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• Module overview
• 1. Introduction to planning
  • 1.1 Types of plans
    • 1.1.1 Some definitions
    • 1.1.2 Domains of planning
    • 1.1.3 Users and levels of planning
  • 1.2 Completing a planning cycle
    • 1.2.1 A planning process
    • 1.2.2 Tactical and operational planning
    • 1.2.3 A participative planning process
    • 1.2.4 When to complete business planning
  • 1.3 Implementing an operational plan
    • 1.3.1 Define the plan's purpose
    • 1.3.2 Setting the planning period and scope
    • 1.3.3 Why plans fail - The strategic level
    • 1.3.4 Why plans fail - The operational or project level
  • 1.4 SMART goals
    • 1.4.1 S.M.A.R.T. Goal statements
  • 1.5 Contingency plans
    • 1.5.1 Why contingency plan?
    • 1.5.2 Contingency plans and risk
    • 1.5.3 Contingency planning actions

• 2. Plan and manage resources

  • 2.1 Plan and manage human resources
    • 2.1.1 Recruitment
    • 2.1.2 Selection
    • 2.1.3 Induction
  • 2.2 Enterprise Resource Planning (ERP)
  • 2.3 Purchasing resources
    • 2.3.1 Tangible and intangible assets
    • 2.3.2 Acquisition costs
    • 2.3.3 Depreciation costs
    • 2.3.4 Planning resource acquisition and utilisation
    • 2.3.5 Estimating resource needs
  • 2.4 Manage Capacity
    • 2.4.1. Planning capacity
    • 2.4.2. Measuring capacity
    • 2.4.3. Matching operations plans with capacity
    • 2.4.4. Capacity analysis and economies of scale
    • 2.4.5. Capacity and performance effectiveness
    • 2.4.6. Determinants of capacity
  • 2.5 Aggregate and Master Planning
    • 2.5.1 Master Schedule
    • 2.5.2 Operational control and resource planning
    • 2.5.3 Demand and scheduling control

• 3. Risk Management

  • 3.1 Risk Management
    • 3.1.1 Potential benefits from an effective risk management
    • 3.1.2 Classifying risk
    • 3.1.3 Risk and ANZS4360:2004
    • 3.1.4 Risk analysis
  • 3.2 Estimate the risk attached to a corrective action
    • 3.2.1 Risk analysis categories
    • 3.2.2 Prioritising risks

• 4. Planning projects

  • 4.1 Planning the project
    • 4.1.1 Setting the project plan
    • 4.1.2 Setting achievable outcomes
  • 4.2 Controlling Projects
    • 4.2.1 Personnel resources
    • 4.2.2 Managing project costs
    • 4.2.3 Value of managing project costs
    • 4.2.4 Estimates
    • 4.2.5 Cost Coding
    • 4.2.6 The time factor
  • 4.3 Scheduling project tasks and activities
    • 4.3.1 Project timelines and deliverables
    • 4.3.2 Critical Path Analysis (CPA)
    • 4.3.3 PERT
    • 4.3.4 Seven steps to project scheduling
    • 4.3.5 Completing project schedule activities

• 5. Problem solving and decision making

  • 5.1 Problem solving
    • 5.1.1 The problem solving process
    • 5.1.2 Solutions search
    • 5.1.3 Removing root causes
    • 5.1.4 Solutions implementation through inclusive communication processes
  • 5.2 Decision making
    • 5.2.1 Decision making model and leadership styles
  • 5.3 Decision making approaches
    • 5.3.1 The logical systems
    • 5.3.2 Contingency approach
    • 5.3.3 Quantitative - schematic and mathematical approaches
    • 5.3.4 Critical Path Analysis
    • 5.3.5 PERT
    • 5.3.6 Group quantitative approaches
    • 5.3.7 A qualitative approach
  • 5.4 Context and the influence on the decision processes
    • 5.4.1 Factors in decision making
    • 5.4.2 Rational decision making
    • 5.4.3 Creative decision making
  • 5.5 Scenarios for team decision making and problem solving
    • Problem scenario number 1 - Lost in the bush
    • Problem scenario number 2 - Toothpaste blues
    • Analysis of personal behaviour in groups

2.1.2 Selection

Once you have a list of job applicants it is necessary to select the best candidate for the job. The selection process can be difficult because it requires an understanding of what the job involves and what is required of a person to adequately perform the job. A brief step-by-step guide for selection is discussed below:

Identify any relevant legislation and organisational policy

Selection is governed by legislation such as equal opportunity, anti-discrimination and occupational health and safety laws. It is important to be aware of how these laws affect the way that you choose appropriate employees. Most larger organisations and efficient smaller companies have Human Resource manuals that guide selection, recruitment and induction of employees. Be sure to access these documents early in the process if they do exist.

Obtain a job description

The job description tells you what an employee is required to do in order to perform adequately in a certain position. A detailed description of the daily activities that are required in a position forms the basis for developing the selection criteria, discussed in the next step.

Establish selection criteria

The job description will help you to work out a list of the qualities an employee will need to demonstrate in order to be effective. For example, if the job description establishes the competencies required by the employee other qualities required for the workplace may also be detailed. The selection criteria should reflect all the core aspects required to work in the given situation. These descriptions may be developed together with the supervisor of the new employee, their colleagues and even potential subordinates.

Short list job applications

Job vacancies often receive more applications than an organisation can handle. Many organisations ask applicants to send in a resume or job application in order to cut out those applications that are unlikely to be successful.

Conduct an interview

The selection criteria are used to develop a list of questions that are asked at an interview. The answers to each question are rated according to how well they meet the criteria. It is essential to have more than one person interviewing in order to overcome any potential personal bias of a single interviewer and to minimise legal risk.

Short list and check references

Once all applicants have been interviewed their interview scores are tallied and the best applicants are short-listed. The next step is to contact the remaining applicants' references and check their previous work history.

Choose the best candidate and follow-up

The final step is to choose the one candidate who best fits the selection criteria and inform them of the decision. It is often useful to advise the successful candidate of the decision before informing the unsuccessful candidates. This is because some candidates may decide to not take up the position and you will need to offer the job to the next most suitable candidate. Follow-up is an important aspect to the selection and recruitment process. Applicants, especially unsuccessful ones, may seek feedback to improve their future chances of successfully navigating a selection process. Others may be dissatisfied and seek to pursue a grievance procedure. In both cases procedures should be in place and follow any existing documentation provided by the organisation for such practices.

Dangers of a poor selection/recruitment process include:

• Employee is not capable of doing the job
• Employee is not qualified to undertake the role required
• Employee is incompatible with existing employees or the team
• Costs associated with turnover of staff through incorrect selection, retraining, etc.
• Cost to the department of ineffective team member
• Overall failure to contribute to capacity of the team or organisation

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