AHCBUS501 - Manage Staff

Student Guide
Unit of study outline
RTO Code: 21316

AHCBUS501 – Manage Staff
Unit Lead Trainer: Alvin Gopal
Email: alvin@acah.edu.au
Melbourne City Campus
Phone: +61 3 9654 8822 (Melbourne City Campus)
Reference:
This Assessment Information was prepared by Australian College of Agriculture and

Horticulture (ACAH) for the use of ACAH students.
RTO Code: 21316
UNIT DESCRIPTOR
This unit of competency describes the skills and knowledge required to manage staff.
All work must be carried out to comply with organisational requirements, work health and safety
legislation and codes and in consultation with the management team.
This unit applies to individuals who take personal responsibility and exercise autonomy in
undertaking complex work. They must analyse information and exercise judgement to complete a
range of advanced skilled activities.
No occupational licensing, legislative or certification requirements are known to apply to this unit at
the time of publication.
Element of competency as per training package:

1. Determine employment requirements
2. Manage workforce performance
3. Implement work health and safety priorities and procedures
4. Support workforce training programs
5. Manage administrative support
Context of assessment
The requirements for assessment of this unit must be conducted in an agricultural or horticultural
enterprise. Therefore students will be required to complete the practical activities in the field. See
attached schedule for more details about venues.
Unit Outcome:
At the end of the unit student should have knowledge of:
§ task descriptions
§ equal opportunity and equal employment opportunity legislation
§ work health and safety legislation
§ relevant industrial awards
§ performance management approaches
§ personnel management strategies
§ employee induction programs
§ contracts of employment
§ unfair dismissal legislation
§ job specifications
§ interviewing procedures.
To achieve competency in the unit you should be able to:

§ determine work requirements
§ develop and implement strategies to manage workforce performance
§ prepare task descriptions
§ arrange employment of workforce members
ACAHT-F-090 Student guide v1.2 Apr 12 Page 2

Unit: AHCBUS501 Manage staff
Review: 28/02/18 Issue Date: 05/06/2017
RTO Code: 21316
§ implement work health and safety policies, procedures and priorities

§ review labour productivity
§ manage the performance of staff
§ implement procedures for the administration of staff records
§ manage industrial relations.
Mode of Assessment
Assessment Item Assessment Mode Due Date
Assignment Task 1 & 2 End of the 3rd week

Assessment Task 1 - 6 Two weeks after unit is
Assignment Task 3, 4, 5 & 6
completed
Assessment item 7 Exam Last day of the course
Note: All assessment areas must be completed to become competent in this unit.
Lectures and tutorials will be conducted at Melbourne

campus Practicals may be scheduled for other sites.
Recommended reading
1. NGIV, (Accessed 2012), Nursery Garden Industry Victoria, NGIV

2. HAL, (Accessed 2012), Horticulture Australia Limited, HAL
3. Fair work Australia(Accessed 2012)
4. Fair Work Ombudsman(Accessed 2012)
5. Video Train, Management and supervisory skills, Trainers Manual
6. Manson, J., 2004, Nursery Management (2nd Edition), Land Links Australia, Australia
7. Acquaah, G., (2010), Horticulture – Principles and Practices, 4th Edition, Pearson Press,
New York
8. Cole,K.,( 2005), Management, Theory and Practice(3rd Edition)Pearson, Australia
Assessment guidelines
This unit is being delivered and assessed through any combination of lectures, tutorials or practical
sessions. All sessions are compulsory!
All assessments are to be completed during class time and submitted in the assessment booklet
provided. Your paperwork has to be initialled by the tutor prior to the finish of the class. It is the
student responsibility to keep a copy of their assessment prior to submission.
On completion of ALL of your assessments for this unit of competency, you will be deemed either
competent (C) or not yet competent (NYC), as follows:

RTO Code: 21316
To achieve competency (C) in the above unit you must complete all the required tutorials activities,
assignments, practical assessments and examinations to the competency level appropriate to your
enrolment (e.g. Certificate III, Certificate IV, Diploma, Graduate Certificate, etc).
You will receive a not yet competent (NYC):
• failure to complete assessment items in tutorials or practical session, unless you have a
valid reason (e.g. medical certificate) and therefore not being able to complete and submit
your assessments
• for demonstrating insufficient level of acquired knowledge and skills according to

performance criteria
If you receive a NYC result, you are allowed a second assessment and/or alternative assessment
to complete gap identified. To be eligible for a second (supplementary) assessment you must
attend ALL tutorials and you must complete and submit ALL assignments and examinations.
Supplementary exam is scheduled as per noted in the Mode of Assessments. (Please see
unit assessment schedule).
Please note that there is no supplementary assessment for practical. If you choose not to attend
you will be required to repeat it in full.
If you cannot obtain a C in the supplementary, you will have to repeat the unit and then will
have the opportunity to demonstrate competency in the unit through the first and
supplementary assessment process. Additional tuition fees apply if you repeat a unit.
Lecture and tutorial attendance and workload:
Experience shows that students place themselves at risk if more than two classes are missed.
Please talk to the lecturer if you are having attendance problems or if you have issues with the
workload.
Plagiarism:
Plagiarism is defined as presenting someone else’s work, including the work of other students, as
one’s own. Any ideas or materials taken from another source for either written or oral use must be
fully acknowledged, unless the information is common knowledge.
At ACAH plagiarism is viewed as a serious breach of academic discipline and penalties apply for
those found at fault. All students are strongly advised to talk to their lead trainer or academic

RTO Code: 21316
coordinator for further clarification. Information about plagiarism is also available on My ACAH-
www.acah.edu.au and in the student handbook.
IF IT’S NOT YOUR WORK – DON’T HAND IT IN
How to submit your Assessment:
Your assessment must be submitted electronically, that is by email to your trainer / assessor,
before 11:59pm on the due date specified in this document.
Your assessment must be “typed in ARIAL font 12 – text”, and if you have tables these must be in
“ARIAL font 10”. All your work if ideas are sources from either lecturer notes or reading materials
must be referenced with an accompanying bibliography at the end of the report / answer sheet.
You will be required to make submission via moodle.

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Lecture and practical sessions Schedule:
Topic
Lecture 1
Introduction
Job analysis,
Prepare task descriptions and person specifications
Personnel system
WEEK 1
Arrange employment of workforce members,

Employing arrangements
Lecture 2
Previous lecture revision

Contractors and Consultants
• What to do when employing contractors and consultants?
• Independent contractors or employees
Relevant employment legislations, codes of practice and national standards
DVD: Sexual harassment –Management perspective
Lecture 3
Previous lecture revision

Recruitment
Employment procedure
Employment procedure,
WEEK 2
Activity :designing an Interview Assessment Sheet and Reference Check form

Lecture 4
Curriculum vitae/Resume
Activity: Writing a Resume
Building employee trust –Communication
Performance reviews and appraisals :
Assessing employee performance
Non performing staff
Lecture 5
Induction program,
Training:
Training needs analysis
Finding a training provider or course
WEEK 3
Perks, Incentives
DVD – Performance management and coaching – discussion
Management style
Lecture 6
Element 2, 4
Fair Work Act 2009
Enterprise agreement
What should an employment contract contain?
Considering hiring? 10 things to think about before hiring a new employee.

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Lecture 7
Work cover & OHS

OHS - AGRICULTURE AND INJURY IN AUSTRALIA
Hazard Management
Legal requirement in case of emergency
WEEK 4
Need for training

Seasonal /labour hire workers
REVISION
EXAM
Please Note: The topics as shown in this outline of the unit should be seen as an indication of
classes. Some topics may change though you will be notified in advance.

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Tutorial schedule:
Assessment and target completion
Topic dates
Tutorial class 1:
Task1
Introduction to the tutorial –Assessment information and
signing
a) Written task – 5 questions
b) work in the computer room – research on nursery
management, job analysis and job description in the
horticulture, Complete 5 questions from Task 1
Tutorial topics:
Employing arrangements
Relevant employment legislations, codes of practice and
national standards
Job analysis,
Job description, Job and Person specification
Tutorial class 2:
Task 1
1WEEK
a) Written task -6 questions

b) work in the computer room – research on nursery
management, job analysis and job description in the
horticulture, Complete the next 6 questions from Task 1
Tutorial topics:
Job analysis,
national standards
Tutorial class 3
Task 1
a) Case studies analysis - Students will work in groups of four.
One student from each group will give a presentation on their
findings.
b) Work in the computer room – research on nursery
management, preparing an organizational chart for a medium
size commercial nursery Complete the case study analysis
Tutorial topics:
national standards
Prepare an organizational chart for a medium size commercial
nursery
Oral presentation

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Tutorial class 4
Task 2
Written task – 6 questions
Tutorial topics: Complete 6 questions from Task 2

Curriculum vitae
Induction program
Tutorial class 5
Task 2
Resume writing – internet research
WEEK2
Tutorial topics: Write your resume

Curriculum vitae
Induction program
Tutorial class 6
Task 2
a) Written task – 7-14 questions
b) Case study - Unfair dismissal claim
The first part (Tasks 1 & 2) of your Assignment

Tutorial topics:
Performance reviews and appraisals :
Assessing employee performance
Induction program
Non performing staff
Tutorial class 7
Task 3
Written task -3 questions
Complete Task 3
Tutorial topics:
Training needs analysis
Finding a training provider or
Internet research – fair work Australia
WEEK 3
Tutorial class 8
Task 4
Employment procedures Complete 6 questions from Task 4

Types of staff records
Administrative procedures and processes
Industrial relations
Hiring and Australia’s employment law
Employment contract

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Tutorial class 9
Task 4
Written task –5 questions
Employment procedures Complete Task 4

Types of staff records
Administrative procedures and processes
Industrial relations
Hiring and Australia’s employment law
Employment contract
Tutorial class 10
Task 5
Internet research
Complete Task 5
OHS
Developing safety policy at the workplace
WEEK 4
Safe workplace practice
Finalising any remaining task and submitting assignment

DUE DATE for the second part of your assignment
Presenting an organizational chart for a medium size
commercial nursery with estimated number of staff at each
level including their positions, qualifications and employment
arrangements (permanent, fulltime, part-time, casual).
EXAM
Please Note: The topics as shown in this outline of the unit should be seen as an indication of
classes. Some topics may change though you will be notified in advance.

RTO Code: 21316
ASSESSMENT ITEM 1: Assignment
Instruction to student:
Please note that this assignment contains 6 tasks

You need to answer all questions completely and correctly to achieve competency in this
assignment.
You can use lecture notes, available books in the library, industry publications and internet as your
reference to complete this assignment. Please don’t forget to mention the reference that you
used at the end of each part.
This assignment will address:
Elements:
1. Determine employment requirements
2. Manage workforce performances
3. Support workforce training programs
4. Manage administrative support
5. Implement WHS priorities and procedures
The following is expected to be achieved:

Understanding process of managing staff
Ability to interpret and integrate relevant legislation, codes and national standards into work place
Refer to page No.2 for more information about the outcome of this unit
Please note:
Any copied work or late submission will not be accepted with student facing disciplinary action.
You are required to answer the following assignment questions.

RTO Code: 21316
Task 1: Understanding work roles and functions
1. Write a summary on the different types of employment arrangements. (Full-time permanent,

part-time permanent, casual, fixed term, commission, piece work, independent contractor,
apprentice, traineeship)
There are different types of employment arrangements having variance in each type of employees. In full-
time permanent arrangement employees are engaged in a routine basis working for an average of 38 hours
every week. A mutual agreement amidst the employer and an employee’s about his/her actual working
hours is made, and/ or are set through an award or registered agreement. Employees in this type of
arrangement are entitled for annual, personal, sick, and carer’s, bereavement or compassionate; parental;
and long service leave besides public holidays pay in case it falls on a day they would generally work. In part-
time arrangement employees are working in regular and ongoing hours, however lesser hours a week
compared to full-time permanent. Entitlements like annual, sick and carer’s leave are granted to them on a
pro-rata basis in accordance to the hours worked. They are also guaranteed ongoing employment (or a
fixed-term contract) and hence, for ending their employment must give or receive a notice. Employees
under casual arrangement are engaged on irregular basis in accordance to the demands of business. They
have no expectation of ongoing work; no obligation of accepting offers of work; a loading paid on top of
their hourly rate of pay; no sick or annual leave pay; and no obligation of providing notice to end their
employment except if this is an award, employment contract or registered agreement requirement. In
certain cases, on completing 12 months of employment they might have the eligibility for long service leave
and parental leave. Under fixed-term arrangement employees are engaged on a fixed term base for an
agreed length of time or for performing specified tasks, working on a particular project or as a replacement
of an employee on leave. They can either work for full or part-time and are entitled to similar leave
entitlements as permanent staff depending on the employments duration however, on a pro-rata basis.
Under certain conditions piece rates (work) or commission payments can be paid to employees where they
are paid on the basis of outcomes attained instead of an hourly or weekly pay rate. This kind of
arrangement is adopted in case their award or agreement allows for it; or they are award and agreement
free. Independent contractor employment arrangement is a written contract amidst two parties for a
certain service or project. A firm or an individual hires another for getting help on a short-term task. This
document, in contrast to an employment agreement clearly spells why the hired person is not
an employee for legal and tax purposes. Under apprentices and traineeship arrangement employees work
towards a nationally recognized qualification and must be formal registered, via a contract between a
registered training provider, the employee and employer in general. Apprentices are paid in accordance to
their award or registered agreement.
2. What does term probation mean in terms of an employment contract?
Probation inside a workplace setting is status provided to a company’s new recruits allowing the supervisors
and/or managers in getting their progress and skills closely evaluated, determining adequate tasks, and
monitoring of other facets like integrity, dependability, and interactions with co-workers, supervisors or
customers.
3. Where can you find information on employment arrangements, clearly reference the
weblink?
Information on employment arrangements are be easily found on online government resources such official
webpage of Government of Australia and Business Victoria
https://www.commerce.wa.gov.au/labour-relations/types-employment-arrangements-1
https://www.business.vic.gov.au/hiring-and-managing-staff/employment-types
4. List and briefly describe Acts, Regulations, Codes of Practice or National Standards that
are relevant for employing workers. (minimum 5 you think are the most important)
Employment agreements
In Australia all employees have a common law contract of employment (written or unwritten), subjected to
Australian Government, state and territory government, legislative requirements specifying terms and
conditions with employers.
Workplace Agreement
This is a statement of reciprocal rights and responsibilities mutually agreed amidst employers and
employees, enabling the former in setting conditions of employment according to their businesses where
the conditions cover top of the minimum conditions in the National Employment Standards.
National Employment Standards

