61
WORKBOOK
|
©
2016
YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB42015 CERTIFICATE IV IN LEADERSHIP AND MANAGEMENT
| WORKPLACE LEADERSHIP
_V1.1
WORKBOOK
|
©
2016
YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB42015 CERTIFICATE IV IN LEADERSHIP AND MANAGEMENT
| WORKPLACE LEADERSHIP
_V1.1
f
data that is readily available via existing internal systems and procedures
f
viewpoints and opinions from those affected by or involved in the matter
under consideration
f
external sources which provide a benchmark against which to compare
existing processes, etc.
In our practical example, information that could be gathered relating to the
staffing rota may include:
f
staffing rotas for a specified period of time (e.g. the last 3 months)
f
staffing costs for the same period of time
f
staffing costs for a longer period of time (e.g. the last year)
f
staffing budget for the current year
f
data relating to the work produced by the department (e.g. work schedules;
productivity data; etc.)
f
formal/informal complaints from staff/others concerning the staffing rota
f
staff views about the current arrangements
f
staff ideas and suggestions about how the rota could be improved, etc.
Organising information
Having collated the relevant information, the next step is to organise it so that
the key messages are evident. The staffing costs may show that there is an
increase of up to 30% in wages during busy periods. The previous staffing rotas
may show that this extra work is carried out by only two of the ten people in the
team. Looking at the data separately will not necessarily highlight any areas
of concern but by putting related pieces of information together, issues which
require further investigation may emerge. So, in this example, by understanding
the increases in staffing costs, when this occurs and who is undertaking the
extra work, it is possible to ask some further questions to investigate in more
detail. Relevant questions may include: