Human Resources

By:Shashwati Banerjee

Final Report

Document Distribution List

Document Distribution(s) Project/Organization Role

Shashwati Banerjee Team Leader (Human Resources)

Haroon Khan Project Owner

Version Control

Version Date Author Change Description

1.0 06/11/2014 Shashwati Banerjee.

Submitted for assessment

ContentsBUSINESS PLAN....................................................................................................................................... 3

1.1 MANAGEMENT......................................................................................................................................41.1.1 Vision........................................................................................................................................41.1.2 Mission.....................................................................................................................................41.1.3 Values.......................................................................................................................................41.1.4 Strategy....................................................................................................................................51.1.5 Operations...............................................................................................................................51.1.6 Key Result Areas....................................................................................................................5

1.2 ADMINISTRATION.................................................................................................................................61.2.1 Administrative Systems........................................................................................................61.2.2 Essential records...................................................................................................................61.2.3 Style Guide..............................................................................................................................71.2.4 Financial Reports...................................................................................................................71.2.4.1 Budget.......................................................................................................................................71.2.5 Accounting records...............................................................................................................91.2.6 Sustainable Practices............................................................................................................9

1.3 MARKETING.......................................................................................................................................101.3.1 Research of overall market................................................................................................101.3.2 Target Market........................................................................................................................111.3.3 Segmentation........................................................................................................................111.3.4 Marketing Strategy...............................................................................................................121.3.5 Marketing Mix........................................................................................................................121.3.6 Customer Service Strategy................................................................................................14

1.4 HUMAN RESOURCES.........................................................................................................................151.4.1 Workforce Development.....................................................................................................151.4.2 Performance Management.................................................................................................161.4.3 Grievance Policy and Procedure......................................................................................171.4.4 Code of Conduct..................................................................................................................181.4.5 Equal Opportunity................................................................................................................181.4.6 Personnel Management......................................................................................................19

1.5 OCCUPATIONAL HEALTH AND SAFETY.............................................................................................191.5.1 Information............................................................................................................................191.5.2 Consultation..........................................................................................................................201.5.3 Training...................................................................................................................................201.5.4 Hazards and Risks...............................................................................................................211.5.5 Final Review..........................................................................................................................22

1.6 APPENDIX..........................................................................................................................................221.6.1 Policies and Procedures.....................................................................................................221.6.2 Key Performance Indicators..............................................................................................231.6.3 Planning Tools......................................................................................................................241.6.4 Templates...............................................................................................................................291.6.5 Promotional Material...........................................................................................................311.6.6 Financial Report...................................................................................................................33

Business Plan

Engage@Central is a simulated business work environment, of the students of Certificate IV in Business. As a business initiative of this program, the students have partnered with a non-profitable organization Telethon Adventurers with the objective of raising funds for their charitable initiatives.

To meet above objective, students have organized themselves into operational teams representing various organizational departments of a business, namely, Management and Administration, Marketing, Human Resources and Occupational Health & Safety.

1. Management and Administration

1.1 Management

The key role of Management is to define the Vision, Mission, Values, Strategy, Operations and Key Result Areas for the business. Management also plays a crucial role in delegation of responsibilities, reviewing progress of the business, and providing critical guidance and direction to the departmental teams on a regular basis.

The Management team for Engage@Central comprised Project Sponsor and Team Leaders representing the various organizational departments.

1.1.1 Vision

Our vision at Engage@Central is that:

By engaging with others in the not for profit sector, we will bring change in areas of social need and discomfort

1.1.2 Mission

We will use our talents, skills and abilities in the areas of promotion and fundraising to advance the objectives and visions of our partners.

To do this, we will identify organizations that share our vision and create a partnership with them.

Our partnership will last for a period of 4 months and will result in promotional and fundraising activities being held that will bring mutual benefits to all parties.

1.1.3 Values

As an organization, we are committed to shared values including:

- Demonstration of highest standards of integrity, honesty and reliability in our dealings with our customers and our clients.

- Pursuing excellence and striving to ensure that we will exceed the expectations of our customers and stakeholders

- Commitment to using sustainable work practices- Respecting the rights, cultural, social and religious values of others.

1.1.4 Strategy

The long term strategy of Engage@Central is to constantly engage with certain not for profit organization, for a defined period of term (in our case 4 months), and carrying out marketing and promotional activities through student groups to generate funds to support the charitable initiatives of the partner organization.

In adherence to above strategy, a partnership was developed with Telethon Adventurers and a promotional event as detailed in sections below, was carried out to raise funds for the not for profit organization.

1.1.5 Operations

In line with the above strategy, a project was undertaken that was divided into 3 phases. The first phase was associated with the setup of the business organization and identifying the client/partner, the second phase comprised setting up of a detailed marketing plan for the promotional event for raising funds and the third phase included the execution of the marketing plan to raise funds for the partner organization.

