Team Effectiveness and Performance Assessment

This assignment delves into the importance of team effectiveness assessment in a business setting. It explores the role of leaders in evaluating team performance, identifying strengths and weaknesses, and developing strategies to improve team performance. The assignment also touches on the 360-degree evaluation method and the responsibility of team members in achieving performance goals.

T-1.8.1
Details of Assessment
Term and Year Time allowed
Assessment No 1 Assessment
Weighting
100%
Assessment Type Practical and Simulation Exercises (Individual In-Class Assessment)
Due Date Role Play Task 3 Session 1 - 22/02/18 , Role Play
Task 3 Session 2 - 23/02/18 and Final
Submission- 23/02/18 , Week 6
Room TBA
Details of Subject
Qualification BSB51415 Diploma of Project Management
Subject Name Team Effectiveness
Details of Unit(s) of competency
Unit Code (s) and
Names
BSBWOR502 Lead and manage team effectiveness
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work
submitted is my own, and has not been
copied or plagiarised from any person or
source.
Signature: ___________________________
Date: _______/________/_______________
Details of Assessor
Assessor’s Name
Assessment Outcome
Results Competent Not Yet Competent Marks / 100
FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
Student Declaration: I declare that I have been
assessed in this unit, and I have been advised of my
result. I am also aware of my right to appeal and the
reassessment procedure.
Signature: ____________________________
Date: ____/_____/_____
Assessor Declaration: I declare that I have
conducted a fair, valid, reliable and flexible
assessment with this student, and I have provided
appropriate feedback
Student did not attend the feedback session.
Feedback provided on assessment.
Signature: ____________________________
Date: ____/_____/_____
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Purpose of the Assessment
The purpose of this assessment is to assess the student in the following
learning outcomes:
Competent
(C)
Not Yet
Competent(
NYC)
1.1 Consult team members to establish a common understanding of team
purpose, roles, responsibilities and accountabilities in accordance with
organisational goals, plans and objectives
1.2 Develop performance plans to establish expected outcomes, outputs, key
performance indicators (KPIs) and goals for work team
1.3 Support team members in meeting expected performance outcomes
2.1 Develop strategies to ensure team members have input into planning,
decision making and operational aspects of work team
2.2 Develop policies and procedures to ensure team members take
responsibility for own work and assist others to undertake required roles and
responsibilities
2.3 Provide feedback to team members to encourage, value and reward
individual and team efforts and contributions
2.4 Develop processes to ensure that issues, concerns and problems identified
by team members are recognised and addressed
3.1 Encourage team members and individuals to participate in and to take
responsibility for team activities, including communication processes
3.2 Support the team in identifying and resolving work performance problems
3.3 Ensure own contribution to work team serves as a role model for others
and enhances the organisation’s image for all stakeholders
4.1 Establish and maintain open communication processes with all
stakeholders
4.2 Communicate information from line manager/management to the team
4.3 Communicate unresolved issues, concerns and problems raised by team
members and follow up with line manager/management and other relevant
stakeholders
4.4 Evaluate and take necessary corrective action regarding unresolved
issues, concerns and problems raised by internal or external stakeholders
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
 Computer with relevant software applications and access to internet
 Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
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deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
 Please refer to the College re-assessment for more information (Student Handbook).
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Note: The organisational details used in this assessment have been sourced (and to some extent
paraphrased) from the organisation’s website and other relevant external sources. The information
used here is solely for educational purpose.
CASE STORY: BING LEE
Bing Lee is an Australian retailing company, a chain of superstores specialising in consumer
electronics, computer and telecommunication goods. Bing Lee is the largest privately held electrical
retail business in New South Wales with 41 stores (13 franchised) and a turnover of about $490
million. The organisation has future plans to have stores in every Australian state.
The Lee family, from Grandfather Bing through to father Ken and son Lionel, comprises classic
outside-the-square thinkers, and that's one part of the story of how it has created an enduring retail
brand. It all started when Lionel's grandfather Bing Lee and dad Ken purchased an electrical repair
business in Fairfield, in Sydney's southwest, in1957.
"Bing and Ken saw a future in the electrical business, particularly with the release of television in
1956," Lionel Lee says. "That, plus they saw the ambitions of the waves of migrants, and that
suggested to them that the demand for electrical appliances would be strong for many years to
come." The location for the first business showed that the Lee family understood market demand.
"Fairfield was right in the middle of the hostels housing many of the migrants when they first arrived in
Australia," Lionel Lee says. "As migrants themselves, both Bing and Ken understood how migrants
would want to improve their lifestyles and along the way take advantage of the many benefits of
household electrical appliances."
