SIB502010 Diploma of Salon Management SIRXHRM001A Administer human resource policy E-LEARNING...

SIB502010 Diploma of Salon Management

SIRXHRM001A Administer human resource policy

E-LEARNING MATERIAL & ASSESSMENTS

DEMONSTRATION UNIT DELIVERY STYLE - complete unit contains 34 pages

2Administer human resources policy

SIRXHRM001A Administer human resources policy

This unit describes the performance outcomes, skills and knowledge required to plan and manage human resources. This unit contain employability skills. Application of the unit.This unit involves implementing staffing levels, monitoring staff performance, identifying and minimising potential industrial relations and developing and implementing training plans. Competency field: Human resources managementPerformance criteria covered within this training programme 1.1,1.2,1.3,1.4,1.5,1.6,2.1,2.2,2.3,2.4,2.5,2.6,2.7,2.8,2.9,3.1,3.2,3.3,3.4,3.5,3.6,4.1,4.2,4.3,4.4,4.5,4.6,4.7,4.8,4.9,4.10,4.11


Assessment guidelines

FORMATIVE TASK: CASE STUDY An independent small car service centre, located in a well to do inner city suburb is your case study for putting theory into practice. The business provides a wash and clean service for no charge as part of its regular service package. You are to complete each formative task and email it to your trainer. Your trainer will correspond back by asking questions, providing suggestions and giving guidance on your submitted work. You need to make the suggested adjustments, submitting them back to your trainer before moving onto the next task. Once you have completed all of the formativetasks you are ready to attempt your summative assessments.

There are two summative assessments in this unit. Your trainer will deem you either competent or not yet competent based on your performance in the summative assessments.

SUMMATIVE ASSESSMENT A. DEVELOP AND ADMINISTER HUMAN REOURCES POLICIES FOR A SALON. DOCUMENT ASSESSMENTUsing the skills and knowledge you gained throughout the formative tasks you are to develop and maintainhuman resources policies for codes of conduct for staff working in a hair or beauty salon. You are to detail your procedures for employing additional staff or an apprentice. You are to create the objectives of a training plan and address skills shortages identified in the performance appraisal session. You are to develop a dispute resolution procedures document for resolving interpersonal conflicts. An industrial relations problem has occurred in the salon. You are to describe your actions on how you encouraged cooperation from the staff and what constructive support youprovided for solving the salon issue. You will be assessed on demonstration of your skills and knowledge on the subject.SUMMATIVE ASSESSMENT B. CONDUCT A VERBAL PRESENTATION ON THE PREPARATION AND IMPLEMENTATION OF

A STAFF PERFOMANCE APPRAISAL IN THE SALON. VERBAL PRESENTATION ASSESSMENTYou are to conduct a verbal presentation either on line or a phone hook up with your trainer on how you would prepare and conduct a staff performance appraisal for identifying strengths and weaknesses in the skills of one salon staff member. A staff member is not following salon code of conduct policies. You are to describe how you would conduct their dismissal process including recording details. You will be assessed on demonstration of your skills and knowledge on the subject.

ELEMENT PERFORMANCE CRITERIA1.Implement staffing levels 1.1. Maintain and monitor store policy and procedures in regard to staffing levels

1.2. Maintain store staffing plans involving total store operation1.3. Ensure store staffing plan is comprehensive, concise and easily understood by staff and management1.4. Base staffing figures on accurate and current information1.5. Develop contingency plans to cope with extreme situations1.6. Identify, analyse and rectify staff turnover problems as required by store policy

2.Monitor staff performance 2.1. Analyse, monitor and maintain store policy and procedures in regard to staff performance requirements2.2. Conduct performance appraisal and counselling interviews as required according to store policy2.3. Give clear, constructive feedback on performance at a level and pace appropriate to the team member2.4. Recognise performance and achievement and encourage individuals to contribute to their own assessment2.5. Encourage individuals to contribute to improving policy and procedures2.6. Discipline and counsel staff as required according to store policy and statutory requirements2.7. Implement staff dismissals according to store policy and procedures and statutory requirements

Elements and performance criteria standards

Each element stipulates the skills and knowledge you will achieve when you correctly complete each of the evaluative statements listed in the performance criteria. Throughout this learning material you will be performing the criteria tasks to achieve the required skills and knowledge in order to be deemed competent in this unit.