During the entire lifecycle of the project, teams of students were allocated to specific departmental areas, including Administration and Management, Marketing, Human Resources and Occupational Health & Safety. Each team is led by a Team Leader who in turn reports to the Project Owner, Mr Haroon Khan.

After having worked in the role of a Team Leader for the Marketing – Promotions team in the second phase of the project, I was entrusted the responsibility of a Team Leader of Human Resources departmental team for the third phase of the project.

1.1.6 Key Result Areas

The 4 key result areas of Engage@Central business include Administration & Management, Marketing, Human Resources and Occupational Health & Safety. These would then be subdivided into further Key result areas as per individual departments and each would have its corresponding KPI. The KRAs and KPIs of Human Resources have been elaborated in the section 1.6.2

1.2 Administration

Administration department is responsible for ensuring proper administration, record keeping, execution, monitoring & control of departmental deliverables of the organization.

1.2.1 Administrative Systems

Administration department has a system in place to track and monitor execution of departmental tasks, financial planning and record keeping, providing guidance and support to individual departments, and maintaining a safe repository of all essential records (financial and non-financial) for the business.

1.2.2 Essential records

Given below is a list of essential non-financial records that would be maintained as per the key areas for operating the business. These records will be maintained by each of the departmental areas individually, under the supervision of the Team Leader and Project sponsor.

Administration & Management - Team Management Project Charter Document Team Charter Document including Objectives, Skills Matrix, Gantt chart, KPIs and

Responsibility Assignment Matrix Minutes of meetings Progress Reports

Marketing

Marketing Plan Business Newsletter Promotional documents Client presentations

Human Resources

HR Organizational Chart HR Planning document including Position descriptions, Job profiling, Training Need

analysis, Performance metrics Performance feedback reports

Occupational Health & Safety

Sustainability policy Sustainability plan OH&S plan

1.2.3 Style Guide

A style guide has been defined for Engage@Central, based on past project documents and Central’s documentation guidelines. A sustained effort has been made by all team members to adhere to the style guide in preparing the business documents.

1.2.4 Financial Reports

Detailed Financial Reports as per categories below would be submitted by Management & Administration team. However, for the purpose of overall assessment of my work, I am providing sample snapshots of the same, to portray my requisite understanding of the area.

1.2.4.1 Budget

Budgeting period: 10/2014 - 11/2014Cost Budget Revenue Budget

Cost plan items Value (in AU$) Revenue Plan items Value (in AU$)Cost of goods & material purchase 300.00 Planned Revenue - Ticket sales 500Cost of services - external 0.00 Planned Revenue - Raffle sales 100

Cost of promotions & marketing 0.00Planned Revenue - Donations - Individuals - Vouchers/Cash etc. 100

Cost of gifts planned to raffles winners 0.00Planned Revenue - Donations - Businesses - Vouchers/Cash etc. 100

Administrative & Other costs 0.00 Reserves & contingencies 100.00

Planned Cost Budget 400.00 Planned Revenue Budget 800.00Approved Cost Budget 350.00 Targeted Revenue Budget 1000.00

1.2.4.2 Cash flow statement Financial period: 10/2014 - 11/2014

Income summary Expense summaryIncome items Inflow (in AU$) Expenditure items Outflow (in AU$)

Income from sale of event tickets (25 x $5 per ticket) 125 Purchase of Food items for sale 257.00

Income from sale of raffle tickets 299Purchase of Beverages (non-alcoholic) for sale 48.00Purchase of Plates, Serviettes, Ice 21.00

Income from donations - individuals 80 Cost of prizes to raffle winners0.00 (Through voucher donations)

Income from donations – businesses(Coles voucher) 25 Marketing & Promotional costs 0.00 (Internal)Income from sale of food & beverages(on event day 30/10/2014) 0.00

Travel expenses - fuel, public transport etc. 0.00 (within Perth FTZ)

Income from sausage sizzle (post event - 03/11/2014) 0.00 Administrative & Other costs 0.00 (Internal team)

Net inflow 529 Net outflow 326

1.2.4.3 Profit and Loss statement Financial period: 10/2014 - 11/2014

Value (in AU$)

Sales Revenue (A) 529.00From sale of event tickets 125From sale of raffles tickets 299From donations - individuals 80From donations - businesses 25

Cost of Sales (B) 0.00Direct cost of Marketing & Promotions 0.00Indirect cost/Overheads of Marketing & Promotions 0.00

Gross Profit (C) = (A) - (B) 529.00

Cost of Goods (D) 326.00

Raw material costs for food items 257Material costs for beverages (non-alcoholic) 48Cost of raffles prizes 0.00Plates/Packaging/Ice/Serviettes cost 21.00Indirect costs/Overheads - Administrative/Travel/Others 0.00

Net Profit before Tax (E) = (C) - (D) 203.00

Tax (if applicable) (F) 0.00

Net Profit after Tax (G) = (E) - (F) 203.00

1.2.5 Accounting records

All accounting records are deemed to be maintained in accordance with Australian accounting standards that are set by Australian Accounting Standards Board (AASB). Details of all accounting records, for reporting to internal and external stakeholders will be provided in the Final report presented by the Management & Administration – Accounts team.

