Manage Project Human Resources Introduction to Human Resources Diploma of Project Management 17872 Qualification Code BSB51507 Unit Code BSBPMG506A

Manage Project Human Resources INTRODUCTION 2

Project Human Resource Management processes that organise, manage and lead the project team Project Team comprised of the people assigned roles and responsibilities for completing the project the composition of the project team changes during the different phases of the project Project Management Team a subset of the Project Team, assists the Project Manager responsible for project management and leadership activities Adapated from PMBOK 4th Edition

Managing the Project Team Influencing the project team Being aware of human resource factors that may impact the project Managing – team environment, location, politics, cultural issues, organisational factors Professional and ethical behaviour All team members should follow ethical behaviours Often need to document expected values and behaviours HR legal frameworks and regulatory compliance Being aware of and complying with HR laws, regulations, policies and procedures Adapated from PMBOK 4th Edition

Human Resource Management LEGAL ENVIRONMENT 5

HRM Legal Frameworks in Australia As soon as you are responsible for the management of people, you need to ensure that you are aware of and comply with all relevant Human Resource Management legal frameworks There are various national, state, industry and organisation specific regulations including – Federal Legislation Federal Regulations and Guidelines State Legislation State Regulations and Guidelines Industry Specific Regulations and Guidelines Organisational Policies and Procedures

HRM Legal Frameworks in Australia As a people manager you can be held personally liable for breaches of legislation, regulations, guidelines and organisational policies and procedures. It is common knowledge that you can be convicted for not complying with HRM legislation and regulations, but recent cases have set precedents for court action where organisational policies and procedures have not been correctly followed. If your organisation has documented HRM policies and procedures that are not being followed, then legal action can be taken against the organisation and people leaders who have not implemented the policies and procedures correctly.

Fair Work Act 2009 On 1 July 2009 Fair Work Australia began operations as part of a new national workplace relations system underpinned by the Fair Work Act 2009. Some of the significant changes in major areas such as - Agreement making Assistance for the low-paid Dismissal Dispute resolution General protections Good faith bargaining Industrial action—no formal start of bargaining Minimum wage setting National Employment Standards Visit www.fwa.gov.au for further information

Federal Discrimination Legislation The federal Parliament has passed a number of laws which aim to protect people from discrimination in public life and from breaches of their human rights - Age Discrimination Act 2004 Disability Discrimination Act 1992 Human Rights and Equal Opportunity Commission Act 1986 Race Discrimination Act 1975 Sex Discrimination Act 1984 The Australian Human Rights Commission administers these laws. They have the authority to investigate and conciliate complaints of discrimination and human rights breaches Visit www.hreoc.gov.au for further information

Age Discrimination The Age Discrimination Act 2004 helps to ensure that people are not treated less favourably on the ground of age in various areas of public life including: employment provision of goods and services education administration of Commonwealth laws and programs The Act also provides for positive discrimination – that is, actions which assist people of a particular age who experience a disadvantage because of their age

Disability Discrimination The Disability Discrimination Act 1992 has as its major objectives to eliminate discrimination against people with disabilities promote community acceptance of the principle that people with disabilities have the same fundamental rights as all members of the community, and ensure as far as practicable that people with disabilities have the same rights to equality before the law as other people in the community.

Race Discrimination The Racial Discrimination Act 1975 gives effect to Australia's obligations under the International Convention on the elimination of all forms of racial discrimination. Its major objectives are to - promote equality before the law for all persons, regardless of their race, colour or national or ethnic origin, and make discrimination against people on the basis of their race, colour, descent or national or ethnic origin unlawful.

Sex Discrimination The Sex Discrimination Act 1984 gives effect to Australia's obligations under the Convention on the Elimination of All Forms of Discrimination Against Women and certain aspects of the International Labour Organisation (ILO) Convention 156 Its major objectives are to - promote equality between men and women eliminate discrimination on the basis of sex, marital status or pregnancy and, with respect to dismissals, family responsibilities, and eliminate sexual harassment at work, in educational institutions, in the provision of goods and services, in the provision of accommodation and the delivery of Commonwealth programs.

Other Federal Legislation Affirmative Action (Equal Employment Opportunity for Women) Act 1986 Racial Hatred Act 1995 Equal Opportunity for Women in the Workplace Act 1999 Occupational Health and Safety (Commonwealth Employment) Act 1991 Workplace Relations Act 1996 Workplace Relations Regulations 1996 Privacy Act 1988

State Based Legislation - NSW www.legislation.nsw.gov.au is the official NSW Government website for online publication of legislation and is provided and maintained by the Parliamentary Counsel’s Office Major NSW Human Resource legislation includes - Occupational Health and Safety Act 2000 Workers Compensation Act 1987

Occupational Health and Safety The objectives of the Occupational Health and Safety Act 2000 (NSW) are to - secure and promote the health, safety and welfare of people at work protect people against workplace health and safety risks provide for consultation and cooperation between employers and workers in achieving the objects of the Act ensure that risks are identified, assessed and eliminated or controlled, develop and promote community awareness of occupational health and safety issues, provide a legislative framework that allows for progressively higher standards of occupational health and safety to take account of new technologies and work practices protect people against risks arising from the use of plant (ie. machinery, equipment or appliances). Source - www.workcover.nsw.gov.au

Workers Compensation Workers compensation provides protection to workers and their employers in the event of a work related injury or disease. Through the workers compensation system injured workers may have an entitlement to weekly payments, lump sums for permanent impairment (and pain and suffering where applicable), payment of medical bills, provision of legal assistance to pursue a claim and intensive rehabilitation assistance All employers must have a workers compensation policy to insure themselves against compensation claims for workplace injuries if they pay more than $7,500 in wages, employ an apprentice or trainee, or are part of a group for premium purposes The NSW workers compensation system operates under the Workers Compensation Act 1987 and the Workplace Injury Management and Workers Compensation Act 1998 Source - www.workcover.nsw.gov.au

Workers Compensation in NSW The New South Wales workers compensation system comprises four elements - New South Wales WorkCover Scheme – which provides workers compensation insurance through contracted Scheme Agents to employers operating in New South Wales. SICorp (through the Treasury Managed Fund) – manages workers compensation, administration and financial liability for most public sector employers except those who are self-insurers. Self-insurers – organisations with enough capital to underwrite, pay and manage their own claims. There are strict criteria that employers must meet prior to WorkCover granting a self-insurers licence. Specialised insurers – underwrite workers compensation insurance risk for a specific industry or class of business or employers. Source - www.workcover.nsw.gov.au

Bullying and Harassment Falls more under regulations or guidelines Not specifically defined in legislation but normally falls under Anti Discrimination Bullying may not be unlawful under federal and state anti-discrimination legislation Can be hard to take action unless the harassment also involves some form of obvious discrimination covered by law Often included in organisational HR policies and procedures * Sourced from www.hreoc.gov.au

Bullying and Harassment Definition of workplace bullying is "the repeated less favourable treatment of a person by another or others in the workplace, which may be considered unreasonable and inappropriate workplace practice. It includes behaviour that intimidates, offends, degrades or humiliates a worker." (Source ACTUQ/QCCI/Qld Govt Dept of Workplace Health and Safety) Bullying behaviour may include - physical or verbal abuse yelling, screaming or offensive language excluding or isolating employees psychological harassment intimidation assigning meaningless tasks unrelated to the job giving employees impossible jobs deliberately changed work rosters to inconvenience particular employees undermining work performance by deliberately withholding information vital for effective work performance * Sourced from www.hreoc.gov.au

Organisational Policies and Procedures Most medium and large organisations have specifically documented Human Resource Management Policies and Procedures These must comply with relevant legislation and be followed by all people leaders in order to avoid legal action Why have them? Protect workers rights and safety Avoid legal action Assign some of the responsibility to people leaders

Common HR Policies and Procedures Equal Employment Opportunity Occupational Health and Safety Recruitment and Termination People Management Poor Performance Management Employee complaint procedures There may be others….it is your job to find them and follow them!