Employers are obligated in providing 10 minimal employment entitlements to all employees namely
minimum weekly hours; flexible working arrangements; parental leave and related entitlements; annual,
personal, carer’s, compassionate, unpaid family and domestic violence leave; community service leave; long
service leave; public holidays; termination notice and redundancy pay; and fair work information statement.
In Australia the minimal entitlements for employees are made up by the national minimum wage and the
NES.
Fair Work Act 2009
Majority of Australians employment is governed by this act, supplemented by other federal, state and
territory legislative programs related to areas like work, health and safety, and non-discrimination. A
balanced structure for constructive relations at work is provided by this act.
Work Health and Safety Act 2011
A framework for protecting all workers (employees, contractors, subcontractors, outworkers, apprentices
and trainees, work experience students, volunteers, and employers who perform work) health, safety and
welfare at work is provided by this act besides protecting the health and safety of other people who may
get affected by the work.
5. What is Job analysis?
Job analysis can be described as the process to collect and analyse information about the content,
identifying the duties and responsibilities, job’s nature and deciding the requisite qualifications, skills and
knowledge for a certain job position.
6. Why is Job analysis important (purpose of job analysis)?
An important role is played by job analysis in recruitment and selection, job evaluation, job designing,
deciding compensation and benefits packages, performance appraisal, evaluating the needs of training and
development, assess a job’s worth and increasing personnel and organizational productiveness.
(Source: managementstudyguide.com)
7. Describe the basic methods of conducting a job analysis.
The information for conducting a job analysis can be collected in a number of different ways. The commonly
used methods are observations, interviews, and questionnaires. Depending on the organization and the
situation, combinations of these approaches are generally adopted.
(Source: managementstudyguide.com)
Observation Method: an employee is observed by a job analyst via three techniques namely direct
observation, work methods analysis and critical incident technique and his/her all task (performed and non-
performed), responsibilities and duties (fulfilled and unfulfilled), methods, ways and skills used for
performing different duties, mental or emotional ability of handling challenges and risks are recorded.
Observing directly and recording an employee’s behaviour under varied circumstances are included in the
first method while studying of time and motion is involved in the second method, which is applicable
specifically for assembly-line or factory workers. Identify the work behaviours resulting into performance
are involved in the third method.
Interview Method: here, employees are interviewed for coming up with their own work styles, problems
they face, using certain skills and techniques while they perform the job, and insecurities and fears about
their professions. It helps interviewer in precisely knowing what is thought by employees about their jobs
and the duties involved
Questionnaire Method: here employees, their superiors and managers fill up questionnaires. Often
personal biasness affects this method hence, while the questions for different grades of employees are
framed, great care must be taken.
8. How can you gain necessary information for job analysis?
Necessary information for job analysis can be gained from directly observing an employee at work or the
observation interview; questionnaire method; technical conference with experts; group interview method;
work participation method, and motion study method. In the first method employees are observed while
working followed by asking questions. In the second method a questionnaire is given to employees for
providing data about themselves and their jobs. In the third method the source of information are the
experts of a particular job. Specifying a job’s attributes are generally asked by the supervisors, with
comprehensive intelligence. In the fourth method, a simultaneous interview of a workers group is taken
providing provide data about a specific job through recall and discussion of their work activities. In the fifth
method the jobs are performed by the job analyst himself/herself for getting firsthand information about its
characteristics. In the sixth method an employee’s speed and time taken to perform a certain job is noted.
Similar observations are made for other individuals while they do the same job. Comparisons between the
outcomes are then made.
9. a) What is a Job/position description?
A document proposed for outlining the key duties and responsibilities of a job provided to the job
applicants is a job description, drawn generally by person liable to oversee the role’s selection process, at
times with the help of HR department and/or an external recruiter of a company.
b) Design a sample job description for the production nursery supervisor.
Job Title Production Nursery Supervisor

Role Purpose Acting as a supervisor is the area of production nursery is the role’s purpose and
will include give practical result to the operational plan grown in the nursery and
coordinating the activities of the nursery for optimizing use of resources,
minimizing cost of production and maintaining the standards of quality.
Reporting
Relationships Reporting to the Business Manager (Nursery).
This role will have the responsibility to supervise team leaders and members, and is
expected in working in a collegial way with other staffs.
Remuneration and Competence and skill set of the job holder will determine the remuneration for the
Review
role and will be set by negotiation.
For this role performance reviews will be done by each Area Manager according to
the policies of the nursery.
Authorities The role will have authority of:
 Supervising and monitoring the staffs by adhering to the existing legislation
and according to the standard operational process of the nursery, and its
value statement and strategies.
 Supervising the routine potted plants activities in the nursery according to
its standard operational process, value statement and strategies.
Key Result Areas Potted plant nursery operations
 Overseeing routine operations of the staffs and facilities.
 Implementing operational plans according to the Business Manager
(Nursery) directions.
 Supervising the expanding operation by running a well-organized energetic
team.
 Carrying out and overseeing documentation and data entry.
 Assisting the manager in review, update and implementation of the
standard operating procedure (SOPs), recruiting fitting casual staffs in the
team
 Monitoring the staffing needs by affiliating with the Business Manager
(Nursery).
 Coordinating the nursery staff’s induction, training and coaching.
 Ensuring requisite equipments are in good order, calibrated if needed, and
available ahead of commencing the operations.
 Monitoring the plant nurseries for pests and disease, rogues and virus
according to the SOPs and reporting issues to the Business Manager
(Nursery).
 Assisting in general maintenance of the plant nursery sites.
 Ensuring all health and safety regulations are met by the nursery.
General
 Regularly monitor the systems, process and standard operating process for
ensuring the complying attainment of the targets, products and results
from production. Monitoring, tracking and reporting the performance.
 Regularly monitor and get the plans, schedules, workflow and budgets of
every operation implemented. Ensuring operations are running within the
operational budget. Conferring the technical and administrative teams for
resolving problems in production.
 Ensuring precision in inventory and controlling the stock.
 For ensuring the nursery is well resourced monitoring the staffing levels
and suggesting the required changes to the Manager, if any.
 Ensuring adequate management of equipments according to the nursery’s
SOP.
 Effectively investigating, analysing and reporting the issues and problems in
quality control. Developing, maintaining and rewarding a positive attitude
towards quality across all production areas. Cultivating an atmosphere of
improving quality continuously.
 Effectively investigating, managing and reporting issues and problems
related to health and safety.
 Adhering to, communicating, supervising and maintaining the guideline,
policies and formats for production teams.
 Evaluating, documenting, costing, recommending, and wherever needed
authorizing and implementing new and improved methods and initiatives
for production.
10. a) What is a Job/Person specification?
A job/person specification can be comprehended as a detail of the qualifications, skills, experience,

knowledge and other attributes (selection criteria) that should be possessed by the applicants for
performing the duties of a certain job role. This specification must be obtained from the job description
further giving base to the process of recruitment.
b) Design a sample Job/person specification for the production nursery supervisor.

Person Specification
Job Title: Production Nursery Supervisor
Criteria Essential Desirable

Skills required  Exceptional presentation  Experience to use Macromedia
and verbal and written applications for web authoring
communication skills  Ability of using database packages,
 Robust organizational skills or eagerness to learn
 Superior IT skills, including
word-processing,
PowerPoint, and
spreadsheets
 Competence of using web
authoring packages, or zeal
to learn
 Competence of prioritizing,
working under pressure and
meeting tough deadlines
 Great numeracy skills
Achievement  A good degree in any

subject
 Certificate IV in
Production Nursery -
AHC40616
Knowledge  Excellent working  Finance, budgets and purchasing
knowledge of MS Office procedures insight
package
Related  Experienced to provide  Work experience in higher
experience
general management education and/or within a project-
support (administrative and based environment
financial)  Experienced to take minutes of
meetings
Disposition  Capable of independent  Interest in matters related to

working on own initiative nursery production.
and also contributing as a
team
 Readiness and capability
to adapt
 Capability of bonding
well with a different people
11. List the work tasks and relevant skills required for (minimum 5):
a) Horticulture or Agricultural Farm Manager / Grower
Work tasks
 Directing and coordinating worker activities like planting, irrigation, chemical application, harvesting,
grading, payroll, and recordkeeping.
 Contracting with farmers or independent owners to raise crops or for crop production management.
 Coordinating growing activities with those of engineering, maintenance of equipments, packing houses,
and other related departments.
 Analysing conditions of the market for determining allocations of plots.
 Conferring purchasers and arranges for crops sales.
Relevant skills
 Good communication and flexibility

 Analytical skills and commercial awareness
 IT, marketing and sales skills
 Capability of applying technical knowledge of the environment and legislation/public policy matters in a
practical environment
 Teamwork and leadership
b) Agricultural / Horticulture / Dairy Technical Officer
Work tasks
 Recording data related to experimentation, research, or animal care

 Measuring or weighing ingredients used in laboratory testing
 Collating and preparing data summaries, reports, or analysis comprising of charts or graphs for
showing the findings and outcomes of research
 Assembling laboratory or field equipments when required for experiments or testing
 Preparing samples for analysis, follow adequate procedures for ensure they are properly stored,
prepared, and disposed of.
 Examining livestock or crop specimens for inspecting diseases or other problems.
Relevant skills
 Analytical and problem solving skills, critical thinking

 Reading comprehension
 Complex problem solving
 Active listening
 Accuracy in observations and recordings
12. Please read, discuss and analyse these case studies.
Write a list of issues you recognize.
Which legislations, codes of practice or national standards may be breached here? Work
in groups of 4 students. One student from each group will present their findings to the
class.