1.2.6 Sustainable Practices1.2.6.1 Policy

All departments within Engage@Central play a key role in ensuring adherence to sustainable business practices. This is firmly imbibed within the business policies of the organization.

A detailed sustainability policy and sustainability plan will be provided by the OH&S department. Given below are a few key points that the sustainability policy aims to ensure:

Minimizing the utilization of resources that have adverse impacts on the environment. This would include resources that lead to generation of waste, result in deterioration of air quality, lead to water contamination and excess usage of energy.

Being socially responsible and giving back to communities through activities contributing to community causes

Ensuring that all activities undertaken involve sustainable practices.

1.2.6.2 Sustainable Targets

Some of the targets that have been set to ensure sustainable practices include:

Minimizing the usage of paper in all activities including operational, promotional and reporting activities by emphasizing on the usage of electronic platforms.

Ensuring that the promotional event is smoke free by displaying Non-smoking zone signs in the event area, ensuring optimal usage of the barbeque for preparing food items.

Minimizing generation of food wastes by ensuring that quantity of food items prepared do not exceed the demand, and also ensuring that any waste generated are disposed as per proper environmental norms. Bins marked with recyclable and non recyclable products signage have to be adequately placed in the event area.

Ensuring that any plantation around the event area is left unharmed by avoiding disposals such as contaminated water, ice, food wastes etc.

Ensuring that all edible (cooked or uncooked) items are adequately covered and stored in a temperature controlled environments such as canteen freezers so that they are fresh and do not cause any adverse health impacts on the consumers.

Ensuring that all personnel handling food items or food preparatory Equipments such as barbeque, ovens, etc. have worn personal protective equipment (PPEs) such as gloves, head caps, aprons, eyewear (if relevant), facemask (if relevant), full sleeve dresses, and robust footwear (covered shoes)

Minimizing usage of plastic bags and if used, disposing them as per environmental norms.

Ensuring that products (food products and others) are purchased from vendors who follow proper sustainability norms in preparing, preserving and selling them.

A debate on sustainability held at CIT, East Perth campus, on 06/11/2014 , in which each team member of Engage@Central participated. It was a fruitful discussion with teams debating on various aspects of sustainability and the pros and cons of having a sustainable approach to business.

1.3 Marketing1.3.1 Research of overall market

An initial research of the overall market including the student & staff of CIT and their closest acquaintances (family & friends) was carried out to understand the overall market and review the feasibility of promoting the event to the maximum possible audience. Given the fact that this was a controlled event, reaching audiences beyond above, was not feasible given time and resource constraints, and also as per CIT guidelines.

Both secondary and primary research was carried out. In terms of secondary research, project reports of previous fund raising events and online search on popular charity event formats in Western Australia were reviewed.

Primary research was carried out on a sample set of the overall market, including some staff members, students & certain close acquaintances .through direct conversations and feedback questionnaires.

Focus groups and discussions were then held with the internal teams to further analyse and summarize the findings.

1.3.2 Target Market

As the business case is simulated within a controlled environment, under the aegis of CIT, Perth, the students and staff of CIT were identified as the primary target market. In addition, the event could also cater to visitors such as friends and family of the CIT staff and students who would like to contribute to this noble cause. In addition, certain businesses like Coles, Woolworths, etc. which are known to contribute to such cause, were also approached.

The Target market portrayed varied characteristics based on spending power and willingness to sponsor for the charity event. This has been elaborated further in Segmentation section below.

1.3.3 Segmentation

Given below is a detailed breakup of the market segmentation, in terms of willingness to contribute for the charity event.

Students

International students, with limited or no income in Australia, had a limited spending capacity. They were willing to spend on the event based on their spending limitation (around $5 - $10 each)

Local students based on their financial backgrounds and interest existed in clusters of high spending ($50 - $100 each) and low/moderate spending ($10 - $20 each) capacity. One of the local students proposed to donate her own gift vouchers for the prize winners of raffles tickets.

Staff members

The staff members could also be segregated into higher interest and lower interest groups members who were either willing or unwilling to contribute to the event or its cause. The higher interest group was willing to contribute around $10 - $15 for the event cause, while the lower interest group was either unwilling or willing to contribute $5 at the most.

Acquaintances

Since the acquaintances were limited in numbers, and were mostly working relatives/friends of the members of the event organizing teams, a healthy encouragement and assurances for cash donations/vouchers were received. Around 2-3 acquaintances were identified who were willing to contribute $10 - $20 each for the cause.

Local Businesses

A few students including myself approached Coles and Woolworth stores in the vicinity of CIT and within our individual residential areas. In some cases, we called them up over the telephone, explained the cause of the event, and approached them for funds and vouchers.

Most of them were unwilling as some said they already had their charity funds in place with certain not for profit organizations, while others assured that they would get back to us but never did so.