The early phase of growth was conservative, with Bing keen to stay close to the migrant community.
As those communities moved beyond Fairfield to places such as Merrylands, Villawood, south to
Wollongong and west to Blacktown, Bing Lee moved with them. When Bing died in 1987, Ken Lee
became more expansionary.
"We began to open stores in places that were not necessarily migrant strongholds but more
mainstream," Lionel Lee says. "Between 1987 and 2007 we've opened more than 20 stores between
Canberra in the south and Port Macquarie in the north. With that expansion came a brand
development program taking us from our Chinese-Hong Kong roots to a mainstream brand with a
distinct Chinese flavour."
Start-up businesses that quickly achieve an impressive growth story have to have a competitive
advantage. So, what was Bing Lee's? "Its original competitive advantage was providing credit to
migrants who couldn't get finance through regular sources," Lionel Lee says. "
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Bing and Ken trusted the migrants. The migrants trusted them and that mutual trust was the core of
the business in the early days." While Bing Lee has reached the heights that a publicly listed vehicle
would be proud of, it remains a family business.
This could explain its success. "Essentially, the business has grown of itself over the years," Lionel
Lee says. "It's still a family business. We treat the business as a family. Our staffs are family. Our
customers are family. If you're not a part of the family, you're not really Bing Lee."Lionel's younger
brother Greg Lee runs the Carlingford store and their cousin Gary is the company's whitegoods buyer.
Lionel was destined to be part of a family business from a young age. "I attended my first board
meeting with my father when I was 10 years old," he says. "It was during the school holidays. Mum
put me in a suit and tie, and when dad and I arrived, I was put under the board table and told to be
quiet, sit still and listen. I finished my HSC in 1983 on a Thursday, started with the business on Friday
and I became CEO on the death of my father in December 2007." Typical of businesses built to last,
Bing Lee has had the security of a leadership team of six, who have run the business with Ken Lee for
many years. This means the operation sits on solid foundations, despite the death of its inspirational
co-founder.
While the retailer has carried the brands that sell themselves, a big part of this success story has
been the marketing of Bing Lee with only two advertising consultants in the business's history. "The
first was Wayne Bell, who took us into the 'Kung Fu man' territory with 'the best prices this side of
Hong Kong' punch line," Lionel Lee says. "In those days it was right for Bing Lee, using our Chinese
heritage and focusing almost entirely on price. It positioned us correctly within our then limited
geography, mainly migrant suburbs, and stockholding."
After Bing's death, as Ken Lee began to expand the business rapidly, the marketing as well as
advertising changed to reflect this. "First, we began to stock a lot more brand-leading products; and,
second, we started working with big-brand suppliers to enhance our mutual interests," Lionel Lee
says. "Third, we had to move away from straight price advertising and competition because price
alone could send you broke. And, fourth, we had to become more mainstream so that we can appeal
to all Australians." To do this they engaged Barry Anderson, head of Grey Advertising. "He's taken us
down the "best advice, best price' and 'everything's negotiable' routes," Lionel Lee says.”He's also
instilled family into the advertising, first with Ken and now with Yenda in Sydney and me rurally. "We
use the electronic medium to position and get us on shopping lists.”Press and catalogues are about
selling."
Bing Lee started advertising on radio but really didn't take long to dive into television commercials,
with its first ads broadcast in the late 1970s. Both media have been and still are important to the
brand's development. And while the retailer has all the apparent professionalism of the big retail
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names, the management team has always preferred a family approach,
even when it comes to its externally sourced marketing.
It is worthwhile to mention that this has been created inside a hotly competitive market with big names
such as Harvey Norman, JB HiFi, the Good Guys and Clive Peeters, to name but a few. However, in
business, as in sport, you don't become a champion playing in B-grade.
Around the turn of the century, the franchisee concept was introduced to the business especially in
Australia. Today 16 of the 40 Bing Lee retail outlets are run by franchisees. Bing Lee also has the
management rights to the "Sony Centre" concept in NSW and the ACT and currently has stores
located in Chatswood, Drummoyne and World Square in Sydney’s' CBD.
To know more about the organisation, please visit their website at https://www.binglee.com.au/
Bing Lee also has a dedicated YouTube channel at https://www.youtube.com/user/BingLeeElectrics
Sponsorships
Bing Lee sponsored the Bulldogs Rugby League Football Club until allegations that players were
allegedly involved in a gang rape in Coffs Harbour. Bing Lee signed a 2-year sponsorship deal with
A-League club Sydney FC in February 2007. On Sydney's Home strip the front is taken up with Bing
Lee, and on the away jersey it is on the front and back of the right leg of the shorts. In July 2009 Bing
Lee re-signed for another year along with Japanese electrical company Sony as Sydney FC's major
sponsors. The firm is also one of the major sponsors of the Sydney Swans AFL team and sponsored
channel 7's The Amazing Race Australia.
Currently Bing Lee is proud to be partnering with New South Wales Netball and their two teams the
New South Wales Swifts and Giants Netball in the 2017 Suncorp Super Netball competition.
Products and Services
Bing Lee Electrics divides its products into the following categories:
 Computer includes ipads, tablets, laptops and desktops
 TV/ Video includes home theatre systems, apple TV and home media players
 Audio includes speakers, headphones and audio cables
 Cameras includes drones and digital cameras
 Phones includes smarts watches and smart phones
 Home Appliances includes dryers, washing machines and freezers
 Small Appliances includes blenders, juicers, ironing and cooking appliances
 Floorcare includes vacuum cleaners and vacuum accessories
 Heating & Cooling includes heaters, electric blankets and fans
 Fitness & Health includes scales, fitness equipment and wearable technology
 Smart Home & Lighting includes lighting, security and wireless networking
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Organisational Vision
Bing Lee’s vision statement focuses towards a different customer service goal that everyone in the
firm share, where everyone is treated as a family. The company’s vision for the future is to be the “top
electronics retailer in Australia that not only provides bricks and mortar stores but also specialised in
online shopping”.
Organisational Values
 To treat customers and employees as family members
 To work as one team that provides services in a traditional Chinese concept
 To provide the best possible before and after sales service to the customers
 To grow as a family but also to be a mainstream organisation in Australia
Bing Lee’svalues reflect who they are as individuals and as an organisation. They serve as a
compass for the actions and are the guiding principles with which all the staff members carry out their
duties and responsibilities.
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SCENARIO AND CONTEXT
You were appointed last year as the sales team manager for the division that includes TV and
whitegoods in one of their stores. You have a team of 4 full-time and 4 casual sales people in your
division. Your full-time team members are John Citizen, Jerry Citizen, James Citizen, Jane Citizen.
Your casual team members are Mary Citizen, Ali Citizen, Susan Citizen, and Singh Citizen.
Your store opening hours are:
Mon - Fri: 9 am to 9 pm
Sat: 9 am to 7 pm
Sun: 9 am to 7pm
The wage rate of your organisation is as follows:
 Permanent full-time staff - $20/hour and penalty rates of $25/hour on Saturdays and $35/hour
on Sundays.
 Casual staff - $25/hour and penalty rates of $30/hour on Saturdays and $40/hour on
Sundays.
 The organisation also gives commissions of 1% of sales to any staff after they have reached
their personal and team targets.
TV and Whitegoods Sales Division KPI/Target: $50,000 sales per week.
TASK INSTRUCTIONS, REQUIREMENTS AND MARKING CRITERIA
 TASK 1. Team Performance Plan. This includes TASK 1A. Roster for the TV sales division;
TASK 1B. Develop Key Performance Indicators (KPIs) for team members; TASK 1C. Prepare
a performance agreement letter; and TASK 1D. Prepare a planning meeting agenda (Each
carries 5 marks, Total 20 marks)
 TASK 2: Develop and facilitate team cohesion. The second section includes TASK 2A.
Develop a policy statement for performance management and a policy statement for team
responsibility; TASK 2B. Develop a procedure for team performance management; and TASK
2C. Prepare feedback letters to team members(Each carries 10 marks. Total 30 marks)
 TASK 3: Facilitate teamwork using role-play sessions. This section includes TASK 3A.
First role-play session; TASK 3B. Second role-play session; and TASK 3C. Fill out the
performance recordkeeping form (Each role-plays carry 15 marks and Recordkeeping task
carries 10 marks. Total 40 marks)
 TASK 4: Liaising with various stakeholders of the organisation. The last section includes
TASK 4A. Prepare a formal communication and liaison with stakeholders; and TASK 4B.
