Systems and processes to direct personal learning

Evaluate and improve HR processes and tools

Managing the HR function involves not only putting processes, procedures, and tools into action, it also entails implementing a continuous improvement process. This resource outlines methods and tools the HR manager can use to evaluate the contribution of HR to organisational goals, and to evaluate HR activities themselves.

methods to identify and prioritise personal learning needs

Performance feedback has the potential to advance people beyond their current level of performance and also has the potential to remedy and halt unacceptable performance, if necessary.This resource will help you to understand the importance of performance feedback both for an organisation and to individuals or teams. Providing feedback plays a role in motivating employees and is an important process in the performance management cycle, it allows an organisation to react strategically to performance evaluations.

Legislation and statutory requirements

The Workplace Relations Regulations 2006 will help employers and employees to know their rights and responsibilities under the new WorkChoices system and to make any necessary changes in their workplace.
View the:
Workplace Relations Amendment (Work Choices) Act 2005 - Proclamation
Workplace Relations Regulations 2006 (updated 5 June 2006)
Workplace Relations Amendment (Work Choices) (Consequential Amendments) Regulations 2006
Workplace Relations (Registration and Accountability of Organisations) Amendment Regulations 2006
Workplace Relations Regulations Amendment (No. 3) (released 22 September 2006)
Workplace Relations Regulations Amendment (No. 4) (released 15 December 2006)
Workplace Relations Regulations Amendment (No. 5) (released 15 December 2006)
Explanatory statement (File size: 274Kb)
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principles and techniques of measuring performance and self-assessment

Performance and productivityPerformance is directly related to productivity. By definition, productivity is to achieve maximum output with a minimum of input.The performance of employees has the potential to optimise organisational productivity. Productivity applies as much to providing services in a restaurant or flying a commercial aircraft, as it does to processing cheese or assembling cars.OutputsThe focus of performance management on maximising outputs is on the ability of individuals and teams to competently and effectively utilise their inputs. Inputs in relation to performance management are the knowledge, skills, attributes, attitudes, behaviours and experience that employees contribute through their work.Outputs are the products and services that employees produce and provide as a result of the work they do. Outputs are the table waiting service and the food on the menu, the provision of flights and air travel services for airline passengers, just as cheese is an output from the cheese factory, and cars from an assembly line.

• relevant competency standards and assessment processes

What is the Australian Qualifications Framework?
The Australian Qualifications Framework (commonly known as the AQF) is a unified system of national qualifications in schools, vocational education and training (TAFEs and private providers) and the higher education sector (mainly universities).
The qualifications are:
Senior Secondary Certificate of Education;
Certificate I;
Certificate II;
Certificate III;
Certificate IV;
Diploma, Advanced Diploma;
Associate Degree;
Bachelor Degree;
Vocational Graduate Certificate;
Vocational Graduate Diploma;
Graduate Certificate;
Graduate Diploma;
Masters Degree;
Doctoral Degree.


1. Element

Identify own learning needs for skill development

Performance criteria
1.1
Personal learning needs and skill gaps are self assessed
1.2
Advice on learning needs is provided to relevant personnel
1.3
Opportunities for undertaking personal skill development activities are identified and planned in liaison with work groups and relevant personnel

2. Undertake personal skill development

Performance criteria
2.1
Appropriate opportunities provided by the workplace are identified
2.2
Opportunities are identified to use appropriate new skills in workplace activities
2.3
Coaching / mentoring advice is followed through in work activities

3. Monitor learning effectiveness

Performance criteria
3.1
Feedback from individuals or colleagues is used to identify future learning opportunities
3.2
Where a final assessment process is carried out, the outcomes are reviewed and further learning needs are identified.
3.3
Suggestions for improving learning opportunities and assessment processes are provided to appropriate personnel

organisation's training policies, plans and procedures

Train and support staff who implement HR processes

Overview
Support and training for the people who implement HR processes is critical - the best procedures are meaningless unless people have the knowledge, skills and commitment to implement them. That includes line managers, team leaders, external HR service providers and internal HR officers.
This resource outlines support and training needs you should consider as the HR General Manager, methods for identifying these needs, and methods and tools for providing training and support.

Key terms

Coaching
A form on on-the-job training, usually in a one-to-one situation; may be an action in an individual learning plan.

Mentoring
A form of coaching by role modelling; usually less structured than coaching and occurring over a longer period of time.

Performance gap
The difference between required performance and actual performance; may be further analysed by a knowledge gap analysis, or a skills gap analysis.

Performance management
A process for creating a shared understanding of what an individual is to achieve and managing and developing individuals to achieve in both the short and longer term.

Training needs analysis
TNA; a formal process of identifying training needs, usually in term of a group of people and/or for a process.

Business Legislation Notes

The relevant legislation from all levels of government that affects business operation:
In New South Wales there are some regulatory and legal requirements involved in establishing a business. These relate to identifying the business structure, registering the business and obtaining the relevant licences, as well as meeting your legal obligations with regard to commercial leases and employing staff.

Occupational Health and Safety
Safety and Workers' CompensationMinimum standards exist for physical working conditions to ensure occupational health and safety (OH&S). It is compulsory for all employers to insure for workers compensation liability. Anyone employing others must obtain an insurance policy that covers the full amount of the employer's liability under the Workplace Injury Management and Workers Compensation Act 1998 and the Workers Compensation Act 1987 in respect of all workers employed. For more information, refer to the NSW Workcover website at www.workcover.nsw.gov.au or ph 13 10 50 in NSW.

Workplace procedures and work instructions may include:
· procedures for hazard and risk identification and for avoiding or minimising environmental risks
· signs e.g. toxic or hazardous chemicals
· procedures to be followed if spills or accidents occur
· written or verbal procedures and instructions
· hazard and incident reporting procedures
· environmental reporting procedures where applicable
Environmental hazards or risks may include but are not restricted to:
· spills, leaks, pollution
· planned and unplanned emissions
· accidents

Environmental issues
Environmental issues may include:
· environmentally sustainable work practices
· reduction of waste
· minimisation of environmental risks and maximisation of opportunities to improve business environmental performance and to promote more efficient consumption of natural resources

Equal Employment opportunity
What is Equal Employment Opportunity?
Equal Employment Opportunity (EEO) is about:
ensuring a diverse and skilled workforce
making sure that workplaces have fair work practices and behaviours
improving employment access and participation by EEO groups
NSW Public Sector agencies and universities must ensure that policies and procedures are non-discriminatory and contribute to EEO outcomes. This means having workplace policies, practices ad behaviours that are fair and do not disadvantage people because they are attributed to particular groups.

Industrial relations and anti-discrimination
http://www.austlii.edu.au/au/legis/nsw/consol_act/ira1996242/s169.html