After much pursuance with Coles Central Store @ Raine Square, Perth CBD, I managed to get a Coles voucher worth $25 for the event, which was a win for us.

1.3.4 Marketing Strategy

Based on above segmentation, the marketing strategy was to first target the most potential target customers and collect funds through sale of event tickets and raffle tickets & gold coin donations. The initial attempt was to market the event to internal customers including staff members and students. To do so, extensive marketing, through event promotion posters across CIT campus, social media posts on the events Facebook page, word of mouth promotions were carried out.

The above promotions were be carried out by the promotion execution team. Also secondary target audiences like acquaintances of students, local businesses were be contacted initially over telephone and then on a face to face mode, to promote the event and encourage them to spend maximum funds possible for the noble cause of the charity. Letters in CIT letterhead were drafted and signed by the project sponsor, for the delegated Team leads to approach

1.3.5 Marketing Mix

1.3.5.1 Product

The following products were identified as a part of the event:- Movie night at CIT Lecture theatre from 5PM – 8PM on 30th October, 2014.

Based on general public opinion and choice, an English comedy movie “Good Boy Bad Boy” was chosen to be played. As we were projecting the movie through a downloaded version, in accordance with copyright laws, it was to be aired free of charge to the audience. No tickets would be charged for viewing the movie, which would be free of cost.

A market survey was conducted within CIT campus based on which the above movie was chosen. Given below is a pie chart of the survey results, in favour of the movie.

4% 4%8%

15%

8%

4%6%4%4%

6%4%

4%4%

8%

10%

6% 4%

Data

Vampires SuckLaw Abiding CitizenFast & Furious Bad BoysMen in Black 3Rush HourGodzillaCaptain America 2AvengersAmazing Spiderman Rio 2The Book ThiefDivergentHunger Games 2Edge of TomorrowGhost RiderRush Hour 1-3 specify 22 Jump Street

- Sale of Hot dogs & Non alcoholic beverages to the audience, at an identified price detailed in next section. Hot dogs would be prepared on the spot by the events team & beverages would be purchased for resale.

- Raffles tickets with prizes for up to 3 winners.

1.3.5.2 Price

Prices were worked out based on spending capacity of the target market and average price for sale of such products in similar events.

As mentioned in above section. Movie show was declared free of charge to avoid violation of copyright norms of projecting a downloaded movie to audience.

The Hot dogs and beverages were priced at $2 each. However, to promote sales, a combo offer of $3.5 for Hotdog + drink was worked out.

Raffles tickets were sold at gold coin donations of $1 per ticket.

1.3.5.3 Place

The movie event was arranged at Lecture Theatre within CIT campus and a stall for sale of food items was placed just outside the theatre.

1.3.5.4 Promotion

The following modes of promoting the event were identified:

- Preparing pamphlets and displaying the same on CIT Noticeboards- Creating a Facebook page for the event - Word of mouth publicity

It was handled by the promotions team.

1.3.6 Customer Service Strategy1.3.6.1 Service charter

The Customer service charter would detail out the key objectives of customer service strategy, and a detailed document on the same would be provided by the relevant Marketing team dealing with Customer services.

1.3.6.2 Feedback

The feedback mechanisms would be detailed in the document to be submitted by the Marketing team. Some general feedback mechanisms that can be cited are:

- Survey requests for periodic performance review to the client- Monthly meetings between service delivery team leader and client representative to

review the performance on various service parameters, and scope of improvements

1.3.6.3 Resolution of complaints

A detailed complaint resolution procedure would be provided in the document to be submitted by the marketing team dealing with Customer service.

1.4 Human Resources1.4.1 Workforce Development

1.4.1.2 Key Roles

Engage@Central runs on the following key departments, namely Administration and Management, Human Resources, Marketing and Occupational Health & Safety. Each department is led by a Team leader who in turn reports to the Project sponsor. Given below is a list of key roles within each department.

Administration and Management

- Team Leader - Finance Officer (2)- Records Officer - Correspondence Officer - Sustainable Practices Officer (2)- Executive Support (2)

Marketing

- Team Leader - Administrative Officer - Promotion Officer - Publication Officer - Research Officer - Products & Services Officer

Human Resources (including OH&S)

- Team Leader - Personnel Officer - Performance Review Officer- Training Officer- Presentation Organiser- Support Services Officer- OHS Officer (2)- Administrative Officer

Occupational Health & Safety

- Team Leader (OH&S)

- Officer (OH&S)- Officer (Sustainability)

A detailed Organisational chart is produced below:

Haroon KhanEngage @ Central

Strategic Business Unit

Administration & Management Marketing Human Resources

Team LeaderTabarak Salman

Team LeaderEva Roggenstein

Team LeaderShashwati Banerjee

Administrative OfficerArvi Kaur

Promotion Offi cerAbhishek Kumar

Publication OfficerKody Strong

Research Offi cer Abhimanyu

Products & ServicesAmrinder Singh

Finance OfficerNavjot

Records Offi cerVikram Kumar

Correspondence Offi cerSawan Kumar

Sustainable Practices OfficerAmit Kumar

Sustainable Practices OfficerTakashi Kawashima

Executive SupportSaurav Rattu

Executive SupportManjinder Singh

Finance OfficerGagandeep

Personnel OfficerLoc Le

Performnace Review OfficerManoj Pasricha

Training Offi cerShivang Modgil

Presentation OrganiserKodie Wyatt

Support Services Offi cerEllisa Tjhin

OHS Offi cersVikramjeet Singh

OHS Offi cersXiu Xiu Li

Administrative OfficerJiei Oshiro

Refer to Skills Matrix in the Appendix for Personnel Qualifications and Skills

1.4.2 Performance Management

Template for Position description is provided in the Appendix under the section Templates

Performance Appraisal System: There is a defined process for performance appraisal as per which each Team leader will have to appraise the performance of every Team member on a periodic basis (monthly) and provide them a feedback on their performance. The Team leaders will also share the performance review of each individual team member with the Project sponsor.

Team leaders will be appraised by the Project sponsor on a periodic (monthly) basis. The Project sponsor would also take the feedback on the Team leaders from individual team members. This is to encourage a 360 degree feedback appraisal process.

Personnel Development and Training: Personnel Development & Training comes under the aegis of HR department and is looked after by HR Officer (Training & Development).

Need analysis for training individual employees would be carried out by the departmental Team leaders in discussion with the Project sponsor. It would form a part of each departmental budget to allocate some funds to train the departmental employees in their current work areas or areas of aspiration.

Each role or employee position would be associated with a set of mandatory and optional competencies. It is to be ensured that any gaps in mandatory competencies should be addressed through relevant trainings, which may be online trainings, classroom trainings, on the job trainings and so on, based on the positional requirement.

Employees are also encouraged to undergo relevant certifications and take up memberships of relevant bodies.

Rewarding Performance: Rewarding performance would come under the responsibility of HR Officer (Compensation & Benefits) who would be reporting to Team Leader (Human Resources).

Performances could be rewarded through standard methods such as salary hikes, yearly bonuses or through non-conventional methods like recognition certificates and vouchers, paid holidays, training programs, paid lunches/dinners etc.

1.4.3 Grievance Policy and Procedure

Engage@Central has well defined grievance policy and procedure to address a number of grievance situations. The intent of having so is to create an environment of mutual respect, co-operation, transparency, fairness and tolerance for its diverse workforce.

Team leaders have been designated to be the first point of escalation for any work related grievances. If the team leader is unable to resolve the grievance satisfactorily or the team leaders themselves are the cause of grievance, the team members can approach the Project sponsor with their grievance. The Team leaders would be taking their grievances directly to the Project sponsor for resolution. There would be a HR (Grievance) officer for co-ordination of all grievance related processes.

The following areas of grievances have been identified with defined procedures for escalation, recording, and resolution of the same.

- Work related grievances: To address grievances such as work pressure, inappropriate utilization of a resource, lack of good work opportunities, lack of growth prospects within the organization, and so on.

- Personal grievances: To address Bullying at workplace: Grievances owing to violent, intimidating or

inappropriate behaviour leading to physical or mental distress caused to an individual.

Sexual harassment: Grievances arising due to situations arising from sexual discrimination, unsolicited advances, inappropriate gestures (verbal or visual) or physical attack based on a person’s sexual nature.

Racial harassment: Grievances arising due to discrimination based on a person’s race, nationality, ethnicity, language or cultural background

1.4.4 Code of Conduct

Engage@Central, being a simulated work environment of the students of Central Institute of Technology Perth, follows the Code of Conduct as defined within the Essentials guide that has been published in Central WA website, with URL as below:

(http://www.central.wa.edu.au/Current_Students/Documents/Essentialsguide.pdf)

Refer to the section “student code of conduct” on page 16 of the above guide.

1.4.5 Equal Opportunity

Engage@Central is an Equal Opportunity employer and encourages a diverse and competent workforce free from any bias and discrimination in terms of:

Gender: Encouraging a healthy mix of employees across all genders. Employees have the right of non-disclosure of their gender or personal gender preferences in any official or non-official records.

Age: Maintaining a work force of varied age groups for students (current age group of Cert IV in Business ranges between 16 – 32 years approximately) and other staff members.

Ethnicity: Students and staff belonging to diverse ethnic origins are part of Engage@Central

Race: Same as above. Any discrimination based on racial origin is taken care through a proper racial discrimination policy.

Religion: Encouraging tolerance to the religious views of everyone.Disability or disadvantage: Ensuring that a safe environment is provided to staff and non staff members taking special care for people with disability or a disadvantage. This includes special toilets for disabled, ramps for mobility constrained individuals, parking areas for disabled, interpreters for speech impaired individuals and so on.

1.4.6 Personnel Management

Attendance, punctuality and discipline constitute core components of the Code of Conduct at Engage@Central. Section 1.4.1.5 provides a reference to the same.

