Bsbmgt502.docx 3q5c33

ASSESSMENT SUMMARY / COVER SHEET This form is to be completed by the assessor and used as a final record of student competency. All student submissions including any associated checklists are to be attached to this cover sheet before placing on the students file. Student results are not to be entered onto the Student Management Database unless all relevant paperwork is completed and attached to this form.

Student Name: Student ID No:

Completion Date:

Unit Code & Title:

BSBMGT502 Manage people performance

Please attach the following documentation to this form

Result

Reassessment

S = Satisfactory NS = Not Satisfactory NA = Not Assessed

S = Satisfactory NS = Not Satisfactory NA = Not Assessed

Assessment Task 1

 Allocate work and provide

S | NS | NA

S | NS | NA

Assessment Task 2

 Design and train performance management systems

S | NS | NA

S | NS | NA

Assessment Task 3

 Manage performance

S | NS | NA

S | NS | NA

C / NYC

Final Assessment Result for this unit

Assessor Comments and to student: __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ Student Declaration: I declare that this assessment is my own work based on personal study and research and not plagiarised or copied from another student’s work or source.

Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student. I have provided appropriate and advised the student of their result.

I am also aware of my appeal rights.

Name:

____________________________

Name:

____________________________

Signature:

____________________________

Signature:

____________________________

Date:

____/_____/_____

Date:

____/_____/_____

istrative use only Entered onto Student Management Database

 ________________ Date

Choice Academic College RTO 41177 | CRICOS 03625F June 2018 version: 1.0

Initials

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Assessment Task 1 BSBMGT502 Manage people performance

Allocate work and provide Submission details The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details.

Performance objective You will demonstrate skills and knowledge required to allocate work and provide informal to employees in the context of managing people performance.

Assessment description In response to a simulated workplace scenario, you will meet with a peer manager to roleplay consultation on acquiring a (human) resource, setting performance expectations and risk management. You will then participate in a second role-play to provide initial, informal to the newly acquired human resource and set performance expectations for ongoing work within your team. The role plays in this assessment will allow you the chance to practice in a simulated environment about work performance and workforce planning.

Procedure 1. Review the Australian Hardware simulated business documentation provided to you by your assessor. 2. Review the scenario below. (case study may be carried out as a group exercise in class) You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. One of your customer service and sales representatives is taking a year’s absence. A garden products employee, Kim Smith, has been seconded to you after expressing an interest in the temporary hardware and home products position to her manager. You will need to meet with Kim’s manager to discuss the secondment and Kim’s fitness for the role you have in mind.


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Assessment Task 1 BSBMGT502 Manage people performance You have a role description for the position (Appendix 1). One of the main concerns you have is Kim’s ability to transfer the customer service skills practiced and learned in the garden centre, and to learn new homewares-specific product and service knowledge. Probably one of the key determinants of whether the secondment will be a success will be Kim’s attitude to acquiring new skills and knowledge and persevering through a period of adjustment to her new work conditions. After meeting with Kim’s manager, you will need to meet with Kim to negotiate a work plan (Appendix 2), including two to three goals and KPIs, consistent with the organisation’s operations planning. You are prepared to accept that during a six-month transition period (one performance appraisal period) sales performance may be as much as 20% off target. Currently sales representatives in the hardware and homewares division are expected to generate $10,000 of revenue monthly. Other objectives and KPIs may be drawn from and negotiated on the basis of the role’s position description. Finally, you will need to identify and analyse two to three risks associated with the secondment and record the analyses A suggestion would be to carry out a gap analysis. (Appendix 3). Note a secondment can mean a temporary basis of work in a different part of the organisation. 3. Arrange with your assessor (or this may be carried out with your class peers and your assessor will observe you in the role plays). a. a time and place to conduct the two role-plays: i.

a consultation with the garden products manager.

ii. a meeting to set performance expectations with the seconded employee. b. timeframe and format requirements for submitting ing documentation, as set out in the specifications below. 4. Carry out the role-play with the peer manager. Ensure you: a. Discuss your expectations for the employee and your needs for filling the position with this resource: i.

Discuss the position description and how this will fit into the organisations plans.

ii. Gather a sense of the employee’s aptitude and how you feel they will take on this new role. b. Gather informal to relay to the employee that will allow the employee to start off with a realistic sense of the expectations of the position and how hard they may have to work to close any performance/skills/ knowledge gaps. Consider what the work may involve and the importance of getting sales and being with customers that can affect the performance of the staff member.


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Assessment Task 1 BSBMGT502 Manage people performance 5. Carry out the role-play with the seconded employee. Ensure you complete the following: a. Briefly summarise how performance is measured and performance objectives are set within the organisation. This needs to be clear and concise with details of performance measurements and objectives for the employee. b. In accordance with those processes, set performance objectives and complete a work plan in consultation with the employee. The work plan in appendix two can be added to with more detail. c. Discuss general expectations and code of conduct with employee. Explain how code of conduct is important and what it means if the employee were to breach the code of conduct and how this would affect their employment. 6.

After role-playing with the manager and employee, identify two to three risks associated with the secondment in accordance with the organisation’s risk management plan in appendix three. Ensure you identify at least one compliance risk. (Compliance risk is the threat posed to a company's earnings or capital as a result of violation or non-conformance with laws, regulations, or prescribed practices.)

7. Submit ing documentation to your assessor in accordance with the agreed timeframe, format and the below specifications.

Specifications You must: ● participate in two role-plays:

○ one with the garden products manager ○ one with the seconded employee. ● submit an agreed work plan ● submit a risk management plan.

Your assessor will be looking for demonstration of your ability to: ● consult with relevant stakeholders to identify work requirements, performance

standards and agreed performance indicators ● develop work plans and allocate work to achieve outcomes efficiently and within

organisational and legal requirements ● provide constructive on performance ● outline how performance is measured and performance objectives are set within the

organisation.


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Appendix 1: Employee position description Position Description Job title:

Customer Service Representative

Job level:

Entry Level

Department/division:

Date: Reports to:

Manager Homewares

Hardware and home products

Summary of position Provide expert advice to customers on hardware and homewares products, process sales and refer sales to checkout staff. Essential job requirements ● Determine customer needs. ● Provide expert advice to customers. ● Take and process orders. Required competence/education What are the minimum competence/educational requirements for this position? Competence

Level/standard

Product knowledge

Ability to describe the use of each product; (on rare occasions, where necessary) able to refer to others on team with more expert knowledge and with minimal inconvenience to customer.

Customer focus

Can develop rapport, inspire confidence; Up-sell and cross-sell when appropriate to meet customer’s needs.

Point-of-sale technology

Able to complete and process orders within two minutes.

Learning development

and

Expected to take a self-directed and continuous approach to learning on- and off-the-job in consultation with management

Health, safety, security and environment

Can follow relevant policies and procedures for WHS, recordkeeping and financial procedures, sustainability policies and procedures.

Physical requirements Must be able to stand for four-hour shifts; minimal lifting: 20 kg. Mental requirements N/A Equipment used Computer/point-of-sale terminal, telephone, forklift, fax machine, power tools.


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Assessment Task 1 BSBMGT502 Manage people performance Supervisory responsibilities N/A Working conditions ● Indoor warehouse environment. ● Occasional outdoor work. Signature: Date:


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Assessment Task 1


Appendix 2: Employee work plan KRA

Activities/goals

Measurement/KPIs

Financial



Managing money well



Monthly Financial Reports



Achieve sales performance as  20% off the target

Sales performance report



Getting high sales revenue per month



Knowledge ability about product  and services 

Customer satisfaction

Can adapt in new environment  Completing sales transaction in short time

Market share

Internal process

 

Customer focus

Development




Have a good satisfactory score



Meet customer’s needs



Having 20-30 training hours per week



Self-advancement exercises



-Can take a self-guided and constant way to deal with

customer

learning

ability/dependencies 

Financial Manager



Homewares Manager



Customer satisfaction score Quality of service



Customer Manager



Level of productivity



Training Department



Self-development report from trainer



Performance appraisal

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Relationship

Assessment Task 1

BSBMGT502 Manage people performance learning on-and off-the-work in conference with the board

Signature: Date:


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Assessment Task 1


Appendix 3: Risk management plan template Risk

Risk likelihood

Risk impact

Financial

High

Financial Finance of the company health of the business

Finance company

Training

High

Develop Training and development ment of the employee

Training process

Human resource

High

Selection Human resource of the company employee

Operational

High

Operatio Day to day operation of the Smooth operations n of the business business

Market

High

Competiti Market competition of the Market on in the company company market


Controls

Monitoring

of

the Selection employees

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Timelines of

of

of

Responsible

the Finance of the Finance of the company company

As per Training and candidates development qualification department

the When needed

HRM

For every Operation operation manager

the Regularly

Marketing department

Assessment Task 1


Risk

Risk likelihood

Risk impact

Credit

Moderate

The person who being defaulter

Liquidity

Moderate

Covert Selling of goods goods in to cash


Controls

Monitoring

Timelines

Responsible

Borrowing going in to default

Credit capability

Monthly

Finance department

Market share of the Monthly goods

Marketing department

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Your answers for task 1: BSBMGT502 Manage people performance

Answers for task 1: Role Plays Scenario: Homewares Manager with the Garden Products Manager HM: Good afternoon sir, do you have some time? GPM: Yes sir of course, what do you need? HM: I want to discuss some things about Kim. GPM: About Kim in my department? HM: Yes, Apparently, Kim has given the interest in the job position hardware and home products recently, and here I want to ask you about her. What do you think about her? Maybe you can tell me about her performances? or some things related to the work. GPM: Alright sir, according to me she is a fast learner, she has a quite talent on customer services, she adapts the environment quickly HM: So, do you think it’s a good decision to move Kim for the new position? GPM: Yes, because her performance is good. You don’t need to worry about that. I believe that she can do the best for the new position and can adapt easily. HM: Okay, thank you so much for the time, Sir. I will you as soon as possible to inform you about this. GPM: No problem, Sir. HM: Good afternoon, Sir. GPM: Good afternoon


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Your answers for task 1: BSBMGT502 Manage people performance

Role-Play Scenario: Homewares Manager with Seconded Employee (Kim) HM: Are you Kim? Kim: Yes I am sir HM: Please come to my room after the break, I need something to talk Kim: Sure sir (After Break) Kim: (Knocking the door and entering the room) Excuse me sir, I have come as you ordered me HM: Come in (shout), so Kim. Here I want to discuss about the new position you are interested about. Since I already discussed your interest in the new position with your manager. I want to ask you one more time. Are you ready for the new position and all the procedures? Kim: Oh alright sir, Yes! I’m ready for the new position sir! HM: Okay, I want to inform you that you are accepted in the new position in this department. Kim: Thank you so much, Sir! I do really happy for that. I promise that I will do the best for it. HM: I trust you for this new position. Here is the brief explanation about your new job details. You have to:   

Determine customer needs. Provide expert advice to customers. Take and process orders.

Kim: Yes, Sir. I can do that. HM: Here you can read the term and condition. Are there any questions from the work plan or something that you are not agree with? Kim: No, Sir. I’m fully agree with that. HM: Great! Welcome to the new department, Kim! I hope we can work as a good team with you. Kim: Thank you very much, Sir. I hope so. HM: If you want to ask anything, just me. I think that’s all. Have a good day. Kim: Yes thank you so much sir!


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Facilitator Guide

BSBMGT502_Marking Guide_Task 1

Marking Guide Assessment Task 1: Allocate work and provide initial Candidate’s name

Phone no.

Assessor’s name

Phone no.

Assessment site Assessment date/s

Time/s

Outcomes Satisfactory Did the candidate:

Yes

No

Participate in two role-plays: ● one with the garden products manager ● one with the seconded employee?

Submit a work plan? Submit a risk management plan? Submit all documentation within the agreed timeframe and in agreed format?

Performance indicators Satisfactory Did the candidate:

Yes

No

In role-play with the Garden Centre Manager, consult on work to be allocated and resources available? In role-play with the seconded employee, develop work plans in accordance with operational plans?


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Facilitator Guide


Satisfactory Did the candidate:

Yes

No

In role-play with the seconded employee, allocate work in a way that is efficient, cost effective and outcome focused? In role-play with the seconded employee, confirm performance standards, code of conduct and work outputs? In role-play with the seconded employee, develop and agree performance indicators with relevant staff prior to commencement of work? In role-play with the seconded employee, provide preliminary on performance, as conveyed by previous manager, to set the initial level of performance from which gains may be made through performance management? Conduct risk analysis in accordance with the organisational risk management plan and legal requirements, for example, consistent with risks in Australian Hardware risk management plan?

Comments/ to participant

Outcome:

Successful

Unsuccessful

Assessor name: Assessor signature:


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Design and train performance management systems Submission details The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details.

Performance objective You will demonstrate skills and knowledge required to design and train others on performance management systems.

Assessment description In response to a simulated workplace scenario, you will design a performance management system and train peer managers.

Procedure 1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly policies and procedures relevant to the current performance management system. 2. Review the scenario below. It has been noted by senior management that employee performance has generally fallen behind targets. Particular areas of concern are sales revenue and customer satisfaction and targets that are not being meet by the employees.


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Looking at the results of organisational climate measures taken by Australian Hardware’s HR team, employees complain of: ● the lack of apparent management commitment to training and

advancement ● the lack of meaningful rewards and recognition ● the lack of management presence and ongoing on work

performance. A large proportion of employees, 45%, always or often feel disengaged from work; their sense of self-confidence and optimism is low. There is a high risk of the organisation being unable to attract, retain and enact a succession plan if trends continue. You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. As the most knowledgeable manager on matters of performance management, you have been asked to deliver a short training session (15–20 minutes) on the current performance management system and your plans to improve the current system to take of HR information. Your managerial audience is generally familiar with the current system, but would benefit from a refresher as an introduction to learning about your approved amendments. 3. Arrange with your assessor: a. a time and place to role-play the training you may wish to use your class peers to aid you in your presentation role play. b. a timeframe and format requirements for submitting ing documentation, as set out in the specifications below. 4. Make appropriate amendments to the performance management system to address the identified deficiencies. You may wish to consider using table for this. 5. Plan a short training session 10-15 mins to convey the important features of the current performance management system and your amendments. Assume that your amendments have been approved and are ed by senior management for piloting at the Wollongong store. Ensure you cover the following in your session: a. Introduction to the main features of the performance management system in place, including: i.

At least three (3) goal-setting and performance measurement processes

ii. formal and informal and why this is important in this case study iii. performance appraisals and what benefits these can have within the organisation


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iv. monitoring training and development. consider why monitoring and develop can link to performance in this organisation v. recordkeeping needs and requirements and why keeping records is important. b. Discussion of the amendments you have made to the current system, including a focus on developing potential through positive development options rather than on identifying and correcting performance weaknesses. You may wish to use a table for this question. c. Prepare to answer questions on the amendments you have made, particularly the purpose of your system (What do you hope to achieve? What problems does it address?) and how your amended system is designed to achieve that purpose. 6. Deliver a 10 to 15-minute training session. Lead others (you class peers) by gaining for your amended system: explain and argue for the benefits of your amendments. Note: For example, you could demonstrate amendments to the existing performance management system by amending existing processes in response to the scenario and then using these amendments in a training presentation. You could present these amendments on PowerPoint slides or create a revised performance management flow chart to present to managers. 7. Submit ing documentation to your assessor in accordance with the agreed timeframe, format and the below specifications.

Specifications You must: ● participate in a training session role-play ● submit amended performance management system documentation, such as revised policy or

procedures for performance management ● submit training planning documentation, and presentation materials, such as PowerPoint

presentation and any handouts provided. Your assessor will be looking for demonstration of your ability to: ● describe performance management systems, including monitoring, evaluation, providing

on performance ● train participants (managers) in performance management systems to allow them to

implement the system with their own staff ● describe how to keep records and documentation in accordance with the organisational

performance management system ● list performance measurement systems utilised within the organisation ● describe staff development options and information.


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Your answers for task 2 BSBMGT502 Manage people performance

Answers for task 2: AMENDED PERFORMANCE MANAGEMENT SYSTEM DOCUMENTATION a. Performance Management System

Purpose: The goal or the purpose of the performance management System is basically developing the low skilled employees who are considered need to be developed in hard skills or may be soft skills by providing an appropriate agenda which manages the performance of employees in this company. The company recognises that performance management happened to be managed and enforced exploitation tools, techniques and processes that are in step with its values and suits legal needs. The organisation hope all the staff can participate in the management and appraisal process completely and constructively, regardless as to if they're either conducting or receiving a management or appraisal and adjust to legal needs. Scope: This policy applies to any or all employees used other than session staff. For workers UN agency is absent for most of the year (maternity, sickness, sabbatical), quality management and assessment procedures will not be applicable. Once the worker returns to work, the manager should meet with them to discuss what is needed to introduce them to the work and to agree on objectives. In the context of what was affordable for the worker to possess achieved while they were at work, even previous goals should be considered. Roles and responsibilities Manager: - prepare staffing levels. - Work with Human Resources staff to recruit, interview, select, hire, and use academic degree acceptable type of workers. - offer oversight and direction to the staff among the operational unit in accordance with the organization's policies and procedures. - Coach, mentor and develop staff, along with overseeing new employee onboarding and providing career development springing up with and opportunities. - Empower workers to want responsibility for his or her jobs and goals. Delegate responsibility and expect responsibility and regular . - Foster a spirit of cooperation and unity among department that permits for disagreement over ideas, conflict and prompt conflict resolution, and additionally the appreciation of diversity additionally as cohesiveness, iveness, and dealing effectively on to change each employee and additionally the department to succeed.


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- Consciously manufacture a geographical point culture that's to keep with the final organization's that emphasizes the glorious mission, vision, guiding principles, and values of the organization. - Lead workers using a performance management associate degreed development technique that has associate overall context and framework to encourage employee contribution and includes goal setting, , and performance development springing up with. - Lead workers to satisfy the organization's expectations for productivity, quality, and goal accomplishment. - offer effective performance through employee recognition, rewards, and disciplinary action, with the assistance of Human Resources, once necessary. - Maintain employee work schedules along with assignments, job rotation, training, vacations and paid time without work, work, defend absence, and overtime programing. - Maintain clear communication. suitably communicate organization knowledge through department conferences, one-on-one conferences, and acceptable email, IM, and regular social communication. Employee: - head of the health and safety of themselves and of others UN agency is additionally stuffed with what they're doing or not do - Get along with the health and safety matters - Not misuse any tool that's provided for safety functions (e.g. hearth extinguishers or safety goggles) - Follow directions from the leader on health and safety matters and attend relevant health and safety work - Report hazards and defects discovered among the geographical point - staff do their own job - Being disciplined in work (not being late or absent) - Avoid swing themselves or others in danger Performance review guidelines The employee’s performance is monitored and evaluated oft throughout the year. The performance review encomes three elements: - associate annual formal review discussion - a six-month follow-up discussion - continuous observance of the employee’s performance. These elements feature among the subsequent technique. Goal setting and work deg Goal setting and work coming up with is to be undertaken in consultation with affected managers, teams and other people on the next basis:


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- KPIs, activities and targets are to be set with relation to the relevant sections of the organisation’s operational prepareand position descriptions - Work coming up with takes into specific capabilities and input from workers. Annual discussion The annual discussion is also a key step among the performance review technique. primarily, this step involves collectingall the information collected and assessed throughout the year bearing on the employee’s performance. However, there must be no surprises throughout this discussion; it's simply an overview and review of the informal and formal reviews conducted throughout the year. The key parts of the annual discussion are to: - Replicate on performance throughout the year - Clarify key responsibilities of the role and review the duty description - Discuss successes additionally as areas for improvement - Set united targets and performance standards for the subsequent six months - Agree on key areas of development for effective performance among the role. Six months follow-up discussion The follow-up review provides an opportunity for managers and workers to re-visit targets, standards and development plans to: - establish that progress is heading in the right direction - establish changes impacting on the action of targets and standards - discuss development prepare progress or establish development arrange - modify standards and targets, if needed. Training Session - Introduction to the most options of the performance management system I. Goal setting: Organizational Goals Organizational goals are those meant to spice up the structure of a business and company as a whole. it's helpful to interrupt down huge structure goals into smaller ones to help produce them appear less discouraging Employee Goals To help workers have the simplest way of purpose terribly} very company and feel driven, it's important for each one to possess personal, good goals. it's common for staff to work out personal goals throughout academic degree annual review, but the creation associated review of ongoing and new goals can facilitate increase an employee’s success. workergoals can embrace earning a promotion, gaining further responsibilities, acting as a project manager, gaining further purchasers for the company or earning a company bonus.


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once academic degree employee creates goals, her manager can show by serving to her develop action steps, creating deadlines and celebrating each success. Financial Goals It is natural for geographic point goals to include those related to finances. whereas creating short- and long-term cashgoals, it's important to let workers comprehend the vision and build ways in which during which for each staff person to participate. Performance measuring processes STEP one SELECT: choose & define what’s value activity Choosing and method what’s value activity for your organisation involves: • deciding what specific results must be measured • springing up with measures that supply the foremost effective proof of those results • method the measures to specify the operational details of the thanks to bring them STEP 2 COLLECT: gather information that has integrity The process of grouping performance information is important to its integrity and will be really resource intensive. It’s pricegiving serious thought to but you'll approach it, thus the information are typically “fit for purpose”. It involves: • method the data requirements for a collection of performance measures you'd prefer to report • springing up with, rising and implementing information assortment systems to optimize knowledge accessibility and integrity STEP 3 STORE: manage the data thus it’s quick and easy to access Where and therefore the approach you store your information directly determines what knowledge you'll access, once and therefore the approach quickly you'll access it, however easy or hard it's to access and therefore the approachsuperabundant crossfunctional use you'll get out it. To avoid the pitfalls of assumptive that information is easy to induce your hands on, perceive that the next activities will doable be needed in conveyance your measures to life: • using an information referencing model to form data management value effective & amendment cross-functional use of knowledge • extracting, integrating and preparing information for analysis STEP 4 ANALYSE: flip knowledge into info Analysis turns knowledge into data. guarantee it’s the foremost acceptable info by adopting the sole analysis approach which can manufacture the information among the sort required to answer your driving queries. Analysis activities sometimesinclude: • choosing analysis techniques that manufacture performance knowledge that answers driving business queries • applying analysis procedures to raw performance information


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STEP 5 PRESENT: effectively communicate the information In act performance knowledge, you're influencing that messages the audience focuses on. make sure to giftperformance measures in ways in which during which supply straightforward, relevant, trustworthy and visual answers to their driving queries. Activities a bit like the subsequent are generally involved: • springing up with graphs that facilitate interpretation and deciding • springing up with and developing performance reports or dashboards for the owners and audiences of performance measures • springing up with and implementing performance coverage processes STEP 6 INTERPRET: translate the information into implication Interpreting your performance measures means translating messages highlighted by performance information into conclusions relating to what’s terribly occurring. to point out information into implication, you would like to acknowledge that messages are real messages (e.g. once a trend is factual a trend). two activities are necessary at this step among the performance activity process: • method pointers that signal that variations in performance results are real and that are merely natural random variation • drawing conclusions relating to performance results to settle on if action is needed (or not) STEP 7 APPLY: decide but implication will become action When you have found out what's very occurring together with your organisation’s performance, you're in a positiontocreate some decisions relating to what to spice up, what proportion to spice up it by and therefore the thanks toattempt to to it rising. • springing up with decision-making processes that make effective use of performance measures • identifying the premise causes of performance results (getting deeper than the symptoms) • setting performance targets that encourage property improvement • victimization performance measures to link the event cycle back to the design cycle II. Formal and Informal , can help you giving the acknowledge of staff accomplishments or improve performance in real time. are typically positive or constructive Give regeneration to acknowledge and reinforce actions or behaviors you price and need to continue. Provide constructive to identify actions or behaviors that weren’t effective and provide alternatives or suggestions for improvement for the subsequent time the case arises. Offering steering on improvement is critical; whereas not it, the persons UN agency are visiting be unsure on the thanks to avoid the identical or similar issues among the long run.


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is specific, and could be explained what and why III. Targeting desires Performance appraisals can target a selected area of weakness that wishes analysis and correction. It will evenfunction a valuable tool for establishing goals that will cause promotions and career advancement. using aperformance appraisal to uncover work wishes permits the company to focus efforts on narrowly made public areas. Charting Progress Performance appraisals are typically accustomed chart progress. examination performance appraisals from one benchmark quantity to a special offers every the company and thus the employee with measurable marks of improvement, lack of improvement or regression in job performance areas. These information are valuable for human resources. payment can increase, demotions, promotions and terminations are all parts which can be tied to the progress reflected in performance appraisal information. Building Relationships Performance appraisals supply the leader and employee the possibility to sit down down down and discuss performance. In busy firms, where most are taking care of business, periodic conferences between supervisor and employee enablethem to form or strengthen a relationship. Developing this rapport opens a line of communication for the employee to use in making future suggestions for the company or applying for promotions. Motivating staff Performance appraisals usually operate psychological feature tools for staff. the company may provide a bonus or various perk to workers global organization agency are able to improve their performance appraisals from one amountto the subsequent. it's important to produce improvement opportunities, like work seminars, mentorships or classes to workers aspiring to improve their performance appraisals. IV. Keeping a close eye on the performance and progress of your team is that the most quantity for his or her profit as a result of it's for yours. as a results of once we have a tendency to talk about observation performance, we're not talking relating to micromanaging people, or look each individual worker kind of a hawk – it’s relating to taking the time to help workers develop. many workers become unhappy in their jobs once ages, significantly if they not notice their work exciting or tough. good development is that the simplest due to facilitate staff feel oft challenged, rewarded and energised by their work. V. necessities in recordkeeping: – employee certification certificates and licences - copies of permits, registrations and licences workers should do their jobs


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– employee resumes and job applications – Performance reviews - similarly as assessments of staff performance and agreements between you and your staff – Position statements and job ments – shopper records - personal details, merchandise purchased and merchandise enquiries that are useful for locating new customers – shopper complaints - details of complaints relating to merchandise, service, staff or the remainder, and steps taken to resolve them – Details of any disputes with various businesses - similarly as but you went relating to resolution disputes – Quotes given and won - specifics of jobs and time spent on them to help with future quoting – Details of advertising campaigns and success - to form it easier to repeat ments and prepare future advertising campaigns – Insurance policies - typically review and update your business insurance, significantly once your business grows or changes. Because the recordkeeping will facilitate to: – Monitor Monitor the progress of your business – Project your liabilities – Prepare your cash statements – Establish the provision of receipts – Keep track of deductible expenses – Prepare your tax returns – things according on tax returns - Amendments I have got created to this system • The aims of the policy additional with the complaints from the employee that are:  Apparent management commitment to work and advancement  Correcting performance weakness  Keep doing self-development  Encourage employee further  supply rewards and recognition to employee. • The roles and responsibilities half, within the manager aspect I additional this points:  supply reward to best employee  supply work to develop their skills  supply constructive - Queries on the amendments I have got created – What do you hope to achieve? – I hope the performance of employee are visiting be higher and thus the goals are typically achieved.


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– What problems can it address? – the worker performance has usually fallen behind targets. – however your amended system is intended to attain that purpose? – I will elicit employee’s to form the system be additional acceptable and work with efficiency.

ROLE-PLAY TRAINING Homewares Manager: Good afternoon everyone. Audience: Good afternoon, Sir. Homewares Manager: First of all, I want to say thank you for coming. I believe some of you have known what is the purpose I want all of you to come here, but some of you may not know about it, so let me get straight. As we can see that employee’s recent performance has generally fallen quite serious. So, after several times I have been thinking about it, I’ve decided to make some amendment regarding our performance management system. Audience: Is that really a serious matter sir? Homewares Manager: Of course it is, the basic of a company is coming from the employee. When the employees have the low motivation, it means the company failed as the company. Audience: So what is the amendment about? Homewares Manager: There are some kinds of things, I would like to say the outline. There will be a correcting performance weakness, doing self-development, encouraging employee, giving rewards and recognition to employee, these are like the programs of development or you can say it as training, and here are the benefits of the programs: the best employee will get the reward or bonuses, the employees will get training to develop their skills, and the employees will have the vice versa from the trainers. Audiences: That is great sir. We hope that it will happen in short time and we want many trainings, so we can develop our-self farther. Homewares Manager: For now, I will try to give the ones who need it more training and selfdevelopment, of course, the others will be followed as the term and conditions I have planned, I will give you the detailed by the end of this week as soon as it is completed. I guess that is what I need to say to you all, if you have any further questions, do not hesitate to me. Thank you for your attention and have a nice day everyone. Audiences: Thank you sir!


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Page 26 of 41

Facilitator Guide


Marking Guide Assessment Task 2: Design and train performance management systems Candidate’s name

Phone no.

Assessor’s name

Phone no.


Time/s


Yes

No

Conduct a training session role-play? Submit their amended performance management system documentation? Submit their training planning documentation and presentation materials, such as PowerPoint presentation and any handouts provided? Submit all documentation within the agreed timeframe and in agreed format?


Yes

No

Make amendments that ensured the performance management system aligned with organisational objectives and policies and procedures?


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Facilitator Guide



Yes

No

Make amendments to the performance management system that appropriately address the identified deficiencies for the scenario business? Plan a training session and presentation materials for peer managers in scenario business to convey the important features of the current performance management system and their amendments? Train participants in the performance management and review process? Describe in their training session the main features of a performance management system? Discuss in their training session the focus on developing potential through positive development options rather than on identifying and correcting performance weaknesses? Prepare to answer questions on their amendments to the performance management system? Lead others by winning for their amendments to the performance management system? Conduct their training session making sure they:


Outcome:

Successful

Unsuccessful



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Assessment Task 3


Manage performance Submission details The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details.

Performance objective You will demonstrate the skills and knowledge required to performance manage people through providing formal and informal and coaching in an organisational context.

Assessment description In response to a simulated workplace scenario, you will plan and role-play the delivery of a and coaching session. You will then complete formal performance development documentation with the employee.

Procedure 1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly the performance management and performance appraisal processes. 2. Review the scenario below: You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. Kim Smith has been on your team for the past six months. It is now performance review time. You will need to provide Kim with on her performance since she was seconded to you from the garden centre. You are less than satisfied with Kim’s performance, but still hope you will be able to get her to focus on areas she needs to develop in and help her improve her performance to meet the expectations for the role. It is particularly disappointing that after providing her with and setting goals at the outset, she has not lived up to her commitment. You allowed her to reduce her sales targets, but she has not made any sustained effort


Page 29 of 41

Assessment Task 3


to develop herself to perform to a satisfactory level. She is even failing to reach the low targets set for the initial six-month period. While Kim has not performed to expectations, she has made some effort to learn the required product information. You would like to recognise her efforts, while not downplaying the fact that the organisation needs and expects more from their sales staff. You will need to discuss and agree upon what development steps to take. You have another experienced and high-performing staff member in the hardware and homewares department who has agreed to act as a mentor to Kim. You also have money in the budget for 30 hours of sales training for Kim if she is willing to be trained. You will need to follow the Australian Hardware policy and procedures for performance management, including recordkeeping. 3. Arrange with your assessor or class peers and be observed by the assessor: a. a time and place to role-play a coaching session/performance appraisal b. a timeframe and format requirements for submitting ing documentation, as set out in the specifications below. 4. Review the employee’s Performance Scorecard (Appendix 1). You need to have a full understanding of this score card to be able to develop your meeting with the employee. 5. Plan an informal coaching session for the employee. Use the Coaching Plan template provided (Appendix 2) or a coaching planning model of your own design. The focus of this part of the role-play should be on collaborating with the employee to identify performance gaps and taking positive measures to close those gaps. This may mean further training, having a buddy system put in place, weekly check in meetings. This may be three weeks to 12 weeks as you need to decide on the 6. Prepare the formal performance development documentation for the employee. Use the Performance Development Plan template provided (Appendix 3), in accordance with the Australian Hardware performance management policy. The focus of part of the role-play (done immediately after the coaching session) is to formally establish with the employee the performance issues, remedial steps and work goals for the next performance review period. This may be three weeks to 12 weeks as you need to decide on the review period and the performance of the employee.

7. Participate in a 10–15-minute role-play. Ensure you complete the following: a. Conduct a coaching session where you: i.

discuss performance expectations and what you believe is required from this employee and how they can meet the organisation’s goals and expectations.


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Assessment Task 3


ii. establish and clarify the reality of the employee’s performance: describe how performance was monitored and measured; your evaluation of the gap between expectations and their performance; and discuss previous given (Assessment Task 1). iii. recognise achievements, attitude and positive aspects of performance iv. discuss opportunities for growth and meeting expectations v. establish willingness of the employee to take concrete steps. b. Complete formal performance development documentation, where you: i.

set targets and review dates for the next performance review

ii. complete performance management recordkeeping for HR (Appendix 3), including signatures. Refer to the performance management procedures followed with the employee. 8. Submit ing documentation to your assessor in accordance with the agreed timeframe, format and the below specifications.

Specifications You must: ● participate in a 10–15 minute role-play ● submit a coaching plan ● submit your performance development planning:

○ the performance development plan as prepared by you prior to the role-play ○ the performance development plan as completed in agreement with the employee during the role-play. Your assessor will be looking for demonstration of your ability to: ● monitor, evaluate and provide on performance; and provide coaching, training and

other performance management techniques as needed ● reinforce excellence in performance through recognition and continuous ● keep records and documentation in accordance with the organisational performance

management system ● describe staff development options and information.


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Assessment Task 3


Appendix 1: Performance scorecard – Kim Smith KRA

Target

Financial

$8,000 sales $5,000 average over This low target was set for an initial period of six months. You would expect revenue per month six months an employee to reach a target of $10,000 at this stage.

Customer focus

8/10 score customer focus

Internal process efficiency

Two minutes to Average five minutes complete sales transaction

Learning and 20–30 development hours


Result

on 5/10 score

training Seven training hours

Comments

The employee is personable and tries hard to develop a rapport with customers. Customers and staff respond well to the employee. However, staff cannot rely on the employee to them and they are constantly being asked for product information that the employee should know already. Customers are initially attracted to the employee’s friendly manner but are quickly turned off by her unserious attitude. Customers do not have confidence in this employee’s ability to help them choose a product that will meet their needs. Customers who do stick with the employee must then wait longer to complete their purchases. The employee has never mastered the point-of-sale system; consequently they make errors that need to be corrected before completing transactions.

The employee, while expressing initial enthusiasm for the role, has not made any sustained effort to learn the basic skills and knowledge necessary to reach targets, although the employee attended a one-day rapport-building workshop. The employee appears to feel that they will learn by casual experience without any effort or that they can constantly rely on others to help.

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Assessment Task 3


Appendix 2: Coaching plan template Coaching phase Goal and expectations

Notes/questions/planning performance The objectives and execution are still a long way from the desire. The objectives haven't been accomplished. To improve the execution, Kim expected to go to preparing and advancement.

Reality of actual performance

Financial: Target: $8,000 sales revenue each month Actuality: $5,000 average in a half year

Customer focus: Target: 8/10 score on customer satisfaction Actuality: 5/10 score

Internal process: Target: Two minutes to complete sales transaction Actuality: Average five minutes

Learning and development: Target: 20–30 training hours Actuality: 7 training hours


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Assessment Task 3

Opportunities to develop


Employee have to learn seriously because they take it in casual way which is harmful to them and to the organization. Employee had to use full efforts.

Willingness to develop and Sometimes employee show his full willingness and do commitment commitment that he/she will do it but due to lack of efforts he/she didn’t fulfil his commitment.


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Assessment Task 3


Appendix 3: Performance development plan template Name and position: Kim Smith, Customer Service Manager: Hardware and Homewares Manager

Review period:

Reference from operational Key result area plan

Indicator of performance

Financial target

Sales revenue

When she achieved approx. She only achieved $5,000 average over $7000 and target is $8000. But current performance is six months. It’s still under average $5000

Customer focus

Customer service

When Kim can explain the Actually, she has a good customer service, but products detail and she can explain what the customers needed. information to customers Where she supposed to know the information asked by the customers.


success/ Status report/results

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Assessment Task 3


Reference from operational Key result area plan

Indicator of performance

Training

To let the employees learn and develop them selves

When they do work with full The training could help to achieve goals efforts and no mistake will be there.

Company’s goals

Internal efficiency


success/ Status report/results

process When Kim can master the point of sale system and not make an error when there’s a transaction.

Kim has never mastered the point-of-sale system; consequently, she makes errors that need to be corrected before completing transactions.

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Assessment Task 3

Achievements:


Areas of opportunity:

The employee is personable and tries hard to develop a rapport with Kim can make herself well-prepared, in fact that the chief has set a budget limit for 30 hours of offers preparing for Kim on the off customers. Customers and staff respond well to the employee. chance that she is eager to be prepared.

Next performance review period: Manager’s comments: I want you to get the training which can develop and train yourself to be better from now Kim.

Signature: Homewares Manager

Date:

Staff member’s comments:

Signature: Choice Academic College RTO 41177 | CRICOS 03625F June 2018 version: 1.0

Date: Page 37 of 41

Your answers for task 3


Answers for task 3:

Role-Play Development (in phone) HM: Hello Kim, please come to my room now. Kim: Alright sir, in 5 minutes.

(coming to the room) Kim: Excuse me sir, I’m here. HM: Okay Kim, I need something to talk about you. Let’s get it straight. Today we will discuss about your performance in the initial six-month period. To be honest, I’m a bit disappointed about your performance that the fact it is not more than satisfied, but I still hope you will be able to get yours to focus on areas you need to develop in. Then I decided to help you out by improve your performance to meet the expectations for the role. Kim: I’m sorry sir I have realized it even before you are calling me to this room. But how will you help me? HM: Okay listen to me. I have the budget for 30 hours of sales training for you if you are willing to be trained, I need you to follow the way and keep training and developing yourself in this progress, I believe it eventually will has the good result on it. Kim: Yes sir, I’m going to follow the way you are asking to me and do my best sir! HM: Great! I guess I will give you the detail after the break, now you can go back to work. Have a good day and good luck! Kim: Yes sir, thank you so much for helping me


Page 38 of 41

Facilitator Guide


Marking Guide Assessment Task 3: Manage performance and provide Candidate’s name

Phone no.

Assessor’s name

Phone no.


Time/s


Yes

No

Participate in a 10–15 minute role-play? Submit a coaching plan? Submit their performance development planning, including: ● the performance development plan as prepared by the

candidate prior to the role-play ● the performance development plan as completed in agreement

with the employee during the role-play? Submit all documentation within the agreed timeframe and in agreed format?


Yes

No

Develop a coaching plan focusing the session on collaborating with the employee to identify performance gaps and taking positive measures to close those gaps?


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Facilitator Guide



Yes

No

Prepare the formal performance development documentation for the employee in accordance with organisational requirements? During the role-play, conduct performance management in accordance with organisational policy and procedures for performance management? During the coaching session phase of the role-play, monitor and evaluate the employee’s performance on a continuous basis? During the coaching session phase of the role-play, provide informal to the employee on a regular basis? During the role-play, advise the employee where there is poor performance and take necessary actions? During the coaching session phase of the role-play, provide on-the-job coaching when necessary to improve performance and to confirm excellence in performance? Completed the formal performance development documentation with the employee in accordance with organisational requirements?


Outcome:

Successful

Unsuccessful



Page 40 of 41

Unit

BSBMGT502 Manage People Performance

Please help us to improve our services to you. We would appreciate your honest on the training provided for this unit. Thinking about your experience while participating in the training for this unit, please read the following statements and tick one response only. Trainer name Date started

Site

Learner name Disagree

Unsure

Agree

Not applicable

You were provided with clear information regarding accessing classes.

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The methods of presentation were engaging and effective.

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There is a good balance between theory and practice.

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Your trainer provided opportunities for you to ask questions and participate during class.

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You had access to individual assistance.

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Assessment tasks required you to demonstrate what you learned.

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I received useful on my assessments.

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The unit resources were useful and easy to understand.

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The facilities and online resources if needed for this unit were adequate.

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The knowledge and skills you have learned will assist you in your career.

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Do you have any suggestions on how we could improve this unit

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