Human Resource Development: Assessment 3 Report -Case Study 1
\nBUSM1137 Human Resource Development
\nAssessment 3
\nAssessment Type Case report
\nMarks 40
\nAim The main aim of this assessment is to conduct an analysis on an
\norganisational case study and present solutions for their workplace
\nchallenges. This is an opportunity to apply your knowledge and
\nskills in various HRD areas to solve real organisational problems.
\nWord Limit 2000 words + reference list
\nFormat Double-line spacing, size 12 font (Times New Romans or Arial)
\nReference Style Harvard Referencing Style
\nDue Refer to the due date for Assessment 3 published on Canvas
\nSubmission Via submission point on Canvas
\nCase Study: HRD at SunTech
\nBackground
\nSunTech is a start-up company that specialises in providing computer servers to medium
\nand large corporates. They were founded 5 years ago by the owner Mathew Horton.
\nMathew has a background in selling IT solutions and is very technically focused. He
\nacknowledges that his leadership and people skills could be enhanced. SunTech is bracing
\nfor expansion and they have recently increased the HR team to include a new Learning &
\nDevelopment (L&D) manager.
\nLast financial year SunTech recorded revenue of $15 million and profit of $8 million. There is
\na project ( help with nursing paper writing from experts with MSN & DNP degrees)ed figure of 20 new hires over the next 12 months. Most project ( help with nursing paper writing from experts with MSN & DNP degrees)s completed by
\nSunTech are usually delivered at high quality, on time and on budget. There are a few
\nproject ( help with nursing paper writing from experts with MSN & DNP degrees)s which go over budget and time and this could be due to managers with limited
\npeople management skills.
\nSunTech workforce
\nSunTech initially started as a team of 7 staff and has been through immense growth over the
\nlast 3 years. They have 60 staff all based in Victoria. Turnover of staff is very low at 4%. The
\nindustry average is 12%. SunTech is made up of the following departments: Finance,
\nMarketing, Operations (HR, Facilities & IT), Sales and Network Engineering. The two key
\ndepartments are the Sales department (total 15 staff) and Network Engineering department
\n(total 25 staff). Both teams have a flat structure with only a few senior managers for each
\ndepartment. The Sales team are client facing and are good at managing stakeholder
\nrelationships but at times lack a basic understanding of the technical specifications of the
\nHuman Resource Development: Assessment 3 Report -Case Study 2
\nproducts. The Network engineering department is technically focused and highly skilled in IT
\nknowledge but are not confident in communicating clearly between themselves and with
\nother departments. Sometimes there is miscommunication between departments which can
\ncause stress.
\nManagers in the organisation have mainly been promoted on their technical abilities and
\nnot their people management skills. There is no training provided for new managers or staff
\nwanting to enhance their management and leadership skills.
\nSunTech\u2019s culture is described as one of working hard, achieving goals, and celebrating
\nsuccesses. They value teamwork and providing quality products. The senior management
\nteam would like to further boost the culture to include knowledge sharing amongst
\ndepartments and better communication between team members and managers.
\nThere are eight members of the Senior Executive team. Two of which understand the
\nimportance of lifelong learning and developing staff to perform and grow. The remaining six
\nmembers understand the Tech sector well but not necessarily the importance of developing
\nstaff and having good HRD practices.
\nChallenges
\nDue to the growth of the organisation, SunTech staff has not have much formal training.
\nTraining has been at best ad hoc and when training is provided there is no Assessment that
\ntakes place. The organisation does not know if the training is suitable or if it meets the
\nneeds of their staff. One staff member who attended training commented that \u201cThe
\nworkshop was fun, and I enjoyed meeting and connecting with new team members across
\nthe organisation. But I don\u2019t know if I will remember all this content and how I can apply it
\neffectively in my work for the long term.\u201d
\nYou have noticed that training activities are inconsistent across the organisation. Some
\ndepartments (i.e. Sales) have development opportunities such as workshops and online
\ncourses, while others (e.g. Network engineering and Operations) do not have any training
\nprovided.
\nStaff survey results indicated that staff would like more development opportunities for both
\ntheir technical skills and soft skills such as communication, influencing and leadership skills.
\nThere is a generous budget allocation ($50,000) for training and development and over the
\nlast 12 months only a quarter of the budget has been utilised. This is largely due to major
\nproject ( help with nursing paper writing from experts with MSN & DNP degrees)s taking up significant time so staff are unable to attend or complete any training.
\nCase Report
\nHuman Resource Development: Assessment 3 Report -Case Study 3
\nAs the new L&D manager you have been asked to provide a report which includes your
\nanalysis of current L&D activities, a proposed plan moving forward and example learning
\nactivities to the SunTech Senior Executive team.
\nYour report\/submission will include the following elements:
\n\u2022 Explain the importance of HRD for the organisation
\n\u2022 Analyse and explain the HRD issues that you have identified – this is your overall
\nanalysis based on the information provided
\n\u2022 Explain and present a solution in the form of an HRD design and implementation
\nplan that includes the following elements:
\n1. Needs assessment (i.e. how will you carry this out to provide more detailed
\ninformation on the key areas you have identified)
\n2. Design & Implementation (i.e. possible learning programs\/activities based on
\nthe issues you have identified)
\n3. Assessment (i.e. how you will evaluate the HRD program you have proposed)
\n\u2022 Provide a conclusion and recommendations
\nYou are asked to keep the report within 2000 words (+\/- 10% allowed). However, you are
\nwelcome to use appendix to provide supplementary materials and the appendix will not be
\nincluded in word count.
\nAssessment Guideline
\nIn general, your report\/submission should fulfil these needs:
\n\u2022 Your report must focus on the case study provided. Your report should be written for
\nyour target audience (the Senior executive team)
\n\u2022 Your report must reference the topic (sample nursing essay examples by the best nursing assignment writing service)s covered in this course
\n\u2022 Your report should include applied knowledge from the Human Resource
\nDevelopment course and demonstrate your ability to use such knowledge in making
\nsound business judgment appropriate for the organisational context
\n\u2022 Your report should generate solid recommendations for the organisation
\n\u2022 Your report should be presented and structured in a way that is easy for the target
\naudience to read and digest.
\n\u2022 You must include a minimum of 10 references (excluding those provided for the case
\nstudies)
\nHuman Resource Development: Assessment 3 Report -Case Study 4
\n\u2022 All referencing should be RMIT Harvard style – see http:\/\/www.lib.rmit.edu.au\/easy cite\/ guideline.
\nAssessment Criteria
\n\u2022 Executive Summary & Introduction: Provides a robust and logical executive
\nsummary (4 marks)
\n\u2022 Coverage: Provides a comprehensive yet succinct overview of the topic (sample nursing essay examples by the best nursing assignment writing service) areas (10
\nmarks)
\n\u2022 Content: The content of the report addresses the elements listed and provides
\nquality analysis and key academic perspectives\/views, along with clear arguments.
\n(10 marks)
\n\u2022 Conclusion and recommendations: The conclusion and recommendations closely
\nrelate to the discussions from the literature and critical analysis as developed in the
\nmain body of the report. The conclusion finishes with a clear take-away message for
\nthe readers (4 marks)
\n\u2022 Clarity of writing: Clear, logical, and engaging writing in delivering your message;
\nFree from typos and grammatical mistakes; Clear structure; Ideas presented are
\ncoherent throughout the report (6 marks)
\n\u2022 Supporting materials and referencing: The information and analysis was gathered
\nfrom many diverse, high-quality sources. Referencing style following Harvard
\nreference styles for in-text and list of references (6 marks)
\nReferencing Easycite: Please use the EasyCite Referencing Tool. When referencing please
\nuse Harvard style. To learn more about Harvard style please refer to this website below:
\nhttp:\/\/www1.rmit.edu.au\/library\/referencing.
\nAssessment policies
\nBelow are some policies that are relevant for you to consider in preparing your report
\nPlease note below is only a subset of the assessment policies. To have a comprehensive
\nunderstanding of RMIT policies please check Canvas (Assessment Tasks \u2013 Additional
\nInformation: Assessment Guides and Policies).
\nTurnitin submission
\nSubmissions must be made through Canvas site electronically. All submissions will be parsed
\nthrough Turnitin to check academic integrity (the allowed score in Turnitin is no more than
\n20% similarities). It is highly recommended that you submit your work a few days earlier to
\nTurnitin to check for similarities, before submitting your final work.
\nLate submission and over word limits
\nHuman Resource Development: Assessment 3 Report -Case Study 5
\nAny late assignment, unless granted an extension by the course coordinator or the Special
\nConsideration Unit, will be penalised. Late submissions will be penalised 10% per day.
\nAssignments submitted more than seven (7) calendar days late will NOT be marked. Please
\ncheck Canvas and RMIT website about how to apply for special consideration.
\nWhen submitting assessment tasks online it is a student’s responsibility to submit their final
\ndocument. The document that is lodged is what will be assessed on its merits. Re submissions of assessment tasks beyond the specified date will NOT be accepted. Cases
\nsuch as submitting a draft by error instead of the final version, or \u201cI lost my laptop\u201d, or \u201ca
\ncomputer malfunction caused me to lose all my work\u201d, are not acceptable reasons to be
\ngranted an extension or re-submission.
\nYou are asked to stay within word limit in the final word count on your report (2000 words
\nincluding everything except reference). Usually we allow 10% above or below of the word
\nlimit. Going beyond word limit by over 10% will incur a penalty to your mark. Please
\nremember, good reports (either academic or general writings) are always concise and
\nfocused, and the aim of our report assessment is to help you develop such writing skills.<\/p>\n","protected":false},"excerpt":{"rendered":"
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