Case Study Based Project Report With Role Play Task




Answer all of the following questions.

  1. Briefly explain 4 key elements of a human resources strategic plan. (50-100 words)
  1. What are 2 of the roles HR can play in the formulation and implementation of an organisation’s strategic plan? (50-75 words)
  1. Describe the following human resource practices and functions (75-100 words total)
  1. Briefly describe 3 options for sourcing labour supply. (50-75 words)
  1. What are the main steps required to implement a human resources strategic plan? (40-80 words)
  1. Explain the impact technology has upon job roles (50-75 words)
  1. Briefly explain the following legislation:(25-50 words each)
  1. a) Fair Work Act 2009
  1. b) Independent Contractors Act 2006





The project is designed to assess the skills required to strategically manage the marketing process and marketing personnel within an organization (simulated business called ‘Hedstrom University of Australia’).

  • If you are not sure about any aspect of the assessment or would like to discuss your particular needs, please speak to your trainer.
  • Your trainer will tell you the date you need to submit your assignment.
  • You need to complete all parts and submit them together by the due date.
  • This project assignment is to be completed using the Hedstrom University of Australia” case study. It is included in the “Appendix”.
  • The checklist table will identify the records that you are required to prepare and submit (as a single submission).
  • Your assignment must be typed (in 12 point type on A4 paper) and you need to complete an Assessment Cover Page.
  • Make sure you keep a copy of your assignment before you hand it in to your trainer

Note :

Any Role Play or Presentation needs to be completed in the class with your Trainer / Assessor on the date specified by your trainer.


This project assignment is to be completed using the “Hedstrom University of Australia” case study. It is included in the “Appendix”. Overall, the assessment requires students to apply their skills and knowledge to manage the market performance in relation to the organization’s strategic direction and marketing objectives. The assessment has three parts and the details are provided below:

Part 1: In this part you are required to develop a management plan for provided marketing information to monitor and review its progress after a period of time. You will also need to delegate roles to individuals within the organisation, establish and use KPIs to assess progress, and communicate information about marketing activities as required. This part entails a presentation task as well.

Part 2: In this task you are required to develop a plan for the coaching and mentoring of staff involved in the marketing activities. Included in your plan will need to be descriptions of how you intend to provide feedback and instigate corrective actions to staff who are working with you to fulfil marketing objectives. This part provides learners with the opportunity to participate in a role-play activity to coach an identified staff in one of the given scenarios.

Part 3: In this task you are required to review the implementation and progress of a marketing plan, based on the established plan and metrics.


  • The “Hedstrom University of Australia” case study. § Appendix 1 – 3
  • Access to the internet

Part 1.

In Part 1 students will be required to manage human resources strategic planning for the case study organisation “Hedstrom University of Australia”. By completing the tasks below students will be required to researchplanning requirements, develophumanresourcestrategic planning andimplementhumanresource strategic plans.

@Task 1

In Task 1 students are required to research the human resources planning requirements of the Hedstrom University of Australia (HUA), to gather information which will allow them to develop the Medical Faculty’s human resources (HR) strategic plan.

  1. a) In order to research the planning requirements of HUA, analyse the information provided in the case study to determine the HUA’s strategic direction, objectives and target (50-100 words)
  1. b) You must conduct external research on the internet to determine the following factors which will have an impact upon the Medical Faculty’s HR strategic (150-250 words total)
  • Identify emerging practices and trends in human resource management.

Note: you must either link these practices and trends to the HR management of the education industry or the medical industry.

  • Future labour needs, skill requirements and options for sourcing labour.

Note: you must either link these needs to the education industry or the medical industry.

  • New technology that may impact job roles and job design in the Medical Faculty.

Note: you must link these new technologies to the job roles and design of the Professors in the Medical Faculty. If the technologies you have found are related to the job roles and design of doctors, consider what the impact will be upon the Professors who will be teaching the students how to use the new technologies in the industry as doctors.