ELEMENT PERFORMANCE CRITERIA2.Monitor staff performance continued

2.8. Conduct terminal and exit interviews according to store policy and procedures and statutory requirements2.9. Accurately and completely record details of all procedures and make available to authorised personnel

3.Identify and minimise potential industrial relations problems

3.1. Develop and implement strategies in regard to interpersonal conflict and dispute resolution according to store policy and procedures3.2. Actively encourage consultation and cooperation within team3.3. Provide constructive support to resolve problems where interpersonal conflict arises3.4. Accurately communicate current dispute resolutions and grievance procedures to team members3.5. Concisely and accurately record details of proceedings and make available to authorised personnel3.6. Treat team members with integrity, respect and compassion

4.Develop and implement training plans

4.1. Develop training objectives and activities based on considered assessment of existing individual and team competencies, potential competency and career aspirations according to store policy4.2. Regularly review, update and improve training plans in consultation with staff and management4.3. Ensure training plans contain clear, realistic objectives4.4. Encourage and assist individuals to evaluate their own development and training needs and to contribute to development planning and review4.5. Plan training activities to optimise the use of available resources4.6. Identify training needs using accurate and current information4.7. Clearly define training requirements relating to specific competencies necessary to perform a specified role or function4.8. Provide ongoing training information to all staff4.9. Delegate responsibility for training to specified staff


ELEMENT PERFORMANCE CRITERIA4.Develop and implement training plans continued

4.10. Document planned training needs and specified outcomes 4.11. Monitor and maintain budget in regard to training and assessment of staff according to store policy

REQUIRED SKILLS AND KNOWLEDGE - skills and knowledge required for this unit. REQUIRED SKILLS REQUIRED KNOWLEDGE

1.Interpersonal communication skills to;-conduct performance appraisal and counselling and terminal and exit interviews-give feedback and provide information-encourage individual contribution and evaluation of training and development needs -discipline and counsel staff and resolve conflicts-encourage consultation and cooperation in the team through clear and direct communication-ask questions to identify and confirm requirements-use language and concepts appropriate to cultural differences-use and interpret non verbal communication2.Analysing training needs3.Monitoring staff performance4.Conducting performance appraisal5.Negotiating6.Literacy skills in regard to;-researching, analysing and interpreting a broad range of written material and preparing reports-documenting results and numeracy skills in regard to interpreting and maintaining data

1.Store policy and procedures in regard to;-staffing-performance appraisal-employee relations-staff development2.Relevant statutory, legal and industrial relations requirements in regard to;-monitoring staff performance-counselling-disciplinary procedures-dismissal procedures-agreements, awards and wages and conditions-anti-discrimination-equal opportunity-OHS3.A range of responsibilities and job descriptions4.Australian apprenticeship legislation5.Training packages and competency standards6.Store levels and turnover7.Existing competencies8.Resources available for training9.Principles and techniques in training and development


FORMATIVE TASK: CASE STUDY

An independent small car service centre, located in a well to do inner city suburb is your case study for putting theory into practice. The business provides a wash and clean service for no charge as part of its regular service package. The business currently employs two full time qualified mechanics and one full time unskilled employee who washes and cleans the cars. All employees work a 5 day week doing 7.5 hours a day. The business needs to improve the productivity of its current staff. This requires analysing current work performance and developing a training plan for improving the existing skills of its workforce.

You are to develop a roster for current staff and identify where additional staff could be used. You need to conduct a staff performance appraisal for identifying weaknesses in current skills and create a training plan to address the identified skills shortage. An industrial relations problems has surfaced amongst staff and you need to resolve the problem to achieve a satisfactory result for all parties.


Human resource planning Human resource planning is about;•Trying to get a lot of different people to work successfully towards shared outcomes.•Harnessing all the resources of a business or team in order to attain shared goals.•Monitoring progress towards these goals.•Managing variations from the goals and the plans to ensure that each goal is achieved.

Developing a staffing policy. Every business should have a staffing policy. This document should detail how the business will attract and retain staff. It should include;•Employee award details.•Staffing roster and absenteeism policy.•Performance appraisal goals and rewards policy.•Strategies for training and personal development for employees.•Strategies for resolving interpersonal employee conflict and industrial disputes.•Strategies for administering staff discipline and dismissal procedures.

Employment award.Most businesses are covered by a modern award. Modern awards are industry or occupation-based employment standards that operate in conjunction with the Fair Work requirements. They were created to establish one set of minimum conditions for employers and employees who work in the same industries and occupations.

There may be an award which covers employees who are not covered by another modern award and who perform work of a similar nature to that which has historically been regulated by awards. It is likely that new and innovative jobs which are developed over time will not fall neatly into existing industry awards.


Fair Work Act

New agreements under the Act are now called enterprise agreements and are simply an agreement between one or more national system employers and their employees.

The major new features of enterprise agreements are that they must have;- A nominal expiry date of not more than four years after the day on which the Act approves the agreement of a dispute settlement procedure.- A flexibility term so the employee and management can agree to vary the agreement to meet mutual needs. A consultation term requires the employer to consult with their employees about any major workplace changes that are likely to have a significant effect on them.- If an enterprise agreement does not contain a flexibility or consultation term, it will be 'deemed' to be included in that agreement and therefore must be followed.

