BSBHRM507A: Assessment 2
What you have to do

Answer the following tasks based on information contained in two case studies and research that you have undertaken in the subject area. There is one item that is deliverable for marking; a written response to five questions. Answers can be in bullet point form or paragraph form. Report format is not necessary. There are two brief case studies; the first two tasks relate to the first case study, “AGRICO.” The second two tasks relate to the second case study, “The Blondeye Hotel”. The fifth task relates to exit interviews and does not directly related to either case study but will require you to research the subject area then respond.
Your total response should be 1500 words in length.
As a Diploma student you are required to read and research widely. You must include a bibliography with your assessment as evidence of the research you have conducted. If you provide direct quotes you should reference these both in text and with a reference list.
Task

Task 1 and Task 2 – Case Study 1 – AGRICO

Use the case study below to answer Tasks 1 and 2. You should illustrate your answers by drawing on data provided in the case study and refer to any appropriate reference materials.
AGRICO is a company of 150 permanent employees that makes farm equipment such as slashers, stick rakes and trailers that are towed behind farm tractors. The factory is based at Bullamakanka, a regional city in NSW. The company was set up by Bruce Biggalow in 1968 and is still run by him. Bruce is a very “paternalistic” owner/manager and regards all staff as being “a part of the family.” There are many employees who have been employed with the company for a long time. For some, it is the only job they ever have had. Also, there are several “second generation” employees, i.e. employees whose mother or father worked at AGRICO.
AGRICO is the region’s largest employer of casual employees during the seasonal cycles (mostly local TAFE or university students).
Bruce has recently returned from China where he has secured the Australian distribution rights for a computerised farm water management system that will revolutionise the way farm irrigation is managed. AGRICO believe that this will be a “winner,” will compliment and extend their existing product offering and could, within two years, contribute 20% of their revenue. Significantly, AGRICO will not use any of its manufacturing capacity or resources to make this product; it will be imported, warehoused, sold and supported by a group of approx 20 employees. These employees will have a differing skill-set to the existing employees. It is also doubtful that they can be recruited locally.
As a result of several years of drought, demand for new farm equipment has fallen off and AGRICO is faced with the unusual situation of having excess staff and increasing losses. Bruce is extremely worried about having to make some positions redundant. He is also particularly worried about the effects of this on staff morale.
Some of the key demographics of AGRICO are:

Employee Type % of workforce
Permanent – full time 70%
– part time 10%
Casual 20%
TOTAL 100%

Employee Age (permanents) % of workforce
> 65years 5%
56 to 65 25%
46 to 55 25%
36 to 45 20%
26 to 35 15%
15 to 25 10%
TOTAL 100%

Employee Service in years (permanents) % of permanent workforce
30 to 40 years 30%
20 to 30years 40%
10 to 20 years 20%
0 to 10 years 10%
TOTAL 100%

You are a HR professional and one night, at a Chamber of Commerce meeting, Bruce spots you and asks you for some advice. Specifically, he asks:
Task 1

“Do I have any alternatives to retrenchments?”
With specific reference to the case study identify, describe and explain FOUR alternatives to retrenchment that are available to AGRICO. You must explain the “pluses” and “minuses” of each alternative with reference to practical data extracted from the case study.

Task 2

“If I had to retrench any staff, what SERVICES should I provide them with?”
List and describe in detail FOUR different types of services that you would ensure retrenched staff have access to. Explain the specific benefits to be gained from providing each of those FOUR services to retrenched employees.
Task 3 and Task 4 – Case Study 2 – The Blondeye Hotel

Use the case study below to answer Task 3 and Task 4. You should illustrate your answers by referring to facts provided in the case study and refer to any appropriate reference materials and Legislation.

The Blondeye Hotel
Ms M is a bar worker at the Blondeye Hotel and has been employed there for 8 years.
Several months ago management was concerned about the safety of workers and patrons of the hotel in the event of a robbery or hold-up and installed video surveillance cameras. This was done with full consultation and disclosure and in accordance with the NSW Workplace Surveillance Act (2005) and the NSW Surveillance Act (2007).
On several occasions Ms M was recorded on video, chatting with customers for long periods. At times, patrons waited for lengthy periods for their drinks whilst Ms M chatted away. On one occasion, Ms M was videotaped moving a bag of coins that contained $50.00 from a ledge next to the till. This bag of money was never seen again.
Geoff Allwright, the Managing Director of the hotel was concerned about “the slack attitude of Ms M” that he witnessed on the videotape and thought that the disappearance of the bag of money was the final straw.
Based on the video evidence Geoff wanted to dismiss Ms M for gross, serious and wilful misconduct and because of her “slack attitude to customers.” However, after a lengthy discussion with his bar manager who thought that Geoff was responding too hastily, Geoff decided to call you for your expert advice. You are a HR consultant.
What you have to do
Provide Geoff with written advice, in short answer format. Once again, you do not need to write a report. Use facts from the Blondeye Hotel case study. You should support your advice with references from relevant supporting materials studied during your course and any appropriate legislation.

