Assessment 2: Evaluate HR Service delivery

Assessment 2: Evaluate HR Service delivery
To complete this assessment you must first complete Assessment 1: Case Study.
In this assessment you will;
· evaluate the service delivery feedback from the Case Study provided in Appendix A.
· develop a plan for collecting feedback from clients.
Part A
In this task you need to develop;
· a plan for collecting feedback from clients, and
· a plan for collecting ongoing client feedback for a review of the HR services strategy you developed in Assessment 1.
· Submit the plan and tools / surveys / questionnaires to your trainer for assessment.
Part B:
Read the case study in Appendix A.
· Make recommendations for changes to HR service delivery and seek approval for their implementation.
· Conduct a training needs analysis to identify gaps in knowledge across the organization.
· Develop and example system or procedure that will assist in monitoring the quality of HR service delivery.
· Complete a written submission to management outlining your plans to vary the original HR strategy taking this feedback into consideration. Your goal is to improve the HR Service Delivery.
· Submit your recommendations in the form of a report to your trainer for assessment.
Appendix A: Case study: Variations to human resources service delivery
You have implemented the service delivery strategies based on the case study in Assessment 1.
Client feedback after six months revealed the following.
· Management are unhappy with the recruitment process. They claim it is slow and time consuming.
· The recruitment service provider has indicated that delays in making job offers results in candidates obtaining positions with other companies.
· Interviews are taking up to two hours to complete.
· The performance management program is perceived as time consuming and not consistent with measuring an individual’s contribution to organisational objectives.
· The service managers are concerned they are not able to attract the best big truck mechanics due to the inflexibility around salary and job benefits.
· Clients feel that the human resources team are more ‘paper’ driven than ‘people’ driven.
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