FOGHR program toolkit

    

As of 2016 the Foundations of Government HR program has been suspended while we explore alternative strategies to support and develop HR practitioners across the sector. The FOGHR toolkit is provided here as a resource for reference material for program graduates and other HR practitioners.

The toolkit is divided into the FOGHR program modules for your convenience:


Module One – HRM in the Public Sector

This module introduces you to the framework of Human Resource Management (HRM) within the WA Public Sector. Contemporary HR theory is balanced with specific information surrounding the systems and structures of the WA government, relevant legislation and the employment framework.

Learning outcomes

This module will help you develop skills and knowledge to enable you to:

  • Understand and apply contemporary HRM theory within a Public Sector Context
  • Build and manage key relationships to support managers to deliver people management and strategies
  • Describe the organisation vision, objectives and how culture drives the organisation
  • Understand and apply the legislative requirements including agency frameworks and codes that influence HR plans and goals
  • Understand the Human Resources environment in which we operate – the relevant legislative, political, economic and social landscapes that influence whole of government objectives.

Resources and references

Further training & professional development

Recommended reading

  • Mitchelson, G & Kramer, R 2003, 'The state of HRM in Australia: Progress and prospects', Asia Pacific journal of human resources, 41(2), 133-148.
  • Farley, C 2005, 'HR’s role in talent management and driving business results', Employment relations today, 32(1), 55-61.
  • Stewart, A 2011, Stewart’s guide to employment law, third edition, Federation Press, Sydney.
    Federal industrial relations system, common law interpretation of industrial issues, developments and issues in WA public sector, information and resources for government agencies, and services available to agencies.
  • Premier’s Circular 2009/01 – Coordination of Public Sector Labour Relations
    Outlines the role of PSD in workplace relations.
  • Public sector wages policy
    State Government policy on the setting of bargaining parameters for industrial agreement negotiations.

Bibliography

  • Anthony, W P, Perrewe, P L, & Kacmar, K M 1996, Strategic human resource management. 2nd ed., Dryden Press, Fort Worth
  • Beer, M, Spector, B, Lawrence, D Q, Mills, R E & Walton, R E 1984, Managing human assets, Free Press, New York
  • Bower, M 1966, Will to manage, McGraw Hill, New York
  • De Cieri, N H & Kramer, G W 2003, Human resource management in Australia, McGraw-Hill
  • Hartel, C & Fujimoto, Y 2010, Human resource management
  • Herriot, P 1998, 'The role of the HRM function in building a new proposition for staff', Human Resource Management: The new agenda, Financial Times/Pitman, London
  • Hofstede, G 1991, Cultures and organizations: Software of the mind, McGraw-Hill, London
  • Price, A 2008, Human resource management in a business context, 3rd edn., Thomson Learning, London
  • Trice, H M & Beyer, J 1993, The culture of work organisations, Prentice Hall, Englewood Cliffs, NJ
  • Trompenaars, F 1997, Riding the waves of culture, Nicholas Brealey Publishing
  • Tylor, E 1871, Primitive culture
  • Ulrich, D 1997, Human resource champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston

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Module Two – HR Planning in Practice

This module introduces you to what is involved in effective HR planning within the WA Public Sector environment. An understanding of areas such as equity and diversity, organisational strategy, data analysis and workforce planning will assist you as an HR Practitioner to contribute to the delivery of HR business in support of your Agency’s strategic goals.

Learning outcomes

This module will help you develop skills and knowledge to enable you to:

  • Articulate the elements of an HR business plan aligned to organisational strategy.
  • Understand how Human Resources, structure, capability and processes support the delivery of quality outcomes.
  • Identify the data and information required to monitor, analyse and report on HR activities in the business plan.
  • Identify HR policies, procedures and practices and activities required to deliver the workforce plan.
  • Contribute to and deliver activities that build workforce capacity for present and future requirements.
  • Articulate the elements of a workforce plan aligned to organisational strategy.
  • Contribute to and deliver change processes that deliver the workforce plan.
  • Communicate clearly and confidently across all levels of the organisation.

Resources and references

Workforce planning toolkit

For workforce and diversity planning guides, tools and templates, see the Commission's Workforce planning toolkit page. You may tailor these tools to suit your agency’s specific requirements.

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Module Three – Employment in Practice

This module introduces you to the framework for managing the entry of employees into the WA public sector. Contemporary HR theory is balanced with specific information surrounding the employment framework, job design and classification requirements, redeployment, recruitment instruments and other legislative requirements.

Learning outcomes

At the completion of this module, participants will be able to:

  • Understand and apply relevant legislation, public sector employment arrangements, organisational policies and procedures when engaging and terminating employees
  • Understand and apply organisational and job design principles and methods
  • Understand and apply classification principles and processes
  • Contribute to planning and processes for filling vacancies in the public sector
  • Demonstrate understanding of legislative requirements and application of the Breach of Employment Standard claim
  • Document all relevant information according to operational and legislative requirements.

Resources and references

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Module Four – Managing Performance

This module introduces you to Performance Management theory, practice and application within the WA Public Sector. Contemporary HR theory is balanced with the application of relevant legislation, Public Sector Standards in Human Resource Management and understanding how managing performance aligns the individual’s performance with organisational objectives. Participants will also gain an understanding of HR standards that guide grievance principles and processes.

Learning outcomes

This module will help you develop skills and knowledge to enable you to:

  • Understand relevant legislation and human resource standards that guide performance management and grievance principles and processes
  • Contribute to processes for effective performance management
  • Contribute to processes to assist managers to address sub-standard performance, misconduct and discipline provisions
  • Grievance Resolution – Understanding the concepts behind grievance frameworks such as the Grievance Resolution Standard and ethical codes
  • Understand the internal process for effective grievance resolution and the role a HR practitioner can play during grievance processes
  • Contribute to strategies and practices to retain and motivate a skilled workforce
  • Understand and apply the methods by which good performance can be acknowledged.

Grievance – Further Reading

Resources and references

From the Public Sector Commission:

Other sources

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Module Five - Developing People

This module introduces you to the theory, practice and application of the development of people working within the WA Public Sector. The emphasis is on how the role as an HR Practitioner contributes to learning and development strategies and practices in order to develop and maintain a highly skilled workforce.

Learning outcomes

At the completion of this module, participants will be able to:

  • Understand theories and practices that best drive learning and development
  • Describe different analysis tools that are used to determine development needs
  • Contribute to strategies and practices for self and others to develop a skilled workforce
  • Support the identification and delivery of development opportunities
  • Describe evaluation processes used to assess the value of development initiatives and practices.

Helpful websites

Recommended books

  • Training in Australia (4e)
  • Phillips J J 1992, Return on investment in training and performance improvement programs, Gulf Publishing, Houston

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Module Six - Employee Wellbeing

This module introduces the participant to the strategies and activities that contribute to workplace occupational safety and health, employee wellbeing in a positive and sustainable work culture and the contribution to organisational objectives through contemporary Occupational Safety and Health theory and practice.

Learning outcomes

At the completion of this module, participants will be able to:

  • Recognise the scope and role of employee wellbeing initiatives in contemporary workplaces
  • Apply a basic risk management model to people risks
  • Understand and apply legislation relevant to occupational safety and health in the workplace
  • Understand Workers Compensation and Injury Management legislation, principles and applications
  • Contribute to strategies to ensure duty of care and good practice
  • Contribute to activities that assist in identifying and managing workplace risks and hazards
  • Share Occupational Safety and Health information within the workplace
  • Understand the function of employee assistance programs and how they support individuals and agencies
  • Contribute to activities that support a positive and sustainable work culture.

Resources and references

  • Ulrich, D 1997, Human resource champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston
  • McCarthy, G, Almeida, S & Ahrens, J 2011, 'Understanding employee well-being practices in Australian organizations', International journal of health, wellness & society, 1 (1), pp 181-198
  • Safe Work Australia: Australian Work Health and Safety Strategy 2012-2022: Healthy, Safe and Productive Working Lives.
  • Hull, D & Read, V 2003, 'Simply the best workplaces in Australia', ACIRRT Working Paper 88
  • Brown, M, Metz, I, Cregan, C & Kulik, C 2009, 'Irreconcilable differences? Strategic human resource management and employee well-being', Asia Pacific journal of human resources, 2009 47(3)
  • WA Government Risk Management Guidelines – Second Edition, RiskCover

Relevant legislation, policies and procedures

Additional resources or related courses

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Page last updated 1 February 2016