In your advice you should:

Task 3
Explain how Geoff should proceed so that fairness to all parties is ensured.

Task 4
Detail a counselling plan and explain how it:
• Ensures that the employee understands the required standard (s) of performance,
• advises the employee of the issues,
• Ensures the employee has the opportunity to respond appropriately,
• Provides the employee with time to address the situation, including remedial action, during intermediary situations, with assistance from management,
• Provides warnings

Task 5
This question is not related directly to either Case Study.

“Exit interviews are a waste of time!”
With reference to relevant research,
• List 4 benefits of conducting exit interviews.
• Explain why each is a benefit.
• List 4 limitations on the use of exit interviews that you may observe in some organisation’s exit interview processes.
• Explain why each of the above is a limitation.
• Describe the steps you would take to eliminate or minimise each of the limitations you have identified.

Checklist
I have:
• Provided answers to all tasks
• Included a bibliography and reference list
• Included my name, student number, unit number, assessment number
• Reviewed and spell checked my document
• Saved a copy of the assessment on my own computer.

BSBHRM507A: Assessment 2
What you have to do

Answer the following tasks based on information contained in two case studies and research that you have undertaken in the subject area. There is one item that is deliverable for marking; a written response to five questions. Answers can be in bullet point form or paragraph form. Report format is not necessary. There are two brief case studies; the first two tasks relate to the first case study, “AGRICO.” The second two tasks relate to the second case study, “The Blondeye Hotel”. The fifth task relates to exit interviews and does not directly related to either case study but will require you to research the subject area then respond.
Your total response should be 1500 words in length.
As a Diploma student you are required to read and research widely. You must include a bibliography with your assessment as evidence of the research you have conducted. If you provide direct quotes you should reference these both in text and with a reference list.
Task

Task 1 and Task 2 – Case Study 1 – AGRICO

Use the case study below to answer Tasks 1 and 2. You should illustrate your answers by drawing on data provided in the case study and refer to any appropriate reference materials.
AGRICO is a company of 150 permanent employees that makes farm equipment such as slashers, stick rakes and trailers that are towed behind farm tractors. The factory is based at Bullamakanka, a regional city in NSW. The company was set up by Bruce Biggalow in 1968 and is still run by him. Bruce is a very “paternalistic” owner/manager and regards all staff as being “a part of the family.” There are many employees who have been employed with the company for a long time. For some, it is the only job they ever have had. Also, there are several “second generation” employees, i.e. employees whose mother or father worked at AGRICO.
AGRICO is the region’s largest employer of casual employees during the seasonal cycles (mostly local TAFE or university students).
Bruce has recently returned from China where he has secured the Australian distribution rights for a computerised farm water management system that will revolutionise the way farm irrigation is managed. AGRICO believe that this will be a “winner,” will compliment and extend their existing product offering and could, within two years, contribute 20% of their revenue. Significantly, AGRICO will not use any of its manufacturing capacity or resources to make this product; it will be imported, warehoused, sold and supported by a group of approx 20 employees. These employees will have a differing skill-set to the existing employees. It is also doubtful that they can be recruited locally.
As a result of several years of drought, demand for new farm equipment has fallen off and AGRICO is faced with the unusual situation of having excess staff and increasing losses. Bruce is extremely worried about having to make some positions redundant. He is also particularly worried about the effects of this on staff morale.
Some of the key demographics of AGRICO are:

Employee Type % of workforce
Permanent – full time 70%
– part time 10%
Casual 20%
TOTAL 100%

Employee Age (permanents) % of workforce
> 65years 5%
56 to 65 25%
46 to 55 25%
36 to 45 20%
26 to 35 15%
15 to 25 10%
TOTAL 100%

Employee Service in years (permanents) % of permanent workforce
30 to 40 years 30%
20 to 30years 40%
10 to 20 years 20%
0 to 10 years 10%
TOTAL 100%

You are a HR professional and one night, at a Chamber of Commerce meeting, Bruce spots you and asks you for some advice. Specifically, he asks:
Task 1

“Do I have any alternatives to retrenchments?”
With specific reference to the case study identify, describe and explain FOUR alternatives to retrenchment that are available to AGRICO. You must explain the “pluses” and “minuses” of each alternative with reference to practical data extracted from the case study.

Task 2

“If I had to retrench any staff, what SERVICES should I provide them with?”
List and describe in detail FOUR different types of services that you would ensure retrenched staff have access to. Explain the specific benefits to be gained from providing each of those FOUR services to retrenched employees.
Task 3 and Task 4 – Case Study 2 – The Blondeye Hotel

Use the case study below to answer Task 3 and Task 4. You should illustrate your answers by referring to facts provided in the case study and refer to any appropriate reference materials and Legislation.

The Blondeye Hotel
Ms M is a bar worker at the Blondeye Hotel and has been employed there for 8 years.
Several months ago management was concerned about the safety of workers and patrons of the hotel in the event of a robbery or hold-up and installed video surveillance cameras. This was done with full consultation and disclosure and in accordance with the NSW Workplace Surveillance Act (2005) and the NSW Surveillance Act (2007).
On several occasions Ms M was recorded on video, chatting with customers for long periods. At times, patrons waited for lengthy periods for their drinks whilst Ms M chatted away. On one occasion, Ms M was videotaped moving a bag of coins that contained $50.00 from a ledge next to the till. This bag of money was never seen again.
Geoff Allwright, the Managing Director of the hotel was concerned about “the slack attitude of Ms M” that he witnessed on the videotape and thought that the disappearance of the bag of money was the final straw.
Based on the video evidence Geoff wanted to dismiss Ms M for gross, serious and wilful misconduct and because of her “slack attitude to customers.” However, after a lengthy discussion with his bar manager who thought that Geoff was responding too hastily, Geoff decided to call you for your expert advice. You are a HR consultant.
What you have to do
Provide Geoff with written advice, in short answer format. Once again, you do not need to write a report. Use facts from the Blondeye Hotel case study. You should support your advice with references from relevant supporting materials studied during your course and any appropriate legislation.

In your advice you should:

Task 3
Explain how Geoff should proceed so that fairness to all parties is ensured.

Task 4
Detail a counselling plan and explain how it:
• Ensures that the employee understands the required standard (s) of performance,
• advises the employee of the issues,
• Ensures the employee has the opportunity to respond appropriately,
• Provides the employee with time to address the situation, including remedial action, during intermediary situations, with assistance from management,
• Provides warnings

Task 5
This question is not related directly to either Case Study.

“Exit interviews are a waste of time!”
With reference to relevant research,
• List 4 benefits of conducting exit interviews.
• Explain why each is a benefit.
• List 4 limitations on the use of exit interviews that you may observe in some organisation’s exit interview processes.
• Explain why each of the above is a limitation.
• Describe the steps you would take to eliminate or minimise each of the limitations you have identified.

Checklist
I have:
• Provided answers to all tasks
• Included a bibliography and reference list
• Included my name, student number, unit number, assessment number
• Reviewed and spell checked my document
• Saved a copy of the assessment on my own computer.

BSBHRM507A: Assessment 2
What you have to do

Answer the following tasks based on information contained in two case studies and research that you have undertaken in the subject area. There is one item that is deliverable for marking; a written response to five questions. Answers can be in bullet point form or paragraph form. Report format is not necessary. There are two brief case studies; the first two tasks relate to the first case study, “AGRICO.” The second two tasks relate to the second case study, “The Blondeye Hotel”. The fifth task relates to exit interviews and does not directly related to either case study but will require you to research the subject area then respond.
Your total response should be 1500 words in length.
As a Diploma student you are required to read and research widely. You must include a bibliography with your assessment as evidence of the research you have conducted. If you provide direct quotes you should reference these both in text and with a reference list.
Task

Task 1 and Task 2 – Case Study 1 – AGRICO

Use the case study below to answer Tasks 1 and 2. You should illustrate your answers by drawing on data provided in the case study and refer to any appropriate reference materials.
AGRICO is a company of 150 permanent employees that makes farm equipment such as slashers, stick rakes and trailers that are towed behind farm tractors. The factory is based at Bullamakanka, a regional city in NSW. The company was set up by Bruce Biggalow in 1968 and is still run by him. Bruce is a very “paternalistic” owner/manager and regards all staff as being “a part of the family.” There are many employees who have been employed with the company for a long time. For some, it is the only job they ever have had. Also, there are several “second generation” employees, i.e. employees whose mother or father worked at AGRICO.
AGRICO is the region’s largest employer of casual employees during the seasonal cycles (mostly local TAFE or university students).
Bruce has recently returned from China where he has secured the Australian distribution rights for a computerised farm water management system that will revolutionise the way farm irrigation is managed. AGRICO believe that this will be a “winner,” will compliment and extend their existing product offering and could, within two years, contribute 20% of their revenue. Significantly, AGRICO will not use any of its manufacturing capacity or resources to make this product; it will be imported, warehoused, sold and supported by a group of approx 20 employees. These employees will have a differing skill-set to the existing employees. It is also doubtful that they can be recruited locally.
As a result of several years of drought, demand for new farm equipment has fallen off and AGRICO is faced with the unusual situation of having excess staff and increasing losses. Bruce is extremely worried about having to make some positions redundant. He is also particularly worried about the effects of this on staff morale.
Some of the key demographics of AGRICO are:

Employee Type % of workforce
Permanent – full time 70%
– part time 10%
Casual 20%
TOTAL 100%

Employee Age (permanents) % of workforce
> 65years 5%
56 to 65 25%
46 to 55 25%
36 to 45 20%
26 to 35 15%
15 to 25 10%
TOTAL 100%

Employee Service in years (permanents) % of permanent workforce
30 to 40 years 30%
20 to 30years 40%
10 to 20 years 20%
0 to 10 years 10%
TOTAL 100%

You are a HR professional and one night, at a Chamber of Commerce meeting, Bruce spots you and asks you for some advice. Specifically, he asks:
Task 1

“Do I have any alternatives to retrenchments?”
With specific reference to the case study identify, describe and explain FOUR alternatives to retrenchment that are available to AGRICO. You must explain the “pluses” and “minuses” of each alternative with reference to practical data extracted from the case study.

Task 2

“If I had to retrench any staff, what SERVICES should I provide them with?”
List and describe in detail FOUR different types of services that you would ensure retrenched staff have access to. Explain the specific benefits to be gained from providing each of those FOUR services to retrenched employees.
Task 3 and Task 4 – Case Study 2 – The Blondeye Hotel

Use the case study below to answer Task 3 and Task 4. You should illustrate your answers by referring to facts provided in the case study and refer to any appropriate reference materials and Legislation.

The Blondeye Hotel
Ms M is a bar worker at the Blondeye Hotel and has been employed there for 8 years.
Several months ago management was concerned about the safety of workers and patrons of the hotel in the event of a robbery or hold-up and installed video surveillance cameras. This was done with full consultation and disclosure and in accordance with the NSW Workplace Surveillance Act (2005) and the NSW Surveillance Act (2007).
On several occasions Ms M was recorded on video, chatting with customers for long periods. At times, patrons waited for lengthy periods for their drinks whilst Ms M chatted away. On one occasion, Ms M was videotaped moving a bag of coins that contained $50.00 from a ledge next to the till. This bag of money was never seen again.
Geoff Allwright, the Managing Director of the hotel was concerned about “the slack attitude of Ms M” that he witnessed on the videotape and thought that the disappearance of the bag of money was the final straw.
Based on the video evidence Geoff wanted to dismiss Ms M for gross, serious and wilful misconduct and because of her “slack attitude to customers.” However, after a lengthy discussion with his bar manager who thought that Geoff was responding too hastily, Geoff decided to call you for your expert advice. You are a HR consultant.
What you have to do
Provide Geoff with written advice, in short answer format. Once again, you do not need to write a report. Use facts from the Blondeye Hotel case study. You should support your advice with references from relevant supporting materials studied during your course and any appropriate legislation.

In your advice you should:

Task 3
Explain how Geoff should proceed so that fairness to all parties is ensured.

Task 4
Detail a counselling plan and explain how it:
• Ensures that the employee understands the required standard (s) of performance,
• advises the employee of the issues,
• Ensures the employee has the opportunity to respond appropriately,
• Provides the employee with time to address the situation, including remedial action, during intermediary situations, with assistance from management,
• Provides warnings

Task 5
This question is not related directly to either Case Study.

“Exit interviews are a waste of time!”
With reference to relevant research,
• List 4 benefits of conducting exit interviews.
• Explain why each is a benefit.
• List 4 limitations on the use of exit interviews that you may observe in some organisation’s exit interview processes.
• Explain why each of the above is a limitation.
• Describe the steps you would take to eliminate or minimise each of the limitations you have identified.

Checklist
I have:
• Provided answers to all tasks
• Included a bibliography and reference list
• Included my name, student number, unit number, assessment number
• Reviewed and spell checked my document
• Saved a copy of the assessment on my own computer.