BSBMGT502.

Manage People
Performance. AT2
Carefully read the following:
Boutique Build Australia Pty Ltd is a boutique building company based in Sydney that specializes in
the design and build of high-quality designer homes for the Sydney metropolitan and surrounding
areas. The company has been operational for three years.

As the Human Resources Manager for the company, you are responsible for a small team of staff
including the Human Resources Support Officer and the Learning and Development Coordinator.
The Learning and Development Coordinator is a new appointment in place for the last two months.

As the Human Resources Manager, you are responsible for:

 Taking a key and at times leadership role in the development and implementation of
generalist HR strategies, policies and projects.
 Identifying, designing and implementing general HR strategies and solutions to achieve
agreed outcomes relating to: organisational design, organisational change, performance
management, workforce and strategic planning and other generalist HR activities inclusive
of effective negotiation and consultation with staff.
 Taking ownership of the HR results and outcomes.
 Providing high level, timely and professional advice to senior managers and staff, in
interpreting and implementing human resource policy including: change management; HR
planning; industrial relations; retention, performance management; workplace health; and
organisation development and change.
 Delivering a high level of proactive and reactive support, management and advice to
managers and staff in employee relations, encompassing, equal employment
opportunity/diversity case management.
 Leading developing and motivating a small team.
 Contributing as a HR team member to develop and/or enhance policies, procedures and
systems to support HR ‘best practice”.
 Representing and providing high level advice and support on internal and external forums
and committees.
 Developing effective, collaborative relationships and networking with all internal clients and
external stakeholders.
 Assisting the team to produce best practice learning aids and presentations
 Producing a quarterly review of people statistics and analysis for distribution to internal
stakeholders

The Human Resources Support Officer is responsible for:

 Recruitment processes ensuring the needs of the business are met in addition to
adherence to legislative and internal policy requirements.
 Delivery of inductions to new employees within the office meeting legislative compliance
measures as well as equipping new employees with necessary orientation information.
  Management of WHS incident reporting identifying improvement processes to minimise
repeat incidents.
 The facilitation of ergonomic assessments and report analysis resulting in
recommendations for individual requirements.
 Liaison point for workers compensation claims between insurance company and staff.
 Implementation and maintenance of the Human Resources Information System.
 HR metrics and reporting.
 Assistance to the HR Manager in strategic HR projects.
 HR administrative support including tasks such as maintenance of personnel files;
maintenance of HR specific records on the share drive; reporting requirements relating to
surveys and performance management cycles etc.
 Other duties as required.

The Learning and Development Coordinator is responsible for:

 Contribute to the delivery and evaluation of training and education programs to staff
 Contribute to the design and development of resource materials for use in the delivery of
education and training materials for use in the delivery of training programs to staff
 Ensure that records are kept and maintained of all training activities
 Report to and cooperate with Human Resources Manager
 Ensure that all Policies and Procedures are implemented and complied with

The company also employs the following staff:

Managing Director, Operations Manager, Marketing and Sales Manager, Sales Consultants (4),
Office Manager, Human Resources Manager, Construction Manager, Site Manager (2), Production
Draftsperson (2), 6 Carpenters and a range of contract staff, including plumbers, electricians, tilers,
painters and plasterers.

The workforce is predominantly male with the only four females employed (the Office Manager and
the three Human Resources positions).

The company’s vision as stated in its Strategic Plan is to be the best boutique home builder in
Australia. Its values are listed as quality, innovation, leadership, respect and honesty and reliability.
Strategic & Operational Plan

2016 - 2018

Boutique Build Australia

Executive Summary
Established in 2013, Boutique Build Australia is a building company specialising in designing and building
high quality designer homes for the Sydney metropolitan and surrounding areas.

Our vision to be the best home builder in Australia drives everything we do, from the friendly greeting we
give to customers at our display centre, to our supplier relationships and to our employees’ professional
development.

Vision
To be the best quality home builder in Australia.

Our values
Core values underpinning our activities are:

 Quality
 Innovation
 Leadership
 Respect
 Honesty and Reliability

Strategic Priorities
Key strategies:

To be well led, high performing, profitable and accountable

 Ensure that all financial operations, performance indicators and results support the strategic policies
 Identify new, and expand existing, sources of revenue
 Achieve profits of at least 10% per annum.

Build high quality residents to meet customer needs and aspirations

 Increase sales of homes in current Sydney market by 10% per annum over the next three years.
  Establish a presence in Queensland and build at least 100 new homes in Brisbane and the Sunshine
Coast during the period of the Strategic Plan.
 Research and plan for the launch of new innovative, environmentally friendly homes

Continue building deeper customer relationships

 Customer-centred practice, with a focus on meeting their total needs for a high-quality home
 Strengthen the skills of our people, to better support customers
 Drive innovation to better meet customer demands

Attract, engage and develop the best staf

 Continuing the drive to a customer centred, high performance workforce and culture
 Strengthening the skills of our people, to better support customer needs
 Empowering innovation and responsiveness to change
 Continuing to enhance the diversity of our workforce.
Operational Objectives

The following table identifies the operational objectives we plan to achieve in pursuit of our strategic
objectives.

2018 Priorities Key performance indicator

June Employ at least 3 permanent site staf Site staf in place

July Commence recruiting for key positions Key staf established for Brisbane and
in Brisbane and Sunshine Coast Sunshine Coast

August Develop and implement work-life Increased employee satisfaction as

balance programs measured by surveys.

Oct Commence promotions in the Presence in Brisbane established

Brisbane and Sunshine Coast market

Set up display centre in Brisbane and

Caloundra QLD

November Staf performance reviews All staf performance reviews conducted

using new performance review system

Learning and development plans

documented and implemented for all staf

2019

Jan Develop and implement strategies for Number of females in company increased by
increasing number of women in the at least 4 by mid 2017
workplace

March Commence design of environmentally Designs completed

friendly homes

May Commence marketing environmentally Build at least 4 environmentally friendly

homes homes by the end of 2017

November Staf performance reviews All staf performance reviews conducted

2020
Feb Review other potential markets Potential markets explored

Sept Analyse workforce diversity Number of women in workforce continuing

to increase

Nov Staf performance reviews All staf performance reviews conducted

The Market

Market characteristics & conditions

The construction industry had been facing a stagnant phase in recent times, however experts predict a
turnaround, providing real opportunities in the sector. Although much of the construction industry is
expected to see real growth in the coming 12 months, the residential building sector should experience the
most.

The Housing Industry Association (HIA) recently released their National Outlook and announced that this
year would see a new record of homes commenced. According to the statistics, record 195,936 new
dwelling commencements are forecast in 2018/19, a 7.7 per cent growth on the previous year.

Although 2017 saw a rise in overall numbers, a significant portion of building approvals never started,
sparking further opportunities when these begin in 2018. Project Managers, Structures Forepersons and
Commercial Contract Administrators will be at the top of any wish list for construction businesses this year.

Although a number of states are set for an increase, the Sunshine State to experience the most growth. The
Queensland Government is providing support by ofering first home buyer/builder grants, as well as easier
procedures for development application approvals.

Globally it is expected that the construction industry will grow from $7.2 trillion to over $12 trillion. The
global construction industry has a number of challenges and opportunities according to a recent report by
Global Construction Perspectives and Oxford Economics. A number of factors are expected to afect
outcomes:
 Countries’ decisions with respect to carbon reduction, climate change, waste disposal, clean
technology and renewables.
 Emerging economies in general are expecting large population increases in the coming decade,
creating demand for construction activity. Population growth in developed countries will be flat.
 Relatively speaking, developing countries are expected to grow at 2 to 3% per year and emerging
countries at 6 to 7% per year.
 Emerging countries currently represent about 35% of global construction output and this is expected
to increase to 55% by 2020.
 The key area of construction growth in emerging countries will be infrastructure: transport, energy,
social infrastructure, schools, hospitals, government accommodation, water, defence infrastructure
and natural resources. These projects are expected to increase by 130% in developing countries by
2020, but by only 20% in developed countries.
 Amongst developed countries North America is will see the highest growth rate mostly in residential
construction which will grow at double digits annually. South and Central America, the Middle East
and Africa will grow moderately with Western Europe seeing the lowest growth.
 Eastern Europe and Russia are expected to expand construction by 100%, primarily led by Poland
and Russia, by 2020.
 China is expected to become the world’s leading construction market by 2018 with a construction
output of $2.5 trillion.

In the future, trends in technology, particularly information technology (IT), may be the greatest driver of
change in the building and construction industry. Electronic tendering and documentation, data
communication, virtual design, shared project data and databases, construction automation, and energy
management will have a significant impact on industry practices. Those parties that are slow to react to
these trends will have difficulty in remaining competitive.
Situation Analysis

Strengths Weaknesses

 Value and quality  Focus on Sydney market only

 Strong management  Brand name not developed as yet

 Customer loyalty  High turnover of casual workforce

 Friendly organisational culture  Lack of diversity in workforce

 Level of available finance for investment

Opportunities Threats

 Environmental effects
 Housing sector experiencing growth  Changes in Industry/ Government
legislation affecting construction industry
 Potential for growth in Brisbane and  Possible adverse effects of government
Sunshine Coast markets policy formulation
 High level of competition
 Innovation in environmental housing  Predicted uncertainties in the world
economy impacting level of demand for
housing
 Low price competitors
 Failing to satisfy clients demands

Marketing Strategies

Our marketing strategies aim to:

 build trust,
 generate leads now,
  help to convert those leads quickly, and
 will form the basis of ongoing relationships and referrals.

We plan to develop our market share by:

 Improving our marketing and advertising
 Continually improving the quality of service given to clients
 Maintaining effective communication channels with all stakeholders to ascertain industry
requirements and then develop products and manage services accordingly
 Continually improving communication channels with all our stakeholders, ensuring a flow of timely
and accurate information to facilitate effective planning and decision making
 Targeting identified growth markets with planned, market appropriate campaigns employing a variety
of promotional strategies and advertising mediums
 Offering attractive fee structures to our clients
 Continually improving the skills, knowledge and effectiveness of Boutique Build Australia through our
commitment to training and development
 Regularly reviewing the effectiveness of all our operations and making improvements when and
where necessary
Risk Management

The following section identifies the associated risks in pursuit of our strategic objectives and how we will
deal with them.

Strategic Objectives

1. To be well led, high performing, profitable and accountable

2. Build high quality residents to meet customer needs and aspirations
3. Continue building deeper customer relationships
4. Attract, engage and develop the best staf

Risk Australian government changing policy in relation to industry

 Accepting policy change will be a constant factor to manage

 An understanding of this should be instilled in all staf
 Develop ability to foresee and react quickly to change
 Maintain efective communication channels with stakeholders
 Diversification of source markets
 Develop product range
Related to Strategic Objectives: All

Risk Significant drop in cash flow

 Identify operating costs as per future plans and past performance

 Identify available finance available
 Efficient invoicing and debt recovery
 Accurate income projections
 Close monitoring of expenditure
 Arrange overdraft facilities
 Scenario planning
Related to Strategic Objectives: All
Risk Failure to recruit planned number of clients

 High quality delivery of all services

 Swift reaction to feedback
 Skilled motivated staf
 Attractive fee structures
 Efective market research
 Monitor performance
 Take early corrective action if not meeting targets/ expectations
 Maintaining efective relationships with clients
 Maintaining efective communication channels with all stakeholders
Related to Strategic Objectives: All

Risk The world recession and the domino efect

 Diversification of target market

 Target markets with strong growth forecasted
 Monitor the economic trends
 Regularly review performance in line with anticipated market conditions
 Develop culture of accepting continual change
 React quickly to change
 Scenario planning
 Maintaining efective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2

Risk Over committing resources

 Balance activities with amount of finance available for investment

 Financial planning
 Monitoring of cash flow
 Review invoicing/ debt recovery system
 Swift response to identified issues
 Accessing financial advice
Related to Strategic Objectives: 1, 2, 4

Risk Adverse changes in market conditions

 Efective communication channels

 Continuous market research
  Monitor new markets and overall recruitments trends for all market segments
 Scenario planning
 Develop working knowledge of potential markets
 Networking
 Maintaining efective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2, 4

Risk Changes to Acts and other relevant legislation

 Emphasis on professional, ethical practices with all stakeholders

 Staf training
 Leading by example
 Policy implementation and monitoring
 Efective communication channels with all stakeholders
 Ability to manage change
 Managing available finance for re-investment
Related to Strategic Objectives: All

Risk Shortage of/ Difficulty in recruiting appropriate qualified and skilled staf

 Development of HR policies and procedures

 Ofer attractive salary package
 Provide opportunities for career progression
 Develop stimulating and enjoyable working environment
 Commitment to training and development
 Commitment to professional development
Related to Strategic Objectives: 5

