MGN431 Strategic HRDModule 2. Framework for HRDWeek 8. HRD

MGN431 Strategic HRD
Module 2. Framework for HRD
Week 8. HRD Needs Analysis Findings. Developing the SHRD
Plan
1
1
Unit Map
You
Are
Here!
2
Module 2: Framework for HRD
Module 1:
Foundations of HRD
Module 3: Contemporary Issues in HRD

Workshop Overview
HRD Needs Analysis – QCU
Discuss findings & confirm needs analysis outcomes
Key business challenges
SHRD implications
Developing your HRD plan
Assignment 2 objectives
Approach
3
3
Needs Analysis Findings
4
4
Key business challenges
SHRD Implications
SHRD Needs Analysis

QCU Feedback
Our summary of the challenges/issues
Our analysis of the SHRD implications
Confirm and clarify the learning needs that have been identified
in the needs analysis
5
5
Instructional Systems Design (ISD) Model
CH-4
6
6
Assessment
Design

Implementation
Evaluation
SHRD Plan components
Executive summary
Introduction
Learning Design – your recommendations about learning
activities
Take 1 key group and develop a plan to address the training
needs
You identify the learning activities (HRD activities) that need
to occur
You state the objectives of each activity
Implementation
Order of activities?
How long do you think is required for each activity? Total time
to complete?
Resources required?
Evaluation
Approaches to evaluate outcomes of the interventions
How could we assess whether objectives have been met?
Conclusion
Reference List
7

7
SHRD Plan
Learning design
your recommendations on HRD activities (or programs)
The proposed HRD activities to address the needs you’ve
identified
Appropriate
Well justified using relevant unit concepts & theories for your
particular issue and SHRD
Design programs for 1 Group only.
8
8
SHRD Plan
Could use a table for each learning activity that you are
recommending:
9Training Program or ActivitySHRD ObjectivesProgram
ObjectivesMethod of DeliveryCoaching for
PerformanceImprove the performance of staff.
Develop manager capability in performance
management.Conduct one-on-one performance discussions.
Create development plans for staff.
Classroom based Course

9
SHRD Plan
Implementation
Can use a table to illustrate sequence of events
Then broadly discuss overall resource requirements
10Training/ActivityTarget
dateParticipantsPlace/venueDurationCoaching for
PerformanceNov 2016ManagersTBE2 days
10
SHRD Plan
Evaluation
Based on Kirkpatrick’s model, suggest most appropriate options
Explain why this evaluation step is an important part of overall
HRD plan
How can QCU assess whether these recommendations have met
the objectives?
Conclusion
References
11

11
Bringing the 3 pieces together
12
1. You present your overall plan (your recommendations). You
identify 3 – 4 training activities for the group. You can present
them all in one table. Then you explain why these training
methods (the activities) are the most appropriate – what are the
benefits of these?
2. Then you explain how the plan should be implemented. This
section is smaller. You provide specific details about the
sequence. What activity needs to come first? Pick a target date
that you think training should start. Identify the venue
(conference room at their office? Training room? Off-site? And
state how long this activity will take. You can present these
details in a table. In the text, comment on why you think this
sequence works best. And identify resources – state whether
each activity can be run by current trainers in the business or
will they need external resource. You don’t need to justify this,
just state what they need.Training Program or ActivitySHRD
ObjectivesProgram ObjectivesMethod of DeliveryCoaching for
Performance
12
Bringing the 3 pieces together
13
3. Finally, you explain the importance of evaluation and the
plan that should be in place to evaluate the success of this HRD
plan. Using Kirkpatrick’s model, you should explain the

methods you would use to evaluate each activity. Consider all
levels of the model. Explain how you plan to assess learning
and behavioural change. At this point you can talk more
broadly about how all of these activities start to produce the
desired behavioural changes, and how this will be monitored
and assessed. [hint: supervisors can be of great assistance here,
monitoring, checking for progress, etc.!]. Consider the results
of the overall HRD plan and the return on investment that
executives will be looking for. How will you show that their
investment in training has produced the desired results?
We can assess participant reactions using a questionnaire.
We can test their learning with a quiz…etc.
4. Depending on how much space you have left – conclude with
a summary statement – how this plan will help to achieve the
desired business goals….THE END
13
Example
Discussion of example SHRD plan
14
14
What is the main goal of the assignment?
In pairs –
Explain in your own words what you think the main goal of this
assignment is

