T: 03 9492 5878

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W: www.datum.edu.au
A: 17 Jeffcott Street West Melbourne VIC 3004

Case Study

Manager Networks is an organisation that provides networking events for business people across
Australia and runs an annual conference event focussing on an area of business considered to be
of key importance. Recently, Manager Networks has expanded its business to include consultancy
services. You are a consultant for Manager Networks, specialising in human resource
management. You have been assigned to manage the human resources for an Australia Home
Show project currently being undertaken by Manager Network’s client - Boutique Build Australia.

As you manage the human resources of the projects (in the role of Human resource consultant),
you will be subject to the policies and procedures of Boutique Build Australia and will report to the
General Manager of Boutique Build Australia.
Boutique Build Australia was established in 1990 and is a boutique building company based in
Sydney that specialises in the design and build of high-quality designer homes for the Sydney
metropolitan and surrounding areas.

The company employs approximately 50 staff including the CEO, Operations Manager, Human
Resources Manager, Marketing and Sales Manager, Customer Service Officers (6), architects (2),
Site Managers (3) and a large team of tradespersons, some of whom are employed, and some are
contractors.
The personnel are generally managed as three overlapping teams: administration, sales, and
onsite.

The company is in a period of growth and has opened an office in Brisbane with the goal of
expanding into the Sunshine Coast and the Gold Coast over the next five years.

Information relevant to Section 1 of your Project Portfolio

At a recent executive meeting, it was decided that Boutique Build Australia should participate in the
upcoming Australian Home Show in Brisbane on ____/____/____ (your assessor will fill this in). It
will run from Friday through Sunday, from 10am to 5pm, and be widely publicised in the media.

It is hoped that a strong presence at the show will attract the interest of potential customers. The
company’s ongoing expansion also means that more tradespeople will be needed to work on new
building projects. The show provides a great opportunity to make contact with many qualified
tradespeople who attend the show.
Boutique Build Australia would like to have at least three courtesy staff at the booth at all times,
collecting details of potential customers and tradespeople. Ideally, these will be current Boutique
Build office staff who are be familiar with the company’s range of products and services. The data
collected will then be given to the sales and marketing team. This data is to be collected using two
documents that have been used in previous projects, Customer Data Collection, and Team
Member Data Collection.

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It has been decided that several of Boutique Build’s tradespeople will build a kitchen in the
congress stand, using some new material and new designs from our architects. This will, hopefully
attract, a lot of traffic to the stand. The company’s Master Builder will oversee the new kitchen’s
construction and the training of the selected tradespeople. It will be vital that the tradespeople
building the kitchen are able to speak with members of the public (and other tradespeople) to
describe the work they do. As the stand will be quite small, a maximum of two tradespeople will be
able to work on the kitchen at a time. It has been estimated that two tradespeople can build the
kitchen in about 18 hours.

As the Human Resources consultant, you will be in attendance at the Show, to manage the staff
attending the stand. Several of the management team will also be in attendance at the Home show
but will be involved in the ongoing running of the stand.
The staff selected to work on the stand will be directly answerable to the Project Manager, but the
Master Builder will be in frequent attendance at the stand to keep an eye on the kitchen
constriction, and the administration Manager will assist the courtesy staff with any questions that
are outside their expertise.

The Project manager has supplied the following Work Breakdown Structure to get you started:

1
Stand construction

1.1 Design confirmed

1.2 Material calculated and priced

1.3 Material purchased

1.4 Sections of stand prefabricated at warehouse

1.5 Material transported to Home Show site

1.6 Stand constructed

1.7 Stand painted

1.8 Stand dismantled

1.9 Stand material stored in warehouse

Kitchen constructions

2.1 Design confirmed

2.2 Material calculated and priced

2.3 Material purchased

2.4 Select tradespeople to build stand

2.5 Tradespeople trained in design and construction

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2.6 Material transported to Home Show site

2.7 Kitchen constructed

2.8 Kitchen dismantled

2.9 Kitchen material stored in warehouse

3 Stand staffing

3.1 Select staff to work at stand

3.2 Train staff to work at stand

3.3 Manage staff while at the Show

4 Administration

4.1 Accommodation for stand staff and tradespeople

Information relevant to Section 2 (staff training) of the Project Portfolio
Boutique Build Australia values creativity. As such, all training is flexible and can take place in a
variety of formats. Currently the tradespeople are very busy and taking time off their existing
projects is difficult. The Project Manager has requested that your training tools take their situation
into account. The Project Manager thinks it’s important that you meet face-to-face with the courtesy
staff as they represent the image of Boutique Build Australia. He has emphasised that courtesy
staff should fully understand the Customer Data Collection and the Team Member Data Collection
documents that they will use at the show.

Information relevant to Section 2 (managing staff) of the Project Portfolio

Training was successfully performed and the Home Show is taking place.
On Saturday morning Anna Armstrong arrived at the stand ten minutes late. During the morning
Anna was seen talking with friends, sharing photos on their mobile phones (about 20 minutes in
total). Several times you pointed out attendees who were looking at the stand and the brochures
but hadn’t been approached by a staff member for their details. Anna then returned from lunch
break ten minutes late. When Anna did interact with attendees, she was very friendly and had a
good rapport with the customers she interacted with.

The team at the stand has been busy, and you have heard other team members speak in a
disparaging manner about Anna’s performance. Anna has noticed this too and is looking
withdrawn.

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Boutique Build Australia

Recruitment, selection and induction policy and procedures

Policy Statement
Boutique Build Australia is committed to recruiting and selecting quality staff. It is also committed to
inducting staff to ensure that they understand their job role and can follow all required procedures.

Principles
Selection decisions will always be made on merit, to avoid discrimination and unfairness.

The business adheres to the following legislation:

• Racial Discrimination Act 1975

• Sexual Discrimination Act 1984

• Disability Discrimination Act 1992

• Human Rights and Equal Opportunity Commission Act 1986  The Age Discrimination
Act 2004.
• Equal Opportunity for Women in the Workplace Act 1999

Scope
This policy and procedure applies to all staff who undertake recruitment, selection, induction and
termination.

Procedures
Staff and management recruitment, selection and appointment.

• Prior to the recruitment process commencing, HR develops a position description or accesses

an existing position description. Ensure that all information in the position description is
accurate and identifies the key responsibilities, key selection criteria and desirable skills and
attributes.

• HR will advertise the position first internally, then externally. Advertisements will clearly specify
the purpose of the role, key selection criteria, mandatory qualifications and a contact name
and number.

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• Following the receipt of applications, HR and the responsible manager will develop a shortlist
of applicants based on the applications provided and their suitability to the role. Ensure that all
shortlisted applicants have the mandatory qualifications required of the position or the ability to
obtain them.

• Interview of shortlisted candidates will be completed with HR and the responsible manager.
Standard questions will be used and accurate notes will be taken.

• Following the interview, HR and the responsible manager will agree on the selected applicant
and referee checks will occur using the Reference Check form.

• Letter of offer is developed using standard letter template and sent out to successful
candidate/s

• Rejection letter is developed using standard letter template and sent to unsuccessful
candidates

Casual employment
Under some conditions, such as participating at a trade fair, short-term employment outside normal
working hours is needed. In such situations, the open positions are to be advertised internally by
email to staff living close to the place of employment.
The hours that the staff works can be compensated against working hours.

If not enough Boutique Build Australia employees are available, an employment agency can be
contacted.

Staff and manager induction

• Induction is an important part of the recruitment, selection and induction process. The
induction process is designed to ensure that new staff members understand their roles and
responsibilities.

• HR creates a staff file for the new staff member and all documents relating to the recruitment
process are stored.

• Staff member completes all required documentation for employment, including contracts, staff
details forms and TFN form.

• Ensure that the signed contract is on file.

• Induction plan is created and initial induction completed.

• Inductions as per plan are conducted during the first three months, which is also the
probationary period.

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• At least 2 days prior to the probationary period lapsing, HR will hold a review and support
session with the employee. This session is to be used as a feedback and review opportunity
from both parties on the probationary period.

• A forward plan for development and training needs is to be developed during this session and
agreed to by the employee.

• If the employee’s performance is not satisfactory, the termination procedure must be followed.
• The length and contents of a new employee’s induction and training will depend on the level of
understand that the staff member already has in the area. As a minimum, relevant
documentation must be reviewed, and any workplace health and safety issues should be
highlighted.

Performance assessment
• Informal assessment should take place regularly. If any shortfalls in performance exist, the
employee should be provided with the necessary assistance to improve their performance.
Informal reviews should be documented at least via an email summary to HR.

• Yearly performance assessments must be carried out by the team manager and documented
in a staff assessment report.

• A copy of the annual staff assessment report is to be sent to Human Resources for filing.

• If the employee’s performance is deemed not satisfactory, they should be spoken to directly by
their direct superior. The superior of manager should clearly point out the behaviour that is
unacceptable and what changes should be made. A timeline for reassessment may be
appropriate.

• A record of the conversation should be submitted to Human Resources Manager for filing  If
the behaviour does not improve, the termination procedure must be followed.

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Conflict management and escalation

Policy and Procedures

Purpose
Problems, misunderstandings and frustrations may arise in the workplace. Boutique Build Australia
aims to be responsive to its employees and their concerns.
The purpose of this policy is to provide a quick, effective and consistently applied method for a
nonsupervisory employee to present his or her concerns to management and have those concerns
internally resolved.

An employee who is confronted with a problem may use the procedure described below to resolve
or clarify his or her concerns and will not be subject to retaliation for filing a complaint under this
policy.

Responsibilities
Managers must ensure that:

• they identify, prevent and address potential problems before they become formal grievances

• they are aware of, and are committed to, the principles of communicating and information
sharing with their employees and volunteers

• all decisions relating to employment practices are made with consideration given to the
ramifications for the individual, as well as the organisation in general

• any grievance is handled in the most appropriate manner at the earliest opportunity
• all employees and volunteers are treated fairly and without fear of intimidation
Employees must ensure that they attempt to resolve any issues through their immediate supervisor
and through internal processes at the earliest opportunity.

Before escalating the process, employees and managers should provide guidance, counselling,
mentoring, coaching etc. to limit additional conflict or future problems.
All parties are to maintain complete confidentiality at all times.

Procedures
Prior to commencing formal conflict resolution procedures, at least one informal attempt should be
made to resolve the conflict. This will depend on the nature of the conflict and may for example
include mediation, problem solving, team building exercises or questioning to determine the full
story.

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Step 1: Discussion with supervisor

• Initially, employees should bring their concerns or complaints to their immediate supervisor.
The two parties should discuss the matter openly and work together to achieve a desired
outcome. Employee may bring along a representative to this meeting.
• The Manager must ensure that the manner in which the meeting is conducted will be
conducive to maintaining positive working relationships, and will provide a fair, objective and
independent analysis of the situation.

• The immediate supervisor should respond in writing to the complaint within five days of the
meeting held with the complainant employee.

Step 2: Written complaint and decision

• If the discussion with the immediate supervisor does not resolve the problem (or if the
supervisor does not respond to the complaint), the employee may submit a written complaint
to the employee’s senior (e.g. General manager, CEO).
o Take accurate and detailed notes of all conversations (including dates, people involved)
and attach any supporting documentation.

o Employees may request assistance with writing their complaints from the human resource
(HR) department.
o The employee’s senior should forward a copy of the complaint to the HR department.

o The submission of the written complaint is due within five working days of the response
from the supervisor and should include:

 the problem and the date when the incident occurred.

 the date when the employee met with the immediate supervisor

 a copy of the immediate supervisor’s written response or a summary of his or her

verbal response (If the supervisor provided no response, the complaint should state
this)

 suggestions on ways to resolve the problem.

• Upon receipt of the formal complaint, the senior manager must schedule a meeting with the
employee within five working days to discuss the complaint.

• Within approximately five working days after the discussion, the senior should issue a decision
both in writing and orally to the employee filing the complaint.

Step 3: Appeal of decision

• If the employee is dissatisfied with the decision of the senior, the employee may, within five
working days, appeal this decision in writing to the HR department.

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• The HR department may call a meeting with the parties directly involved to facilitate a
resolution

Step 4: Further action

If it cannot be resolved at senior management level, it may need to be referred to an independent
body such as the Fair Work Commission.

Additional Guidance
Boutique Build Australia reserves the right to impose appropriate disciplinary action for any conduct
it considers to be disruptive or inappropriate. The circumstances of each situation may differ, and
the level of disciplinary action may also vary, depending on factors such as the nature of the
offense, whether it is repeated, the employee’s work record and the impact of the conduct on the
organisation.

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Project Management Policy and Procedures

1. Purpose
Manager Networks adopts a standard approach to project management to ensure the consistent
success of their projects. This policy and procedures are designed to specify the requirements for
managing projects to ensure that project scope is articulated, stakeholders are involved, costs and
risks are managed, and project benefits are maximized. These policy and procedures apply to all
projects.

2. Types of project
Generally, there are three types of project: small project, medium project and large project.

A small project is defined as a project that has a budget of less than $25,000 and expected duration
of less than 8 weeks.
A medium project is defined as a project that has a budget of between $25,001 - $100,000 and
expected duration of between 8 – 16 weeks.

A large project is defined as a project that has a budget of between $100,001 - $200,000 and
expected duration of between 4 - 12 months.
In each of the above cases the following staff are to be involved.

Small Project:

• Project Manager/Officer
• Project team member (at least 1 selected from suitable staff)

Medium Project:

• Project Manager/Officer
• Project team member (at least 1 selected from suitable staff)

• CFO or Operations Manager (as approver of all decisions)

Large Project:

• Project Manager/Officer

• Project team members (at least 2 selected from suitable staff)

• CFO
Project staff will vary depending on the type of project.

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3. Project Phases
All projects should progress through the following project phases.

Stage one
Stage one of the project management process is triggered when the organisation identifies the
need to solve a problem, improve a process or implement a new service. It defines what the project
will attempt to achieve based on appropriate business justification.
Key tasks involved in this phase will be the preparation of project initiation documentation being the
project charter and that includes:

• Overall outline of project

• Relationship between project and organisational strategies/goals

• Proposed project objectives, outcomes and benefits

• Proposed project governance

• Proposed size of the project including budget and staffing.
Bottom-up estimation techniques should be used for cost estimations.

Stage two
The purpose of this phase is to determine how the project will be executed. This means developing
a project management plan based on the project charter. Essentially the preparation of a detailed
model of the work required to achieve the project objectives is required and confirmation of the
budget and project arrangements suggested in the project charter. Risks are also defined and
documented in a risk management plan. A detailed schedule is also prepared.

Stage three
The purpose of this phase is to implement the project. Regular reports of the progress of the project
should be provided to relevant staff, as well as regular meetings as outlined in the project
management plan.

Stage four
This is the final phase of the project and is the formal closure of the delivery component of the
project. It has three main outcomes:

• The handover of project outputs to the operational areas responsible for ongoing support and
maintenance (if applicable to the project)

• Releasing the human resources

• The evaluation of the success of the project

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4. Project Communication
It is expected that the project team meet at least fortnightly, depending on the size of the project.

Records of every meeting must be kept.

Regular reports must also be sent to senior management and/or the project steering committee
regarding project progress.

A closure report must be written by the Project Manager within three months of the project’s
completion. This report is to be sent to the CFO.
All project information must be checked by the Project Manager thoroughly to ensure the quality
and accuracy of all project data.

Once the project is completed, all project information and communication must be stored in the
folder Project Information and Communication for each project.

5. Program Communication
A program is a set of interrelated projects, each of which has a project manager. ‘Multiple projects’,
or ‘a program of projects’, refers to a number of related projects managed by the same person as a
program to achieve organisational objective/s.

Program Managers manage a suite of projects, which together constitute a program.

The purpose of establishing a program and appointing a Program Manager is to ensure that all
projects are mutually beneficial for each other.

A Program Communication Plan should be developed to identify stakeholders, their differing

interests and engagement methods depending on their communication needs.

6. Project record keeping

A project folder is to be established for each project. The overall folder should be the name of the
project e.g. Human Resources Information System Project and sub-folders should be created
including folders for the business case, project management plan, project reports, minutes and any
other relevant folders e.g. briefs to contractors. All documents should include the title of document
and the date when it was saved.

Boutique Build Australia

Human Resources briefing report

Project name and description

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Provide a brief description of the project.

Personnel resource requirements

Include only the staffing requirements of the stand courtesy staff and stand kitchen builders.

Staffing levels

Individual tasks expected of staff

Courtesy staff are to:

Tradespeople are expected to:

Staff competencies
Courtesy staff should be able to:

Tradespeople should be able to:

Project Role Descriptions

Courtesy staff:

Tradespeople:

Training and development of staff

Courtesy staff:

Tradespeople:

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Human resource management methods, techniques and tools

Describe at least two methods, techniques or tools that could be appropriate in this scenario.

Techniques for managing and improving staff performance

Describe at least two techniques that could be appropriate in this scenario.

Performance measurement criteria and processes

Describe at least two techniques that could be appropriate in this scenario.

Scenarios that may occur

Describe at least two scenarios and strategies that may be used to deal with the scenarios.

Boutique Build Australia

Staff applying to work during the Australian Home Show

Line Managers’ comments are in italics.

Administration (courtesy) staff

Anna Armstrong
I have been working as an Administration Assistant at Boutique Build for more than two years, and I
feel as though I know my company’s products and services very well. I grew up near Brisbane, and
I would love the chance to represent Boutique Build there.
Anna is the backbone of our office. I can recommend her highly.

Andrew Prentice
I have been working for Boutique Build for sixteen months. I have a very good grasp of the
company’s products and services. I am generally good with people, as long as there are not too

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many of them. The therapist has been encouraging me to interact more often with people I do not
know, and the Australian Home Show could be a big opportunity for me.

Andrew is the smartest person in the office, but he is not a people person.

Jasmine Wong
I have only been working for Boutique Build for the last six months, but it feels like years. It almost
feels like a second home, and it would be a privilege to represent Boutique Build at the Australian
Home Show. I am not familiar with Brisbane, but I speak Cantonese and Malay, and that may come
in useful with the general public at the home Show.
Jasmine is relatively new, so her product knowledge may need some work, but she is competent
and friendly.

Marianne Karlu
I have been working as a receptionist at Boutique Build for three years, so I have had a lot of
contact with our customers and tradespeople. I feel that I know these people well and can
communicate comfortably with them.
Marianne is very good on the telephone and has an easy way with communicating with everyone.
She is the office mother.

Janice Donnelly
I have never been to Brisbane before, but have always wanted to go. I have heard that South Bank
is great, and the congress centre is, like, right in the middle of it. I have only just started work at
Boutique Build, but I get on well with people and I can talk about anything. I also have a very
straight-looking skirt that I could wear at the stand. I think that everyone will like it.
Janice is working in the office as part of a practicum while completing an office administration
course. She is not very familiar with our products and services and may be too young to
communicate effectively with potential customers.

Lillian Dexter
My background is in accounts, but over the years that I have worked at Boutique Build, I have
become more and more involved with co-ordinating different payment strategies with both
customers and contractors. Now I am considered to work in an administrative role, which is okay by
me. Without effective administration, this company would go belly up. As would any company, I
guess. I only have another four years until retirement, and the office is a nice enough place to
spend it.

Anyway, I like Brisbane, although I haven’t been there for many years, and I really don’t mind
talking to people all day. That’s what I do on the weekend anyway, so I might as well do it at the
stand as anywhere else.

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Lillian is a lovely person, and can talk about anything, but he may be too verbose for working on
the stand.

David Mann
I have worked in accounts for three years, and I know all of Boutique Build’s products and services
very well. I am good with people, and I like helping people. I think that I would make a good
member of the courtesy staff team.

David is a competent staff member. Capable and hard-working. He seems to get on well with
everyone.

Tradespeople

Bert Shaw
I have been building kitchens for 35 years, and I reckon that I could build one blindfolded. Now, that
would get people flocking around the stand, wouldn’t it? An old fella like me, wearing a blindfold
building a kitchen! I know everything the Boutique Build has ever built, and no-one knows it better.
I was going to the Home Show anyway, and I would get free entrance if I worked on the stand,
wouldn’t I? I usually go along because most of my old building mates still go there to catch up and
share a few yarns. I could build the kitchen there real fast, in the mornings, and spend the
afternoon talking up the company. That would work well for all of us, I reckon.

Bert is a good talker, but he is probably not appropriate for working on the stand. We need him
focussed on his current jobs.

Yousef Patel
I have been working for Boutique Build as a carpenter since I finished my apprenticeship two years
ago. I know most of their products pretty well, but I would have to brush up on their services. I have
installed dozens of kitchens over the last two years, and don’t find them difficult to build at all. I
have heard that a new kitchen design is being developed, and I would like to be part of the team
that constructs the prototype.

As well as English, I speak Hindi and Arabic, which may come in handy in Brisbane, although I do
not know how large the South Asian community is there.
Yousef is a good worker and friendly.

Simon Sydell
I am in the third year of my carpenter apprenticeship, and I am really enjoying working at Boutique
Build. My team has given me so much support that it almost feels like a family. Working at the
Home Show looks like it could be a good experience for me, too.

I get on with everyone, and just about everyone seems to like me, so I wouldn’t have any trouble
talking to people coming to the stand.

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Simon will be a great carpenter in a few years, but he still lacks the experience to work on the new
kitchen design.

Sharon Alcorn
I have been working for Boutique Build for six years, the last three of that as site team leader most
of the time. I don’t think that Boutique Build has a product or service that I haven’t built, installed, or
serviced.

I don’t have any problems speaking to people, and I like to explain what I am doing to lay folk.
Occasionally I get some push back about being a female builder, but people soon see that I am
passionate about my work and that I can do anything that a man can, so they get over it pretty
fast.
I used to live in Brisbane before moving to Sydney, so I know the town quite well. I was there when
they built the Exhibition Hall, and had a small job fitting out some of the smaller upstairs rooms
there, so I even know the building where the Home Show will be held.
Sharon is probably the best builder we have.

Dimitri Cadiz
I have been a builder for 25 years, 5 years with Boutique Build. I am not foreman, but I am a good
worker. I know lots about Boutique Build kitchens. I like to meet new people, and I like Brisbane. I
would like to build a new kitchen. I am tired of building the old ones. They are boring.
I can speak Greek and Serbian, but no Croatian. My English is good, too.

Dimitri is a good worker, but not a great communicator.

Harold Enter
I am a kitchen carpenter, and I am good at it. I can put in a kitchen in an afternoon if the job is
prepared properly. I have heard about the new kitchen being designed, but I reckon you can’t go
past a prefabricated version. Get it in, hook it up, and everyone is happy.
I have been to Brisbane plenty of times, and I love it.

If you put me and Bert on the kitchen job together we could make the Olympics. We just throw
kitchens together. It is incredible how well we both work on a job. And I have met most of his mates
in Brisbane, and they would all come to check us out at the Show, which would be great.
Harold and Bert are good friends, and work together often. They are quick workers, but are not
always able to follow orders effectively.

Nicholas Waters
I have installed 74 kitchens for Boutique build since I started working for them three years ago. I am
interested to see how the new kitchen design comes out, and I would like to be one of the first to

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put one together. I get on well with just about everyone. I love talking about my work, which I take
great pride in. I think that it would be a good experience to work at the Home Show, and I would
like to be part of the team in Brisbane.

Nicholas is a good tradesperson, and is pleasant to work with.

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Human Resources Review Report

Project:

Date:

Summary of human resource project outcomes:

This report focuses on the human resource management strategies and practices implemented for
Boutique Build Australia's Home Show project. As a human resource consultant for Manager
Networks, the objective is to effectively manage the human resources of the project while adhering
to Boutique Build Australia's policies and procedures. The report highlights key HR issues faced
during the project and provides recommendations for future improvements.

Human resource issues faced:

1. Recruitment and Selection Challenges:

 Difficulty in attracting skilled professionals for the project.

 Ensuring a rigorous selection process to identify the best fit for the project's requirements.

2. Training and Development Needs:

 Assessing and addressing the training needs of the project team to enhance their skills and
knowledge.
 Collaborating with internal and external stakeholders to deliver effective training programs.

3. Performance Management and Evaluation:

 Establishing clear performance metrics and expectations for the project team.
 Addressing performance issues promptly and implementing corrective actions when
necessary.

4. Communication and Collaboration:

 Ensuring effective communication channels and knowledge sharing among team members.
 Facilitating regular team meetings and project updates to foster a collaborative work
environment.

Recommendations for future improvement

1. Strengthen Recruitment Strategies:

 Enhance the employer brand to attract skilled professionals.

 Leverage online platforms and networking events to reach a broader talent pool.

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A: 17 Jeffcott Street West Melbourne VIC 3004

 Utilize comprehensive selection methods to assess candidates' suitability for the project.
 Develop Comprehensive Training Programs:
 Conduct regular training needs assessments for project team members.
 Collaborate with industry experts and trainers to design and deliver targeted training
sessions.
 Establish a feedback mechanism to evaluate the effectiveness of training programs.

2. Implement Effective Performance Management:

 Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for individual
team members.
 Conduct regular performance evaluations and provide constructive feedback.
 Implement a system for recognizing and rewarding exceptional performance.

3. Foster Communication and Collaboration:

 Establish formal and informal communication channels to encourage knowledge sharing

and collaboration.
 Use technology platforms for virtual collaboration and project updates.
 Encourage team-building activities and cross-functional collaboration to enhance
teamwork.

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