Risk Failure to meet and manage client’s expectations

 Accurate and timely communication with potential and current clients

 Management of recruitment activities
 Continuous improvement system
 Regularly review learning and teaching approaches, resources, structure and systems
 Client management policies in academic and support services
 Industry liaison
 Reviewing efectiveness of communication channels with clients
 Employing a continuous improvement approach to all operations
 Continuous market research and action
  Systematic feedback on management performance and personal reflection
Related to Strategic Objectives: All

Risk Failure to comply with legislation

 Consistently implement compliant policies and procedures

 Continuous improvement system
 Commitment to training and development
 Systematic review of policies and procedures
 Regular reviews of all operations
Related to Strategic Objectives: All

Risk Failure to control expenditure

 Efective financial planning and review

 Co-ordination of activities
 Systematic review of practice
 Financial management and control systems
 Facilities management
 Implementation of efficient processes
 Efficient procurement of products and services
 Cost comparisons prior to purchasing
Related to Strategic Objectives: 1, 4

Risk Only providing boutique homes

 Weighting between diversification/ specialisation

 Monitor recruitment trends per market
 Forecasting
 Cost benefit analysis
 Developing reputation for being a specialist in high quality homes
 Developing market share for boutique homes
Related to Strategic Objectives: 1, 2, 3

Risk Inefective planning

  Experienced management team
 Continuous market research
 Planning system
 Organisation structure and systems
 Regular review of structure, systems and procedures
 External liaison
 Maintaining efective communication channels with all stakeholders
Related to Strategic Objectives: All

Risk Competitors undercutting prices

 Maintain competitive pricing policy

 Monitor competitors’ prices and quality
 Regularly review financial management models/ processes
 Continue focusing on quality
 Continue strategy of quality brand promotion
Related to Strategic Objectives: All
Risk Rate of growth in client numbers

 Systematic review of systems and practice

 Buying in knowledge and skills
 Sourcing reliable market information
 Strategic and operational planning
 Review/ amend management structure
 Develop policies and procedures
 Regular reviews of capacity and operation of all functional and curriculum areas
 Good communication channels with stakeholders
 Recruitment policy
 Finance available for expansion
Related to Strategic Objectives: 1, 2, 3, 4

Risk Unethical/ unprofessional practices of staf

 Staf selection processes

 Staf monitoring systems
 Previous experience of managing staf
 Swift reaction to feedback
 Termination of agreements
 Maintain currency of market recruitment trends
 Maintain relationships with HR organisations
Related to Strategic Objectives: All

Risk Casual staf team

 Develop database of contract staf

 Employ a permanent team of staf
 Planning for holidays/ leave
 Maintain relationships with HR organisations
 Ofer incentivised pay structure for casual staf
Related to Strategic Objectives: All
Q1
Meet with the Managing Director (your assessor).
Review the case study information above, as well as the Strategic
Plan prior to attending attend a meeting with the Managing Director
(your assessor).
The purpose of the meeting will be to discuss the development of a
work plan for your team for the coming year to ensure that
operational objectives for 2018 – 2019 are met as outlined in the
organisation’s Strategic Business Plan. Make notes on any questions
that you have.
The Managing Director will discuss the following information with you:
 Overall strategic goals
 Operational objectives
 Resources available

Q2
Meet with Managing Director (your assessor).
Observation checklist
During the meeting, the student will need to demonstrate effective communication skills
including:
Did the student: Yes No Trainer comments
Attend the meeting ☐ ☐
Using non-verbal communication to assist ☐ ☐
with understanding
Responding to questions as required ☐ ☐
Using active listening techniques to confirm ☐ ☐
understanding

a)
Summarise what information was discussed
b)
Summarise what suggestions were discussed for the workplan

Q3a
Develop a workplan (action plan)
After the meeting, you will need to develop an workplan (action plan) for the human
resources team based on the meeting discussion.
Use the Human Resources Action Plan Template to guide your work. (Download)

The plan you develop should take into account all of the information provided to you at the
meeting and include:
Actions (focused on achieving operational objectives)
Priority
Timelines
Responsibilities (ensuring that task are allocated as appropriate to the staff member’s level
of responsibility and to maximize efficiency in terms of completing groups of similar
actions)
Performance indicators

Boutique Build Australia

Human Resources Action Plan

Strategies Actions Priority Time Responsibility Performance

(what) (how) (L/M/H) Frame (who) Indicators
s (measurement
(when) )

Q3b
In 200 words discuss how your workplan is:
Efficient
Cost effective
Outcome focused

Q4
You will also need to develop a risk assessment to assess the likelihood of negative events
preventing the company in meeting the actions as specified in the work plan you have
developed and the likely consequences of such events.
Use the Risk Management Plan and Assessment Template to review the Risk
Management Plan and complete the risk assessment table.