Common law employment contracts, letters of offer or engagement.Common law contracts are individual employment agreements between employees and employers, with legal obligations for both sides. A contract consists of mutual promises made by two or more people, enforceable by law. In a work context, the most obvious form these mutual promises take is the employee's promise to work in return for an employer's promise to pay wages. Unlike awards and other formal workplace agreements, a common law contract may be in writing, oral, or partly writing and oral. Common law employment contracts, as a minimum, must meet or exceed each condition in an applicable award or agreement. The National Employment Standards (Australian legislation) also override any less favourable terms in a common law contract. Common law contracts can be a short letter of offer or letter of engagement. These summarise the new employee's pay and conditions, which they sign before they start work.

FORMATIVE TASK 1. IDENTIFY WHICH AWARD WOULD COVER THE EMPLOYEES IN THE CASE STUDY. DOCUMENTYou are to research online to identify the award that covers the employees working in the car service case study. Submit the name of the award to your trainer.

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Creating rosters

The tasks.•Analyse staffing needs in relation to demand.•Undertake a job analysis.•Review workplace provisions relating to hours of work.•Review any company policies regarding staffing levels.•Review available staff. Issues to consider may include;•Staff who are on various types of leave.•Staff who are in training.•The experience of staff.•Creating a suitable mix of male and female staff, if applicable.•Special requests made by staff for the period in question.•Individual skills and talents.•Previous trading figures for comparable periods.•Unseasonal weather conditions.•Local disasters, adverse publicity, strikes that may restrict customer numbers.

Adjusting rosters.There will be times when you need to make adjustments to the roster as workplace issues emerge. These issues can include;•Team members not showing up for work.•Staff arriving late.•Team members going home sick or being called away because of an emergency.•Unexpected high levels of trade.•Equipment breakdowns that puts team members under pressure.

Administer human resources policy


FORMATIVE CHECKPOINT

Before you can proceed with any further learning or tasks you need to have submittedthe previous 4 formative tasks to your trainer.

Your trainer will contact you to discuss your submissions. They will provide;•Comments that will allow you to improve your submission.•Questions to gain a better understanding of your knowledge of the subject.•General guidance so that you can improve your skills and knowledge.•Encouragement to expand your thinking towards better solutions.

You are to make the necessary changes as instructed by your trainer and submit the documents for re-evaluation by your trainer. Your trainer will advise you when you can proceed with the next section of the learning and assessment material.

FORMATIVE TASK 4. CHANGE IN ROSTER REQUIRED. DOCUMENTOne week into the 4 week lead up to Christmas, the qualified mechanic John is involved in an accident and will be off work for the remaining 3 weeks. You are to develop a contingency plan to handle the situation. Submit your document to your trainer.


Interpersonal and dispute resolution As a manager you are responsible for ensuring that the workplace operates smoothly. This is not always easy with many staff having their own ideas about the way the salon should operate.

Three step checklist for conflict resolution. Step one - get the facts and decide the cause of the problem.•Review the past performance of the situation.•Determine what policies or procedures have been broken.•Talk with the individual or group concerned.•Get opinions and feelings.•Be sure you have the whole story.•Don’t jump to conclusions.•Put the facts together.•Consider both sides of the story.

Step two - develop solutions.•Determine possible actions.•Check workplace policies and procedures.•Consider the most effective solution.•Review the past performance of the situation.•Have an agreement made on the most effective solution with the other person or group of people.

Step three - take action and check results.•Implement the necessary steps as agreed with the other person or people.•Check action taken after to confirm understanding of solution.•Watch for changes in attitude, relationships and outputs.•Did your actions achieve the results you desired?

FORMATIVE TASK 7. DEVELOP A POLICY FOR STAFF BEHAVIOUR FOR THE CASE STUDY. DOCUMENTYou are to develop a policy document on the restricted use of mobile phones during working hours for all employees. This policy must include dispute resolution procedures. Submit your document to your trainer.


Staff discipline and dismissal Disciplining employees who occasionally or consistently infringe business standards is often seen by mangers as a difficult task. Growing concern with employee rights, privacy and equal opportunities contribute to the difficult task of disciplinary action. The purpose of discipline in the workplace should, however, be seen as a genuine attempt to ensure that employee behaviour and performance is maintained. Just as employee counselling seeks to identify personal problems, the discipline process aims to recognise and correct unacceptable work practices for both employee and manager. A strategic approach to discipline will avoid the costs and risks of dismissal. By modifying and correcting employee performance you are avoiding the need for dismissal. The essential elements of discipline processes include clear policies, equality, union agreements (if applicable) careful examination of the causes, well documented records and appropriate appeals procedures.

FORMATIVE TASK 8. AN INDUSTRIAL PROBLEM HAS ARISEN BETWEEN ONE QUALIFIED MECHANIC AND THE UNSKILLED EMPLOYEE IN THE CASE STUDY. HOW ARE YOU GOING TO RESOLVE THE PROBLEM? DOCUMENTOne of your qualified mechanics is in dispute with the unskilled employee for not returning equipment to its correct area after using it. Prepare a dispute resolution document on the incident. You are to include your actions on how you encouraged cooperation between the two parties and what constructive support you provided to resolve the problem. Submit your document to your trainer.



Before you can proceed with any further learning or tasks you need to submitformative tasks 7, 8, 9 and 10 to your trainer.

Your trainer will contact you to discuss your submission. They will provide;•Comments that will allow you to improve your submission.•Questions to gain a better understanding of your knowledge of the subject.•General guidance so that you can improve your skills and knowledge.•Encouragement to expand your thinking towards better solutions.

You are to make the necessary changes as instructed by your trainer and submit the documents for re-evaluation by your trainer. Your trainer will advise you when you can proceed with the next section of the learning and assessment material.


Apprenticeships

Apprenticeships, also known as traineeships, are a training contract between an employer and an employee, in which the employer provides training and the apprentice learns the occupation or trade. At the end of the training the apprentice gains a nationally recognised qualification. Apprentices may be employed on a full or part-time basis, can be of any age and may already hold a qualification. Training can be totally on-the-job, or a combination of on and off-the-job programs. Their wage varies depending on qualification, type of training and industry. They are generally entitled to the same superannuation, workers' compensation or other requirements as that of an employee.

Recruit an Apprentice or Trainee.Apprenticeships and traineeships are available in a wide range of occupations. The nature of traineeships and apprenticeships differs depending on the industry or occupation involved. Businesses wishing to recruit apprentices and trainees are eligible for subsidies according to the conditions that apply in each State.

There are great benefits to taking on an apprentice or trainee.•Apprenticeships and traineeships are designed to be flexible, while providing nationally recognised training developed for the industry, by the industry.•Increased efficiency and productivity in the business.•Foster growth while maintaining and preserving the quality of skills in the industry.•A competitive edge by having trained a skilled team.•Access to incentives for an employer who hires an apprentice or trainee.

FORMATIVE TASK 11. INVESTIGATE AN APPRENTICESHIP OPPORTUNITY FOR THE CASE STUDY BUSINESS. DOCUMENT.You are to contact your local Apprenticeships Centre and prepare a summary on the requirements for hiring an apprentice, their eligibility of the proposed apprentice and incentive provided to the business. Submit your document to your trainer.



Before you can proceed with any further learning or tasks you need to submitformative tasks 11 and 12 to your trainer.

Your trainer will contact you to discuss your submission. They will provide;•Comments that will allow you to improve your submission.•Questions to gain a better understanding of your knowledge of the subject.•General guidance so that you can improve your skills and knowledge.•Encouragement to expand your thinking towards better solutions.

You are to make the necessary changes as instructed by your trainer and submit the documents for re-evaluation by your trainer.


SUMMATIVE ASSESSMENT A. DEVELOP AND ADMINISTER HUMAN REOURCES POLICIES FOR A SALON. DOCUMENT ASSESSMENTUsing the skills and knowledge you gained throughout the formative assessments you are to develop and maintainhuman resources policies for codes of conduct for staff working in a hair or beauty salon. You are to detail your procedures for employing additional staff or an apprentice. You are to create the objectives of a training plan and address skills shortages identified in the performance appraisal session. You are to develop a dispute resolution procedures document for resolving interpersonal conflicts. An industrial relations problem has occurred in the salon. You are to describe your actions on how you encouraged cooperation from the staff and what constructive support youprovided for solving the salon issue. You will be assessed on demonstration of your skills and knowledge on the subject.

Marking Criteria


SUMMATIVE ASSESSMENT B. CONDUCT A VERBAL PRESENTATION ON THE PREPARATION AND IMPLEMTATION OF A STAFF PERFOMANCE APPRAISAL IN THE SALON. VERBAL PRESENTATION ASSESSMENTYou are to conduct a verbal presentation either on line or a phone hook up with your trainer on how you would prepareand conduct a staff performance appraisal for identifying strengths and weaknesses in the skills of one salon staff member. A staff member is not following salon code of conduct policies. You are to describe how you would conducttheir dismissal process including recording details. You will be assessed on demonstration of your skills and knowledge on the subject.

Marking Criteria

This completes the learning and assessment material for this unit.

SIB502010 Diploma of Salon Management SIRXHRM001A Administer human resource policy E-LEARNING...

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