Unit of competency Outline
Date retreived
22/07/2026 6:08 PM AWST
22/07/2026 6:08 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage human resources strategic planning
Manage human resources strategic planning
Unit of competency
National Code
BSBHRM602B
BSBHRM602B
State Code
D4865
D4865
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
21/07/2014
Field of Education
080303 - Human Resource Management
Original Release Date
21/07/2014
Nominal Hours
40
Description
This unit describes the performance outcomes, skills and knowledge required to develop, implement and maintain a strategic approach to managing human resources in an organisation.The unit is critical for any human resources manager and should be undertaken after a firm grounding has been established in a range of human resources activities.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Research planning requirements
- 1.1. Analyse strategic plans to determine human resource strategic direction, objectives and targets
- 1.2. Undertake additional environmental analysis to identify emerging practices and trends that may impact on human resources management in the organisation
- 1.3. Identify future labour needs, skill requirements and options for sourcing labour supply
- 1.4. Consider new technology and its impact on job roles and job design
- 1.5. Review recent and potential changes to industrial and legal requirements
2. Develop human resources strategic plan
- 2.1. Consult relevant managers about their human resources preferences
- 2.2. Agree on human resources philosophies, values and policies with relevant managers
- 2.3. Develop strategic objectives and targets for human resources services
- 2.4. Examine options for the provision of human resources services and analyse costs and benefits
- 2.5. Identify appropriate technology and systems to support agreed human resources programs and practices
- 2.6. Write strategic human resources plan and obtain senior management support for the plan
- 2.7. Develop risk management plans to support the strategic human resources plan
3. Implement human resources strategic plan
- 3.1. Work with others to see that the plan is implemented
- 3.2. Monitor and review the plan
- 3.3. Adapt plan should circumstances change
- 3.4. Evaluate and review performance against plan objectives
RANGE STATEMENT
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Emerging practices and trends may include:
ageing workforce
changes in consumer patterns or community expectations
economic trends
labour market trends
multi-generational teams
new products or services
new technologies
political or legislative changes
qualification or educational changes
working internationally.
Future labour needs may include:
labour required to achieve organisation's strategic objectives, for example:
competency
number
quality
type.
Options for sourcing labour supply refer to:
employing a range of recruitment options
hiring casual labour
hiring new graduates or trainees
employing off-shore workers
outsourcing
using contractors or consultants.
Strategic objectives and targets for human resources may refer to:
equal employment opportunity and diversity
human resources information systems
induction
industrial relations
job analysis and design
OHS
performance management
professional development
recruitment and selection
remuneration
staff retention and succession planning.
Options for the provision of human resources services may include:
external provision by a consultant or contractor
having the work performed elsewhere (outsourcing)
internal human resources provision of the service
internal non-human resources provision of the service
merging of business units.
Human resources plan includes:
budget
priorities
objectives
timeframes.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Emerging practices and trends may include:
ageing workforce
changes in consumer patterns or community expectations
economic trends
labour market trends
multi-generational teams
new products or services
new technologies
political or legislative changes
qualification or educational changes
working internationally.
Future labour needs may include:
labour required to achieve organisation's strategic objectives, for example:
competency
number
quality
type.
Options for sourcing labour supply refer to:
employing a range of recruitment options
hiring casual labour
hiring new graduates or trainees
employing off-shore workers
outsourcing
using contractors or consultants.
Strategic objectives and targets for human resources may refer to:
equal employment opportunity and diversity
human resources information systems
induction
industrial relations
job analysis and design
OHS
performance management
professional development
recruitment and selection
remuneration
staff retention and succession planning.
Options for the provision of human resources services may include:
external provision by a consultant or contractor
having the work performed elsewhere (outsourcing)
internal human resources provision of the service
internal non-human resources provision of the service
merging of business units.
Human resources plan includes:
budget
priorities
objectives
timeframes.
EVIDENCE GUIDE
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
development of a strategic human resources plan which includes relevant research and data and demonstrates a clear alignment with broader business objectives
implementation and review of the plan.
Context of and specific resources for assessment
Assessment must ensure access to appropriate documentation and resources normally used in the workplace.
Method of assessment
The following assessment methods are appropriate for this unit:
assessment of reports on strategic human resources issues and human resources planning
direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate
evaluation of strategic objectives and targets for human resources services
review of human resources plan and risk management plans
oral or written questioning to assess knowledge of human resources practices and functions.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
development of a strategic human resources plan which includes relevant research and data and demonstrates a clear alignment with broader business objectives
implementation and review of the plan.
Context of and specific resources for assessment
Assessment must ensure access to appropriate documentation and resources normally used in the workplace.
Method of assessment
The following assessment methods are appropriate for this unit:
assessment of reports on strategic human resources issues and human resources planning
direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate
evaluation of strategic objectives and targets for human resources services
review of human resources plan and risk management plans
oral or written questioning to assess knowledge of human resources practices and functions.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| D0743 | BSBHRM602A | Manage human resources strategic planning | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUI98 | BSBHRM602 | Manage human resources strategic planning | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W906 | BSB60110 | Advanced Diploma of Advertising | Qualification |
| D182 | BSB60207 | Advanced Diploma of Business | Qualification |
| J045 | CHC52312 | Diploma of Community Services (Development and or Humanitarian Assistance) | Qualification |
| D189 | BSB60907 | Advanced Diploma of Management (Human Resources) | Qualification |
| AB631 | BSBSS00026 | Workforce Development Implementation Skill Set | Skill set |