What strategies do you think will work well for you in
preparing this assignment?
Report back to the whole group. Confirmation of goal.
Feedback on strategies.
15
15
FAQs
DUE: Week 13 – Friday 28 October - 4pm
Word Limit: 2500 total (+/-10%)
Exec Summary: YES - 500 words (included in word count)
Style: Management Report to QCU Executive
Referencing: APA format
Does the 2500 word count include:
The Exec Summary – YES
Reference List – NO
Tables – YES
Appendices – NO – no marks are given for Appendices.
16
16

FAQS
How many Employee Groups? 1
How many Learning Activities? 3 – 4
Can we address a different need to assignment 1? YES
Can we do a different group to assignment 1? YES
17
17
Next Week
No workshop – Reading week
Then the semester break, so we will meet again in Week 10 to
discuss Work Technology and SHRD
18
18
Economics Paper Rubric
ECON116 Pritchard
Five Criteria:
Economic Issue, Social Importance, Economic Principles,
Sources and Clarity; and,
Four Levels of Achievement: Poor (D), Fair (C), Good (B) and

Great (A)
Criteria
1. Economic Issue
Poor: Not an unresolved matter of importance in the allocation
of resources and not clearly articulated.
Fair: An unresolved matter of importance in the allocation of
resources and but not clearly articulated.
Good: An unresolved matter of importance in the allocation of
resources, clearly articulated and consideration of some policy
options.
Great: An unresolved matter of importance in the allocation of
resources, well-articulated and consideration of all policy
options (leaving nothing unresolved).
2. Social Importance
Poor: Social importance not present or not articulated.
Fair: Socially important topic but not well articulated.
Good: Socially important topic and well-articulated.
Great: Socially important topic, well-articulated, timely and
relevant for immediate action.
3. Economic principles (concepts and applications)
Poor: Fail to integrate relevant economic principles; lacking in
definitions and explanation.
Fair: Identifies relevant economic principles, but does not
demonstrate clear understanding of their details, application or
sources.
Good: Identifies and explains application of relevant economic
principles, but lacks clarity and originality. All of the
principles are present, but lacks clarity.
Great: Identifies, explains and demonstrates application of
relevant economic principles in one's own words throughout
clearly articulating an understanding found in research, readings
and lecturers.
4. Sources
Poor: Few news sources and no definitive sources (like a text
book); open access internet sources like Wikipedia are

unacceptable.
Fair: One definitive source (like a text book), some news and
limited additional economics sources
Good: 5-7 economics sources; a few peer-reviewed journal
articles or books.
Great: 5-7 peer-reviewed journal articles or books
5. Clarity
Poor: Poor sentence and paragraph structure, misspellings and
grammatical errors. Uses long quotes, lack of own wording
demonstrating limited understanding. Overly wordy (or sparse)
and confusing.
Fair: No misspellings or gross grammar mistakes. Paragraphs
are organized so that ideas are presented in obvious stream of
thought. Weak sentences lead to confusion.
Good: No misspellings or grammar errors. Well-structured
paragraphs and sentence, but narrative could be better focus ed
(better order of paragraphs, transitions between paragraphs or
active v. passive voice).
Great: Direct, tight and concise sentences, thoughts, definitions
and points. Active voice is better than passive voice, no
misspellings or grammar mistakes. Well organized paragraphs
and structured sentence. Flows and reads well. Original and
rich language throughout the paper.
Guang Liang
N9059156
Assignment Coversheet
Name: Guang Liang
Student Number: N9059156

