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ASSESSMENT 1

CONTENT

PART A
COMMUNICATION STRETAGIES 3

GRAVIENCE PROCEDURE 4

INFORMATION MEMO 5

PART B

SIMULATED BUSINESS JKL INDUSTRIES 6

RISK MANAGEMENT FRAMEWORK 10

CODE OF ETHICS 10
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PART A

3. Develop a draft communications strategy for meeting organisational needs that includes:

a) Communication Objectives:

1. To enhance engagement, empowerment and accountability for work performance in

employees.
2. To enhance bottom-up information flow from employees to management. Resultantly, it
will help in good communication on risks or organizational operations.
3. Bring effective communication in the organization and implement the ideas for the
improvement of processes, build grievance procedure effectively that will help to
manage organization activities successfully.

b) Target Audience:

 HR managers
 HR officers
 Mechanics working in services department
 Sales managers
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c) Methods of communication media:

I. Staff Survey:Australian Hardware should conduct survey action planning from bottom
up communication. Gathering best information for the best purpose of the organization.
II. Focus Group:In order to assess the top managers expectations, how organization will
use its strategies for effective communication.
III. Meeting:Giving opportunities to the every individual in order to share concerns, ask the
relevant questions and exchange ideas to develop and effectively manage strategies for
the organization.

d) Provisions

1. Consultation for employee health and safety:Employee health is affected by the

lowering of health standard. Therefore, the employee’s health is to be the first priority
of organization.
2. Consultation on performance management of employees: Employee performance
should be managed and continuous performance appraisal should also be done.
3. Consultation on employee pay: Employee payment updating should be done. So that
progress can be compensated along with pay. Employees are motivated with pay
increment.

4 . Develop a short (less than one page) grievance procedure ensuring that it is
consistent with and supports the grievance policy in the JKL Industries simulated
business documentation.

This procedure is applicable to all grievances or disputes, for example, involving health and
safety, performance management, anti-discrimination or industrial relations matters, such as
disputes over pay or conditions.

If you have a grievance or wish to lodge a complaint, complete the following steps.

1. Arrange to meet with your direct supervisor to discuss the grievance.

a. Your manager or HR representative will record details on a standard report
template, a copy of which is to be stored on the organisation’s HRMS.
b. Your manager or HR representative will provide you with, or ensure access to,
this procedure.
2. Failing resolution at this stage:
a. Your direct supervisor will escalate the matter to more senior management.
b. If your supervisor fails to do this, escalate the matter to more senior
management.
3. Failing resolution at this stage:
a. JKL Industries will refer the matter to an independent mediator for assistance in
resolving the dispute.
b. If you are not satisfied, contact the relevant regulator for mediation, for example:
i. state/territory health and safety regulator
ii. Human Rights Commissioner
Fair Work Ombudsman.
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5. Draft an information memo/email to all team members introducing the new policies
and procedures across the entire organisation, seeking feedback and providing
information from the consultation process with management.

It is to inform you that from xx-xx-xxxx the company policies are going to change. It is hereby
to tell you that JKL industries intends to provide increased revenue by through providing
increased customer value to our investors. JKL aims to develop an effective policy framework
for managing internal communications and consultation, in accordance with organizational
objectives, business ethics, and compliance requirements. The information will be provided to
managers and employees with at-hand information to perform their work responsibilities

Due to facing huge loss from the rental services, the management has decided and agreed to
stop rental services for next 18months at least. JKL Industries will expand existing branches to
include the sale of medium and large trucks within 18 months to expand their market share by
7% within the next 12 to 18 months. HR recruiters will conduct skills audits and needs analysis
for all roles to be filled by recruitment strategy. JKL will retain managerial talent through
rewards, promotion and training. JKL advises to manage performance and adherence to
organisational values. For this purpose, the organization employee performance will be
reviewed at least twice a year. The collective aim is to monitor performance in all areas of
strategy and operational efficiency including stock, HR and inputs. In order to meet the
organization demand training of the up-skill rental employees and other employees will be
conducted to ensure the best performance of the employee at JKL.

In order to meet organizational values and retain good relationship between different
managerial levels, grievance policies have been developed. JKL Industries supports the right of
every employee to lodge a grievance with their manager if they believe a decision, behaviour or
action affecting their employment is unfair. An employee may raise a grievance about any
performance improvement action taken against them.Management and employees of JKL
Industries should follow the principle that disputes should be addressed at the lowest possible
level and should not be escalated either within JKL or to outside bodies until all reasonable
avenues for resolution have been explored.

PART B

Simulated Business - JKL Industries

Business and strategic planning FY 2014–2015

Mission

JKL Industries is an Australian-owned company selling forklifts, small trucks and spare parts to
industry. We deliver value to customers and investors through our highly trained, motivated, and
expert workforce.
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Vision

JKL Industries believes in developing and unlocking the potential of its people to allow the company
to become the leading supplier of forklifts, small, medium and large trucks in Australia.

Company values

JKL Industries is committed to:

 performance excellence
 value for investors, customers and employees
 personal and professional development
 diversity
 sustainability.

Strategic planning

Goals Strategic objectives Operational objectives

Provide value to Increase overall Reduce costs through negotiations with
investors and profitability by 10% suppliers.
owners over next three years. Reduce costs through HR management
efficiencies.
Increase revenue by through providing
increased customer value.
Exit underperforming markets; JKL Industries
will withdraw from the rental market and close
the rental division within the next 18 months.
HR partners with HR completes scan of external conditions and
business to help market/industry forces impacting
business achieve competitiveness and capability development.
financial goals.
Provide value to JKL Industries will Provide quality customer service.
customers continue to sell and JKL Industries will expand existing branches
service forklifts and to include the sale of medium and large trucks
expand their market within 18 months.
share by 7% within the
next 12 to 18 months.
HR partners with HR partners with front-line managers to help
business to help them meet the needs of customers through
business meet motivated, competent and well-equipped staff.
customer needs.
Develop Provide required Deliver training to up-skill rental employees.
workforce training to meet Deliver ongoing training for employees.
potential workforce needs. Deliver leadership training for future
generation of leadership.
Recruit. Conduct workforce planning through
FY 2016–2017.
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Goals Strategic objectives Operational objectives

Complete implementation of staff planning for
FY 2014–2015.
Conduct skills audits and needs analysis for all
roles to be filled by recruitment strategy.
Ensure all critical roles are filled to meet
revenue targets.
Become an Employer Provide personal development plans for all
of Choice. employees.
Retain managerial talent through rewards,
promotion and training.
Provide best in industry programs incentives
and HR services.
Enhance employee and industrial relations.
Implement new grievance and dispute
resolution procedures.
Complete enterprise bargaining.
Manage performance Complete twice-yearly performance reviews.
and adherence to Communicate organisational values and code
organisational values. of conduct.
Build culture of excellence: eliminate
discrimination and promote diversity in JKL’s
workforce.
Promote levels of diversity in workplace
proportional to percentage of population.
Continuously Monitor performance Monitor management inputs, such as
improve in all areas of strategy completion of reporting and coaching
operations and and operational requirements.
management efficiency. Monitor stock turns of forklifts, trucks, etc.
efficiency Monitor HR service delivery efficiency.

Operational plan

JKL Industries intends to implement operational plans to realise strategic objectives. Key aspects to
operations include human resources and workforce planning, performance management, physical and
financial resources and workflow.

Human resources

The organisation is currently using a HR business partner model with a human resources officer
aligned to each of the three key business areas: Sales, Rentals and Service.

The Managing Director reports to the Board of Directors and is based in the Sydney head office,
along with the Operations Manager, HR Department and the Finance and Administration teams. The
HR Manager reports to the Operations Manager and heads up the HR centres of excellence that
include recruitment, learning and development, and employee relations and services. At each of the
state-based sites there is a branch office consisting of an office building, warehouse, service
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department and sales office. The HR officers (Business Partners) report to both the HR Manager at
head office and their respective managers in the branches.

JKL Industries employs over 190 personnel in the following categories (see organisation chart on the
following page).

Operating capital requirements

JKL Industries requires approximately $13 million in working capital to sustain the business and
ensure it meets all opening and ongoing financial obligations.

Operational expenses
Wages, salaries $6,000,000
Consultancy fees $150,000
Communication expenses $120,000
Marketing $2,400,000
Premises expenses $3,000,000
Insurance $356,000
Depreciation and amortisation $540,000
Office supplies $180,000
Training $180,000
Total expenses $12,926,000

Insurance requirements

JKL Industries will have to incur costs for business liability insurance. The estimated cost for this
requirement is $356,000 per year.

Operational workflow

Sales

1. Negotiate with suppliers.

2. Receive and warehouse products.
3. Provide service and information to customers.
4. Receive payment.
5. Arrange delivery of items (if required).

Rentals

1. Conduct market research to determine needs.

2. Negotiate with suppliers.
3. Receive and warehouse rental products.
4. Provide service and information to rental customers.
5. Receive payment.
6. Arrange delivery of items (if required).
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Service

1. Conduct market research to determine needs.

2. Negotiate with suppliers.
3. Receive and warehouse service supplies.
4. Provide service and information to service customers.
5. Receive payment.

JKL Industries accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.

Operating hours

JKL Industries operates Monday to Friday from 9 am to 5 pm, and will be operational year-round
except federal and state holidays (as they apply to each branch).

Risk management strategy and plan

Introduction

JKL Industries recognises that risk management is an essential component of good management
practice and is committed to the proactive management of risks across the organisation. The strategy
is designed to:

 identify, evaluate, control and manage risks, including environmental risks

 ensure potential threats and opportunities are identified and managed
 inform store management, partners and staff members about their roles, responsibilities and
reporting procedures with regards to risk management
 ensure risk management is an integral part of planning at all levels of the organisation.

Guiding principles

JKL Industries is committed to achieving its vision, business objectives and quality objectives. This
will be achieved through the proactive management of risk at all levels of the organisation.
JKLIndustries acknowledges that embracing innovative ideas and practices carries with it risks, but
that these are identifiable and measurable and therefore capable of being subject to realistic risk
mitigation processes.

Responsibility and authority

 Store managers/partners have responsibility for ensuring that risk management is in place.
 Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the
table at the end of this document) on a monthly basis.
 Staff have responsibility to support and implement policies approved by the partners.

Key risk indicators will be identified, closely monitored and action taken where necessary, by all
employees of JKL Industries.
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Risk management framework

This framework encompasses a number of elements that together facilitate an effective and efficient
operation, enabling JKL Industries to respond to a variety of operational, financial, commercial and
strategic risks.

These elements include:

 Policies and procedures: A series of policies underpin the internal control process.
 Reporting: Decisions to rectify problems are made at regular meetings of the partners and
management.
 Business planning and budgeting: The business planning and budgeting process is used to set
objectives, agree on action plans and allocate resources. Progress towards meeting business
plan objectives is monitored regularly by the partners. Contingency planning is undertaken as
required.
 Risk management review: The partners are required to report monthly.
 External audit: The final audit of financial statements is controlled by an external chartered
accountant who provides feedback to the partners.

Definitions

Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact
or consequence of the risk as high, medium or low:

 High includes either a significant shortfall of around 40% in achieving budget or a significant
reduction in ability to function in such a way as to achieve company goals.
 Medium includes either a shortfall of budget of between 10% and 20% or some reduction in
function.

Low indicates minor reductions in achieving budget or minimal reduction in performance

Policies and procedures

JKL Industries has a number of policies and procedures to support its core values and to ensure
compliance with legislative requirements.

Code of ethics

JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not
simply from satisfying specific equipment needs for a quality product at reasonable prices, but from
conducting its business with integrity and in accordance with the core values of the organisation.

Employees and officers of JKL Industries are expected to:

 respect and support the core values of the organisation:

○ performance excellence
○ value for investors, customers and employees
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○ personal and professional development

○ diversity
○ sustainability

 respect and treat others (colleagues, managers, reports, clients, customers and organisational
stakeholders) with fairness
 act in accordance with relevant legislation, standards and industry codes of practice
 act honestly to protect the reputation of JKL Industries; avoid the fact or appearance of conflict
of interest
 protect the privacy of others in accordance with organisational privacy and recordkeeping
policies.
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Health, safety and rehabilitation policy

The purpose of this policy is to state the organisation’s commitment to reducing and managing health
and safety risks, and delivering workers’ compensation and rehabilitation and first aid training

This policy applies to all officers, employees and contractors of JKL Industries. In accordance with
legislative requirements, employees must be consulted on health and safety issues that concern them.
Consultation may be direct or indirect.

Applicable legislation includes:

 Safety, Rehabilitation and Compensation Act 1988 (Cwlth)

 Work Health and Safety Act 2011 (NSW)
 state health and safety Acts that apply to each branch (check your state’s legislation)
 Workers’ Compensation Act 1987 (NSW)
 Workplace Injury Management and Workers’ Compensation Act 1988 (NSW).

JKL Industries’ health, safety and rehabilitation policy are displayed in all work locations.

Workplace harassment, victimisation and bullying policy

The purpose of this policy is to underscore the organisation’s commitment to the elimination of all
forms of bullying and harassment in the workplace. All employees have the right to conduct their
work within a fair, supportive, high performance environment.

Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated
by JKL Industries.

Staff members found to be harassing or bullying other members of staff or customers will face
disciplinary action ranging from counselling and performance management to summary dismissal.

This policy applies to all officers, employees and contractors of JKL Industries.

Relevant legislation may include, but is not limited to:

 Disability Discrimination Act 1992

 Workplace Gender Equality Act 2012 (Cwth)
 Racial Discrimination Act 1975
 Sex Discrimination Act 1984
 Anti-Discrimination Act 1977 (NSW).
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Anti-discrimination and equal opportunitypolicy

The purpose of this policy is to underscore the organisation’s commitment to the fair treatment of all
personnel and customers.

JKL Industries values the diversity of its team, clients and communities and respects the rights of
individuals and groups to operate in an environment free of discrimination. Access and equity
(diversity and anti-discrimination) is fundamental to the operations of JKL Industries. It is embedded
in policies, practices and forward planning. JKL recognises the importance of diversity in achieving
our vision.

JKL Industries understands the business environment and actively assists customers to reach their
optimum potential. Our primary objective is to be solution-oriented and focused on customer needs.
JKL recognises that valuing diversity is pivotal to achieving its vision.

A welcoming, supportive environment will be provided leading to positive learning and employment,
and individuals having the opportunity to reach their optimum potential.

At JKL Industries, anyone engaged in employment or the provision or receipt of training and/or
services has the right to operate in an environment that is free from discrimination on the grounds of
the following 19 characteristics:

 age  physical features

 breastfeeding
 employment activity
 gender identity
 impairment or disability
 industrial activity (complaint about
conditions/safety or trade union action)
 irrelevant medical or criminal record
 lawful sexual activity
 marital status
 parental or carer status
 political belief or activity
 pregnancy
 race
 religious belief or activity
 sex
 sexuality
 social origin or migration status
 personal association with someone who
has, or is assumed to have, any of the
above characteristics.

Procedures are in place for handling any grievances, including complaints of discrimination, unfair
treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve
them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of
complainants and witnesses is illegal. Complaints may also be lodged with a relevant government
agency or regulatory body.

This policy applies to all officers, employees and contractors of JKL Industries.

Relevant legislation may include, but is not limited to:

 Disability Discrimination Act 1992

 Workplace Gender Equality Act 2012 (Cwth)
 Racial Discrimination Act 1975
 Sex Discrimination Act 1984
 Anti-Discrimination Act 1977 (NSW).
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Privacy policy

The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both
employees and customers.

Although not a legislative requirement, JKL Industries’ employees, officers and agents are expected
to take all reasonable steps to abide by the Australian Privacy Principles, as set out in the Privacy Act
1988.

The following is an adaptation of the principles to provide guidance to individuals responsible for
collecting or using customer information.

1. Open and Employees, officers or agents of JKL Industries must have a

transparent policy document outlining its information handling practices and
management make this available to anyone who asks for it (this document).
of personal
information

2. Anonymity and Employees, officers or agents of JKL Industries must give people
pseudonymity the option to interact anonymously whenever it is practicable to
do so. Note this principle would not apply to many internal
records; nevertheless, where this principle can be applied without
adverse effect to legitimate business interests, such as in
employee satisfaction surveys undertaken by HR, it should be.
3. Collection Personal information may not be collected unless it is necessary
of solicited for JKL Industries’ business activities.
personal
information Sensitive information (such as about someone’s health, political
opinions or sexual preference), may only be collected with the
consent of the individual.
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4. Dealing with On occasion, staff, officers and agents of JKL Industries may
unsolicited receive unsolicited personal information. Such information must
personal be afforded the same privacy protection as solicited information.
information
On receipt of unsolicited personal information, you must:

 determine whether it is the kind of information that could have

been collected by JKL Industries in the usual way, and:

○ if the information could have been collected in this

way, treat is as you would any other personal
information
○ if the information could not have been collected in
this way (and is not contained in a Commonwealth
record), you must destroy or de-identify the
information as soon as practicable, but only if
lawful and reasonable to do so.

5. Notification of the Employees, officers or agents of JKL Industries must ensure that
collection individuals are aware their personal information is being
of personal collected, why it is being collected, who it might be passed on to,
information and that they can ask JKL Industries what personal information it
holds about them and to request corrections if required.
6. Use or disclosure Personal information may only be used for legitimate purposes.
of personal Legitimate uses include, for example, using information for the
information purpose of improving operations, strategic planning, or
recruitment. Non-legitimate uses would involve direct marketing
to friends and families of employees through the use of employee
contact information.
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7. Direct marketing Direct marketing is a key part of the JKL Industries’ business
plan; however, JKL Industries recognises that direct marketing
that is unwelcome to an individual can annoy the individual and
ultimately reflect badly on the organisation. Therefore, staff,
officers and agents of JKL Industries must be very careful when
using personal information for direct marketing purposes.

Personal information may be used or disclosed (excluding

sensitive information) for the purposes of direct marketing
provided the following criteria have been satisfied:

 the information was collected from the individual directly by

JKL Industries
 the individual would reasonably expect that their personal
information would be used or disclosed for direct marketing
 JKL Industries has provided a simple means by which the
individual can request not to receive direct marketing (such as an
‘unsubscribe’ or ‘opt out’ function or provide contact
information where they can make the request)
 the individual has not already made such a request to JKL
Industries.

8. Cross-border Employees, officers or agents of JKL Industries can only transfer

disclosure personal information to a recipient in a foreign country in
of personal circumstances where the information will have appropriate
information protection. This principle applies to foreign subsidiaries and
strategic partners of JKL Industries. ‘Appropriate protections’
include but are not limited to stipulations in this policy.
9. Adoption, use or Generally, JKL Industries employees, officers or agents must not
disclosure of adopt, use or disclose an identifier that has been assigned by a
government- Commonwealth government agency, such as a tax file number,
related identifiers unless for a legitimate business or operational reason, such as the
processing of payroll, where tax file numbers may need to be
shared.
10. Quality Employees, officers or agents of JKL Industries must take
of personal reasonable steps to ensure the personal information they collect
information is accurate, complete, up-to-date and relevant to its purpose.