  • Review changes to industrial and legal requirements for HUA, by reviewing the National Strategy for International Education 2025. You must review the plan to understand how the 10-year strategy will impact the education industry. In your review you must consider the 3 pillars of the strategy, and highlight the key goals within each pillar.

Note: you must link your review to the impact it will have upon HUA.

Task 1: Your assessor will be looking for:

Before you hand in the Task 1 assessments, use the checklist below to make sure you have completed all the activities and have included all relevant information.

  • Analysed strategic plans to determine human resource strategic direction, objectives and targets · Undertook additional environmental analysis to identify emerging practices and trends that may

impact on human resource management in the organisation

  • Identified future labour needs, skill requirements and options for sourcing labour supply · Considered new technology and its impact on job roles and job design
  • Reviewed recent and potential changes to industrial and legal requirements

@Task 2 Role Play

In Task 2 students will be required to develop the human resources strategic plan for the HUA Medical Faculty. Inordertodothis,studentswill needtoreview thestrategic plan development information provided in the appendix, the HUA Case Study and the information they have found in Task 1.

  1. a) Before developing the HUA Medical Faculty’s HR Strategic Plan, you must conduct the following role play.

Role Play Instructions: ·      Form groups of 3 students

  • Inform your trainer once you have formed your group
  • Your group will be acting as the HR Management Team at HUA
  • Conduct a meeting about the factors relating to the HUA HR Strategic Plan, by following the activities below.
  • Once you have completed the activities, note down your findings and inform your trainer.

Role Play Activities:

  • Acting as HR Managers you must conduct a meeting to consult one another about the human resource preferences of HUA and the Medical Faculty.
  • In the meeting you must discuss and agree upon the human resource philosophies, values and policies of HUA.

Note: in order to develop, discuss and agree upon these factors use the information you have found in Task 1 as well as the Case Study.

  • You must also discuss the HR strategic objectives and targets which you determined in Task 1 (a).
  • Ensure that your team discusses these factors by questioning each other’s assumptions, asking how and why they think this way.
  1. b) As the HR Manager at HUA, you must now examine options for providing human resources (e. labour supply) to the Medical Faculty. To examine the options you must conduct a cost and benefits analysis.

Note: a cost benefit analysis examines the cost of each option, the possible benefits of each option and an assessment determining if the benefits outweigh the costs.

In your examination, consider your findings in Task 1 (b) as well as the following recruitment options: ·      Hiring casual labour

  • Hiring new graduates or trainees · Employing off shore workers
  • Outsourcing
  • Using contractors or consultants
  1. c)   Based on your findings, develop a human resources strategic plan for HUA and specifically the Medical Faculty. Ensure your plan is based on the strategic objectives you have determined in Part 1

Task 1 (a) and Task 2 (a). In writing the plan, use the information provided in the case study, appendix and your findings in Task’s 1 & 2.

(400-800 words)

Your HR Strategic Plan must follow the following structure:

Structure of the Plan

Cover Page 1) Introduction

2) Organisational mission, vision, goals and objectives 3) Values and Philosophies

4) The operating context (include information on external and internal environment) (Note: determined in Task 1(a) & (b))

5) Key Personnel and their responsibilities 6) Strategic directions for HR

7) Prioritisation of Objectives

8) Options for the provision of human resources (Note: ensure you provide a clear recommendation)

9) Technology and systems required to implement plan 10) Budget and Timeframes

(Note: you may make assumptions. However, you must specify when they are made and your assumptions must be plausible and justifiable)

11) Key Performance Indicators 12) Risk Management Plan

(Note: use the risk management plan template provided in the appendix)

Once you have completed the plan, discuss the plan with HUA Senior Management (your trainer), to obtain support and feedback.

Task 2: Your assessor will be looking for:

Before you hand in the Task 2 assessments, use the checklist below to make sure you have completed all the activities and have included all relevant information.

  • Consulted relevant managers about their human resources preferences
  • Agreed on human resource philosophies, values and policies with relevant managers · Developed strategic objectives and targets for human resource services
  • Examined options for the provision of human resource services and analysed costs and benefits · Identified appropriate technology and systems to support agreed human resource programs and


  • Written strategic human resource plan and obtained senior management support for the plan · Developed risk management plans to support the strategic human resource plan

@Task 3 Role Play

  1. a) In Task 3 (a) you will be implementing and reviewing your HR strategic plan which you have formed in Task 2 (c). To do this you will be conducting a role play based on the following instruction

Role Play Instructions:

  • Reform your groups of 3 from Task 2 (a)
  • If you cannot reform the group with the same students, that’s okay, form a new group of 3 students
  • Once you have formed the group inform your trainer
  • Your group will be acting as the HR Management Team at HUA
  • Conduct ameetinginwhich youwill be reviewingthe implementationofthe strategic plan

Role Play Activities:

  • Review the results of the implementation scenario below · Review performance against objectives
  • Review the effectiveness of the risk management plan
  • Identify steps that can be taken to improve the implementation
  • Once you have completed the activities inform your trainer, who will provide you feedback and confirm if you may proceed to Task 3 (b).

Implementation Scenario:

Twelve months have passed since the initial implementation of the human resources strategic plan. Within this time period the following observations were made about the Hedstrom University of Australia Medical Faculty and the successes/failures of the strategic plan:

  • Advertising and marketing for new staff was initially slow and cumbersome and a lot of the applicants were not qualified for the job. This made it time consuming and costly to review and reject the applicants.
  • After the initial rounds of recruitment, the employment of technical/support staff has remained stable. However, some of the newly recruited staff members did not receive the appropriate induction and therefore are struggling to fulfil their roles and responsibilities.
  • One senior level contractor did discontinue providing their services to HUA after compensation disputes and irregular/untimely payments.
  • The budget was exceeded by a total of $500,000 across various areas of the plan (make assumptions of excess spending in regards to your own development plan)
  • An increase in senior level staff motivation and job satisfaction was noted due to the provision of new support staff.
  • Students found an improvement in their education experience as teaching staff had more time to focus on students and support staff could assist them with their queries.
  • All other activities were found to be successful with a varyingdegree of risks faced (make assumptions in regards to your own development plan)

Note: although each student within the group will have a slightly different strategic plan, students should still review and discuss the implementation scenario collectively. Students should share the impact of the scenario on their strategic plan and help others in the group to understand how the scenario will impact their strategic plans. The collaborative process is designed to share ideas and to allow students to learn from one another.

  1. b) Once you have conducted the performance review meeting with the HUA Human Resources Management Team, you must complete an internal memo using the template provided in the appendi In doing so, you must note down your findings as well as the changes you would make to the HR strategic plan based on the implementation scenario in Task 3 (a). (50-100 words)

Task 3: Your assessor will be looking for:

Before you hand in the Task 3 assessments, use the checklist below to make sure you have completed all the activities and have included all relevant information.

  • Worked with others to see that the plan is implemented · Monitored and reviewed the plan
  • Adapted plan should circumstances change
  • Evaluated and reviewed performance against plan objectives




Hedstrom University of Australia (HUA) is one of Australia’s leading higher education providers, known for their excellence in education and academic research. The university has been operating for over 100 years and has recently seen a major decline in their ability to attract and retain academics and teaching staff. As a result, education standards have dropped and student numbers are steadily declining. The greatest impact has been upon the Medical Faculty, which was once world renowned, but now with over enrolled classes and lack of technological updates has seen its ranking drop severely. The university’s academic board has made the Medical Faculty a top priority for concern and would like to restore its education and reputation.

You are the Human Resources (HR) Manager in the Hedstrom University of Australia and the board has placed you in charge of overcoming the Medical Faculty’s HR problems. HUA competes with 2 other local universities to attract local and international students to study in the Medical Faculty. As the HR Manager for HUA, you are in the process of supporting the Medical Faculty through their annual planning processes.