Course: Strategic Human Resource Development
Course Code: MGN431
Teacher’s Name: Adelle Bish
Assignment Topic: HRD Needs Analysis
Due Date: 2nd, September, 2016
Word Length: 2141 words
I acknowledge that I am familiar with the QUT regulations
relating to plagiarism/cheating and the associated penalties.
I certify that the attached assignment is my own work, and that I
have not copied anybody else’s assignment or research nor
allowed anybody else to copy any part of my assignment.
Signature: ___________________________
Date:_______________

Introduction
The strategic human resource development (SHRD) is a way of
equipping employees, management and the executive on the
current and emerging alignments of the companies as well as the
organization (Berkley, 2013). Equipping of the parties involved
in daily management and operations of organization concerning
activities is what is referred to as traditional HR development.
In this case study analysis, it focuses on the Queenslander
Credit Union, on its strategies pertaining huma n resource
development. Human assets, for instance, have feature
characteristics that are entirely different from other resources
within the organization which maybe the physical product as
well as the financial capital. The performance of human as a
resource in an organization is difficult to predict as making any
justifications in investing in human specifically improving their
performance has a direct impact on the organization's financial
results (Youndt & Snell, 2013).
Queenslanders Credit Union Overview
An institution focusing on the banking industry sorely owned by
Australian customers and has been in existence for more than 50
years. As a banking organization, its role focuses on providing
products as well as services with pride by giving back to the
community.
The institution's purpose is providing a customer-owned
banking that benefits its customers as well the communities it
operates around. With its strategies in operations, the system
operates with three values i.e. putting first its clients, providing
best for the organization as well as committed to making its
operations better.
Historically, this group was formed as a result of an
amalgamation of the Australian first public credit union serving
public employees with an Ipswich credit union that focused on
the coal mining industry within Queensland. Currently, the
credit union boasts of five retail branches and total of over sixty
employees.

Human resource development needs to be addressed
The traditional accounting system entails that the organi zation
does not own employees, therefore, cannot be enlisted as assets
belonging to the organization, within the balance sheet hence
cannot be accounted for, however, in the income statement
employee's are listed as expenses to the organization. Therefore,
as in the case of the Queenslander Credit Union, which is a
financial institution offering services as the primary activity;
strategic human resources development is vital. The banking has
been the people business, and for efficient risk management,
skilled manpower is essential. Through the stiff competition
within this sector, providing services to their customers, with
the current trend changes the only way institutions such as the
Queenslander Credit Union will be relevant is providing
satisfactory services to the clients. For this to be achieved,
strategic human resource development has to be in place
(Grieves, 2011). This issue can be witnessed from recruiting,
retaining, developing of well-motivated workforce as well as
training
For any decision maker in any organization, the key challenge
in making the right decision on the value attached to the human
capital is eminent. For instance, the Queenslander Credit Union,
with a total number of over sixty employees has 47 percent of
the workers fifty years plus. Though the organization boasts of
engaged employees as well as loyal customers, it makes it
difficult for any management to predict, observe or determine
the input of investment vested on the employees hence creating
the need for strategic management.
There are two forms of resources that the Credit Union needs to
be concerned as far as strategic Human Resource Management is
concerned (Reinhardt et al 2011). The first of these concerns
being the human capital and focuses on the skills and
knowledge of the employees. The second challenge is the set
organization's systems. For Queenslander, the issues of policies
and practices, being a banking institution, as a result of the
newly adopted accounting standards by the AABS. These

policies concerning the lease rules complicate the matter on the
development of the human capital. They need to be
implemented by the organization willingly hence for the
banking sector making it compulsory; therefore, a new human
resource has to be acquired, or training has to take place for the
entire staff so as to ensure implementation. Some of the HRD
needs to be addressed include;
Human resource as competitive advantage
Very little research has been conducted focusing on the value
attached to the human as assets to any organizations. The
standard practice has been curtailing by investing on employees
as they are viewed to leave the organization. What is commonly
known is that the employees have skills and knowledge, but
their value cannot be quantified or their quality establi shed.
With the Queenslander Credit Union boosting of loyal
customers, this is as a result of an efficient routine created by
the employees as they have formed a boundary spanner between
the organization and the customers. Therefore, for this case the
organization as it offers services, it is vital to uphold higher
human resource investments to ensure continuous development
unless it loses its employees to other competitors playing in the
same industry (Holland, et al 2009).
Developing employees
With the increased completion in the banking sector as well as
technological advancement within the industry, employee
development will be a fundamental decision for the Credit
Union. The organization boasts of 75% women working for the
institution as well as 25% of their workforce being male; the
loophole hangs on their age where 47% of the Queenslander
Credit Union is over the age of 51 yrs. With their vast
experience in the financial sector, it is logical that most of these
people within the said age bracket will not be interested in
acquiring any further knowledge on training pertaining any
technological advancement, but rather will be eager to retire
(Pasher & Ronen, 2011). For this organization, due to

