
The operational networking is suggested for the JKL industries. Collaborative work gets first
priority in this networking. In order to implement the networking in the organization, the
manager requires good problem solving skills, information-gathering skills. Interpersonal
communication skill is another important requirement. This skill is required to communicate
organizational information with the employees and tem members. The manager needs to have
skill to gather relevant information, which can lead to the organization development in future.
Relationship needs to build considering both short term and long term goal. [16]
Previous experience
In the previous company, strategic networking was applied. The previous company belongs to
the same industry in which JKL operates. During the working period, the company faced loss
in the production. Therefore, strategic networking was taken. As immediate fund was needed
in that company, relation with new venture capitalists was built. The venture capitalists helped
by providing funds and also in strategy formulation. Good relation with suppliers helped the
company in crisis period. They provided raw materials in credit for months. Social networking
was used to build business relationship. The loss-making period lasted for few months. A
consultant was recruited to overcome that situation. The team members were motivated to stay
in the company. Collaborative work, diligences of the employees brought the company back
on the track. After a few months, the company started to regain the profit.
4. Networking Plan
Person
Networking activity Rationale for networking activity
Schedule

This meeting would help both the sales

person and the suppliers in addressing
the issues. The meeting would be doe in
Meeting with the key suppliers the presence of manager. The sales
Sam 1st month
with whom Sam has issues. person can communicate with the
suppliers about the delayed devilry date
ad about unwillingness to keep the cost
down.
For the benefit of the organization, good
relationship with the customers is
necessary. Aggressive attitude towards
the suppliers may hamper the business.
The customers need to make realized
Building good relationship that JKL values the need of customers
1st to
with the customers by Sam and the delay in supply is unintended.
3rdmonth
increasing the values The networking can mitigate the
communication gap between the
customers and suppliers. The
management needs to use their
emotional intelligence in formation of
networking.
The new supplier may be more reliable
Collaboration with new for the sales man. New relation
Sam 3rd month
suppliers improves the supply chain of the
company.
Alex has issue with the understanding of
the customers. Alex needs to realise the
organizational objective. As a sales
person, he needs to understand the
specificity of his role and the purpose.
Removing communication 1st to
Alex He has perception that customers do not
gap with the customers 2ndmonth
understand the deal and assumes them
as fool. However, management requires
making him realize that keeping
positivity is necessary from business
perspective.

Training of Personal integrity
Alex
and sustained effort.
The sales person requires motivation to
bring positivity in performance. Trust
and integrity is important for the
2nd to networking. Therefore, Alex needs to
3rdmonth give effort to build good relation with
customers. Lack of communication skill
may be a reason that he fails to convince
the customers about the products.