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CASE STUDY 1
Joe was allowed to continue in his job as a labourer for three years. Doreen, Joe’s boss, had never
told Joe that he was not performing well or that she was not satisfied with Joe’s work. One day,
Doreen then told Joe that he was fired but did not give Joe any reasons for his dismissal.
The issues that I have recognized in the given case study are that Joe after three years was suddenly fired
from his job without giving any reasons behind dismissal. Moreover, his boss Doreen never informed him of
his underperformance, if any or that she was not satisfied with his work. Hence, it can be seen that in the
given situation Doreen breached one of the 10 minimal employment entitlements under National
Employment Standards i.e. providing Joe with a termination notice.
CASE STUDY 2
Lisa worked as a waitress in a restaurant. When she started she was told by her boss, Frank, that
she would be given a permanent job if she passed a trial. Frank didn’t say how long the trial would
be. After three months Lisa discovered that she was not being paid properly and asked Frank
about it. Frank said “if you don’t like it, then you can leave”. The next week, Frank told Lisa that it
wasn’t working out and that she wouldn’t be getting any more shifts. Lisa did not get any more
work
Issues that have been recognized from the given case study are that Lisa’s boss Frank failed in clearly
specifying the duration of her trial period. In addition, even after completing three months in Lisa was
underpaid. Hence, it can be seen that in the given situation Frank breached one of the 10 minimal
employment entitlements under National Employment Standards i.e. fair work information and Fair Work
Act 2009.
CASE STUDY 3
Garry noticed that his younger co-workers at an organization were receiving training on a new work
related program that was being rolled out across the team he was working with. When he asked
why he had not been invited to the training sessions, Garry’s manager told him that he was getting
a bit “long in the tooth” to learn new tricks and to “not worry” about I “better stick to what you know”.
From the given case study issues that have been recognized are Garry who had been part of the
organization was not included in the training sessions arranged for his younger co-workers in the team.
Moreover, on being query why he was left out the manager told him to stick with skills he has. Hence, in the
given situation it can be seen that his manager breached the Fair Work Act 2009, which emphasises on non-
discrimination at the workplace.
CASE STUDY 4
Zoe is a PA (personal assistant) with a company and had recently broken up with a colleague at
the same company whom she had been in a relationship with. Her partner took the ‘split’ badly and
has since sent many e-mails to Zoe. The e-mails are highly suggestive, at times offensive and are
interrupting Zoe’s work and causing stress. Zoe feels she is being stalked by her ex partner and
wants help and advice from you.
From the given case study issues that have been recognized are Zoe is been harassed by
her ex-partner working in the same company she is in affecting her working and health.
Hence, under the Work Health and Safety Act 2011 I would help and advice her to discuss
the matter with the HR Manager and officially complain about her colleague (ex-partner
she broke up with).
Page 13
ACAHT-F-090 Student guide v1.2 Apr 12
RTO Code: 21316
Task 2: Understanding business functions
1. Why do we need to engage workforce contractors and consultants in horticulture or

agriculture?
Workforce contractors or consultants should be engaged in horticulture or agriculture as they offer specialised
or seasonal support to farmers in aspects like crop fertilising or seed processing etc to ensure better crop
production and management.
2. Terms of engagement for consultants and contractors should be clarified and established.
Analyse table below and insert () or (x) where appropriate.
Employee or Contractor:
Work control Employee Contractor
Instructions The worker is subject to instructions with regard to where, 
when and how the work is to be done. X
Training Training will be provided to the worker, rather than general
direction.  X
Integration The worker is integrated into the workplace. (Staff report to
them, they have an e-mail account and are listed in the 

internal phone directory). X
Delegation The worker can delegate or sub-contract the performance of
work. X 
Leave entitlements
Paid leave The worker is entitled to paid leave.  X
Financial Controls X 
Tools, equipment and office The worker has invested in tools, equipment and facilities
space (business name, intellectual property or knowledge) X
specifically to deliver the services. 
Payment of expenses Business and travel expenses are paid for by the worker, and X
absorbed as part of the fee charged. 
Service availability The worker’s services are available to other clients. The
worker is available for hire by other organisation. X 
Payments The worker is paid an agreed sum at completion of each
stage of the work. (An employee is paid by the hour, day,  X
month, under an enterprise agreement or award).
PAYG PAYG taxes are withheld by the employer.  X
Profit or loss The worker bears the risk of making a profit or a loss as a X 
result of the contract.
Liability for services The worker is legally responsible for negligence or sub- X
standard work and will be required to make good without 
further payment.
Superannuation The worker is entitled to have superannuation contributions X
paid into a nominated superannuation fund 
Personal injury insurance The worker pays own personal injury insurance
Work Relationships
Public perception The worker is recognised as conducting a business/trade.
(The public does not perceive the worker as an employee) X 
Right to terminate The services of the worker can be terminated in accordance
with the contract without recourse to remedies available X 
under industrial instruments.
Expectation of work The worker is engaged for a specific task with no ongoing X
work 
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RTO Code: 21316
3. List five workplace specialist consultants and give their roles, and how can they be used to
improve and agricultural / horticultural enterprise.
IT Consultant
 Recognize the business requirements and scope from the client
 Develop an action plan that also includes time scale and requisite resources
 Comprehend the business practices and nature
 Monitoring a company’s computer systems and networks
 Liaison with software engineers and members of IT support
 Analyse probable issues and present solutions (written or verbal)
 Communicating in writing for comprehending the work needed to be done
 Willing for travelling across the country or even aboard
Financial Consultant
 Participating in the activities of preparing budget.
 Performing financial analysis, report and activities of management.
 Reviewing the accounting process and improvements suggested.
 Developing and submitting annual budget and finance plan to senior management for approvals.
 Monitoring and managing all expense within the budget allocated.
 Preparing and submitting monthly financial and expenses report to management.
 Performing financial analysis for supporting the plan of business development.
 Creating and maintaining financial models for achieving the preset goals.
 Understanding the needs of client by interacting regularly and accordingly recommending financial
solutions.
 Guiding and motivating finance team for increasing productivity and revenue.
 Participating into educational workshops for career growth.
 Maintaining detailed insight of financial strategies and products.
 Developing and scheduling training programs for finance staff.
 Building healthy and long term relationships with clients and all business partners.
 Identify potential customers for new business opportunities.
Operations Consultant
 Understanding business challenges and translating them into process/technical solutions.

 Facilitating process development initiatives for achieving the business goals.
 Determining opportunities to improve operational performance at organizational level.
 Conducting business operational assessments and delivering improvements suggestions.
 Developing a business plan for meeting the needs of customers’ needs and company’s goals.
 Providing consultation to management and leaders for operational effectiveness.
 Assisting in project plan development and scheduling for achieving project goals.
 Timely determining and resolving business risks/issues.
 Maintain operation documentation for references.
 Providing suggestions on improving business process and practices.
 Guiding the operations team on business operations and problem resolving skills.
 Conducting training to internal team and customers on business processes.
Management Consultant
 Carrying out research and data collection for comprehending the company
 Conducting analysis
 Interviewing the employees, management team and other stakeholders of a client
 Running focus groups and facilitating workshops
 Preparing business proposals and presentations
 Determining problems and forming conclusions and solutions
 Presenting the findings and suggestions to clients
 Implementing suggestions or resolutions and ensuring necessary assistance for carrying it all out is
received by the client
 Managing projects and programmes
 Leading and managing people in the team, including analysts
 Liaising with the client for keeping them informed about progress and making related decisions.
Human Resources Consultant
 Give advice to the management on administration of HR policies and procedures

 Serve as internal consultants by evaluating the existing HR programs a company and suggest
solutions
 Develop, revise, and implement the HR policies and procedures
 Ensure HR programs and services comply with established policies and procedures and state/federal
laws and regulations
 Prepare and maintain reports relevant to specified HR projects
 Assist with the development and coordination of changes suggested about the workflow
 Develop methods to comply and analyse data for reports and special projects
 Conduct audits of HR activities for ensure adherence
 Present specific HR programs related training sessions
IT consultants can be utilised to improve agriculture enterprise by focusing on applied technology that can
enhance production while making work easier for farmers. Example, sensors designed by IT consultants
offers granular data points to interpret soil conditions, fertilizer need etc, which helps to improve
production as well as supports operations of agriculture enterprise. Financial consultants supports financial
needs and manages funds and planning for agriculture enterprises. Operation consultants manage stocks
and supplies within agriculture enterprise and management consultants ensure development of strategies
and policies to run and grow agriculture enterprise. Additionally human resource consultant look at aspect
of people management involved in farming which helps to improve employment and performance services
in agriculture enterprise.
4. Which legislation do you have to comply with when organising recruitment? Prepare a
check list for the employment procedure.
When recruitment is organised, the legislation one needs to comply with is Equality Act 2010, which forbids
the employers and recruiters from displaying any kind of discrimination such as age, gender, race, religion
and marital status when it comes to staff hiring.
Recruitment checklist
Job title: __________________________________________________________________
Date: ___________________________________________________________________
Date completed
Recruitment process
and by whom
Job analysis completed
Position description written or updated
Position is advertised and existing employees notified
Resumes received, acknowledged and reviewed against the selection
criteria and the position description

Prepared applicants shortlist
Conducted initial phone interviews with shortlisted applicants
Framed interview questions or using template interview guide
Interviews conducted – one or two interviews with a panel
Interview recording completed for each applicant, scored and assessed against
other applicants
Completed reference checks with at least two previous employers
Made verbal offer of employment to applicant successful
Offer Letter sent with all related forms
Notified the applicants unsuccessful by letter
Signed offer letter received including completed paperwork
Completed police check and satisfactory (if applicable)
Lodged tax and superannuation forms
Organised workstation, tools, phone, email account and keys etc.
Setting up new employee on payroll system
Date completed
Human Resources File
and by whom
Copy of offer/acceptance letter (signed by applicant) and related
paperwork
Training certifications and qualifications copies
Induction checklist (up-to-date)
Records of application, interview and various checks
5. Write your own resume, and then compare it with the job description for a nursery
supervisor from Task 1. Could you fill in that position? Please justify your answer.
Candidate name:
Address:
Email:
Job objective: highly committed and knowledgeable nursery worker looking for supervisor position in
agriculture or horticulture firm to utilise my background in upkeep of nursery and insure appropriate
maintenance.
Skills: possess good knowledge of process included in horticulture and having capability to perform tasks
like management of irrigation, preparing nursery and maintenance of soil quality. Capable of supervising
farm management and ability to lead with clear instructions to interns for adequate plant care and ability to
coordinate for effective management.
Experience:
Apprenticeship: Plant nursery associate
Worked under supervision of plant manager and assisted them. Received delivery of plants and managed
document. Inspected plants in nursery and performed regular duties.
Education:
Yes I believe I can fulfil position of nursery supervisor as I have proper experience and knowledge about
different duties related to horticulture, pest management. Also I have knowledge about equipment and
technique and have supervised interns during weeding, sorting and other duties in nursery.
6. What is induction training and why is it important to provide induction training for a new
worker?
Induction training in human resource development can be comprehended as a kind of introduction for new
recruits, enabling them in doing their work in a new job or company further helping them in quickly settling
down in the newer working atmosphere, giving them a feel of belongingness. Providing induction training
for new workers is important for starting them off with right information for ensuring maximized
productivity as early as possible besides fulfilling the legal obligation of the employers in training new
workers in doing their safely jobs and doing what in case of emergencies.
7. How would you organise and document an induction program for a new nursery worker?
What would you include in an induction training/program?
Once the acceptance of the role gets confirmed by the recruiter, an offer pack including offer letter, two
copies of contract, benefits details, employee handbook copy will be send. A job description copy will also
be included for ensuring that a new nursery worker is provided with all the basics he/she must know about
the company, including the expectations from them on a routine basis, ahead of officially coming at work.
This is will be followed by considering what training is needed specially introducing to health and safety in
the workplace, including a fire safety and accident procedure, data security training, any unfamiliar software
or processes training, informing about the approaches, cultures or standards they must adopt, and
introducing with the team. Once this is done individuals availabilities (trainer) will be checked to ensure
they are confident in communicating with new worker and also have time in their own working hours.
Finally, an induction schedule will be prepared. The program will be documented through a staff induction
program checklist. The role’s description and expectations, Health and safety in the workplace, premises
tour, and introduction to colleagues will be included in an induction training/program
8. Outline importance of good communication between an employer and employees. Suggest

the methods of communication that could be adopted in the horticultural industry.
Good communication between an employer and employees is important for improving the employees’
productivity, increasing job satisfaction amid them besides positively affecting on absenteeism and turnover
rates. Direct Communication Methods such as one-to-one meetings amidst a farmer and advisor, group
meetings, public horticultural events can be adopted in horticultural industry.
9. How would you assess performance of an employee?
An employee’s performance will be assessed through their execution level where he/she is able of doing a
task committed on time and at a higher level will be evaluated. Similar will be done with the quality of work
by measuring the regular review of the deliverables to clients, his/her role in client efforts, stability in the
production changes, best practices, and clients’ feedback.
10. What is the purpose of a performance review and appraisal?
The purpose of a performance review revolves around promoting communication and providing effective
feedbacks about job performance, facilitating better working relations, providing an historical record of
performance and contributing to professional development whereas the purpose of performance appraisal
focuses on identifying the employees for salary hikes, promotion, transfers and lay-off or termination from
services; determining employees training and development needs; motivating employees by providing
feedback on their performance levels; establishing a base for research and reference for future personnel
decisions.
11. How would you conduct performance review? Which job appraisal factors would you
include in the appraisal form?
The performance review would be conducted by establishing the purpose of the performance review
meeting conversation followed by outlining the meeting’s agenda, asking ask the employee for his/her
agenda too; reviewing the parts relevant to the performance review form, discussing the challenges and
successes; discussing the ideas for development/action plan; agreeing on the particular actions to be taken
by each employee; and summarising the performance review meeting conversation and expressing support.
The job appraisal factors that will be included in the appraisal form will be adaptability (employee’s
efficiency of working under stress and responding to change); assertiveness/motivation (extent to which the
goals are pursued by employee with commitment); attendance and punctuality; communication; creativity;
customer focus; job insight; interpersonal relations; management skills, planning and organization; problem
solving and decision-making; productivity; responsibility.
12. Outline procedures for the termination of non-performing staff.
The process of terminating a non-performing staff is to first issue a warning letter declaring that he/she
needs to bring improvement in his/her performance level and a time of 2 months is given. The employee in
question must be conveyed on what grounds he/she has to improve the performance level by the HR and
team leader (TL). The letter must be signed by the employee and one copy submitted to the HR and other
remains with him/her. The employee must be well aware that a termination letter will be issued in case of
failure in reaching the TL’s expectations. A review is conducted by the HR after 2 months down the line, and
a second warning letter will be issued if TL is yet not satisfied with performance and 1 month time is given
to the employee for proving him/herself. If nothing changes at the end of 1 month, a termination letter can
be issued setting forth that in spite of two levels of warning any change in his/her performance level is not
seen hence, a decision of issuing the termination has been decide by the management.
13. According to Small Business Fair Dismissal Code in what circumstances a dismissal is
considered unfair and what is the difference between a small business and a large
business?
A dismissal, according to Small Business Fair Dismissal Code is considered unfair if an employee is dismissed
without notice or warning on unreasonable grounds that employee's conduct is sufficient for justifying
immediate dismissal. Difference between a small business and a large business dismissal is that there is no
human resource expertise in small business compared to large business having skilled and experienced HR
team.
14. Please read the Case study below and answer the following questions:
Is Bob qualify for the small business exemption to unfair dismissal laws, and explain why?
Can Jenny bring an unfair dismissal claim?
(by head
Bob does not qualifies for unfair dismissal laws as under the Small Business Fair Dismissal
count) at
Code, an employer can claim to be a small business if it employs lesser than 15 employees
the relevant time. Bob has 10 full-time employees and 10 part-time employees. Hence, it
is not a small business. Jenny can bring unfair dismissal claim if dismissed after 12 months
of her engagement as Bob had failed in following the Code that states dismissal without
notice or warning is unfair on unreasonable grounds that employee's conduct is sufficient
for justifying immediate dismissal.
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CASE STUDY
Bob owns a wholesale nursery which employs 10 full-time employees and 10 part-time
employees each working an average of 15 hours per week. In January 2011 Bob dismissed
Jenny, a full-time horticultural tradesperson. Jenny lodged an unfair dismissal claim with Fair
Work Australia arguing that her dismissal was harsh, unjust or unreasonable.
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Task 3: Training and the workplace
1. Which strategies would you implement to determinate skills and knowledge gaps in a
horticultural work place? Explain through an example: Use job descriptions you
develop in Task 1, questions 9 & 10, list and analyse own skills and knowledge to
identify your skill and knowledge gaps.
The skills and knowledge gaps in a horticultural workplace can be determined by implementing the Key
Performance Indicator strategy for figuring out how a person as an employee is contributing to the business
and the competency gaps in the workplace. Considering the job descriptions and specifications developed
in Task 1 as an example, the essential skills needed for Production Nursery Supervisor included excellent
presentation and verbal and written communication skills; strong organizational skills; excellent IT skills,
including word-processing, PowerPoint, and spreadsheets; capability to use web authoring packages, or
willingness to learn; capability to prioritize, work in pressure and meet strict deadlines, and good numeracy
skills. Essential knowledge for this position includes excellent work knowledge of MS Office package. On
analysing own skills and knowledge it is revealed that I have excellent presentation and written
communication skills however, I need to work to my verbal communication skills. Also my organizational
skills are not good enough, but my IT skills are good. Although I don’ have the capability of using web
authoring packages but have the willingness to learn. I can prioritize tasks, work under pressure to meet
deadlines and have decent numeracy skills, with good working knowledge of MS Office package.
2. Using example from Q.1, suggest how you would provide on-the-job training to optimize
your performance and to ensure safety and fairness in the workplace?
For optimizing my performance on-the-job training will be provided by adopting a flexible method ADDIE
Analysis: assessing what is needed to be known by me for doing my job successfully.

Design: determining what my on-the-job training program will be looking like.
Development: establishing methods, resources, and materials that will be in my training program.
Implementation: deciding when and how will be the training program implemented by me.
Evaluation: getting feedback knowing if my training met the needs of mine and that of the employer.
fairness in the workplace can be ensured by reaffirming that an equal opportunity of being recognized will
be received by all; creating a feeling that promotions are handed in a fair way; adding transparency and a
commitment to equity to the pay check while safety is ensured by properly storing equipments and
machines and mandating use of Personal Protective Equipment and Tools for preventing common injuries in
the workplace.
3. Suggest relevant types of off-the-job training. How would you source and support that
training.
Some of the relevant types of off-the-job trainings are:

Audio-Visual: it is a training method used widely provided via films, video, slides, overhead projectors,
television, video-tapes, audio-tapes etc. to train the participants. The presentations quality remaining equal
across all training groups is the key advantage of this method, impacting better comparing to other
methods. This method would be sourced and supported by me ensuring the availability of AV set-up like
arranging the venue or conference room, computer, audio and video settings etc., arranging for tea/coffee,
snacks and water supply.
Vestibule Training: - for training technical, office staffs and employees dealing with tools and machines are
provided training with this method enabling the participants in learning with the equipments they will be
using however, it is conducted away from the actual place of work by bringing equipments or tools to
particular place, which is not workplace. I would be sourcing and supporting this training by nominating the
participants and volunteering for coaching.
RTO Code: 21316
Task 4: Legislation
1. What is Fair Work Australia and what power does it have?
Created by the Fair Work Act 2009 as part of the Rudd Government’s reforms to Australia industrial
relations, Fair Work Australia is the tribunal for industrial relations industrial relations. It’s power revolves
around setting and changing industrial awards, fixing minimal wage, resolving disputes, approving
enterprise agreements, and handle claims for unfair dismissal.
2. The National Employment Standards (NES) are set out in the Fair Work Act 2009 and
comprise 10 minimum standards of employment. Please list and briefly explain the 10 NES
entitlements?
Briefly explained are the 10 national employment standards (NES)
1. Maximum weekly hours of work –38 hours per week, plus reasonable added hours.
2. Requests for flexible working arrangements- changing their work arrangement can be asked by
employees under certain situations.
3. Parental leave and related entitlements- unpaid leave for up to unpaid leave besides the right for
asking an extra 12 months unpaid leave. Leave related to adoption is also included.
4. Annual leave- paid leave of four weeks every year, plus for some shift workers, an extra week.
5. Personal/carer’s leave, compassionate leave, family and domestic violence leave- paid personal/
carer’s leave for 10 days, unpaid carer’s leave of 2 days as needed, compassionate leave of 2 days as
needed, unpaid family and domestic violence leave of 5 days in a period of 12 months.
6. Community service leave- for voluntary emergency activities, unpaid leave and for jury service,
leave with an entitlement to be paid for up to 10 days.
7. Long service leave- paid leave for employees engaged for a long time with same employer.
8. Public holidays- on a public holiday, a paid day off, other than where justly requested to work.
Unpaid for casuals.
9. Notice of termination and redundancy pay- termination notice for up to 5 weeks and redundancy
pay for up to 16 weeks, both based on the service length.
10. Fair Work Information Statement- is a must to be provided to all new employees from the
employers end, containing information about the NES, modern awards, agreement making,
freedom of association and workplace rights, termination of employment, individual flexibility
arrangements, right of entry, business transfer, role of the Fair Work Commission and Fair Work
Ombudsman.
3. Under the Fair Work Act 2009 and Fair Work Regulations 2009 employers must keep
accurate records (manual and/or electronic). Please answer:
a) For how long, employers must keep a written staff records?
Both Fair Work Act 2009 and Fair Work Regulations 2009 require employers in keeping a written staff
records for a minimum of seven years.
b) What needs to be included on the employee’s records?
The employees records needs to include:

 Employment’s nature (casual, permanent, temporary, full-time, part-time etc.)
 Date of employment
 Ordinary and overtime hours worked
 The rate of pay
 Gross and net amounts paid
 Deductions from the employee’s wage (if, any)
 Incentive payments, loadings, penalty rates, or allowances paid
 Information on superannuation contributions made on employees behalf
 Leave balances (including when the employee takes leave)
 Information around employees termination
c) What are the roles of the Fair Work Ombudsman and Fair Work Inspector?
The main role of Fair Work Ombudsman is promoting congenial, constructive and cooperative workplace
relations; ensuring adherence with Australian workplace laws; and monitoring certain 457 and 482 subclass
visa arrangements whereas Fair Work Inspectors role is to conduct targeted education campaigns in
industries and regions; conduct compliance audit; investigate workplace complaints; provide help to resolve
workplace complaints; investigate suspicious breach of related Commonwealth workplace laws and fair
work instruments; and take steps for enforcing related Commonwealth workplace laws and fair work
instruments via court system wherever needed.
d) Who can and who cannot access employee’s records?
People who can access employees’ records are Human Resource staffs who are accountable to oversee
employee relations, monitor performance evaluations, and maintain confidential information; immediate
supervisors or managers for making changes or updating documents. However, employees cannot access
their own personnel files
e) What needs to be included on the employee’s pay slip? How must it be issued?
Employee’s pay slip needs to include:

 Name of employer and ABN
 Name of employee
 Period to which the pay slip relates
 Date of payment
 Gross and net payment amounts (including an amount paid identifiable separately from the
ordinary earnings of an employee like bonus or penalty payments)
 Deduction details (if, any)
 Superannuation contributions
A pay slip must be issued on paper or mailed to the employee.
4. List a few issues that could cause dispute at the work place, and suggest dispute
settlement procedure.
Dispute at the workplace could be caused by:
 Poor management
 Unfair treatment
 Unclear job roles
 Inadequate training
 Poor communication
 Poor work environment
 Lack of equal opportunities
 Bullying and harassment
 Significant changes to products, organizational charts, appraisals or pay systems
It is suggested that dispute settlement procedure focuses on the parties involved in finding out a solution
agreed mutually.
5. Please, research and briefly outline key elements of the Horticulture Industry Award 2010
and Pastoral Award 2010.
The key elements of Horticulture Industry Award 2010 are:
Part 1- Application and Operation
It focuses on Access to the award and the National Employment Standards; National Employment Standards
and this award; and Award flexibility
Part 2—Consultation and Dispute Resolution
It focuses on Consultation regarding major workplace change ; Consultation about changes to rosters or hours of
work; and Dispute resolution.
Part 3—Types of Employment and Termination of Employment
It focuses on Types of employment; Termination of employment; and Redundancy
Part 4—Minimum Wages and Related Matters
It is subdivided into Classifications, Minimum wages, Pieceworkers, Juniors, Allowances, Higher duties, Payment of
wages, Accident pay, Superannuation
Part 5—Hours of Work and Related Matters
It is subdivided into Ordinary hours of work and rostering, Breaks, Overtime.
Part 6—Leave and Public Holidays
It includes Annual leave, Personal/carer’s leave and compassionate leave, Community service leave, Public
holidays, and Leave for family and domestic violence.
The key elements of Pastoral Award 2010 are:

Part 1—Application and Operation
It is subdivided into Access to the award and NES; NES and this award; and Award flexibility
Part 2—Consultation and Dispute Resolution
It includes Consultation regarding major workplace change; and Dispute resolution.
Part 3—General Employment Conditions
It focuses on Types of employment; Piecework pay specification; Termination of employment; Redundancy;

Higher duties, Breaks, Payment of wages; Allowances; District allowances; Supported wage system; National
training wage; Accident pay; Superannuation; Annual leave; Personal/carer’s leave and compassionate
leave; Community service leave; Public holidays
Part 4—Broadacre Farming and Livestock Operations
It comprises of Classifications; Minimum wages; Special allowances; Ordinary hours of work and rostering;
Overtime; and Payment for public holidays
Part 5—Pig Breeding and Raising
It comprises of Classifications; Minimum wages; Ordinary hours of work and rostering; Overtime and
penalty rates; Saturday and Sundays; and Payment for public holidays.
Part 6—Poultry Farming
It comprises of Classifications; Minimum wages; Ordinary hours of work and rostering; Overtime; and
Payment for public holidays.
Part 7—Shearing Operations
It comprises of Classifications; Minimum wages; Special allowances (other than Woolclassers and Shearing
shed experts); Special allowances for Woolclassers; Hours of work for Shearers and Crutchers; Special
conditions related to shed employees; Hours of work and overtime rates for Shed hands and Woolpresser-
shed hands; Payment for public holidays.
6. What is an enterprise agreement?
A collective agreement made at the enterprise level between employer(s) and their employees is called an
enterprise agreement.
7. What has to be in an enterprise agreement?
Minimum terms of employment amidst the employer and employee has to be in an enterprise agreement
besides providing the employment terms and conditions; rights and obligations of employer and any
employee.
8. Which acts and legislation you should consider, when employing contractors and
consultants?
Independent Contractors Act 2006 and Fair Work Act 2009, containing the sham contracting provisions
should be considered.
9. How are industrial relations issues addressed in the workplace?
Industrial relations issues like lack of privacy, employer inflexibility, gender based wage disparity etc. can be
addressed by hiring a labour and employment laws expert or Employee relations specialists besides
cultivating a trust and communication based culture
10. What are the steps you have to consider, if you want to hire the right person and to comply
with Australia’s employment law?
Step 1: Attracting the right people

For ensuring that the opportunity is heard by suitable candidates the best
way of advertising the vacancy depends on the job’s type and the industry.
Online job sites; social media; notice boards or shop windows; newspapers
and industry publications; business or industry contacts; recruitment
agencies must be considered. Skills and experience must be listed besides
including specific info like location, salary and benefits of the job.
Step 2: Choosing the right person
Getting the people shortlisted for interview depends on number of

applications received for identifying the candidates matching the vacant
position. Interviews (formal or informal) can be prepare after shortlisting by
framing questions focusing on skills and abilities related to the role.
RTO Code: 21316
Task 5: WHS and staff management
1. The WHS Legislation is designed to ensure everyone understands their responsibility to work
together to minimise risk to health and safety at work.
i. How is this achieved? Explain it through an example.

The objectives of WHS legislation is achieved through developing detailed planning for policies and goals
and then guiding everyone at work on different measures to be taken in case of accident or emergency.
Example, workplace safety guidelines are developed by employers and specific Workplace safety
consultants are hired who recognise safety checks and measures and employees report during accidents to
these people. Also to ensure everyone understand their responsibilities to reduce workplace risks, these
WHS consultants offer knowledge to employees and even provide safety resource to attain safety
objectives. These consultants periodically inspect workplace to assess equipment, machines and facilities
and evaluate potential dangers, to build control measures
ii. Explain how the safety policy at the workplace was developed and communicated?
Safety policies were developed at workplace with intention to present support and commitment for health
and safety at work and these were developed by reviewing adherence to policies and procedures that
regulate maintaining safety. All equipment and safety tools were inspected and protocols were
implemented. Moreover safety officers communicated safety policies and procedures to all employees
through training, maintaining open dialogue and by conducting meetings on workplace safety.
2. Identify and list different safe workplace practices in the wholesale nursery.
 Offering horticulture equipment to ensure safety

 Giving ergonomic training on workplace safety and technique
 Maintaining regular maintenance of equipment and tools
 Ensuring safety measures to reduce or control exposure to chemical and hazardous substances
3. Explain how safe work practices are communicated and enforced at the workplace?
Safe work practices are communicated and enforced at the workplace through regular open communication
with staffs on these safety policies and processes as well as meetings are conducted to raise awareness or
address any concerns on workplace safety. Further to enforce workplace safety rewards are given for
employees who maintain best practices.
4. Based on your work experience, internet research and your previous answers, please prepare:
a) An organizational chart for a medium size horticultural / agricultural workplace with
estimated number of staff at each level including their positions, qualifications and
employment arrangements.
Organisational level Qualification Employment arrangement

Top level (Principal Advisors, Higher level or Master degree in Fixed term contract with pay
Deputy Manager) agriculture, crop or plant science level ranging between 1,50,000-
Number of staffs: 12 or animal husbandry with 12- 1,80,000 A$
years of executive level
experience
Mid-level (Secretary, deputy Bachelors degree in Fixed term contract with pay
officers) environmental science, plant level ranging between 80,000-
Number of staffs: 30 science or animal science with 10 1,10,000 A$
years of experience
Lower level (Farm supervisor, Degree in crop science or animal Fixed contract with pay level
Associate) science between 30,000-55,00 A$
Number of staffs: 200
b) An estimated staff budget for that organisation (use the appropriate award)
Top level management: pay between 1, 50,000-1, 80,000 A$ plus benefits and bonus
Mid-level management: pay between 80,000-1, 10,000 A$ plus bonus on performance
Lower level: pay between 30,000-55,000 A$ plus benefit
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Task 6: Staff performance, procedures for administration of records and industrial relations
management
Read the following article sourced from dlapiper, a prominent law firm
The trouble with Greenfields Agreements: the Fair Work Act Review
By: DLA Piper
A Greenfields Agreement is either a single or multi-enterprise agreement made between one or
more unions and an employer, where the agreement relates to a genuine new enterprise and the
employer has not employed any of the persons who would be necessary for the normal conduct of
the enterprise and who would be covered by the agreement. Enterprise means a business, activity,
project or undertaking.
To approve a Greenfields Agreement, Fair Work Australia (FWA) must be satisfied that:
• The relevant unions that will be covered by the agreement are (taken as a group) entitled to
represent the industrial interests of a majority of the employees who will be covered by the
agreement, in relation to work to be performed under the agreement; and
• It is in the public interest to approve the agreement.
When one goes to section 174 of the Fair Work Act 2009 (Cth) (FW Act), you will see that the next
section is section 176 and the next section after 176 is section 178. There are no sections 175 and
177.
If the Federal Government follows the recommendations of the recent Fair Work Act Review
(Review) and reinstates sections 175 and 177 and the other Greenfields Agreements processes
are inserted as recommended by the Review, the combined effect of those provisions will be
potent, if not toxic (as some would say).
As set out in the Explanatory Memorandum to the Fair Work Bill 2008, the combined effect of the
proposed sections 175 and 177 would have been to impose upon employers seeking a Greenfields
Agreement the obligation to notify all unions who may have eligibility to cover employees in any of
the vocations to be contained in the Greenfields Agreement, and each of those unions would have
been automatically entitled to be bargaining representatives for the agreement.
As a result of representations by employer groups, sections 175 and 177 did not make their way to
the FW Act. Employer groups submitted that it would be overly complicated to involve every
conceivable union in the making of a Greenfields Agreement. In fact as everyone knows who is
experienced in the industrial relations arena, quite often relevant unions will not agree to make a
Greenfields Agreement with other unions or be involved in a Greenfields Agreement at all.
Not only would the Review reinsert sections 175 and 177, it has recommended that 'good faith
bargaining' obligations should apply to Greenfields Agreements.
Further, the Review has purported to insert a 'safety valve' by recommending that if negotiations for
a Greenfields Agreement have failed, the FWA may, on its own motion or in an application by a
party, conduct a limited form of arbitration, including 'last offer arbitration', to determine the content
of the Greenfields Agreement.

RTO Code: 21316
In a perfect world this may seem like a reasonable process, but in the real world of industrial
relations, if enacted, the Review recommendations may in the end completely undermine the utility
of Greenfields Agreements and could lead to a series of costly and unacceptable stalemates. A few
questions arise.
Under the scheme for Greenfields Agreements, every union will be at the bargaining table, and
although it may come as a shock for some, not all unions see eye-to-eye concerning the making of
agreements. This can, in turn, give rise to demarcation disputes between unions.
Where a union does not want to be part of a Greenfields Agreement with other unions, it may not
be capable of making a Greenfields Agreement alone, because it may not be entitled to represent
the industrial interests of a majority of the employees who will be covered by the agreement in
relation to work to be performed under the agreement. Where does this leave the Greenfields
Agreement process?
If 'good faith bargaining' and a limited form of conciliation is introduced, this will no doubt drag out
the process of making a Greenfields Agreement in circumstances where employers may need to
proceed to engage employees because of project demands. Could a Greenfields Agreement still
be made at that point?
Finally, if enacted, the Review recommendations are at least problematic and at worst may
undermine the utility of Greenfields Agreements, leading to a series of costly and unacceptable
stalemates. This is an outcome that the Review itself sought to avoid.
Based the above article you are required to setup and identify the following;
1. Create a horticultural or agricultural staff performance matrix for the following roles;
- Farm worker / Horticultural worker level 1
- In-house Agricultural Produce Inspector
- & Farm Manager
The staff performance Matrix for agricultural staffs is as follows:
High Needs Coaching High Potential Rock Star

Potenti Farm Manager
al
Mediu Questionable Fit Core employee Star on the rise
m Farm Worker Level 1 In-house agricultural produce
Potenti inspector
al
Low Questionable Blocker Needs Development
Potenti
al
Low Performance Medium Performance High Performance
The Farm Worker Level 1 are considered as the core employee for agricultural farms as they are employees
who work in the farms for ensuring fresh and quality employees. These employees can be both skilled and
unskilled in nature. As majority of the farm level workers possess medium performances and medium
potential it can be improved by providing with the knowledge of new agricultural processes and
technologies which will help in improving their performance and potential.
The in-house agricultural produce inspectors are responsible for determining the quality of the product
which has been collected by the farm workers. The in-house agricultural produce inspector have medium
potential and high performance and therefore they needs to be provided with proper certified training in
order to ensure that their potential increases.
The farm manager remain responsible for controlling and co-ordinating the daily activities of the farm and
for addressing the issues which arises among the staffs. The farm managers have high performance and
high potential and therefore they can be considered as rock starts and their performances and potential can
be increased by offering them growth and development opportunities.
2. Identify the process in negotiation in terms of an enterprise agreement that must be taken
into account when establishing a post Greenfield EA. (summary points is sufficient).
 Negotiation team should be formed of representative with proper knowledge and

experience and they must first evaluate situation to analyse issues and prepare
reasons for negotiation with relevant conditions
 Ground rules for negotiation should be discussed then and a collective
negotiation point should be reached with understanding
 Conditions should then be documented and agreement should be drafted
 Once parties are thorough with agreement, consensus is reached with common
decision, efficacious implementation, strategic planning and negotiated change
settled.
Page 21


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Student Guide

Unit of study outline

RTO Code: 21316

Unit Lead Trainer: Alvin Gopal

Melbourne City Campus

Phone: +61 3 9654 8822 (Melbourne City Campus)

This Assessment Information was prepared by Australian College of Agriculture and

Element of competency as per training package:

To achieve competency in the unit you should be able to:

ACAHT-F-090 Student guide v1.2 Apr 12 Page 2

§ implement work health and safety policies, procedures and priorities

Assessment Item Assessment Mode Due Date

Assignment Task 1 & 2 End of the 3rd week

Assessment item 7 Exam Last day of the course

Lectures and tutorials will be conducted at Melbourne

1. NGIV, (Accessed 2012), Nursery Garden Industry Victoria, NGIV

ACAHT-F-090 Student guide v1.2 Apr 12 Page 3

You will receive a not yet competent (NYC):

• for demonstrating insufficient level of acquired knowledge and skills according to

Lecture and tutorial attendance and workload:

ACAHT-F-090 Student guide v1.2 Apr 12 Page 4

IF IT’S NOT YOUR WORK – DON’T HAND IT IN

How to submit your Assessment:

You will be required to make submission via moodle.

ACAHT-F-090 Student guide v1.2 Apr 12 Page 5

Lecture and practical sessions Schedule:

Arrange employment of workforce members,

Previous lecture revision

Previous lecture revision

Activity :designing an Interview Assessment Sheet and Reference Check form

ACAHT-F-090 Student guide v1.2 Apr 12 Page 6

Work cover & OHS

Need for training

ACAHT-F-090 Student guide v1.2 Apr 12 Page 7

a) Written task -6 questions

ACAHT-F-090 Student guide v1.2 Apr 12 Page 8

Tutorial topics: Complete 6 questions from Task 2

Tutorial topics: Write your resume

The first part (Tasks 1 & 2) of your Assignment

Employment procedures Complete 6 questions from Task 4

ACAHT-F-090 Student guide v1.2 Apr 12 Page 9

Employment procedures Complete Task 4

Safe workplace practice

Finalising any remaining task and submitting assignment

ACAHT-F-090 Student guide v1.2 Apr 12 Page 10

ASSESSMENT ITEM 1: Assignment

Please note that this assignment contains 6 tasks

This assignment will address:

The following is expected to be achieved:

You are required to answer the following assignment questions.

ACAHT-F-090 Student guide v1.2 Apr 12 Page 11

Task 1: Understanding work roles and functions

1. Write a summary on the different types of employment arrangements. (Full-time permanent,

National Employment Standards

Work Health and Safety Act 2011

5. What is Job analysis?

6. Why is Job analysis important (purpose of job analysis)?

9. a) What is a Job/position description?

b) Design a sample job description for the production nursery supervisor.

Job Title Production Nursery Supervisor

10. a) What is a Job/Person specification?

A job/person specification can be comprehended as a detail of the qualifications, skills, experience,

b) Design a sample Job/person specification for the production nursery supervisor.