JKL Industries

Briefly describe the following two elements of software quality and explain how each element can be measured:
February 21, 2019
300 word reply – reserved for Prof. Speedstart
February 21, 2019
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JKL Industries

Assessment description                                                                  


In response to a simulated business, you will research workforce requirements, review organisational strategic plans and develop a report outlining your proposed workforce plan to meet organisational strategic objectives.












  1. Review the JKL simulated business documents provided by your assessor and the scenario






  1. Using the information provided in Appendix 1, review:
    1. current data on staff turnover and demographics
    2. projections for future workforce needs.
  2. Using appropriate sources, investigate the external environment:
    1. external factors that may affect workforce supply
    2. relevant industrial relations information, such as modern awards, conditions, rights and responsibilities of workers and management
    3. relevant government policy.
  3. Using the results of your review of internal and external data and simulated business documentation, such as strategic or operational plans, develop a workforce planning report containing:
    1. An executive summary: a short summary of the contents of the report.
    2. A discussion of organisational including current and future situation with respect to workforce capability:
      1. a description of the organisation’s requirements for a skilled and diverse workforce
      2. a discussion of the data you have considered and analysis of the impact on organisational objectives, including:
        • internal and external labour supply predictions
        • external conditions, for example, government policy
        • organisational future demand and predictive techniques used.
      3. Recommended actions:
        1. Your proposed objectives for the modification of the workforce and retention of the workforce in line with strategic objectives through FY 2016–17. Ensure you develop objectives for sourcing skilled labour and promoting from within by:
          • developing skills and organisational capability
          • retaining skilled labour
          • promoting workforce diversity.
        2. Your proposed strategies for realising each of the objectives above.



  • Your proposed process for developing detailed targets consistent with objectives in consultation with managers.


  1. Develop a communication strategy using the template provided in Appendix 2:
    1. Plan communication and consultation activities to be undertaken to communicate, and seek approval and endorsement for, proposed workforce planning measures from stakeholders, including:
      1. senior management
      2. line management
  1. Include in your communication strategy a broad plan to communicate implementation of the workforce plan to senior

Note: This communication activity will be planned in detail and undertaken in Assessment Task 2.

  1. Develop a risk management and contingency plan using the template provided in Appendix Assess risk and develop contingency planning for the three workforce objectives and strategies discussed in your report. At least one risk management and contingency plan must be in response to an extreme situation.
  2. Submit all documentation as per specifications Please keep copies for your records.

Note: For Assessment Tasks 2 and 3, you will need to refer to work submitted for this assessment task.




You must provide:

  • a workforce planning report
  • a communication strategy
  • a risk management and contingency


Your assessor will be looking for evidence of:

  • communication and leadership skills to:
    • explain the need for change
    • gain senior management support for workforce planning initiatives
  • literacy skills to read and write reports and succinct workforce plans
  • numeracy skills to work with data and predictions about labour supply information
  • analytical skills to review data according to the needs of the organisation
  • technology skills to:



  • communicate with key stakeholders
  • support HR functions, including data collection and managing information according to legislation and organisational policies
  • knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation
  • labour force analysis and forecasting


Adjustment for distance-based learners

  • No changes are required to


Appendix 1 – Workforce data                                                       


The following staff turnover and demographics data was gathered from the JKL accounting and payroll system and HR management system.


Current HR workforce turnover and demographic data

Turnover FY 2013–14 (29%)


Position Numberexits Numberstaff Reasons for leaving
Senior manager 1 4 1.  Retirement2.  Other opportunities
Branch manager 2 6 1.  Retirement2.  Other opportunities
Line manager 3 18 1.  Lack of opportunity2.  Unhealthy work culture

3.  Retirement

Salesforce and customer service 25 80 1.  Lack of opportunity2.  Lack of recognition

3.  Unhealthy work culture

Mechanic 10 32 1.  Better opportunities elsewhere2.  Lack of recognition

3.  Unhealthy work culture



Demographics FY 2013–14


Position Number Numberwomen Number Aboriginal or Torres Strait Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 12 2 0
Salesforce and customer service 80 70 0
Mechanic 32 3 0


Future needs

FY 2014–15


Position Number Probability of successful filling of position
Senior manager 4 0.9
Branch manager 6 0.9
Line manager 12 0.9
Salesforce 84 0.8
Mechanic 34 0.7


FY 2015–16


Position Number Probability of successful filling of position
Senior manager 4 0.8
Branch manager 6 0.8
Line manager 12 0.8
Salesforce 90 0.7
Mechanic 36 0.6



FY 2016–17


Position Numbe r Probability of successful filling of position
Senior manager 4 0.8
Branch manager 6 0.8
Line manager 12 0.8
Salesforce 102 0.7
Mechanic 38 0.5


Workforce requirements (historical data and projected data)


The salesforce is critical for achieving revenue targets. Revenue is closely correlated with average staff levels at each location (R2= 0.9782). Future staff requirements (x) have been calculated by substitution into the regression equation (y=0.3717x +0.2175)





















Financial year Numbers of sales/customer service personnel Revenue ($ millions)
FY 2009–10 80 (5 locations) 32
FY 2010–11 85 (5 locations) 34
FY 2011–12 80 (5 locations) 32



FY 2012–13 80 36
FY 2013–14 78 29
FY 2014–15 84 required to support projected revenue across 6 locations 32*
FY 2015–16 90 required 35*
FY 2016–17 102 required 40*


*Projected sales




As the business expands, more mechanics will be needed to satisfy demand.


Financial year Numbers mechanics required
FY 2009–10 25
FY 2010–11 30
FY 2011–12 30
FY 2012–13 30
FY 2013–14 32
FY 2014–15 38*
FY 2015–16 42*
FY 2016–17 45*


*Projected requirements

The business has red-flagged sourcing skilled mechanics with advanced IT and technical skills as a potential risk area for the business.



Appendix 2 – Communication strategy

Communicationobjectives:(aligned to workforce objectives and organisational strategic goals)
Audience:(characteristics/receptivityto message) Message: Strategy:media, approach, rationale: (whyit will communicate message and meet objectives) Resources/budget:(if applicable,estimate) Person:



Appendix 3 – Risk management and contingency plan


Workforce objectives: Risk likelihood: Risk consequence:


Risk mitigation strategy or contingency plan:





Risk mitigation strategy or contingency plan:


Risk mitigation strategy or contingency plan: