1.     Human Resource Requirement

The main responsibility  of the top management in JKL is establish the strategic plan of JKL that is to lead the suppliers of forklifts, medium, large and small trucks and also emphasize on their operational plans that is expand their existing branches, withdraw from the rental division and continue their selling and services for forklifts. For this the management need to follow an effective Human resource procedure. This can be done effective by determining a consultative mechanism. Consultation provides opportunities to create strong two-way relationship between employer and the employee (, 2014). JKL industries can facilitate workshops or discussion forums for consultation where they can explore the HR issues within a brief time period and can have open-ended dialogue on the issues and develop strategies. This strategy is helpful to develop innovative ideas and also build relationship, consensus among the participants thus achieving various outcomes.

Sometimes JKL might not be aware of external factors that might hit the organization performance, thus to relate the performance of the organization with the changing needs the organization must also involve their potential stakeholders. This would help the organization to reduce the business constraints and enhance the opportunities. The management can engage with stakeholders by incorporating involvement, consultation and communication processes.

After discussing with stakeholders, the management of JKL industries can develop a HR strategic plan as follows:

Recruitment: Create Recruitment Strategy by conceptualize with stakeholders; focus positions that need recruitment help at first (focused around time-to-fill, failure to discover particular capabilities and absence of differing diversity – tailor program to resource availability of HR staff) and create annual recruitment plan for positions to get support

Performance management: Managers must comprehend the contrasts between exceeding performance, meeting and unsatisfactory desires. To set up pay-for-performance structure, there must be a steady and target procedure for assessing performance. All representatives ought to have a yearly performance evaluation with objectives for the following year. High performers ought to be remunerated. Low performers ought to have execution change plans with a detailed time period for development – with no change they ought to be expelled from the position.

Remuneration and benefits: This should include incentive compensation, career path developments, promotion opportunities and pay for performance

Education and training: Here the JKL employees will be given opportunities to learn various innovative strategies and also train them to improve their career and performance.

Models for the delivery of HR service

The transformations of HR due to globalization have maximized the contribution of strategies and improve their business performance. Thus JKL can utilize two basic service delivery options either they take their own responsibilities for all HR activities or they can outsource their HR activities based on the need.

In case of managing all HR activities alone, the JKL industry need to hire an internal personnel who have thorough concepts of all the HR activities and can align the HR strategies with the organizational objectives. The advantage of following this method is that JKL themselves have 100% responsibilities to do it all and have complete control over the activities. However the organization might face issues with the opportunity cost and hiring a new employee incurs cost, huge training cost is need to make the employee understand the organizational objectives. This method will comply with all the enterprise agreements, industrial relations and code of practices as the responsible employee is well versed with all the relevant policies and procedures and would make the strategies based on those frameworks.

Another model is outsourcing in which JKL industry can partner with trusted advisor and can outsource their HR activities. This method is both cost and time effective as JKL then focus on their core business. However the JKL might face risks as the provider might not be aware of their industry or business which might be risky in complying with the enterprise agreements, codes of practice, legislation and industrial relations.

Strategies for the delivery of HR service

Since the present HR officers of JKL industries are more like assistants than a strategic HR resource due to lack in strategic management knowledge, JKL need to hire a new manager who is well-versed with strategic HR.

Hiring Strategies: JKL Industries should use the external recruitment sources by publicizing their need in periodicals and using audio-visual media sources. Or they can also take the support of third-party employment agencies

Motivation, maintenance and retention strategies: JKL industries need to analyze the capabilities and talents of employees give then key metrics as they need, provide a work-life balance to recharge themselves and also need to improve on their On-the-job training opportunities. Various contest and incentive schemes will be implemented to keep the employee motivated

Separation strategies: The strategy will be communicated in advance both in a policy training and policy manual and would be emulated reliably and will guarantee that the policy will treat everybody reasonably and in compliance with common decency when they separate from their manager.

Action Plan for the delivery of HR service

The main aim of the HR services is to increase the satisfaction level in the organization in terms of changing structures, pay conditions and also remove the discrimination and Unfair dismiss. Thus the following action plan would help to reduce such issues:

  • Recognizing the training needs of the workers and upgrading the induction training procedure, association will have more roused and self steered employees
  • performance appraisal should modernized and redressed
  • JKL industries must outsource their HR activities to E.L.Blue, the Australian leader in outsourcing the human resource
  • They must make sure that service agreement document consists of details of the activities that JKL is outsourcing that is the work specification, the fees structure, liability information, proprietary information, ownership rights and also the terms for termination to avoid any future issues.
  • JKL industries will make all the communication through mail and phone and should record all the conversation through proper documentation with signature as an evidence this would help to maintain an healthy relation.

REFERENCES,. (2014). Consultation techniques | Engaging Queenslanders: a guide to community engagement methods and techniques | Guides and factsheets | Community engagement | QG WebCentre | Queensland Government. Retrieved 20 November 2014, from