1.5 Occupational Health and Safety1.5.1 Information

Information regarding OH&S policies and procedure are detailed within OH&S policies and procedure document to be provided by the OH&S team.

The OH&S policy would include the following areas:

Emergency: Emergency policy and procedure would provide a guideline on emergency and evacuation processes in case of Fire, Water clogging, Smoke or Gas, Earthquakes, and other natural or non-natural events that have the potential to cause damage to human life or resources.

Any event held under the aegis of Engage@Central are required to have prominent displays of Exit points in case of fire or other hazardous events as mentioned above. All Equipments or objects that may pose potential hazards, will have a danger sign marked on them, with a message to operate under guidance or as per the correct operating procedure. This is for example, in case of the Barbeque oven that needs to be operated under the correct operating procedure. A snapshot of the same has been provided in the appendix section of this document.

There would be a designated Emergency co-ordinator who would be the primary point of contact and guide for emergency evacuations. Team Leaders for each team would be responsible for the safety of their team members, and the overall responsibility of all the teams would be on the Project sponsor, who would be the primary Emergency co-ordinator.

First Aid: The Project sponsor, who is also the designated Emergency co-ordinator is responsible for ensuring that there is a fully equipped First aid box to cater to situations of at least the basic hazard scenarios like minor burns and cuts, sprains, migraines, dehydration and so on.

Team Leader for each team would be the primary first aid officer and responsible for providing first aid to any team member who requires assistance. It is also expected that each team leader and if possible, every team member goes through a full day course on providing first aid to anyone in need.

Accident/incident reporting: Each team leader shall be responsible for reporting any incident pertaining to OH&S, performing investigation on the incident, delegating necessary mitigation actions, escalating the incident to the Project sponsor if required, and taking the incident to closure.

Compensation claims and return to work: It is expected that each working member of Engage@Central have basic medical cover for themselves in place, to cover situations of medical emergencies. Engage@Central shall not be responsible for compensations against injuries caused due to the negligence of the employees themselves.

However, if there is an injury caused due to lack of precautionary measures put in place by the organization, compensation claims and return to work benefits shall be guided under the guidelines of Workcover, WA. Refer to their website http://www.workcover.wa.gov.au/ for details.

1.5.2 Consultation

It is the responsibility of the Team Leader of the OH&S Team to ensure that appropriate consultation takes place with the Project sponsor while defining OH&S Policies and guidelines. They must also ensure that there is a periodic review of the guidelines and any unplanned hazard and related reporting & mitigation process is updated in the policies and guidelines documents.

The selection of OH&S representatives and committees shall be done through a proper interview process conducted by the Project sponsor. Nomination to the positions shall be on a voluntary basis or on recommendation basis.

1.5.3 Training

In the area of OH&S, there would be a set of mandatory or required competencies, for working under hazardous conditions. Some of these competencies such as Incident reporting, Use of PPE etc. are mandatory for all employees while certain competencies such as providing First Aid, performing Hazard analysis etc. are mandatory for employees working in the OH&S team.

HR department, in collaboration with the OH&S department would evaluate and assign required and optional OH&S skills/competencies for specific roles within the organization. A report would be created which would highlight for each employee in respective departments or personnel areas, the required skills and the level of skills currently held by the employee. If there is a gap or say there is a time limited competency that has or is about to expire for an employee, it would automatically generate on a monthly basis, a report for the departmental team leaders and a consolidated report for the Project sponsor, highlighting the employees that do not meet required competencies and need further training on the same.

There could be various modes of imparting the trainings such as online trainings over the Portal, Classroom trainings held internally, External trainings through a professional training organization, On the job training, mentoring and so on. This would depend on the nature of the learning outcome and the complexity of the training area.

1.5.4 Hazards and Risks

Hazards are identified through workplace inspections and safety visits conducted by trained OH&S officers. Each OH&S officer would have a target number of visits per week, recording instances of hazards within the workplace, completing a risk analysis and reporting the same to the OH&S Team leader.

Risks are evaluated using a Risk Matrix which identifies among others, the severity of the risk and the probability of the risk to occur.

Impact of a risk = Risk severity factor x Probability of occurrence of the risk

A sample risk matrix is provided below:

Severity Very Low Low Moderate High

Very High

Extreme

Low Probability Medium

High Very High

Very high impact High impact Moderate impact Low impact

Any risk with an impact High or Very High could be reported on high priority, with an aim of analysing and finalizing mitigating actions within 1 day.

Any risk with moderate impact could require an analysis and finalizing mitigation actions within 1 week time,

Low impact risks could be analysed within 15 days and documented with mitigation actions.

1.5.5 Final Review

Given below is a final review of the simulated business environment Engage@Central

Pros: Provides an opportunity to work in a varied team Targeted to achieve business objectives and learn business concepts in a practical

way Encourages working towards a social cause for a not for profit organization Imparts leadership skills to Team leaders for handling team members of varied

backgrounds and age groups Emphasises individuals to take ownership of their job roles Through job rotation in each phase of the project, each person is given the

opportunity to gain knowledge in various roles and functional areas The program covers all aspects of business and puts a strong focus on sustainability

which is one of the key focus areas in business organisations nowadays.

Cons Involvement level among individuals is varied and at times, workload is high on

certain individuals while others lack initiative Not everyone works with proper team spirit to achieve the objective of this simulated

business environment The course material and report formats are at times too pedantic and lack real

business context The course could have few hours of interaction with professionals from the industry.

1.6 Appendix

1.6.1 Policies and Procedures

Policies and procedural documents for each individual departments including Marketing, OH&S and Management & Administration will be provided by the individual teams in their reports

Given below is a sample of OHS policy

1.6.2 Key Performance Indicators

Being the Team Leader for Human Resources team, given below is a list of KPIs considered for our team.

 - Recruitment KPIs: Recruitment cost per employee, Average time to recruit, % new hires achieving 24 months service (measure of employing stable employees)

-      Training KPIs: % of HR Budget on Training (Training Budget/Total HR Budget *100), Number of Training hours per employees, Employee satisfaction index on training (Employees who gave positive feedback on training/Employees who underwent training)

-       Performance KPIs: % of appraisals completed on time (On time appraisals/Total appraisals *100), Ratio of competent to Non-Competent employees (No of competent employees/No of non-competent employees)

-       Employee loyalty: Employee turnover ratio (Total staff as recruited/Total staff as planned)

-        Compensation KPIs: Average income of employees per month/hour, Salary rate/Sales turnover

-        HR efficiency metrics: Administration cost per employee, Sales turnover per employee (Full time employees)

-        HR Budget Metrics: Average cost of recruitment per year, Average cost of training per year, Compensation and benefits cost/ sales turnover per employee

1.6.3 Planning Tools

Skills Matrix

Sample as below:

Training Schedule

Training schedule for the period October 2014 – November 2014 is as published below

N.S* Not Scheduled** Venue CIT, East Perth campusAll other trainings will be held within CIT, Aberdeen Street campus

Consolidated Action Plan

Operational plan for Engage@Central Event, 30/10/2014 From ToManagement & Administration 1/10/2014 30/10/2014Set vision, mission and objectives 1/10/2014 30/10/2014Event selection 1/10/2014 30/10/2014Define strategy for the event 1/10/2014 30/10/2014

Project sponsor to nominate departmental Team Leaders 1/10/2014 30/10/2014Finalize date for the event and obtain go ahead 1/10/2014 30/10/2014Maintain records and minutes of all discussions 1/10/2014 30/10/2014Booking of event venue 1/10/2014 30/10/2014Procurement of Food/Beverages/Serving items 1/10/2014 30/10/2014Maintain financial records of transactions with receipts 1/10/2014 30/10/2014 Human Resources 1/10/2014 30/10/2014Identify position/roles for each department 1/10/2014 30/10/2014Prepare job descriptions and responsibilities document 1/10/2014 30/10/2014Identify Training needs and prepare Training calendar/schedule 1/10/2014 30/10/2014Prepare performance appraisal process and templates 1/10/2014 30/10/2014 Marketing 1/10/2014 30/10/2014Define promotional strategy 1/10/2014 30/10/2014Design promotional material - posters/tickets/social media page 1/10/2014 30/10/2014Sale of tickets and raffles 1/10/2014 30/10/2014Approach local businesses for event donation 1/10/2014 30/10/2014Provide customer service and necessary information 1/10/2014 30/10/2014 OH&S 1/10/2014 30/10/2014Define OH&S and Sustainability policy and procedure 1/10/2014 30/10/2014Arrange for First Aid (if required) during event 1/10/2014 30/10/2014Prepare signage’s for Fire exit etc. and highlight the same on event day 1/10/2014 30/10/2014Arrange for Safe operating procedure documents for all Equipments 1/10/2014 30/10/2014Ensure adequate PPEs for all working staff during the event 1/10/2014 30/10/2014

Consolidated Gantt Charts

Consolidated Gantt chart for HR Department is provided below. Gantt charts from other departments which will be submitted by Departmental team leaders.

1.6.4 Templates

Some of the Templates for HR processes are as given below. Other departmental templates will be provided by the respective departments.

Job Assessment Template

JOB DESCRIPTION: ADMINISTRATIVE OFFFICER

Position Holder- Jiei Oshiro

Department: Human Resource

Report To: Shashwati Banerjee

Date: 06/11/2014

Key responsibility

Serves as a connection with the human resources

Evaluates program designs and recommends changes in order to get proper results towards the company objectives

Keep tracks of the mandatory training in compliance to the legal requirements. Make reports and presentations according to the service requirements.

Education Qualification

Bachelor’s degree in HR or equivalent certification. Adequate knowledge of computers Work within the timeframe Customer service qualification is important but not compulsory

Required Skills

Technology skill Communication skill Organizational ability Written expression. Time management. Management. Problem solving skills.

Supervisor Signature:

Position Owner Signature:

Performance Assessment Template

1.6.5 Promotional Material

Given below are copies of promotional material for the event organized by Engage@Central on 30/10/2014 at CIT, Aberdeen Street campus.

1.6.6 Financial Report

An indicative balance sheet has been provided as below. The Administration & Management department will be providing a detailed Balance sheet in their report

Given below is a sample of an indicative income statement

Given below is a copy of some of the receipts

Given below is a sample of minutes of the meetings

Movie Night[Pick the date] 12:43pm Room N 322Meeting called by

Team Meeting ( includes all Department )Type of meeting

FormalFacilitator Tabarak and SashaNote taker Jiei

Timekeeper JieiAttendees Manoj, Sasha, Arvinder, Ellisa, Tabarak, Sawan, Gagan, Loc, Takashi,

RattuVikramjeet, Manjinder, Amit, Navjot, Amrinder, Vikram, Jiei, XiuXiu AbhimanyuAbsentees Kodie, Abhishek, Shivang, Eva and Kody

Changed points and new information12 mimutes Sasha Banerjee and Tabarak SalmanDiscussion Discuss some changed points and new information.

Conclusions Free admission. Tickets are changed to raffle. Raffle price is changed $5 to $1. Take down posters. Edit posters.Everyone cannot bring food and drink to Lecturer Theater Level 2 from outside.When you buy raffle you will automatically get into the draw to in the prize, more you donate themore chance to win the prize. Prize is Race Track, Gift Basket and Gift Voucher.

What tasks should each employees finish?25 minutes Sasha Banerjee and Tabarak SalmanDiscussion Tasks are assigned.

ConclusionsName Tasks

Tabarak Public Speaking / MonitoringTakashi Posters take down / Up again

Manjinder Stalls Set upArvinder Stalls Set Up

Vikramjeet Occupational Health and Safety / FacilityAmrinder Stalls Set Up

Manoj Public Speaking / Customer ContactJiei Public Speaking / Customer ContactLoc Cash Handling

XiuXiu Occupational Health and Safety / FacilityNavjot Stalls Set Up

Abhishek Public Speaking / Customer ContactAbhimanyu Stalls

Amit StallsShivang Sign Board / Advertise

Kodie Cash Handling / Set upRattu Set up / Movie ScreeningGagan TicketsKody Sign Board / AdvertiseEva Sign Board / Advertise / Monitoring

Sasha MonitoringEllisa Raffle

Sawan TicketsVikram Raffle

Request5 minutes Sasha Banerjee and Tabarak SalmanDiscussion Decide the color of shirt and pants.

Conclusions All employees should wear a white shirt.All employees should put on black / blue pants / jeans.

Movie Night[Pick the date] 12:43pm Room N 322Meeting called by

Team Meeting ( includes all Department )Type of meeting

FormalFacilitator Tabarak and SashaNote taker JieiTimekeeper JieiAttendees Manoj, Sasha, Arvinder, Ellisa, Tabarak, Sawan, Gagan, Loc, Takashi,

RattuVikramjeet, Manjinder, Amit, Navjot, Amrinder, Vikram, Jiei, XiuXiu AbhimanyuAbsentees Kodie, Abhishek, Shivang, Eva and Kody

Changed points and new information12 mimutes Sasha Banerjee and Tabarak SalmanDiscussion Discuss some changed points and new information.

Conclusions Free admission. Tickets are changed to raffle. Raffle price is changed $5 to $1. Take down posters. Edit posters.Everyone cannot bring food and drink to Lecturer Theater Level 2 from outside.When you buy raffle you will automatically get into the draw to in the prize, more you donate themore chance to win the prize. Prize is Race Track, Gift Basket and Gift Voucher.

What tasks should each employees finish?25 minutes Sasha Banerjee and Tabarak SalmanDiscussion Tasks are assigned.

ConclusionsName Tasks

Tabarak Public Speaking / MonitoringTakashi Posters take down / Up again

Manjinder Stalls Set upArvinder Stalls Set Up

Vikramjeet Occupational Health and Safety / FacilityAmrinder Stalls Set Up

Manoj Public Speaking / Customer ContactJiei Public Speaking / Customer ContactLoc Cash Handling

XiuXiu Occupational Health and Safety / FacilityNavjot Stalls Set Up

Abhishek Public Speaking / Customer ContactAbhimanyu Stalls

Amit StallsShivang Sign Board / Advertise

Kodie Cash Handling / Set upRattu Set up / Movie ScreeningGagan TicketsKody Sign Board / AdvertiseEva Sign Board / Advertise / Monitoring

Sasha MonitoringEllisa Raffle

Sawan TicketsVikram Raffle

Request5 minutes Sasha Banerjee and Tabarak SalmanDiscussion Decide the color of shirt and pants.

Conclusions All employees should wear a white shirt.All employees should put on black / blue pants / jeans.