Boutique Build Australia

Risk Management Plan

Risk management

The risk assessment process will be used by the management team to ensure risk control methods are
included in all organisational planning, management of operations and governance.

Definitions
The following definitions are based on the Australian and New Zealand Risk Management Standard AS/NZS
4360:2004.

Risk
The chance of something happening which will have an impact upon objectives.
It is measured in terms of consequence and likelihood.

Likelihood
A qualitative description or synonym for probability or frequency.

Consequence
The outcome of an event or situation, expressed qualitatively or quantitatively, being a loss, injury,
disadvantage or gain. There may be a range of possible outcomes associated with an event.

Risk assessment
The overall process of risk analysis and risk evaluation.

Risk treatment/control methods

Selection and implementation of appropriate options for dealing with risk. Conceptually, treatment options
will involve one or a combination of the following five strategies:
 Avoid the risk.
  Reduce the likelihood of occurrence.
 Reduce the consequences of occurrence.
 Transfer the risk.
 Retain/accept the risk.

Risk management process

The systematic application of management policies, procedures and practices to the tasks of establishing
the context, identifying, analysing, evaluating, treating, monitoring and communicating risk.

Risk assessment legend

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Risk assessment
Risk Consequence Severity Likelihood Treatment/control Person responsible
s Rating Rating methods

Q5.
Send an email to the CEO.
The text of the email should be in grammatically correct English, written in an appropriate
(polite, business-like) style.

It should introduce and summarise the contents of the attachment and ask for the place,
date and time of a meeting so you can discuss these documents with your team.
Put the final email sent in the box below:

Q6
As you have also decided that this is a good opportunity to remind staff of Code of
Conduct requirements, you should review the Code of Conduct provided to you ahead of
the meeting so that you are able to explain key requirements to staff. Download the Code
of Conduct
Email a summary on your thoughts regarding the company’s Code of Conduct to the
Board of Directors.
In your email
Identify 2 improvements that could be made to the Code of Conduct.
Also discuss how the Code of Conduct meets legal requirements

Email
To:
From:
Subject:
Date:

Consult the code of conduct below if needed before to answer

Boutique Build Australia

Staff Code of Conduct

Purpose

This code aims to guide the conduct of staff in the performance of their duties as an employee of Boutique
Build Australia and is intended to provide practical assistance for staff faced with ethical challenges.

Overview

All staff of Boutique Build Australian are expected to perform the duties associated with their position
skillfully, impartially and diligently in order to contribute to the efficient and economic achievement of
Boutique Build Australia’s strategic goals.
Staff should be guided in their conduct by the principles established by this code. If there is any doubt as to
the applicability of the code, or the appropriate course of action to be taken in certain circumstances, the
matter should be discussed with a senior member of staff.

Code

1. Ethical principles
1.1 The fundamental ethical principles on which this code of conduct is based are:
 respect for others
 integrity
 diligence
 economy and efficiency.

2. Respect for others

2.1 All staff are expected to treat others, including other staff and customers with fairness and respect.
This involves:
 courtesy and responsiveness in dealing with others
 being sensitive to and respecting the rights and dignity of others
 making reasonable, fair and consistent decisions
 avoiding behaviour which might reasonably be perceived as harassment, victimization or
intimidation
 avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality, ethnic
background, nationality, disability, political conviction, religious belief, or other grounds covered
by relevant legislation
 allowing alternative points of view to be expressed and reasonably debated.
3. Integrity
3.1 All Boutique Build Australia staf have an obligation as a citizen and as an employee to observe the
laws of the State and Commonwealth.
3.2 Staf are required to be familiar with and comply with, all relevant Boutique Build Australia’s
policies, procedures and codes of practices of the organisation.