11. Security Employees, officers or agents of JKL Industries must take

of personal reasonable steps to protect the personal information it holds from
information misuse, interference and loss, and from unauthorised access,
modification or disclosure. Where required by law after a certain
period, employees of JKL Industries must take appropriate steps
to destroy or de-identify personal information in certain
circumstances.
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12. Access to Generally, Employees, officers or agents of JKL Industries must

personal give an individual access to personal information it holds about
information the individual on request. Note that some exceptions may apply,
such as in cases of misconduct, fraud, criminal behaviour, or
dismissal procedures.
13. Correction Employees, officers or agents of JKL Industries must take all
of personal reasonable steps to correct the personal information it holds
information about individual when requested by that individual, in a timely
manner, and at no cost to the individual.

JKL Industries takes care to respect employees to privacy and fully complies with our obligations
under relevant legislation. Employee records are exempt from the Privacy Act. Records include:

 employee records and personnel files

 referee reports
 workplace surveillance and monitoring.

Although such records are exempt from the Privacy Act, JKL Industries is committed to protecting
the privacy of employees through:

 providing access to own records where available or practicable for correction

 undertaking not to pass on data to others or external parties except for the strict purposes of
undertaking JKL business activities or without express permission.

This policy applies to all officers, employees and contractors of JKL Industries.

Relevant legislation may include, but is not limited to:

 Privacy Act 1988

 Privacy Amendment (Private Sector) Act 2000.
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Recordkeeping policy

The purpose of this policy is to outline the organisation’s approach to recordkeeping.

At JKL Industries, records management systems are based on developing and implementing
recordkeeping policies, procedures, and practices to meet the operational needs of the organisation
and that comply with externally imposed standards such as legislation.

Implementation strategies for recordkeeping systems include:

 ensuring the system to meets all of the operational and strategic needs of JKL
 documenting the system (see procedures)
 training personnel to create and store records
 setting standards for recordkeeping and monitoring the use of systems
 ensuring all legislative requirements are met, including for retention periods.

JKL Industries adheres to the Australian and international standard for recordkeeping, AS ISO 15489:
2002 Records management.

This policy applies to all officers, employees and contractors of JKL Industries.

Relevant legislation may include, but is not limited to:

 Privacy Act 1988

 anti-discrimination legislation.

Recordkeeping procedures

File management

Create a personal subfolder within the server (using your name as the subfolder name) to hold your
day-to-day working files.

Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than
to the network) unless absolutely necessary. Company data should be stored in the appropriate server
drive. Unlike the servers, which are backed up automatically, data on your own computer is not
backed up and your work may be lost if you experience a system crash.

If you use a laptop and require access to files off-site, you will be set up with remote access to server
files away from the office.

When documents are completed, they should be saved to the appropriate ‘completed work’ folder in
your department.

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.
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Filenames

Filenames should include the author’s last name, the title of the report (or abbreviated title of report),
and the date of submission.

Back-ups

Back-up copies of all electronic files on the server are made twice weekly.

If you spend an extended time away from the office network using a laptop, it is your responsibility to
ensure local copies of company files are backed up.

Performance management policy

The purpose of this policy is to underscore JKL Industries’ commitment to monitoring performance,
developing workforce capability and developing its people.

Performance reviews should be held twice yearly by managers. Performance should be monitored
against agreed KPIs and feedback provided on a regular basis.

This policy applies to all officers, employees and contractors of JKL Industries.

Relevant legislation may include, but is not limited to:

 Privacy Act 1988

 anti-discrimination legislation
 equal employment opportunity (EEO) legislation.
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Grievance policy

JKL Industries supports the right of every employee to lodge a grievance with their manager if they
believe a decision, behaviour or action affecting their employment is unfair. An employee may raise a
grievance about any performance improvement action taken against them.

Management and employees of JKL Industries should follow the principle that disputes should be
addressed at the lowest possible level and should not be escalated either within JKL or to outside
bodies until all reasonable avenues for resolution have been explored.

Relevant legislation may include, but is not limited to:

 Privacy Act 1988

 anti-discrimination legislation.
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