Two of the university’s strategic vision priorities are to: ·      Provide an exceptional student experience &

  • Provide academic and professional services to help students manage the academic and personal challenges that may arise.

The Medical Faculty is experiencing increasing pressure on their teaching and research facilities and are having difficulty in retaining technical staff who are vital to the effective functioning of laboratoriesandteachingfacilities.The universityhaspreviouslyonlyrecruitedfulltimeor part time staff from word of mouth within the academic community or through the university’s job board.

To gain a better understanding of the circumstances, in collaboration with representatives of the faculty you have conducted a SWOT analysis to determine the most relevant human resource strategies.



o Education programs still have a good historical reputation and market research still shows indications of student interest

o We have a strong academic record for delivering excellence over the past 100 years

o Many teachers are keen to improve their teaching practice and care about the student experience

o Well established Learning and Teaching Networks to support new academics in clinical schools as they becomeestablished and a mentoringprogram for new and middle level academics

o Own EducationalSupport Unitand wellestablished student support programs.

o Don’t have good communication systems in place within our clinical schools

o Relationships between academic and conjoint staff and hospital staff are strained and it is difficult to negotiate space

o Poor teaching facilities for innovative teaching practices for postgraduate teaching, due to lack of tech adoption in the classroom

o Teaching space cannot cope with the increasing demands placed on it by the clinical schools and the nursing schools resulting in overenrolled classes

o Insufficient technical staff due to reassignment and turnover.

o We have a new educational technology unit within the Faculty funded from external funds, however, this has gone unused as teaching staff is untrained on how to use the new tech

o Academic and general staff don’t always work together to provide a positive student experience.



o Fundingfromexternal sources such astheLearning and Teaching Performance Fund to support development of teaching initiatives,

o Possibility of blending delivery approach to encourage distance education enrolments using online technology

o Incentive grants from the University to improve teaching performance and student support –can be used on facilities and/or staff development.

o Other Universities are offering scholarships to attract local students

o Refusal of some senior academics to take on teaching roles

o OHS issues impacting on use of teaching space

o Increasing workloads and competing priorities for teaching staff impacting on the student experience

The Key Organisational Goals for the next five years are to:

  1. 1. Restore Medical Faculty’s competitiveness as a leader in education and innovation 2. Attract students from new international markets by building a global reputation
  2. 3. Attract and retain industry leading academics and teaching staff 4. Maintain competitiveness in domestic market
  3. 5. Ensure all facilities are maintained to world class standards
  4. 6. Develop a new building for the Medical Faculty with leading tech and more classrooms

Organisational Values Statements:

  1. 1. Inclusive education for all students
  2. 2. Leaders in academic research to support the academic community
  3. 3. Ensure students graduate with the skills they need to be industry leaders 4. Attract and retain top quality academic and teaching staff
  4. 5. HUA values clear communication and the right to express our opinions in a polite and pleasant manner and we extend this right to other
  5. 6. We endeavour to support others by observing all appropriate legislation and guidelines and ensure that our campuses are safe environment



HR Planning: Strategic HR Planning

Strategic HR planning is an important component of strategic HR management. It links HR management directly to the strategic plan of your organization. Most mid- to large sized organizations have a strategic plan that guides them in successfully meeting their missions. Organizations routinely complete financial plans to ensure they achieve organizational goals and while workforce plans are not as common, they are just as important.

Even a small organization with as few as 10 staff can develop a strategic plan to guide decisions about the future. Based on the strategic plan, your organization can develop a strategic HR plan that will allow you to make HR management decisions now to support the future direction of the organization. Strategic HR planning is also important from a budgetary point of view so that you can factor the costs of recruitment, training, etc. into your organization's operating budget.

Introduction to strategic HR planning

The overall purpose of strategic HR planning is to:

  • Ensure adequate human resources to meet the strategic goals and operational plans of your organization - 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 organization can manage change if the future is different than anticipated

Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labour market and the future HR environment that the organization will be operating in. The analysis of HR management issues external to the organization 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?

The strategic HR planning process

The strategic HR planning process has four steps:

  • Assessing the current HR capacity · Forecasting HR requirements
  • Gap analysis
  • Developing HR strategies to support organizational strategies

Assessing current HR capacity

Based on the organization's strategic plan, the first step in the strategic HR planning process is to assess the current HR capacity of the organization.The knowledge,skills and abilitiesof your current staff need to be identified. This can be done by developing a skills inventory for each employee. The skills inventory should go beyond the skills needed for the particular position. List all skills each employee has demonstrated. For example, recreational or volunteer activities may involve special skills that could be relevant to the organization. Education levels and certificates or additional training should also be included.

An employee's performance assessment form can be reviewed to determine if the person is ready and willing to take on more responsibility and to look at the employee's current development plans.

Forecasting HR requirements

The next step is to forecast HR needs for the future based on the strategic goals of the organization. Realistic forecasting of human resources involves estimating both demand and supply. Questions to be answered include:

  • How many staff will be required to achieve the strategic goals of the organization? · What jobs will need to be filled?
  • What skill sets will people need?

WhenforecastingdemandsforHR,you must alsoassessthe challengesthat you will have inmeeting your staffing need based on the external environment. To determine external impacts, you may want to consider some of the following factors:

  • How does the current economy affect our work and our ability to attract new employees? · How do current technological or cultural shifts impact the way we work and the skilled

labour we require?

  • What changes are occurring in the Canadian labour market?
  • How is our community changing or expected to change in the near future?

To read more about the changing labour force and why it matters to non-profit employers, go to the Diversity at Work section of the HR Toolkit:

  • Why diversity at work matters

Gap analysis

The next step is to determine the gap between where your organization wants to be in the future and where you are now. The gap analysis includes identifying the number of staff and the skills and abilities required in the future in comparison to the current situation. You should also look at all your organization's HR management practices to identify practices that could be improved or new practicesneeded to support the organization's capacity to move forward.Questions to be answered include:

  • What new jobs will we need?
  • What new skills will be required?
  • Do our present employees have the required skills?
  • Are employees currently in positions that use their strengths? · Do we have enough managers/supervisors?
  • Are current HR management practices adequate for future needs?

Developing HR strategies to support organizational strategies

There are five HR strategies for meeting your organization's needs in the future:

  • Restructuring strategies
  • Training and development strategies · Recruitment strategies
  • Outsourcing strategies · Collaboration strategies
  1. Restructuring strategies

This strategy includes:

  • Reducing staff either by termination or attrition · Regrouping tasks to create well designed jobs
  • Reorganizing work units to be more efficient

If your assessment indicates that there is an oversupply of skills, there are a variety of options open to assist in the adjustment. Termination of workers gives immediate results. Generally, there will be costs associated with this approach depending on your employment agreements. Notice periods are guaranteed in all provinces. Be sure to review the employment and labour standards in your province or territory to ensure that you are compliant with the legislation.

  1. Training and development strategies This strategy includes:
  • Providing staff with training to take on new roles
  • Providing current staff with development opportunities to prepare them for future jobs in your organization

Training and development needs can be met in a variety of ways. One approach is for the employer to pay for employees to upgrade their skills. This may involve sending the employee to take courses or certificates or it may be accomplished through on-the-job training. Many training and development needs can be met through cost effective techniques. See the HR Toolkit section on Learning, Training and Development for more information.

  1. Recruitment strategies

This strategy includes:

  • Recruiting new staff with the skill and abilities that your organization will need in the future · Considering all the available options for strategically promoting job openings and

encouraging suitable candidates to apply

For strategic HR planning, each time you recruit you should be looking at the requirements from a strategic perspective. Perhaps your organization has a need for a new fundraiser right now to plan special events as part of your fundraising plan. However, if your organization is considering moving from fundraising through special events to planned giving, your recruitment strategy should be to find someone who can do both to align with the change that you plan for the future.

  1. Outsourcing strategies

This strategy includes:

  • Using external individuals or organizations to complete some tasks

Many organizations look outside their own staff pool and contract for certain skills. This is particularly helpful for accomplishing specific, specialized tasks that don't require ongoing full-time work.

Some organizations outsource HR activities, project work or bookkeeping. For example, payroll may be done by an external organization rather than a staff person, a short term project may be done using a consultant, or specific expertise such as legal advice may be purchase from an outside source.

When deciding to outsource to an individual, ensure you are not mistakenly calling an employee a consultant. This is illegal and can have serious financial implications for your organization. To understand the differences between employees and self-employed people, visit the Canada Revenue Agency's website.

Each outsourcing decision has implications for meeting the organization's goals and should therefore be carefully assessed.

  1. Collaboration strategies

Finally, the strategic HR planning process may lead to indirect strategies that go beyond your organization. By collaborating with other organizations you may have better success at dealing with a shortage of certain skills.

Types of collaboration could include:

  • Working together to influence the types of courses offered by educational institutions
  • Working with other organizations to prepare future leaders by sharing in the development of promising individuals
  • Sharing the costs of training for groups of employees
  • Allowing employees to visit other organizations to gain skills and insight

Example :

ABC Social Services provides support services to families in need. It has reviewed and updated its strategic plan. As part of the strategic planning process the Board Planning Committee learned that 15% of their social workers are planning to retire over the next two years and recruitment of social workers has become increasingly competitive.

Outcome of the strategic planning process: One strategy developed by the Board Planning Committee is to make ABC Social Services a preferred employer among organizations in the area.

Possible HR planning strategies to meet this organizational strategy are:

Develop a recruitment and retention strategy based on discussions with the social workers. Items to consider are: flexible work arrangements; contracting with a counsellor for the social workers on an as-needed basis (give them someone to talk to about the stresses of the job); provide professional development opportunities that give them increased skills for dealing with the issues their clients face.

Tie the pay scale of the social workers to the pay scales of social workers working for the municipality (the appropriate percentage to be determined. For example, the pay of social workers in the organization may be tied at 90% of the pay at the municipal level).

Provide placements for social work students and show them that ABC Social Service would be an excellent employer after graduation.

Decide the unique strategies that you will use to position yourself as an employer of choice, based on needs of your employees and potential candidates.

Once the strategies for HR in your organization have been developed they should be documented in an HR plan. This is a brief document that states the key assumptions and the resulting strategies along with who has responsibility for the strategies and the timelines for implementation.

Implementing the strategic HR plan

Once the HR strategic plan is complete the next step is to implement it:

Agreement with the plan

Ensure that the board chair, executive director and senior managers agree with the strategic HR plan. It may seem like a redundant step if everyone has been involved all the way along, but it's always good to get final confirmation.


The strategic HR plan needs to be communicated throughout the organization. Your communication should include:

  • How the plan ties to the organization's overall strategic plan
  • What changes in HR management policies, practices and activities will be made to support the strategic plan
  • How any changes in HR management will impact on staff including a timeframe if appropriate
  • each individual member of staff can contribute to the plan
  • How staff will be supported through any changes
  • How the organization will be different in the future

It is impossible to communicate too much (but all too easy to communicate too little), especially when changes involve people. However, the amount of detail should vary depending upon the audience.

Legislation and mandate

Ensure that the actions you are considering are compliant with existing laws, regulations and the constitution and bylaws of your organization.

To review laws relating to employment, visit the HR Toolkit section on Employment Legislation and Standards

Organizational needs

Whether you are increasing or reducing the number of employees, there are implications for space and equipment, and on existing resources such as payroll and benefit plans.


HR plansneed to be updated on a regular basis.You will need to establish the information necessary to evaluate the success of the new plan. Benchmarks need to be selected and measured over time to determine if the plan is successful in achieving the desired objectives. 

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