1. Manage Project Human Resources Introduction to Human Resources Diploma of Project Management Qualification Code BSB51507 Unit Code BSBPMG506A

2. Manage Project Human Resources
INTRODUCTION 2

3. Project Human Resource Management
processes that organise, manage and lead the project team
Project Team
comprised of the people assigned roles and responsibilities for completing the project
the composition of the project team changes during the different phases of the project
Project Management Team
a subset of the Project Team, assists the Project Manager
responsible for project management and leadership activities
Adapated from PMBOK 4th Edition

4. Managing the Project Team
Influencing the project team
Being aware of human resource factors that may impact the project
Managing – team environment, location, politics, cultural issues, organisational factors
Professional and ethical behaviour
All team members should follow ethical behaviours
Often need to document expected values and behaviours
HR legal frameworks and regulatory compliance
Being aware of and complying with HR laws, regulations, policies and procedures
Adapated from PMBOK 4th Edition

5. Human Resource Management
LEGAL ENVIRONMENT 5

6. HRM Legal Frameworks in Australia
As soon as you are responsible for the management of people, you need to ensure that you are aware of and comply with all relevant Human Resource Management legal frameworks
There are various national, state, industry and organisation specific regulations including –
Federal Legislation
Federal Regulations and Guidelines
State Legislation
State Regulations and Guidelines
Industry Specific Regulations and Guidelines
Organisational Policies and Procedures

7. HRM Legal Frameworks in Australia
As a people manager you can be held personally liable for breaches of legislation, regulations, guidelines and organisational policies and procedures.
It is common knowledge that you can be convicted for not complying with HRM legislation and regulations, but recent cases have set precedents for court action where organisational policies and procedures have not been correctly followed.
If your organisation has documented HRM policies and procedures that are not being followed, then legal action can be taken against the organisation and people leaders who have not implemented the policies and procedures correctly.

8. Fair Work Act 2009
On 1 July 2009 Fair Work Australia began operations as part of a new national workplace relations system underpinned by the Fair Work Act 2009.
Some of the significant changes in major areas such as -
Agreement making
Assistance for the low-paid
Dismissal
Dispute resolution
General protections
Good faith bargaining
Industrial action—no formal start of bargaining
Minimum wage setting
National Employment Standards
Visit for further information

9. Federal Discrimination Legislation
The federal Parliament has passed a number of laws which aim to protect people from discrimination in public life and from breaches of their human rights -
Age Discrimination Act 2004
Disability Discrimination Act 1992
Human Rights and Equal Opportunity Commission Act 1986
Race Discrimination Act 1975
Sex Discrimination Act 1984
The Australian Human Rights Commission administers these laws. They have the authority to investigate and conciliate complaints of discrimination and human rights breaches
Visit for further information

10. Age Discrimination
The Age Discrimination Act 2004 helps to ensure that people are not treated less favourably on the ground of age in various areas of public life including:
employment
provision of goods and services
education
administration of Commonwealth laws and programs
The Act also provides for positive discrimination – that is, actions which assist people of a particular age who experience a disadvantage because of their age

11. Disability Discrimination
The Disability Discrimination Act 1992 has as its major objectives to
eliminate discrimination against people with disabilities
promote community acceptance of the principle that people with disabilities have the same fundamental rights as all members of the community, and
ensure as far as practicable that people with disabilities have the same rights to equality before the law as other people in the community.

12. Race Discrimination
The Racial Discrimination Act 1975 gives effect to Australia's obligations under the International Convention on the elimination of all forms of racial discrimination.
Its major objectives are to -
promote equality before the law for all persons, regardless of their race, colour or national or ethnic origin, and
make discrimination against people on the basis of their race, colour, descent or national or ethnic origin unlawful.

13. Sex Discrimination
The Sex Discrimination Act 1984 gives effect to Australia's obligations under the Convention on the Elimination of All Forms of Discrimination Against Women and certain aspects of the International Labour Organisation (ILO) Convention 156
Its major objectives are to -
promote equality between men and women
eliminate discrimination on the basis of sex, marital status or pregnancy and, with respect to dismissals, family responsibilities, and
eliminate sexual harassment at work, in educational institutions, in the provision of goods and services, in the provision of accommodation and the delivery of Commonwealth programs.

14. Other Federal Legislation
Affirmative Action (Equal Employment Opportunity for Women) Act 1986
Racial Hatred Act 1995
Equal Opportunity for Women in the Workplace Act 1999
Occupational Health and Safety (Commonwealth Employment) Act 1991
Workplace Relations Act 1996
Workplace Relations Regulations 1996
Privacy Act 1988

15. State Based Legislation - NSW
is the official NSW Government website for online publication of legislation and is provided and maintained by the Parliamentary Counsel’s Office
Major NSW Human Resource legislation includes -
Occupational Health and Safety Act 2000
Workers Compensation Act 1987

16. Occupational Health and Safety
The objectives of the Occupational Health and Safety Act 2000 (NSW) are to -
secure and promote the health, safety and welfare of people at work
protect people against workplace health and safety risks
provide for consultation and cooperation between employers and workers in achieving the objects of the Act
ensure that risks are identified, assessed and eliminated or controlled,
develop and promote community awareness of occupational health and safety issues,
provide a legislative framework that allows for progressively higher standards of occupational health and safety to take account of new technologies and work practices
protect people against risks arising from the use of plant (ie. machinery, equipment or appliances).
Source -

17. Workers Compensation
Workers compensation provides protection to workers and their employers in the event of a work related injury or disease.
Through the workers compensation system injured workers may have an entitlement to weekly payments, lump sums for permanent impairment (and pain and suffering where applicable), payment of medical bills, provision of legal assistance to pursue a claim and intensive rehabilitation assistance
All employers must have a workers compensation policy to insure themselves against compensation claims for workplace injuries if they pay more than $7,500 in wages, employ an apprentice or trainee, or are part of a group for premium purposes
The NSW workers compensation system operates under the Workers Compensation Act 1987 and the Workplace Injury Management and Workers Compensation Act 1998
Source -

18. Workers Compensation in NSW
The New South Wales workers compensation system comprises four elements -
New South Wales WorkCover Scheme – which provides workers compensation insurance through contracted Scheme Agents to employers operating in New South Wales.
SICorp (through the Treasury Managed Fund) – manages workers compensation, administration and financial liability for most public sector employers except those who are self-insurers.
Self-insurers – organisations with enough capital to underwrite, pay and manage their own claims. There are strict criteria that employers must meet prior to WorkCover granting a self-insurers licence.
Specialised insurers – underwrite workers compensation insurance risk for a specific industry or class of business or employers.
Source -

19. Bullying and Harassment
Falls more under regulations or guidelines
Not specifically defined in legislation but normally falls under Anti Discrimination
Bullying may not be unlawful under federal and state anti-discrimination legislation
Can be hard to take action unless the harassment also involves some form of obvious discrimination covered by law
Often included in organisational HR policies and procedures
* Sourced from

20. Bullying and Harassment
Definition of workplace bullying is "the repeated less favourable treatment of a person by another or others in the workplace, which may be considered unreasonable and inappropriate workplace practice. It includes behaviour that intimidates, offends, degrades or humiliates a worker." (Source ACTUQ/QCCI/Qld Govt Dept of Workplace Health and Safety)
Bullying behaviour may include -
physical or verbal abuse
yelling, screaming or offensive language
excluding or isolating employees
psychological harassment
intimidation
assigning meaningless tasks unrelated to the job
giving employees impossible jobs
deliberately changed work rosters to inconvenience particular employees
undermining work performance by deliberately withholding information vital for effective work performance
* Sourced from

21. Organisational Policies and Procedures
Most medium and large organisations have specifically documented Human Resource Management Policies and Procedures
These must comply with relevant legislation and be followed by all people leaders in order to avoid legal action
Why have them?
Protect workers rights and safety
Avoid legal action
Assign some of the responsibility to people leaders

22. Common HR Policies and Procedures
Equal Employment Opportunity
Occupational Health and Safety
Recruitment and Termination
People Management
Poor Performance Management
Employee complaint procedures
There may be others….it is your job to find them and follow them!

23. Human Resource Management
PERFORMANCE MANAGEMENT 23

24. Performance Management Lifecyle

25. Before Recruitment & Selection
Before you start recruitment and selection –
Determine and agree the project scope
Define the Work Breakdown Structure
Define the project team structure
Determine the vacancies
Develop detailed position descriptions
Understand organisational policies & procedures for recruitment
Check preferred supplier list for recruitment agencies

26. Position Descriptions
Used to define and document the detailed responsibilities of particular roles
Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project
Project 1
Role – Project Manager
Detailed deliverables
Detailed roles &
responsibilities
Position Description
Role – Project Manager
Duties …..
Preferred Experience….
Mandatory Skills….
Desirable Skills…..
Qualifications….
Project 2
Role – Project Manager
Detailed deliverables
Detailed roles &
responsibilities
Project 3
Role – Project Manager
Detailed deliverables
Detailed roles &
responsibilities

27. Position Descriptions
Basic Inclusions –
Job Title
Department
Reporting Line – up and down
Purpose
Team Size
Budgetary Authority
Other Authority Levels
Skills & Experience
Qualifications

28. Position Descriptions
Other Common Inclusions –
Salary Range
Type of employment – contract, permanent, fixed term
Detailed roles and responsibilities
Conditions and benefits
Organisation overview
Accountabilities
Key capabilities or competencies
Mandatory knowledge, skills and experience
Desirable knowledge, skills and experience
Policies and procedures to be followed

29. Steps for Recruitment & Selection
Step 1: Identify the Vacancy
Step 2: Review or Create Position Description
Step 3: Obtain Approval if Required
Step 4: Determine recruitment strategy
Resource pool
Internal transfer or promotion
External market
Advertising method
Recruitment partner 

30. Steps for Recruitment & Selection
Step 5: Prepare Recruitment and Selection Materials
Selection criteria
Interview questions
Reference questions
Skills test
Recruitment Panel if required 
Step 6: Review Applicants and Prepare Short List
Remember HR Legislation & Regulations!!

31. Steps for Recruitment & Selection
Step 7: Conduct Interviews and Selection Activities
Step 8: Select Preferred Candidate and Commence Negotiations
Step 9: Execute Employment Contract
Step 10: Arrange Appointment and Organise Induction Process

32. Induction & Probation Company and Team based induction
Can be formal or informal
Cover policies and methodologies
Responsibility of direct line manager
Probation needs to be specified in employment contract
Need to monitor initial performance carefully
Can terminate at end of probationary period based on poor performance

33. Performance Objectives & Reviews
Objectives cascade from overarching business planning and strategy
Individual objectives normally set annually and reviewed mid year
Project objectives determined during scoping and flow through to project team members
Need to link back to position description including roles and responsibilities
Make SMART

34. Performance Objectives & Reviews
Performance rated against agreed objectives
Normally mid year and annual reviews
Out of cycle reviews or projects
Linked to remuneration and recognition
Normally have a specific process for poor performance management

35. Learning & Development
Not just about training courses
Can also include self study, secondments, mentoring, coaching and on the job training
Based on current role and future role requirements
Agreed with direct manager and then the employees responsibility to implement

36. Remuneration & Recognition
Links to performance review outcomes
Can include –
Salary increases
Bonus payments
Flexible working conditions
Awards
Scholarships etc

37. Career Planning
Normally available for high performers
Planning for future roles including required skills and experience
May involve secondments, additional training, mentoring and coaching

38. Can be incorporated into –
Coaching & Mentoring
Can be incorporated into –
Learning & Development
Remuneration & Recognition
Coaching & Mentoring
Informal - organised by employee
Formal – organised by company
Mentors and mentorees need time allocated to the activity

39. Employee Separation Can be the result of –
Poor performance
Major breaches of policy and dishonesty
Resignation
Normally involves a separation interview for resignations to identify underlying issues

40. Project Management Roles
PM ROLES & RESPONSIBILITIES 40

41. Project Roles
There are many roles required on a project to ensure that all work items are completed
Having the right roles and the right people in them gives the Project a better chance of achieving the project objectives and success criteria
Right Roles
Right People
Right Results

42. Project Management Roles (AIPM)
There is a natural hierarchy of roles within the project management profession
The AIPM’s competency framework has four levels -
Executive Project Director
Project Director
Project Manager
Project Practitioner
Source – AIPM Professional Competency Standards for Project Management, June 2008, Version 1

43. Project Management Roles (PMI)
The PMI has a different hierarchy of project management roles –
Portfolio Manager
Program Manager
Project Manager
The PMI also includes a project support function known as the Project Management Office
Source – PMBOK, 4th Edition

44. Project Management Definition
The application of the 9 defined project management knowledge areas, skills, tools and techniques to deliver project requirements.
Project management typically includes identifying requirements, addressing stakeholder expectations to ensure the project is planned and executed correctly, balancing competing project constraints such as time, cost, quality and scope, and reducing the impact of risks and issues.
Source – Adapted from PMBOK, 4th Edition

45. Program Management Definition
Grouping related projects in order to manage and co-ordinate the outcomes and enhance the achievement of benefits.
Program management is the centralised and co-ordinated management of a set of related projects in order to achieve broad strategic objectives and benefits.
Program management focuses on the project interdependencies and determines the optimal approach to managing the projects in order to maximise the benefits.
Source – Adapted from PMBOK, 4th Edition

46. Portfolio Management Definition
Grouping of a collection of projects or programs together so they can be managed as a whole in order to achieve strategic business objectives.
Portfolio management refers to the centralised management of a collection of related projects and programs. This includes identifying, prioritising, authorising, managing and controlling and projects and programs within the portfolio so that they align with the strategic business objectives.
The focus is on prioritisation of resource allocation so that the portfolio objectives are aligned to organisational strategies.
Source – Adapted from PMBOK, 4th Edition

47. Project, Program & Portfolio Roles
Project Manager
Program Manager
Portfolio Manager
Scope Management
Project have defined objectives. Scope is progressively elaborated throughout the project lifecycle.
Programmes have a larger scope and provide more significant benefits.
Portfolios have a business scope that changes with the strategic goals of the organisation.
Change Management
Project Managers expect change and implement processes to keep change managed and controlled.
The Program Manager must expect change from both inside and outside the program and be prepared to manage it.
Portfolio Managers continually monitor changes in the broad environment.
Project
Planning
Project managers progressively elaborate high-level information into detailed plans throughout the project lifecycle.
Program managers develop the overall program plan and create high-level plans to guide detailed planning by Project Managers.
Portfolio managers create and maintain necessary processes and communication relative to the planning for the overall portfolio.
People
Management
Project managers manage the project team to meet the project objectives.
Program managers manage the program staff and the project managers, they provide vision and overall leadership.
Portfolio managers may manage and co-ordinate portfolio management staff and ensure the overall people management framework, policies and procedures are followed.
Project Success
Measures
Success is measured by product and project quality, timelines, budget compliance and degree of client satisfaction.
Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken. Often linked back to a business case.
Success is measured in terms of aggregate performance of portfolio components and often linked back to a strategic plan and priorities for a business unit.
Monitoring & Controlling
Project managers monitor and control the work of producing the products, services and results committed to in the Project Charter.
Program managers monitor the progress of sub projects to ensure the overall goals, schedules, budgets and benefits are achieved.
Portfolio managers monitor the aggregate performance against strategic objectives.
Source – Adapted from PMBOK, 4th Edition

48. Project Management Office (PMO)
Primary function of a PMO is to support project managers -
Managing shared resources
Specifying and developing the project management methodology, best practice, standards and tools
Coaching, mentoring, training and career management
Project assurance and compliance with methodologies and standards
Co-ordinating communication across projects and within the project management community
Assistance with project establishment and approval processes
Project reviews and health checks to ensure projects are running according to plans and expected outcomes
Source – Adapted from PMBOK, 4th Edition

49. Project Managers vs PMOs
Focuses on the specified project objectives
Controls the assigned project resources to best meet project objectives
Manages the constraints of the individual project (scope, time, cost, quality, risk etc)
Manages major program cope changes to optimise achievement of broader business objectives
Optimises the use of shared organisational resources across all projects in their jurisdiction
Manages methodologies, standards, overall risks and interdependencies in their jurisdiction
Source – Adapted from PMBOK, 4th Edition

50. Next Steps
Please proceed to HR Processes Part 1 in the Learning Program. Best of Luck! 50