4. Conflicts of interest
4.1 Staf should be honest in performing their role and avoid conflicts between their private interests
and those of their responsibilities to Boutique Build Australia.
4.2 Conflicts of interest may arise when a staf member is in a situation where personal circumstances
are afected by the decisions or duties carried out in their role. A conflict may arise when any of
the following are involved:
 financial interests
 personal or sexual relationships
 personal beliefs
 outside employment
 political participation
 use of confidential information
 use of facilities, equipment and resources
 acceptance of gifts or benefits.
4.3 All staf must act responsibly and report any actual or perceived conflicts of interest that arise as
part of their role. If there is any question as to whether a conflict exists, staf must discuss the
circumstances to management to determine whether a conflict exists. Appropriate strategies will
be developed to manage any reported or perceived conflicts of interest.

5. Diligence
5.1 Staff are expected to carry out their duties in a professional, ethical and diligent manner at all times.
This means staff must:
 make decisions fairly, impartially and without bias, using the best information available
 keep records and documentation to support their decisions
 always aim to achieve the highest possible standard of performance
 continuously develop their knowledge in their professional fields and areas of responsibility.
Trainers and assessors must continue developing their vocational competencies to support
continuous improvements in the delivery of the services provided by Boutique Build Australia
 exercise best judgment in the interests of Boutique Build Australia
 maintain adequate documentation to support decisions made
 ensure outside interests do not interfere with ability to meet the responsibilities of their role
 adhere to professional codes of conduct and standards of ethics
 act responsibly when becoming aware of any unethical behaviour or wrong doing by any other
person. This may involve a report to a senior member of staff.

6. Economy and efficiency

6.1 Staff should use Boutique Build Australia resources, facilities and intellectual property only for
legitimate purposes related to their role with Boutique Build Australia.
6.2 Staff should avoid waste or minimize it where avoidance is not possible.
6.3 Staff should maintain sufficient security and protection of Boutique Build Australia property,
facilities, resources and intellectual property.

7. Breach of the code

 7.1 This code of conduct is designed to promote and enhance the ethical practice of staff. If any staff
member is found to have breached this Code, Boutique Build Australia may decide to take action
against them. This may include disciplinary action for misconduct or serious misconduct. Any such
action may result in sanctions imposed, including and up to, termination of employment.

8. Legislation
This code of conduct is informed by the following legislation with which all staff must comply.
 Privacy Act 1988
 Copyright Act 1968
 Freedom of Information Act 1982
 Work Health and Safety Act 2011
 Disability Discrimination Act – Education Standards 2005

Q7.
Meet with the HR team (your assessor and nominated students) to discuss the work plan
and allocate tasks
Meet with your work team to discuss the HR work plan, allocate tasks and confirm
performance standards and work outputs as per your plan, as well as agree on
performance indicators for tasks.

At the meeting:
Provide an introduction to the meeting, including the purpose of the meeting.
Provide a copy of the work plan.
Explain that the work plan is based on the Strategic Business Plan objectives.
Go through each of the actions, responsibilities, timelines and performance indicators.
Explain the key themes of the Code of Conduct and employee responsibilities.
Confirm agreement from all staff regarding the new HR Plan

During the meeting, you will need to demonstrate the effective interpersonal and
communication skills including:
Team building techniques including clear explanation of goals and outcomes
Asking questions and listening to responses to clarify understanding
Active listening skills
Respecting and acknowledging the views of others
Non-verbal communication skills that encourage discussion and feedback, for example,
nodding, smiling, eye contact.
Boutique Build Australia

Staff Code of Conduct

Purpose

This code aims to guide the conduct of staff in the performance of their duties as an employee of Boutique
Build Australia and is intended to provide practical assistance for staff faced with ethical challenges.

Overview

All staff of Boutique Build Australian are expected to perform the duties associated with their position
skillfully, impartially and diligently in order to contribute to the efficient and economic achievement of
Boutique Build Australia’s strategic goals.
Staff should be guided in their conduct by the principles established by this code. If there is any doubt as to
the applicability of the code, or the appropriate course of action to be taken in certain circumstances, the
matter should be discussed with a senior member of staff.

Code

9. Ethical principles
1.2 The fundamental ethical principles on which this code of conduct is based are:
 respect for others
 integrity
 diligence
 economy and efficiency.

10. Respect for others

2.2 All staff are expected to treat others, including other staff and customers with fairness and respect.
This involves:
 courtesy and responsiveness in dealing with others
 being sensitive to and respecting the rights and dignity of others
 making reasonable, fair and consistent decisions
 avoiding behaviour which might reasonably be perceived as harassment, victimization or
intimidation
 avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality, ethnic
background, nationality, disability, political conviction, religious belief, or other grounds covered
by relevant legislation
 allowing alternative points of view to be expressed and reasonably debated.

11. Integrity
3.3 All Boutique Build Australia staf have an obligation as a citizen and as an employee to observe the
laws of the State and Commonwealth.
3.4 Staf are required to be familiar with and comply with, all relevant Boutique Build Australia’s
policies, procedures and codes of practices of the organisation.
12. Conflicts of interest
4.4 Staf should be honest in performing their role and avoid conflicts between their private interests
and those of their responsibilities to Boutique Build Australia.
4.5 Conflicts of interest may arise when a staf member is in a situation where personal circumstances
are afected by the decisions or duties carried out in their role. A conflict may arise when any of
the following are involved:
 financial interests
 personal or sexual relationships
 personal beliefs
 outside employment
 political participation
 use of confidential information
 use of facilities, equipment and resources
 acceptance of gifts or benefits.
4.6 All staf must act responsibly and report any actual or perceived conflicts of interest that arise as
part of their role. If there is any question as to whether a conflict exists, staf must discuss the
circumstances to management to determine whether a conflict exists. Appropriate strategies will
be developed to manage any reported or perceived conflicts of interest.

13. Diligence
5.2 Staff are expected to carry out their duties in a professional, ethical and diligent manner at all times.
This means staff must:
 make decisions fairly, impartially and without bias, using the best information available
 keep records and documentation to support their decisions
 always aim to achieve the highest possible standard of performance
 continuously develop their knowledge in their professional fields and areas of responsibility.
Trainers and assessors must continue developing their vocational competencies to support
continuous improvements in the delivery of the services provided by Boutique Build Australia
 exercise best judgment in the interests of Boutique Build Australia
 maintain adequate documentation to support decisions made
 ensure outside interests do not interfere with ability to meet the responsibilities of their role
 adhere to professional codes of conduct and standards of ethics
 act responsibly when becoming aware of any unethical behaviour or wrong doing by any other
person. This may involve a report to a senior member of staff.

14. Economy and efficiency

6.4 Staff should use Boutique Build Australia resources, facilities and intellectual property only for
legitimate purposes related to their role with Boutique Build Australia.
6.5 Staff should avoid waste or minimize it where avoidance is not possible.
6.6 Staff should maintain sufficient security and protection of Boutique Build Australia property,
facilities, resources and intellectual property.

15. Breach of the code

7.2 This code of conduct is designed to promote and enhance the ethical practice of staff. If any staff
member is found to have breached this Code, Boutique Build Australia may decide to take action
against them. This may include disciplinary action for misconduct or serious misconduct. Any such
action may result in sanctions imposed, including and up to, termination of employment.
16. Legislation
This code of conduct is informed by the following legislation with which all staff must comply.
 Privacy Act 1988
 Copyright Act 1968
 Freedom of Information Act 1982
 Work Health and Safety Act 2011
 Disability Discrimination Act – Education Standards 2005

DID THE STUDENT YES NO TRAINER

COMMENTS
Team building techniques including clear explanation ☐ ☐
of goals and outcomes
Asking questions and listening to responses to clarify ☐ ☐
understanding
Active listening skills ☐ ☐
Respecting and acknowledging the views of others ☐ ☐
Non-verbal communication skills that encourage ☐ ☐
discussion and feedback, for example, nodding,
smiling, eye contact.
Ask questions and confirm information provided during ☐ ☐
the meeting with the Managing Director to identify work
activities for human resources for the year and the
resources available?
Submit a completed work plan using the template ☐ ☐
provided and that includes actions, priority and
timelines, responsibilities. Performance indicators that
all relate to the organisations operational objectives
and discussion at the meeting?
Identify relevant risks and treatment measures and ☐ ☐
document in the risk management plan?
At the meeting with the team, explain the work plan to ☐ ☐
the team, including all actions, timelines,
responsibilities and performance measures
At the meeting, explain the organisations code of ☐ ☐
conduct