Modification History
PSPHR702B Release 2: Layout adjusted. No changes to content.
PSPHR702B Release 1: Primary release.
Unit Descriptor
This unit covers formulation of a strategic human resource plan that links the human resource function with the direction of business units and the organisation. It includes identifying key issues, and developing, implementing and evaluating the strategic human resource plan.
In practice, strategic human resource planning overlaps with other generalist and specialist workplace activities such as influencing change, shaping diversity management, influencing strategic policy, strategic planning etc.
This unit replaces and is equivalent to PSPHR702A Formulate a strategic human resource plan.
Application of the Unit
Not applicable.
Licensing/Regulatory Information
Not applicable.
Pre-Requisites
Not applicable.
Employability Skills Information
This unit contains employability skills.
Elements and Performance Criteria Pre-Content
Elements are the essential outcomes of the unit of competency. |
Together, performance criteria specify the requirements for competent performance. Text in bold italics is explained in the Range Statement following. |
Elements and Performance Criteria
ELEMENT |
PERFORMANCE CRITERIA |
1 . Identify key human resource issues arising from the organisation's strategic plan |
1.1 The organisation's strategic and business plans are analysed to determine key human resource issues. 1.2 Internal/external factors likely to impact upon the workforce profile and future human resource requirements are identified and considered. 1.3 Workforce data is analysed for trends to determine key human resource issues. 1.4 Business units and senior management within the organisation are consulted for information on future requirements. 1.5 Forward planning tools are utilised to predict longer term issues and needs to be addressed in the strategic human resource plan. |
2 . Develop a plan to meet the human resource requirements of an organisation |
2.1 The plan is developed based on data drawn from information sources, consultations with stakeholders , and good practice models, and is consistent with relevant legislative and policy requirements . 2.2 Strategies for workforce planning, workforce management , managing succession and skill shortages are contained in the plan to support the organisation's business vision and provide for the right people to be in the right place at the right time. 2.3 Strategies are included within the plan consistent with the organisation's strategic perspective. 2.4 Risks associated with planned strategies are identified and addressed. 2.5 Resource requirements are identified and a budget is prepared to support the implementation of the plan and performance indicators and timeframes are prepared to provide a basis for monitoring. |
3 . Implement a human resource plan |
3.1 Agreement on the plan is obtained through consultation with other business units within the organisation. 3.2 The human resource plan is documented and communicated to other business units in accordance with the needs of a diverse workforce. 3.3 Systems and tools required to support implementation are identified in accordance with organisational requirements. 3.4 Human resource strategies are implemented in accordance with the plan and are monitored and revised against the budget and key performance indicators. 3.5 Support in implementing the plan is provided to business units in accordance with organisational requirements. |
4 . Evaluate the effectiveness of the human resource plan |
4.1 Ongoing monitoring/evaluation of the plan is undertaken to adjust strategies as needed to take account of new developments or contingencies. 4.2 A reliable and valid evaluation methodology is developed and implemented to formally evaluate outcomes. 4.3 The plan is judged in accordance with its effectiveness in contributing to the achievement of the organisation's strategic goals and business objectives. 4.4 A range of information is utilised and analysed to provide a basis for the judgments to be made in relation to the plan's effectiveness. 4.5 Outcomes of the evaluation are reported with appropriate recommendations for enhancement of the plan, to inform ongoing planning and integrate human resource planning into the organisational planning framework. |
Required Skills and Knowledge
This section describes the essential skills and knowledge and their level, required for this unit. |
Knowledge requirements Look for evidence that confirms knowledge and understanding of:
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Skill requirements Look for evidence that confirms skills in:
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Evidence Guide
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package. |
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Units to be assessed together |
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to: PSPETHC701A Lead and influence ethical practice in the public sector PSPHR703A Provide leadership in strategic human resource management PSPMNGT701B Provide strategic direction PSPMNGT702A Influence and shape diversity management PSPMNGT703A Lead and influence change PSPMNGT704A Undertake enterprise risk management PSPPOL701A Influence strategic policy |
Overview of evidence requirements |
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
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Resources required to carry out assessment |
These resources include:
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Where and how to assess evidence |
Valid assessment of this unit requires:
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
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For consistency of assessment |
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments |
Range Statement
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here. |
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Internal and external factors within the organisation's operating environment may include: |
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Workforce data may include: |
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Forward planning tools may include: |
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Stakeholders may include: |
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Legislative and policy requirements may include: |
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Strategies to manage the workforce may include: |
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Sources of information for evaluation may include: |
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Unit Sector(s)
Not applicable.
Competency field
Competency field |
Human Resource Management |