Human Resource Management PERFORMANCE MANAGEMENT 23

Performance Management Lifecyle

Before Recruitment & Selection Before you start recruitment and selection – Determine and agree the project scope Define the Work Breakdown Structure Define the project team structure Determine the vacancies Develop detailed position descriptions Understand organisational policies & procedures for recruitment Check preferred supplier list for recruitment agencies

Position Descriptions Used to define and document the detailed responsibilities of particular roles Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project Project 1 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Position Description Role – Project Manager Duties ….. Preferred Experience…. Mandatory Skills…. Desirable Skills….. Qualifications…. Project 2 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Project 3 Role – Project Manager Detailed deliverables Detailed roles & responsibilities

Position Descriptions Basic Inclusions – Job Title Department Reporting Line – up and down Purpose Team Size Budgetary Authority Other Authority Levels Skills & Experience Qualifications

Position Descriptions Other Common Inclusions – Salary Range Type of employment – contract, permanent, fixed term Detailed roles and responsibilities Conditions and benefits Organisation overview Accountabilities Key capabilities or competencies Mandatory knowledge, skills and experience Desirable knowledge, skills and experience Policies and procedures to be followed

Steps for Recruitment & Selection Step 1: Identify the Vacancy Step 2: Review or Create Position Description Step 3: Obtain Approval if Required Step 4: Determine recruitment strategy Resource pool Internal transfer or promotion External market Advertising method Recruitment partner 

Steps for Recruitment & Selection Step 5: Prepare Recruitment and Selection Materials Selection criteria Interview questions Reference questions Skills test Recruitment Panel if required  Step 6: Review Applicants and Prepare Short List Remember HR Legislation & Regulations!!

Steps for Recruitment & Selection Step 7: Conduct Interviews and Selection Activities Step 8: Select Preferred Candidate and Commence Negotiations Step 9: Execute Employment Contract Step 10: Arrange Appointment and Organise Induction Process

Induction & Probation Company and Team based induction Can be formal or informal Cover policies and methodologies Responsibility of direct line manager Probation needs to be specified in employment contract Need to monitor initial performance carefully Can terminate at end of probationary period based on poor performance

Performance Objectives & Reviews Objectives cascade from overarching business planning and strategy Individual objectives normally set annually and reviewed mid year Project objectives determined during scoping and flow through to project team members Need to link back to position description including roles and responsibilities Make SMART

Performance Objectives & Reviews Performance rated against agreed objectives Normally mid year and annual reviews Out of cycle reviews or projects Linked to remuneration and recognition Normally have a specific process for poor performance management

Learning & Development Not just about training courses Can also include self study, secondments, mentoring, coaching and on the job training Based on current role and future role requirements Agreed with direct manager and then the employees responsibility to implement

Remuneration & Recognition Links to performance review outcomes Can include – Salary increases Bonus payments Flexible working conditions Awards Scholarships etc

Career Planning Normally available for high performers Planning for future roles including required skills and experience May involve secondments, additional training, mentoring and coaching

Can be incorporated into – Coaching & Mentoring Can be incorporated into – Learning & Development Remuneration & Recognition Coaching & Mentoring Informal - organised by employee Formal – organised by company Mentors and mentorees need time allocated to the activity

Employee Separation Can be the result of – Poor performance Major breaches of policy and dishonesty Resignation Normally involves a separation interview for resignations to identify underlying issues

Project Management Roles PM ROLES & RESPONSIBILITIES 40

Project Roles There are many roles required on a project to ensure that all work items are completed Having the right roles and the right people in them gives the Project a better chance of achieving the project objectives and success criteria Right Roles Right People Right Results

Project Management Roles (AIPM) There is a natural hierarchy of roles within the project management profession The AIPM’s competency framework has four levels - Executive Project Director Project Director Project Manager Project Practitioner Source – AIPM Professional Competency Standards for Project Management, June 2008, Version 1

Project Management Roles (PMI) The PMI has a different hierarchy of project management roles – Portfolio Manager Program Manager Project Manager The PMI also includes a project support function known as the Project Management Office Source – PMBOK, 4th Edition

Project Management Definition The application of the 9 defined project management knowledge areas, skills, tools and techniques to deliver project requirements. Project management typically includes identifying requirements, addressing stakeholder expectations to ensure the project is planned and executed correctly, balancing competing project constraints such as time, cost, quality and scope, and reducing the impact of risks and issues. Source – Adapted from PMBOK, 4th Edition

Program Management Definition Grouping related projects in order to manage and co-ordinate the outcomes and enhance the achievement of benefits. Program management is the centralised and co-ordinated management of a set of related projects in order to achieve broad strategic objectives and benefits. Program management focuses on the project interdependencies and determines the optimal approach to managing the projects in order to maximise the benefits. Source – Adapted from PMBOK, 4th Edition

Portfolio Management Definition Grouping of a collection of projects or programs together so they can be managed as a whole in order to achieve strategic business objectives. Portfolio management refers to the centralised management of a collection of related projects and programs. This includes identifying, prioritising, authorising, managing and controlling and projects and programs within the portfolio so that they align with the strategic business objectives. The focus is on prioritisation of resource allocation so that the portfolio objectives are aligned to organisational strategies. Source – Adapted from PMBOK, 4th Edition

Project, Program & Portfolio Roles Project Manager Program Manager Portfolio Manager Scope Management Project have defined objectives. Scope is progressively elaborated throughout the project lifecycle. Programmes have a larger scope and provide more significant benefits. Portfolios have a business scope that changes with the strategic goals of the organisation. Change Management Project Managers expect change and implement processes to keep change managed and controlled. The Program Manager must expect change from both inside and outside the program and be prepared to manage it. Portfolio Managers continually monitor changes in the broad environment. Project Planning Project managers progressively elaborate high-level information into detailed plans throughout the project lifecycle. Program managers develop the overall program plan and create high-level plans to guide detailed planning by Project Managers. Portfolio managers create and maintain necessary processes and communication relative to the planning for the overall portfolio. People Management Project managers manage the project team to meet the project objectives. Program managers manage the program staff and the project managers, they provide vision and overall leadership. Portfolio managers may manage and co-ordinate portfolio management staff and ensure the overall people management framework, policies and procedures are followed. Project Success Measures Success is measured by product and project quality, timelines, budget compliance and degree of client satisfaction. Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken. Often linked back to a business case. Success is measured in terms of aggregate performance of portfolio components and often linked back to a strategic plan and priorities for a business unit. Monitoring & Controlling Project managers monitor and control the work of producing the products, services and results committed to in the Project Charter. Program managers monitor the progress of sub projects to ensure the overall goals, schedules, budgets and benefits are achieved. Portfolio managers monitor the aggregate performance against strategic objectives. Source – Adapted from PMBOK, 4th Edition

Project Management Office (PMO) Primary function of a PMO is to support project managers - Managing shared resources Specifying and developing the project management methodology, best practice, standards and tools Coaching, mentoring, training and career management Project assurance and compliance with methodologies and standards Co-ordinating communication across projects and within the project management community Assistance with project establishment and approval processes Project reviews and health checks to ensure projects are running according to plans and expected outcomes Source – Adapted from PMBOK, 4th Edition

Project Managers vs PMOs Focuses on the specified project objectives Controls the assigned project resources to best meet project objectives Manages the constraints of the individual project (scope, time, cost, quality, risk etc) Manages major program cope changes to optimise achievement of broader business objectives Optimises the use of shared organisational resources across all projects in their jurisdiction Manages methodologies, standards, overall risks and interdependencies in their jurisdiction Source – Adapted from PMBOK, 4th Edition

Next Steps Please proceed to HR Processes Part 1 in the Learning Program. Best of Luck! 50