15 Feb King Edward VII College has been operating for five years. The college is based inthe Melbourne CBD, with about500 students enrolled. Itoffers a range of courses in management, mar

King Edward VII College has been operating for five years. The college is based inthe Melbourne CBD, with about500 students enrolled. Itoffers a range of courses in management, marketing, human resources and international business.Courses are offered at all levels from Certificate II to Graduate Diploma. The college is very popular due to its competitive pricing structure, innovative teaching methods and state of the art facilities. Due toitssuccess, the college plans to establish two additional campuses, one in Brisbane and one in Sydney. The Brisbane campus will commence operating inJanuary 2022 and Sydney in mid-2022. Campus locations are already in place,with the process being overseen mainly by the CEO andtheFinance Manager. No staff have been employed as yet,but it is anticipated that each campus will require a receptionist,astudent services officer and 4 trainers. Existing staff at the Melbourne campus will complete all other staff functions until such time as student numbers increase substantially. It is anticipated that maximum student numberswill be up to 50 students at each ofthe new campuses. The College currently employs 24 staff members includingthe CEO, a Marketing Manager and Marketing Assistant, Human Resources Manager, Finance Manager, Administration Manager, Office Assistant, Receptionist, Academic Manager, Student Services Officer,and approximately 14 trainers. Further details regarding the above staff, as well as thestaff turnover statistics,areprovided in the Workforce Information document. King Edward VII Collegeunderstands theoverall importance of strategic planning for human resourcesand,given the company’s expansion plans,aStrategic workforce plan is now required. The status of key areas of human resources is as follows: Equal employment opportunity and diversity:equal employment opportunity is implicit in recruiting staff and in the workplace but there is no formal policy or strategy in place or arrangements for flexible working arrangements. Humanresources information systems:the current human resources system is basic. Staff files are kept in a filing cabinet and payroll is managed through accounting software. There is interest in migrating to an advanced HR information system as the business grows and has multiple sites. Costs need to be identified. Inductionis limited to a couple of hours at the beginning of an employee’s employment. There is no follow up. Job analysis and design:no formal systems in place. Occupational health and safety:policies and procedures and processes are in place. However, no formal training system or ongoing development systems are in place. Performance management:while performance management is indicated in the company’s strategic plan, it is sporadic and depends on the manager. Clearer procedures and systems need to be put in place and there also needs to be some attention to reward and recognition schemes. Professional development:professional development onus is on the staff with no formal systems in place. Any professional development undertaken by staff is not always recorded although staff are supposed to complete a professional development register. An online system for recording professional development and that is linked to the human resources information system would be useful. There is no current budget for professional development and an annual amount needs to be identified per staff member. Recruitment and selection:there are a desire to identify recruitment and selection strategies that ensure the recruitment of quality staff. Staff retention and succession planning:no formal systems are in place.