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Click to edit Master title styleBSBFLM305

Support operational plan

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Housekeeping

• Safety

• Attendance sheet

• Facilities and local hazards (i.e. cords and steps)

• Evacuation procedures and meeting point

• Breaks

• Mobile phones

• Smoking

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Unit Overview

Contribute to implementation of operational

plan

Assist in recruiting employees and acquiring

resources

Support operations

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Objectives

Students will be able to:

• Know how to contribute and implement an operational plan

• Discover how to assist in recruiting employees and acquiring resources

• Understand how to support operations

• Learn how to contribute and implement an operational plan

• Gain the skills and knowledge required for this unit

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Element 1 – Contribute to implementation of operational plan

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Business plan

• A business plan is used to initially start a business, obtain funding and direct operations

• A business plan usually covers no more than 1 year

• It is for new business and start ups

• Defines the business

• Is presented to a bank when seeking funding

• Assesses the viability of the business

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Strategic plan

• Strategic plans determine the future of the organisation.

• They are established by management

• They contain the vision and mission statement

• They have detailed goals and objectives

• Are long term eg 5 years

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Operational plan

• Operational plans give specific details on how to achieve the goals and objectives of the strategic plan

• They provide the framework for an organisation’s day to day operations

• Generally cover a one year period

• They will include the resources – human, physical and financial

• Timelines

• Risk assessments – contingency plans

• They work towards the organisation’s strategic and business plan

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Goals, Objectives, Targets

• Goals are what we want to achieve overall

• Objectives are shorter term than a goal which makes them more specific

• Objectives should be measured and time framed

• Targets are shorter and more specific than goals and objectives

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Example Fast Food outlet 10

Mission statement - is “to offer the best food and drink to our customers”

Vision statement – to be the world’s best quick service restaurant

Strategic Plan – to increase sales by 25% in the next financial year

Operational plan objective – to introduce a delivery service for our customers


Key Performance Indicators

A key performance indicator (KPI) measures how effectively a company is achieving its objectives

It relates to the job role and gives employees the opportunity to perform at their peak

A KPI should be established with the employee and in line with the operational plan’s objectives

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Example – KPI

Vision: To be known for our superior customer service and satisfaction

Objective – to reduce the number of dissatisfied customers by 25%

Team member KPI – to increase the number of satisfactory complaint resolutions by 15% this period

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Planning

• To achieve any objective, you need to plan• There needs to be a course of action• A plan sets out to achieve the objectives of the

operational plan

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Planning

• What has to be done? What are the priorities?• What information do you need to get started?• What resources will you need?• Who is the best person to do it• What is the best place to do it• How much time will it take• How much will it cost• How will you structure your plan• When should it start and finish• How will you review and control it• How will you measure success

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Element 2 – Assist in recruiting employees and acquiring resources

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Acquiring Resources

Acquiring resources is the process of securing employees, equipment, materials and other resources required to deliver the plan.

You take your requirements to your manager for approval

To work out the resources you need, you look at the objectives, the timeline, the action plan, the budget and set up a proposal

You look at the best way to acquire these resources

You may need to have a specific order form that needs to be completed when ordering

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Types of resources

Resources need to be identified and allocated to ensure goals are achieved

Resources are:• Human• Financial• Physical

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Determine need for new resources 18

1. Analyse data information from both internal and external sources to determine current situation and desired situation

2. Develop options and alternatives to the current situation, then decide how you can improve the situation

3. Consult with employees and management to determine the best approach.

4. Use the knowledge of employees to identify problem solutions5. Use this information to develop a proposal for the resources you require6. Include financial projections


Developing Proposals 19

You may need to develop a proposal for the resources you need. Your proposal may include:

• Data from market research and surveys, audit reports• Sales information• Profit • Items selling well and not so well• Quantities you require• Contingency needs• Current equipment• Training needs


Preparing a resource proposal 20

• Research the current situation and identify the need for the resource• Determine the costs vs benefits of not getting the resource• Consult with others• Gather quotes and other financial data• Put the information together and present to appropriate stakeholder


Acquiring physical resources 21

• Identify the resources and methods of acquiring these• Ensure expense plans, budgets, resource policies meet requirements• The budget will allocate resource funds• Budget plans and operational needs must have a close alignment


Methods for acquiring resources 22

• Lease – the ownerships lies with the lessor – the lessee has the right to use the equipment and does not have the option to purchase

• Hire purchase – the hirer has the option to purchase – as soon as the final instalment is paid, the hirer becomes the owner

• Purchase outright – total ownership – tax benefits – pay up front


Financial controls 23

The primary purpose of every business is to make a profit, so there will be financial controls to monitor all aspects of progress of the operational plan.

The operational plan will have a budget and this will be monitored by comparing the budget to the actual spending.

Variances will be identified, the reasons for these variances and the ways to correct these variances and ultimately, stick to the budget!


Decision on resource acquisition 24

The final decision to allow you to acquire the resources will be determined by:

• The size and nature of the organisation• The importance of the decision• The need for transparency• Organisational policies and procedures• Committee or CEO or other senior managers


Being sustainable 25

• A well designed plan will detail resource usage and resource efficiencies and waste reduction

• Targets will be detailed to encourage employees to devise methods to improve these

• If these procedures are followed, there should be a reduction in resource usage and therefore a reduction in costs as there will not be as many resources to pay for which will lead to increased profits

• Resource efficiency has a positive impact on the environment• Reuse, recycle, reduce!


Resource usage and waste 26

Resource efficiency is important because:• It allows for sustained economic growth• Increase competitiveness of industry• Create jobs• Stimulate innovation• Boost sectors such as recycling and resource recovery• Ensures supply of key resources• To generate energy we need fossil fuels and for industrial

development we require mineral resources – our natural resources are decreasing with an increasing population

• A vital natural resource is water


Reduce, reuse, recycle 27

What can an organisation do?

• Use energy more efficiently• Reduce waste• Change employee behaviour• LED lights, turn computers off, turn lights off• Ride a bike or walk• Go paperless• Can you think of more ways to promote resource efficiency?


Human Resources

• Employees are the most important resource in the organisation

• The right employees are needed to achieve the objectives of the operational plan

• Managers must motivate the employees to ensure the goals are achieved

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Human Resources

With human resources, the following must be considered:

• Forecast the staffing requirements • Recruit and select staff• Train and develop staff• Maintain employee relations• Provide working conditions• Performance management

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Recruiting human resources

When recruiting, you need to know the skills and experience you require in an employee that will enable you to achieve the objectives of the operational plan

Will you employ someone who is experienced, or will you employ someone with no experience and train them?

Your position description will reflect your requirements. The vacancy will be advertised as per the organisation’s policies

Short list applicants, interview, then make an offer.

On acceptance, ensure induction and training are conducted.

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Recruitment 31

In supporting the operational plan, you need to understand what is required to fill a particular job position.

You will be looking for:

• Previous work experience• Education and training• Attitude• Ability to fit into the team and be part of the company vision


Recruitment Process 32

1. Do a job analysis – how is the job carried out and what is it intended to achieve

2. Set up a job description – so you know what the job entails – have clear guidelines , duties, tasks and accountabilities

3. Place the advertisement as per the organisation's requirements4. Sort through applications5. Make appointments6. Conduct initial interviews – be prepared – build a rapport with the

candidate7. Select, place and induct the most suitable candidate


Induction 33

• Orientation and induction processes should be structured and flexible, allowing for particular jobs

• Have a checklist so anyone will be able to undertake the induction process

• Do you need a handbook for new starters?• Specific to the organisation but simple to present and to understand


Induction information 34

• Salary and benefits• Leave information• Superannuation and taxation and insurance • Toilets and amenities and staff room• Parking• Lunch hours and breaks and where people generally eat lunch• Security arrangements – who has keys• WHS requirements e.g. emergency evacuation routines• Storing personal belongings• Dress code• Introduction to other staff members• Organisational policies and procedures• Introduce the new employee to their buddy


Element 3 – Support operations

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Monitoring Performance 36

• Monitoring the performance of employees is an ongoing process

• We also need to monitor the performance of the non-human resources e.g. if we are not producing x number of units then how do we assess this?

• We need to monitor performance in all areas


Monitoring Tools 37

• Create plan review dates• Develop a tracking system• Make changes when necessary• Coordinate business and marketing plans

How to determine what should be monitored:• Conduct an analysis of actual performance on a production line• Compile customer feedback• Ask staff for suggestions


Establish Areas for Monitoring 38

• We need targets and goals• This is how we measure and monitor progress• They help you determine what you are trying to achieve• Each goal needs to be SMART• In order to ensure that your team is working to the

operational plan you need to monitor performance and the use of resources


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• We need targets and goals• This is how we measure and monitor progress• They help you determine what you are trying to achieve• Each goal needs to be SMART


Compare desired results to actual performance

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• Goals and performance targets should be written in terms such as time, percentage, frequency

• The things you monitor should also be SMART• Once you know where you are going, monitoring becomes a case of

comparing the expected with the actual and then taking the necessary action to be put back on track


Variation between objectives 41

• The action you take will depend on the variation between your objectives and your current position

• We can have a false sense of what is occurring because no one has complained, mistakes are being covered up or no one has bothered to examine what is really going on

• Ensure you gather factual information so be base any decisions on actual performance


Monitoring process 42

To know when to alter your plans or when to improve the use of resources, you need to monitor your results against the performance indicators set in your original plan.

• Compare actual performance against planned performance• Document the differences between actual and planned performance• Identify the reasons for any differences• Implement action strategies to adapt performance or alter the

operational plan


Monitoring process 43

Operational plans should be monitored and adapted on an ongoing basis.It should be a working document that can be used to provide direction and which can be used to evaluate performance at regular intervals


Legislation and regulations 44

There are many legislations, regulations, codes of practice and standards that affect the operational plan.

• WHS Act and WHS Regulations• Equal Opportunity Act• Fair Work Act• Anti-discrimination laws• Financial Legislation• Ethical practices• Codes of Practice• Consumer Law• Privacy Act


Policies and Procedures 45

The operational plan will incorporate a range of policies and procedures• Roles and responsibilities of all employees• Code of Conduct• WHS Policy• Anti-discrimination, harassment policy, diversity policy• Incident reporting• Recruitment strategies• Customer service charter• Complaints policy• Waste management• First Aid policy


Thank you!

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Ph 07 4728 1555www.learningpartnerships.com.au

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