BSBHRM602 Manage Human Resources Strategic Planning
ELEMENT 2:
Develop Human Resource
Strategic Plan
Performance Criteria Element 2
2.1 Consult relevant managers about their human resource preferences
2.2 Agree on human resource philosophies, values and policies with relevant
managers
2.3 Develop strategic objectives and targets for human resource services
2.4 Examine options for the provision of human resource services and analyse
costs and benefits
2.5 Identify appropriate technology and systems to support agreed human
resource programs and practices
2.6 Write a strategic human resource plan and obtain senior management
support for the plan
2.7 Develop risk management plans to support the strategic human resource
plan
BSBHRM602 Manage Human Resources Strategic Planning
Develop Human Resource Strategic Plan
Consult Relevant Managers about their Human
Resource Preferences
Agree on Human Resource Philosophies, Values and
Policies with Relevant Managers
Develop Strategic Objectives and Targets for Human
Resource Services
What is a Strategy and How are Strategies Developed?
A strategy is a course or principle of action adopted or proposed by an organisation.
They are guidelines for people involved in the organisation. They document what the
organisation is trying to achieve, and how it proposes to achieve it. They help groups
make choices about how to allocate resources and ensure that you work effectively
within the organisation.
Developing a strategy is a process. In a sense, how you develop your strategy is just
as important as what it says. Strategic development encourages you to consult with
your stakeholders – ensuring that they are committed to the HR strategies that you
have developed. When developing strategy, do not imagine that changes will come
quickly. Developing a strategic plan takes time, patience and perseverance, however
the results will significantly increase your organisation’s potential. We will look at the
process in detail shortly.
Strategic planning is also a tool for education. Think of it this way – the time that you
spend developing your strategic plan is time spent teaching your stakeholders about
the issues, their role in your organisation and the need for any changes to be made.
Strategic planning is also an important agent for change. During the strategic planning
process, you can achieve organisational change by using positive behavioural change
and the removal of barriers in the system that restricts any change being made. It
is impossible to create any sustainable change without being aware of the political
realities of the system that is being required to actually change.
Finally, the development of a strategic plan is useful in demonstrating leadership
within an organisation. It is important for executive management to demonstrate
leadership in key organisational issues. The initiative for strategic planning can come
from any level. For successful strategic planning to occur, however, it is essential to
have strong support and commitment from the managing director and/or CEO of the
organisation. Strong support and commitment from key leadership is essential for
the process to be successful. As well, wide participation throughout the institution
ensures that the strategic plan is relevant for the entire organisation and not just for a
few people. This will ensure the buy-in that is essential for successful change.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Developing a Strategic Plan
There is no right way to develop a comprehensive strategic plan. Many different
approaches can work and the initiative can originate at any level within or outside of
the organisation. However, certain steps should be followed. These are shown in the
steps below.
1. Form a Task Group
Begin by developing clear terms of reference. This should include a group’s
mandate, membership composition, functions, reporting responsibility and
frequency of meetings.
The task group should:
• Report to the highest level of the organisation
• Be composed of key stakeholders, i.e., representatives of various
departments, unions, management and the community
• Direct the strategic development work and may also co-ordinate the
communication, implementation and evaluation of the plan as a whole.
Delegating some of these functions to other groups involves more people
and lightens the load for the task group.
2. Prepare for Strategic Planning
When developing a strategic plan for HRM, you should be as clear and realistic
about why the organisation is developing the strategy as possible. By being
clear, you will help guide what you want to do. Be clear what the limitations are
for the organisation. To what extent is the organisation willing to change and
in which areas of HRM will you adopt these changes? Why is it important and
possible to make those changes? Which areas are not flexible? Why not? It is
vital that this discussion takes place to ensure everyone is clear about what is
possible and what the organisation will not tolerate.
Create a vision of what is possible to achieve within the organisation in terms of
its HRM functions. This can serve to inspire the group as it moves through the
policy development process. It can also serve as a reality check based on what
is feasible given available resources.
• Education/training on the issue of inclusion and organisational change helps
to develop a shared understanding of the issues. You may want to bring in
an outside trainer to assist you with this.
• Identify an action plan for your strategic planning processes.
• Develop a communication plan to keep senior management and the rest of
the organisation informed of your activities.
• Research the issues in your organisation by conducting an organisational
assessment. This assessment should include factual and perceptual
information about your organisation’s HR functions and how they relate to
the organisation as a whole.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
• Factual information should include employee demographics and trends
compared with staff and client statistics.
• Perceptual information helps you to assess the organisational culture and
identify the barriers faced by staff, clients and the community in the provision
of your service.
3. Develop the Strategic Plan
• Refer back to the vision statement you developed.
• Strategies from other similar organisations may be helpful. There are topics
that should be considered:
○○ Equal employment opportunity and diversity
○○ Human resources information systems
○○ Induction
○○ Industrial relations
○○ Job analysis and design
○○ WHS
○○ Performance management
○○ Professional development
○○ Recruitment and selection
○○ Remuneration
○○ Staff retention and succession planning.
• Ensure that your strategic plan specifies accountability responsibilities, so
that the plan also points you to an implementation plan. Once you have a
draft, meet with key stakeholder groups, inside and outside the organisation,
to get feedback on your draft policy. Your presentations may include your
vision and some key findings from your research. Revise your draft based
upon feedback.
• Once revisions are incorporated you may want to go back to your key
stakeholders with the revised policy.
4. Review
Make your presentation to management on your recommended plan. You may
want to outline your vision for the organisation, the process you have followed and
some of your findings such as relevant demographic data, future demographic
projections and perceptions about the institution. If it is not accepted you may
be able to revise some aspects of it and resubmit.
5. Communicate the Strategy
• Communicate the strategy to key stakeholder groups. You may want to review
the implications of each section and provide examples of what it means.
• Ensure that the plan is widely distributed throughout the organisation.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
6. Implement the Strategy
Next, develop an action plan for implementing the strategic plan. This should
include each clause of the plan, how each of them will be implemented, who
is responsible for the implementation and the timeframe. Specific action plans
should also be developed by each department and consolidated into the whole.
Incentives and sanctions should be included to motivate all parties concerned
to implement the strategy.
7. Evaluate the Strategy
Develop measures of success for each clause in the plan. This should include
attainable goals for the first year and measures of success over the next five
years. Ensure that there is an annual review by the most senior level of the
organisation on the action plan and the progress toward the policy goal for
that year. Adjust goals for the coming year based upon accomplishments of the
current year.
Developing the Policy
Up to this point, we have looked at the steps to developing specific strategies within
your overall strategic plan – looking at the steps required to write a specific strategic
plan. However, it is also important to consider the facts that you should focus on when
developing all policies. The following is a cycle that you can use when developing
a new strategic plan or reviewing existing plans. Look to see if the strategic plan
is challenging or reinforcing existing structures in an organisation. Let’s now look
specifically at how you should develop your strategic plan:
• Identify, Define and Refine the Issues
The strategy should be developed by identifying what problem or opportunities
exist by analysing policies and previous strategies or looking at the information
you have gathered. Ask yourself: What is the issue? Who says it is an issue? Why
has it become an issue? What are the causes? What are the values influencing
this issue? Is equality an issue?
• Define Desired or Anticipated Outcomes
Look to develop desired goals and outcomes. What is it that you want to achieve?
What outcome does the organisation want to achieve with this strategy? For
whom? What would other stakeholders expect from this policy? Is there a
monitoring process in place to ensure that the outcomes are achieved?
• Research
Think through the knowledge and information that you need and what sources can
best provide it. Look at the type of analysis that you need to have done and then
carry it out. Ask yourself what you need to know about the issue, what information
is required to ensure that all perspectives will be taken into consideration and
what sources are available.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
• Develope and Analyse Options
At this stage, options indicated by the research are developed into a strategy
and refined. Think about the options that you have found to be most useful and
develop these into an appropriate strategy for your organisation.
Examine Options for the Provision of Human Resource
Services and Analyse Costs and Benefits
Options for the provision of human resources services may include:
• Internal Human Resources Provision of the Service
Recruiting employees can be a somewhat precarious process. With the exorbitant
cost of hiring and training an employee with job and soft skills matching the job
description, making a mistake in this arena can substantially harm net profit
for the entire year. One major consideration in recruitment is whether to hire
externally or promote from within your organisation. There are advantages to
either method of filling openings.
An internal recruitment strategy is characterised by promoting employees from
within an organisation to fill upcoming positions. Many organisations use such
devices as job posting boards, or intranet posts to advise existing employees of
positions they may vie for. This recruitment may be in the form of creating and
shuffling temporary teams to fill certain tasks or may be permanent changes.
Internal recruitment may be primarily horizontal or it may be for promotions in
which the promoted employee’s former position may not be filled.
Internal recruitment has some natural advantages. You do not have to ‘reinvent
the wheel’ with an internal recruit. He will likely understand your business
model, your culture and your processes before assuming the new position. The
resulting outcome is that he will assimilate into the new position faster than a new
employee who will need to be trained on the many formalities of your firm from
benefits to where your fire exits are before he can begin job-specific training.
External employees take longer to find, longer to train, more money to prepare
for the job and may not fully integrate into your culture after all of the training
process. Often, the opportunity to advance provides a strong motivation in a firm
that employs a strong internal recruitment strategy.
• External Human Resources Provision of the Service
An external recruitment strategy is one which a human resources department
will systematically search the employee pool outside its own employees to
fill positions. Many firms will use advertisements in newspapers, job search
websites, job fairs and referrals from current employees to fill positions. Some
organisations will utilise a temporary employee agency to fill positions that can
be completed quickly and with less company-specific skill required to complete
the desired task. Other firms will use head-hunters or hiring consultants to seek,
screen and deliver employees for a fee.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
External recruitment also has some substantial advantages. Unlike internal
recruits, you are getting an inflow of often completely new ideas with an employee
who has not been exposed or overexposed to your corporate culture. An outside
prospect often yields new ideas. She may bring information or methodologies
from her former employer that can be integrated into your best practices. Internal
job pools may cause problems with a larger organisation’s diversity mix, and
lead to problems with the Equal Employment Opportunity Commission in terms
of promoting a diverse workplace. External job recruiting allows for rebalancing
in this realm if needed. External recruiting may lead to team stability, as teams
may remain intact when hiring externally.
• Internal Non-Human Resources Provision of the Service
During the next few decades (or maybe sooner), the notion of work and whether
it is handled by a human or a virtual being will hinge on predictability. As they are
starting to do today, machines will manage the routine while humans take on the
unpredictable – tasks that require creativity, problem solving and flexibility.
That’s not to say that the role of computers will not grow and handle more
sophisticated processes. Even today, machines ‘learn’ to carry out tasks we
could hardly imagine 20 years ago.
Using statistical patterns in data, computers can ‘learn’ to improve the efficiency
of many different work processes – such as customer care and toll collection
on the highways. One day soon, computers even may handle routine medical
diagnosis.
So, this option must be considered, particularly in an assembly line situation.
• Merging of Business Units
Analysis can show if there can be a strong strategic and financial upside to
merging two business units, with reasonable organisation compatibility. Is there
a strategic and financial rationale to merge the two business units? If yes, how
should you proceed?
○○ Establish the evaluation criteria and hypotheses for merging the business units
○○ Comprehensively analyse the two business units for synergies/conflicts,
including strategies, financials, capabilities, systems, operating model, and
organisation culture
○○ Model the strategic and financial impact of alternatives for full and partial
integration.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Identify Appropriate Technology and Systems to
Support Agreed Human Resource Programs and
Practices
Nearly every major HR software provider now offers their solution in the cloud, making
it possible for organisational HR managers to stop the frustrating cycle of upgrading
systems every year or two. This includes core HR providers such as Oracle, SAP,
Workday, ADP, Ultimate, Lumesse, Halogen and many others. Once you buy a cloudbased
system, you are out of the cycle of major upgrades every few years because
the vendor does this for you.
The biggest challenge HR software buyers face is the fear that people won’t use the
systems. Most of the vendor solutions now have mobile applications also, enabling
employees to manage their vacation, time sheets, and employee directories on the
road.
Buying criteria includes the desire to create better talent analytics. While much of the
core HR technology has now become a commodity, analytics is still a new area of
technology and vendor solutions here vary greatly. SAP, Oracle, ADP, Workday and
all the other big talent management providers offer integrated analytics now, giving
buyers the promise of finding a single solution at last.
Since more and more organisations now have cloud-based systems for recruiting,
learning, and other HR applications, it is now easier than ever to switch. Unlike
traditional software which is highly customised by IT, these new systems can be
replaced.
And finally, as the global economy recovers more and more organisations realise
that quality staffing is a challenge. Strategic recruiting, employee development, social
networking, and internal employee communications are all critical business issues
and dealt with more effectively using appropriate and current HR software.
Today many organisations buy these systems to help transform their talent strategies
and directly improve employee engagement and the ability to hire.
Look for these categories:
• New generation of recruiting tools (social recruiting tools, assessment, BigData)
• Mobile applications (mobile learning, recruiting, collaboration, and employee
management)
• Analytics (BigData tools to analyse the job market, recruitment advertising)
• New tools to enable social learning, knowledge management, and training
administration.
It’s a great time to be buying and selling HR software today: lots of options and they
are all getting better.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Write a Strategic Human Resource Plan and Obtain
Senior Management Support for the Plan
Strategic planning links people management to organisational goals. The overall
purpose of strategic HR planning is to:
• Ensure adequate human resources to meet the strategic goals and operational
plans of your organisation – the right people with the right skills at the right time
• Keep up with social, economic, legislative and technological trends that impact
on human resources in your area and in the sector
• Remain flexible so that your organisation can manage change if the future is
different than anticipated.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Strategic HR planning predicts the future HR management needs of the organisation
after analysing the organisation’s current human resources, the external labour market
and the future HR environment that the organisation will be operating in. The analysis
of HR management issues external to the organisation and developing scenarios
about the future are what distinguishes strategic planning from operational planning.
The basic questions to be answered for strategic planning are:
• Where are we going?
• How will we develop HR strategies to successfully get there, given the
circumstances?
• What skill sets do we need?
A strategic plan serves as a road map for an organisation in terms of its vision,
mission statement, core values, objectives and goals. It gives functional areas such as
distribution, manufacturing, marketing, finance, operations, research and development
and human resources a framework for contributing to goal achievement. It is within
this framework that human resources must develop a strategic plan for ‘people
management’ to ensure workforce availability, competency and competitiveness.
What HR
Resources
are needed?
What financial
resources are
available?
Organisational
Strategy
External
Environment
Organisational
Culture
Internal
Environment
HR Policies and
Plans for:
• Recruiting
• Selection
• HR Development
• Compensation
• Performance
management
• Staffing
Determing HR Strategy
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Formulating Human Resources Strategies and Developing the
HR Action Plan
You can find a fillable form for a Human Resource Strategic Plan template to get you
started in the Documents folder on the simulated business Bounce Fitness website.
Strategic Human Resource Plan
Think of the human resources (HR) as the nucleus of your organisation. It’s where
people are interviewed, hired, and paid, and it’s the source for employees to find
answers to personnel questions. Beyond all these, it is also the department that sets
the rules, not just for employees but also organisation-wide practices.
Most organisations can’t just create an office space, hand a person a computer with a
few purchased employee template forms and say, “Boom, we have an HR office and
a plan!” A human resource management plan includes many elements and each plan
should be designed for individual types of businesses; not all businesses require the
same elements.
Without a plan with defined directives, if issues occur, what will you do? That alone is
enough reason why you need to formulate a plan.
Needs Assessment
Following is a checklist to use as a starting point for any HR plan because it covers
most areas that organisations will require. Before you begin creating your HR plan, do
the research and then download and print the Human Resource Plan on the simulated
business website and use it as a guide when designing your plan. Keep in mind
that not every business will require all the items on the checklist while others may
need additional elements. Take the time to do an assessment of what needs the
organisation has as far as the ‘human’ side of things goes.
In your assessment be specific about needs like:
• Who are our employees?
• What help do they feel they need?
• What does the organisation or each individual unit want?
• How can everyone be safe?
• What are our benefit plan needs?
• What policies do we want to follow or need to implement?
• What is required by federal, state or local employment laws?
• What is our employee evaluation process and policy on incentives or increases
in pay?
Get input from managers and supervisors. All of these questions will help you write
your Human Resource Management Plan.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Creating the Plan
Once you’ve written your needs assessment, you can begin to break up those needs
into elements to create your HR plan.
First walk your organisation through the following HR Plan Checklist and select items
you know you will either need or want. Then priortise this list selecting those that are
immediately essential and those that will be implemented or developed in the future.
Set time lines for implementation.
Keep in mind that not every organisation will require the same items in its HR plan, so
be specific about what to include and exclude. Think outside of the box as well – you
may have HR needs that don’t appear on the checklist.
HR Plan Checklist
Item Rating Done Needs
Work N/A
The organisation has a written personnel handbook/
policy that is regularly reviewed and updated: a) which
describe the recruitment, hiring, termination and standard
work rules for all staff; b) which maintain compliance with
government regulations.
The organisation has a well-thought out nondiscriminatory,
merit-based policy for choosing and
hiring the most qualified staff as well as interviewing
procedures for assisting with this process.
The organisation provides a copy of or access to the
written personnel policy to all members of the Board,
the Executive Director and all staff members. All staff
members acknowledge in writing that they have read and
have access to the personnel handbook/policies.
The organisation has job descriptions including
qualifications, duties, reporting relationships and key
performance indicators.
The organisation’s Board of Directors conducts an annual
review/evaluation of its Executive Director in relation to a
previously determined set of expectations.
The organisation has in place an induction program for
introducing new employees into the organisation and
learning about the jobs they will perform.
The organisation requires employee performance
appraisals to be conducted and documented at least
annually.
The organisation has a compensation plan, and a periodic
review of salary ranges and benefits is conducted.
The organisation has a timely process for announcing
vacant positions to prevent services or disruption to
organisation operations.
The organisation has a process for reviewing and
responding to ideas, suggestions, comments and
perceptions from all staff members.
The organisation provides opportunities for employees’
professional development and training within their job skill
area and also in such areas as personal development.
The organisation maintains current staff records.
E – Essential R – Recommend A – Additional Strength
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Done well, a strategic plan provides a useful focus that energises and moves the
organisation toward its mission goals, plus it provides a document to recruit others
to the mission. In short, a strategic plan is a valuable guide to focus time, talent, and
resources in running a successful enterprise.
Develop Risk Management Plans to Support the
Strategic Human Resource Plan
Risks are inevitable. Organisations have a moral and legal obligation to attend to the
safety and well-being of those they serve, those who work for them and others who
come into contact with their operations. This is known as ‘duty of care.’
Organisations need to look at the risks throughout their entire operation and incorporate
risk management into all planning and decision-making. However, the specific focus
of this section is risk management as it applies to HR activities.
Applying Risk Management to HR
When developing a risk management plan for your HR activities, there are a number
of areas to focus on. This general list will get you started but it is very important that
all organisations identify and evaluate the risks unique to their own organisation and
industry.
There is a connection between risk management and liability. Therefore, it is very
important to obtain legal advice about your risk management plan.
HR Activity Potential Risk Potential Considerations
Compensation
and Benefits • Financial abuse
• Who has signing authority?
• How many signatures are required?
• Are there checks and balances?
Hiring
• Discriminatory
practices
• Hiring
unsuitable
or unsafe
candidates
• ‘Wrongful’
hiring
• Was a complete screening completed on
potential applicants?
• Were human rights laws observed?
• Is there a set probationary period?
• Were promises made to the candidate that
cannot be honoured?
• Did the employee sign off on the policies and
contract of employment before being hired?
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
The Risk Management Process
Risk management is a cycle. That means that it is not something that gets checked off
a ‘to do’ list but it is a continuous activity. Having a risk management process means
that your organisation knows and understands the risks to which you are exposed.
It also means that your organisation has deliberately evaluated the risks and has
strategies in place to remove the risk altogether, reduce the likelihood of the risk
happening or minimise harm in the event that something happens.
HR Activity Potential Risk Potential Considerations
Work Health
and Safety
• Environmental
• Personal injury
or death
• Do we provide safe working conditions and do
we conduct safety checks regularly?
• Do we provide adequate training for staff?
• Do we ensure the use of appropriate clothing
and safety equipment?
• Do we have adequate policies, procedures, and
committees in place?
Employee
Supervision
• Abuse
• Reputation in
the community
• Release of
personal
information
• Do we provide sufficient orientation and
training?
• Do we provide adequate supervision (especially
for activities that occur off-site or after hours)?
• Do we have a performance management
system in place?
• Are personal information protection guidelines
followed?
Employee
Conduct
• Abuse
• Reputation in
the community
• Do we have clearly written position descriptions
for all positions?
• Do we follow up when the parameters of the job
description are not respected?
• Do we provide thorough orientation and
training?
• Do we provide an employee handbook?
• Do we have comprehensive policies and
procedures?
• Do we provide ongoing training about our
policies and procedures?
• Do we retain written records of performance
issues?
• Do we ensure that organisational valuables are
secure?
• Do we have cash management procedures?
• Do we have adequate harassment policies and
procedures?
Exiting
Employee
• Property
• Reputation in
the community
• Compensation
• Do we retrieve organisational information and
equipment that a dismissed employee used
(especially from home)?
• Do we ensure that all access codes,
passwords, etc. are de-activated?
• Do we conduct an exit interview?
• Do we record lieu time and vacation balances?
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
At a very basic level, risk management focuses you on two fundamental questions:
1. What can go wrong?
2. What can we do to prevent the harm from occurring in the first place and in
response to the harm or loss if it actually happens?
Identify the Risks
The very first step is to identify the risks. Ask yourself what can go wrong. Every activity
of an organisation poses a risk so brainstorm and document the risks. Consider both
the general risks (that could happen to any organisation) and the risks specific to your
organisation.
Risks can be:
• Abuse that is either one-time or ongoing (physical, emotional, psychosocial,
sexual, financial)
• Personal injury
• Medical
• Environmental
• Property
• Financial
• Reputation/goodwill
• Other.
Involving staff, stakeholders and board members in the risk identification process will
give you a comprehensive picture of the risks based on different people’s involvement
in different areas of the organisation. You may also wish to engage the services and
opinions of an accountant or a lawyer.
Assess the Risks
If you have done a thorough job of identifying risks, you may end up with a long (and
overwhelming) list. The next step is to assess each of the risks based on the:
1. Likelihood or frequency of the risk occurring
2. The severity of the consequences.
Using a risk map to plot the likelihood of occurrence and the severity of the
consequences will help you prioritise your next steps.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Develop Strategies for Managing Risks
Consider the most appropriate risk management strategies for each identified risk:
Avoidance – Stop providing the service or doing the activity because it is too risky.
Acceptance – Some risky activities are central to the mission of an organisation and
an organisation will choose to accept the risks.
Modification – Change the activity to reduce the likelihood of the risk occurring or
reduce the severity of the consequences. Policies and procedures are an important
part of this risk management strategy because they communicate expectations and
define boundaries. Learn more about writing policies and procedures.
Transfer or sharing – Purchase insurance or transfer the risk to another organisation
through signing a contractual agreement with other organisations to share the risk
(for example, having a contractual agreement with a bus company to transport clients
rather than staff driving clients).
Implement
When you have decided which risk management strategies will be the most effective
and affordable for your organisation outline the steps and who is responsible for each
step in the risk management plan.
Communicate the plan and ensure that there is buy-in from all who are involved in the
organisation (staff, clients, other relevant stakeholders).
Provide training for all organisational staff so they understand the rationale of the risk
management plan as well as the expectations, procedures, forms, etc.
Monitor
Consider the following questions and document any changes to the plan:
• Is your plan working?
• Have your risks changed?
• Have you expanded or reduced your programs and services?
• Are changes or updates required?
• Are staff and volunteers following the risk management plan?
• Do they need re-training on the details?
• Do you need to better communicate the plan?
Risk management is an evolving field. Therefore, it is good practice to keep current
and re-evaluate your organisation’s risk management system on an annual basis.
Element 2: Develop Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Risk management is a large and important undertaking. There must be commitment
from the Board to commit the financial and human resources. In larger organisations,
a risk management committee, team or department may be formed to handle the risk
management process. In smaller and medium sized organisations, the responsibility
for developing and implementing a risk management process will likely fall on the
executive director. However, paid staff and potentially clients and other stakeholders,
will be very helpful partners in identifying risks and developing effective strategies to
deal with the risks. Once the risk management process is in place, everyone in the
organisation has a role to play in identifying risks to following policies and procedures
to completing forms and reports.
You can find a fillable form for a Risk Management Plan template and other related
documents to get you started in the Documents and Risk Management folders on the
simulated business Bounce Fitness website.
Element 2: Develop Human Resource Strategic Plan
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