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.