competitive nature in the service industry, if the strategic
human resource has to be achieved it will be substantial for the
organization to start training the young employees for the
competitive posts to ensure it remains relevant in the industry.
The system processes
The key human resource development initiators are the
executives/board and the unions. The amount of time the human
resource issues as well strategic issues determines the systems
process. For strategic human resource development to be
achieved, transparency and objective should be maintained.
From the 2014/2015 annual report of the board meeting of
Queenslander Credit Union, risk as well audit meetings seem to
be allocated fewer hours. It puts the organization at a risk as
these are critical issues that touch on the employees direct.
Another problem that can be established within the system
process is lack of the exit interviews. It can be noted in the
organization's description of the employees as engaged as well
as the loyal customers. The exit of an employees should not be
restricted, but as part of strategic human resource development
substitutes as well as non-disruption of significant functions as
a result of an exit of a vital employee (Kandula, 2011). With an
exit interview, the organization can recall some of its retired
employees as they enjoy a pension and a medical benefit if a
key employee exits, therefore, with the Credit Union, with the
lack of this exit interview, SHRD cannot be achieved.
Strategic human resource needed
Banking industry should consider a strategic human resource
development in understanding and developing the value of
human as a resource within the organization (Need, 2012). Four
aspects can be considered as far as the HR development
strategies;
• Company relationship involving the executive and workers
available.
• Strategic orientation and aligned in the grand strategy
involving resource development.
• The effects of strategies on the company

• Players in relations and responsibilities within the
organization.
For the Queenslander Credit Union, the following human
resource necessities should be considered in achieving strategic
human resource development;
Human resource players and management interaction
The management should be committed in developing resources
within the organization more so the employees as resources.
With the changes in the banking industry, the organization's
position of high assets, the solid lending growth as well as the
lack of economies of scales should not make the management
reluctant, but should be involved in every aspect pertaini ng the
human resource. With the positive implications as well as well
performance within the service sector, the partnership between
the management and those individuals in strategic resource
development is important. For the effectiveness of achieving the
organization's strategic orientation, the combined contribution
of these two groups, as well as their skills, is vital (Kaur &
Singh, 2014). This relationship should be implemented from
both strategic and the operational levels to enable effective
achievement of resource developments.
Planning
With increased customer expectations in the Queenslander
Credit Union, income rises, as well as dividends, are expected
to accrue. This growth, however, needs a larger human capital
to handle transforming challenge presented to the banking
industry. The logic question posed to this industry is whether it
is ready to deal with the new employees who culturally are
different from their predecessors. For instance, Queenslander
Credit Union enjoys a culture of well-engaged employees, but
the eminent challenge is half of its employees are over 50 years
of age. It implies that in 10yrs to come most of these employees
will be retired creating a vacuum. Therefore, the manpower
lifecycle approach for this institution is necessary and should be
integrated into the businesses strategic human resource
development. It Can be done through, having a recruitment

program, that is steady as well as well calibrated, young
employees working as a team with the older employees (Najafi,
2013). This is as a result of cultural adjustment in the
management as a way of planning for the future. The final
aspect of planning for this service institution is technological
change. It can be achieved through continuous skill upgrading
to ensure they are at par with the technologically changing
sector so as to maintain their relevance within the industry.
Developing employees
Having an employee for over 10yrs is a sign of the good
relationship between the employer and the worker, but
developing them within this period is an added value to the
organization (Need, 2012). There are several ways in which
developing of the employees can be achieved as in the case of
the Queenslander Credit Union.
a) Re-skilling
Two factors identified within this organization that requires
employees training include the technologic advancement as well
as the newly implemented complex regulation standards. In-
house training courseware should be developed for an IT
platforms determined by the different employees’ needs. For the
organizations development and performance employee’s
empowerment with the necessary knowledge is important.
b) Performance management
In the strategic human resource development, improvement in
performance is important, and the focus should be on those
lagging behind as far as performance is concerned. As a result,
to achieve strategic resource development efficient and a proper
performance system should be in place. For the banking sector,
an effective performance system is a key in planning, hence,
without the system, significant challenges on talent management
in the years to come for this organization will be complex
(Pasher & Ronen, 2011). This will require juggling around a
wide variety of employees with different preference as well as
different needs leading to an array of relationships between the
institution and its employees.

c) Knowledge management
The current drive that motivates employees in any organization
is not the livelihood they obtained from the organization or job
satisfactions they receive, but the feeling of empowerment they
gain (Berkley, 2013). This, therefore, requires the institution to
treat their employees differently as associates rather
subordinates, provide a home base as well lead them rather than
manage them and above all empower them. Therefore, these
aspects require rewriting the employment contracts as a way of
strategic human resource development.
d) Communication
The board should spend time in devising ways as well as
developing appropriate structures for the purpose of effective
and efficient communications (Grieves, 2011). As for the
organization in the case study, it has embraced modern forms of
communication such as the use of the internet, use of emails as
well as online communication, the traditional channels of
communication through unions are relevant as most employees’
attribute credibility as well reliability to their unions. For the
banking sectors they have a participative process, therefore, for
the Credit Union, retaining some of the traditional means of
communication can be a form of strategic human resource
development that can be used to solve the challenges faced by
the institution.
Conclusion
Determining organization’s awareness in strategic resource
development is important. There are critical choices as well as
initiatives that have to be taken in the banking system as most
stand at a cross road. For the case of Queenslander Credit
Union, the strategic measures implemented would determine the
future of the banking space and its services to its loyal
customers as well as its relevance in the banking sector.

Reference List
1. Berkley, V. R., & Gulick, S. (2013). Live first, work second:
getting inside the head of the next generation. Community
Development, 44(3), 391-392.
2. Grieves, J. (2011). Strategic human resource development.
Sage.
3. Holland, P., Sheehan, C., Donohue, R., & Pyman, A.
(2009). Contemporary Issues and Challenges in Human
Resource Management. Tilde University Press.
4. Kandula, S. R. (2011). Strategic human resource
development. PHI Learning Pvt. Ltd.
5. Kaur, R., & Singh, R. (2014). Human resource management
in banks-need for a new perspective. ZENITH International
Journal of Business Economics & Management Research, 4(12),
56-62.
6. Najafi, A. (2013). Human Resources Performance Analysis
based on a Hybrid Method. Scientific Research and
Essays, 7(4), 528-537.
7. Need, W. C. D. H. P. (2012). Human resource management:
Gaining a competitive advantage.
8. Pasher, E., & Ronen, T. (2011). The complete guide to
knowledge management: A strategic plan to leverage your
company's intellectual capital. John Wiley & Sons.
9. Reinhardt, W., Schmidt, B., Sloep, P., & Drachsler, H.
(2011). Knowledge worker roles and actions—results of two
empirical studies. Knowledge and Process
Management, 18(3), 150-174.
10. Youndt, M. A., & Snell, S. A. (2013). Human resource

configurations, intellectual capital, and organizational
performance. Journal of managerial issues, 337-360.
1
MGN431 CRA Assessment Item 2
MGN431 Strategic HRD: Assessment Item 2 HRD Plan (60%)
PERFORMANCE STANDARDS
High Distinction Distinction Credit Pass Fail
KS (1.1) Demonstrate and apply integrated and advanced
discipline and professional practice knowledge
Demonstration of current knowledge
of Strategic Human Resource
Development (SHRD) issues and
approaches relating to design,
implementation and evaluation
Weighting: 20/60
The SHRD Plan
demonstrates a
comprehensive and in-
depth knowledge of
relevant theory.
Application of relevant

theory contributes well to
achieving the goals of the
SHRD Plan.
The SHRD Plan
demonstrates a
comprehensive and
mostly in-depth
knowledge of relevant
theory. Application of
relevant theory
contributes to achieving
the goals of the SHRD
Plan.
The SHRD Plan
demonstrates some in-
depth knowledge of
relevant theory.
Application of theory makes
some contribution to
SHRD Plan with minor
errors or flaws.
The SHRD Plan demonstrates
basic knowledge of relevant
theory. Application of theory
attempts to contribute to
SHRD Plan but there are
flaws, errors and/or
omissions.
The SHRD Plan
demonstrates little or no

knowledge of relevant
theory. There is little or no
application of relevant
theory to contribute to
SHRD Plan.
HO (2.2) Exercise creativity & intellectual independence &
make informed decisions & judgements in planning, designing
& executing responses to address issues
Application of critical thinking and
creativity to development of
appropriate recommendations
Weighting: 20/60
All recommendations are
thoroughly explained and
justified by the correct and
scholarly application of
theory taking into account
the issues previously
identified in the case
organisation. The
recommendations provided
follow in a strictly logical
way from the critical
analysis and are highly
appropriate.
The recommendations
provided are explained
and justified by the
correct application of

theory taking into account
the issues previously
identified in the case
organisation. The
recommendations are
mostly well linked to the
critical analysis, and they
are appropriate.
Most of the
recommendations are
explained and justified by
the application of theory
taking into account the
issues previously identified
in the case organisation.
The recommendations
show links to the critical
analysis, more strongly in
some areas than others.
Most solutions and
recommendations are
appropriate.
Some of the
recommendations are
explained and justified by the
application of theory taking
into account the issues
previously identified in the
case organisation. The
recommendations show
some linkage to the critical
analysis, though this could
have been strengthened.
There is a degree of

appropriateness in the
recommendations put
forward; but they are not
necessarily totally
appropriate.
There is little or no
explanation and
justification of
recommendations. There is
no linkage of
recommendation(s) to
critical analysis. Any
recommendations made
are not appropriate and/or
do not relate to the case
organisation.
MGN431 CRA Assessment Item 2
PERFORMANCE STANDARDS
High Distinction Distinction Credit Pass Fail
PC (3.1) Ability to create and present professional documents
and/or reports using high levels of analysis/synthesis/evaluation
for a range of contexts and audiences
Structure and presentation of plan
Weighting 5/60
The plan is professionally
presented with substantial

attention to detail and high
standards of written
expression and grammar. It
is well structured, coherent,
with logical organisation.
The plan is professionally
presented, and is well
structured, coherent, with
a logical organisation, and
high standards of written
expression and grammar.
The plan is generally clearly
structured and coherent
with clear standards of
written expression. The
document is substantially
free of spelling and
grammatical errors.
The plan has some structure
and coherence. The written
expression is at times
unclear/ some grammatical
problems.
Plan is poorly structured,
poorly written, and lacks
coherence. Spelling and
grammar is poor.
Use of sources and referencing

Weighting: 5/60
Well-judged and well-
integrated selection of a
quality range of sources to
support content; all sources
appropriately
acknowledged; referencing
consistently accurate
Good number and range
of quality sources, mostly
critically integrated; all
sources appropriately
acknowledged; high level
of accuracy in
referencing.
Adequate number of
sources with attempt to
give a range and critically
integrate; all sources
acknowledged; only minor
inaccuracies in referencing.
Adequate number of sources
though range may be
restricted, and sources not
always well integrated; some
instances where failure to
acknowledge sources is
evident; some inaccuracies in
referencing
Sources used are

insufficient, inappropriate,
or uncritically used; lack of
proper acknowledgement
of sources; referencing
inaccurate.
Executive summary
Weighting: 10/60
The executive summary
provides a high quality,
clear, concise and
professional summary of
the report’s purpose,
analysis and
recommendations.
provides a clear and
concise summary of the
report’s purpose, analysis
and recommendations.
provides a reasonable
summary of the report’s
purpose, analysis and
recommendations.
provides a summary of parts
of the report however
elements are missing or not
well summarised.

does not adequately
summarise the purpose,
analysis and/or
recommendations and
would not be sufficiently
informative for a
management team.
MGN431 Strategic Human Resource Development
Task Instructions – Assessment Item 2
1
Assessment Item 2 MGN431: HRD Plan
Relates to learning outcomes: Unit objectives 1, 2, 3, 4 and
AOL goals: KS (1.1), HO (2.2), PC (3.1)
Length: 2,500 words in total (including 500 word executive
summary)
Weighting: 60%
Due Date: Week 13 (Friday 28 October by 4:00pm)
How to submit: Turnitin (via Blackboard site)
Referencing: QUT APA (refer Cite Write

http://www.citewrite.qut.edu.au/ on library website)
Description of the task:
Based on your HRD Needs Analysis, you will now develop a
strategic HRD Plan to address the issues previously
identified in the case study. Your plan provides
recommendations to management on the design, implementation
and
evaluation of an appropriate HRD response at both the
individual and organisation levels. Your recommendations
need to be appropriate for the organisation and well justified
using the relevant concepts and theories from this unit.
Approaches to the task:
There are many ways you might choose to approach the
development of your HRD plan however there are some key
aspects expected in your submission:
Recommendations
The proposed interventions or HRD activities you believe will
help to address the needs you identified in the first
assessment item. Given the feedback you received on that
assessment item, and the in class discussions, feel free to
add to or revise the needs you believe the organisation has,
prior to making some recommendations about the most

appropriate ways to address these needs. Remember what we
have covered in class about type of interventions –
you are not just recommending training courses but should
consider on and off the job approaches to development in
the organisation. You also need to make very clear the
objectives of any interventions your are recommending.
Implementation
Given the recommendations you have made for HRD
interventions and activities, you now need to outline how you
would suggest these are implemented. For example,
implement the recommendations?
Evaluation
Given the recommendations you have made, what approaches
would you use to evaluate the outcomes? How could
the organisation assess the extent to which the planned
activities have met the promised objectives?
Target Audience:
Your HRD Plan is written for the senior management team in
your case organisation. This means you do not need to

describe the organisation to them but can assume they have the
knowledge that you also have as a result of
conducting your first assessment item.
http://www.citewrite.qut.edu.au/
MGN431 Strategic Human Resource Development
Task Instructions – Assessment Item 2
2
Format:
This is a report to the senior management team and therefore
you should use a report style (for general information
on writing reports refer to
http://www.citewrite.qut.edu.au/write/report.jsp)
In particular for this report, it is critical for you to demonstrate
that as well as being able to write a report that is
informed by research and provides strong analysis, you can also
summarise this in a way that provides the key details
to a busy management team that may not read your full report.
Therefore, your executive summary is a critical part
of your report and subject to one separate criterion within the
requirements for this assessment. The executive

summary will not have any further information than in your
report but should summarise your key points (for this
reason, it is always a good idea to write it last!). It should be 1 -
2 pages in length and does not require any references.
How you will be assessed:
This is an individual assessment item and the marking criteria
(CRA) for this assessment is on the Blackboard site.
Frequently Asked Questions:
Do we need to revisit information about our case organisation?
you are referring to specific issues then feel free to
summarise again, but do not take up valuable word space going
back over things you presented in your first
assessment item.
How many references do you expect?
long list of references (quantity) but have not
used them well (a lack of quality). Good assignments normally
have used high quality journal articles and
have integrated them well in their discussion and used them to
back up claims they are making.
http://www.citewrite.qut.edu.au/write/report.jsp

MGN431 Strategic HRDModule 2. Framework for HRDWeek 8. HRD

MGN431 Strategic HRDModule 2. Framework for HRDWeek 8. HRD

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