Evaluate and take corrective action on unresolved issues and problems using an action
plan(Each carries 5 marks, 10 marks)
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TABLE OF CONTENTS
CONTENT PAGES
TASK 1. Team Performance Plan
TASK 1A. Roster for the TV sales division
TASK 1B. Develop Key Performance Indicators (KPIs) for team members
TASK 1C. Prepare a performance agreement letter
TASK 1D. Prepare a planning meeting agenda
TASK 2:Develop and facilitate team cohesion
TASK 2A.Develop a policy statement for performance management and a policy
statement for team responsibility
TASK 2B.Develop a procedure for team performance management
TASK 2C. Prepare feedback letters to team members
TASK 3: Facilitate teamwork using role-play sessions
TASK 3A.First role-play session(demonstration)
TASK 3B.Second role-play session(demonstration)
TASK 3C. Fill out the performance recordkeeping form
TASK 4: Liaising with various stakeholders of the organisation
TASK 4A.4A. Prepare a formal communication and liaison with stakeholders
TASK 4B.Evaluate and take corrective action on unresolved issues and problems
using an action plan
APPENDIX 1 (Links to templates and external resources)
APPENDIX 2 (attach role-play scripts for both sessions)
The learner is required to update and adjust the page numbers and topics based on the amount of their content
and the responses made to each task. Actual tasks follow after this page.
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TASK 1:Based on the organisational scenario and the context, your TASK 1 is to prepare a
team performance plan for your team of 8 sales staff. Your plan should include:
1A. Prepare a roster for your team based on the opening hours, staff numbers, peak times and off-
peak times.
1B. Allocate individual KPIs for each team member based on sales division KPI and work roster.
1C. Prepare a “Performance Agreement Letter” for your sales team that you will communicate with via
meeting and also in email.
1D. Prepare a planning meeting agenda for your team where you will get input from your team in
regards to the operations, sales targets and customer service.
1A.Roster for the TV sales division
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
John John John John John John John
Jerry Jerry Jerry Jerry Jerry Jerry Jerry
James James James James James James James
Jane Jane Jane Jane Jane Jane Jane
Mary Ali Susan Mary Mary
Singh Ali Ali
Susan Susan
Singh Singh
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The given roaster has been prepared keeping in mind the peak hours of the day and
the peak days in a weak. The weekdays from Monday to Thursday are generally lean days
where only an adequate number of customers visit the store. This is the reason why on
Monday and Tuesday, no extra workers have been appointed. From Wednesday onwards,
one extra casual employee has been employed. During the weekends, the footfall in the store
is generally high and therefore, Friday has two extra workers. On the weekends ; Saturday
and Sunday all the employees need to be present to handle the increased demand. All the
given employees will be working for 8 hours. With the first shift starting from 9am to 5 pm
and 1 pm to 9pm.
On the weekends the shifts are from 9 am to 3 pm and 1 pm to 7 pm.
1B. Develop and allocate individual Key Performance Indicators (KPIs) for each team member
Instructions: You may search the internet for a generic understanding on KPIs and performance
standards. You can also visit the webpage link by the Victorian Government for additional guidance
on KPIs and standards.
https://www.vwa.vic.gov.au/__data/assets/pdf_file/0019/12394/Performance_standards_and_indicator
s_FINAL.pdf
Member Name KPI
John Achieved Outcomes
Lead to Sales percentage
Monthly Calls
Sales Target
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Monthly bookings
Customer retention
Jerry Achieved Outcomes
Monthly Calls
Customer retention
James
Achieved Outcomes
Monthly bookings
Sales Target
Customer retention
Jane Achieved Outcomes
Customer retention
Lead to Sales percentage
Ali Achieved Outcomes
Monthly Calls
Singh Achieved Outcomes
Monthly bookings
Customer retention
Mary Achieved Outcomes
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Sales Target
Susan Achieved Outcomes
Sales Target
The given Key Performance Indicators for the different sales executive has been explained
below:
 Achieved Outcomes- Refer to the outcome of their interactions
 Sales Target- Refers to the targets which need to be achieved by the employee. Target
20000$ pm for each employee
 Monthly bookings- Refers to how many bookings are being achieved by the sale
employee. 25 Bookings (Wang, Waldman and Zhang 2014.)
 Customer retention- How many customers visit the store based on the previous sales
which have been made
 Monthly calls- How many calls are these employees making. They should be making
at least 250 calls in a month
 Lead to sales percentage- After they will be making the given lead calls, how many
customers are actually being converted and buying the product. The lead percentage
of each employee should be at least 60% (Pangil and Moi Chan 2014).
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1C. Using the KPIs developed earlier; prepare a performance
agreement letter for your sales team. In your performance agreement letter you need to
mention them on how to:
1. increase sales
2. retain existing clients
3. improve customer service behaviour
4. time-management
5. discipline and punctuality
<Bing Lee Electronics>
<4th March, 2018>
Private and confidential
Subject: Team Performance Agreement Letter
Dear Team Members,
I hope you are all doing well. The purpose of the given letter is to inform you all about the
performance standard expected out of all the sales employees at Bing Lee. I have divided the
Key performance Indicators accordingly and have kept a note of it. I considered it better to
convey to you all regard the organization`s expectations about you employees.
The primary component of the given letter is to throw light on:
 How to increase sales
 Retaining existing employees
 Improve the customer service behaviour
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 Time management
 Discipline and punctuality
As a sales employee, it is your duty to help the organization to increase their sales.
Each of you will have specific targets with respect to the requirements of the organization
and it is compulsory for all of you to at least make sales amounting to 20000$ for each
employee per month. This can be done by converting the leads to bookings or making
continuous calls to the customers and trying to pursue them to make the sales. Even the calls
made will be tracked accordingly.
Apart from acquiring new customers, it is extremely important for the firm to retain
the old phones. This can be done by offering nominal discounts to the consumers and keeping
them updated through monthly calls about new products and promotional offers.
After the saes has been made, the service made to the given consumers should be such that
the they would like to make repeated sales. The employees can mail the customers and
confirm with them whether they have been happy with the services or not. The customer
retention is an important KPI which will be tested accordingly.
Time management also needs to be taken care of as time plays a key role in deciding
the outcomes. Lastly, the employees need to be extremely punctual and reach the store on
time and leave post their shift. An adherence to the given aspect will lead to better outcomes
for the employees.
Kindly take a note of all aspects which have been discussed in the given letter and
revert for any clarification.
<Insert your name>
<Team Leader>
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1D: Using the template below, prepare a planning meeting agenda& minutes for your team
where you will get input from your team in regards to the operations, sales targets and
customer service.
Instructions: For this task you will need to get input from team members (your class mates can play
the role of team membersin providing inputs).
PLANNING MEETING AGENDA& MINUTES
Location: Store number 123
Date: 04.03.2018
Time: 10 am
Agenda Description:
The primary agenda of the given meeting will be to take feedback from the employees
regarding the various aspects of a team which include the following :
 Operations
 Sales Targets
 Customer Services
For operations, the employees will be asked about the general environment of the team
and the problems they are facing with respect to the different aspects of the sales plan.
Recently, the store had received a consumer complaint with regard to a certain sales
employee and hence, it is in the agenda to discuss regarding the given aspect.
The sales target of the employees will be revised and they will be asked to submit their
individual target report. This report will then be matched with the target set by the leader
and accordingly they will be asked to perform in a better manner.
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Lastly, they will also be advised to work on the consumer service aspect which refers to
the after sale service of the customers as well as the manner in which the customers are
treated when visiting the store. They need to be treated in a good manner to ensure higher
footfall.
Minutes
Inputs by:
Name Team member Input
James He suggested of keeping a feedback from near
the reception in order understand the kind of
service that the employees expect in a store
and provided background to the success of
other organizations by practicing the given
detail.
Mary Mary suggested that a supervisor should be
hired to ensure that the operations run
smoothly in the given segment of the store and
that he can judge upon the behaviour of the
employees and consumers alike.
Jane Jane agreed to what Mary stated that the
employees need to be supervised all the time
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and even the rude behaviour of the customers
need to be assessed.
Jerry Jerry suggested that the target was too high
with respect to the sales and that it should be
revised accordingly.
Decision Made:
The decision of hiring a supervisor was taken. It was decided that he would be in
charge of monitoring the behaviour of the different customers and the employees
alike.
Staff members present:
Mary
Jane
Jerry
James
TASK 2:Your next TASK is to develop and facilitate team cohesion. This must include
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2A. Develop a policy statement for performance management and a
policy statement for team responsibility.
2B. Develop a 12 step procedure for your team performance management.
2C. in following-up performance, prepare TWO feedback letters to your team members. You may wish
to use the names of two staff members mentioned in scenario.
2A. Develop Policy Statements.
Instructions: Research “Performance Management Policy” in www.google.com.au and find at least
one policy of an organisation similar to Bing Lee.Based on the ideas and information from your
researched policy, develop two Policy Statements for your sales team at Bing Lee.
Brief Policy Statement for Performance Management (within 150 words)
Bing Lee aims to promote an environment whereby the employees are fully aware of their roles and
contribution towards the achievement of their organizational goals. A string performance based
management is aimed to assist the employees in carrying our contribution effectively. The program
will help the owners to provide continuous success through planning, management, review and an
effective reward system.
This policy aims to help the employee in having an adequate understanding of what is expected out of
them and how they will be reviewed and rated. This way they will be able to perform in a better
manner and contribute effectively.
Brief Policy Statement for Team Responsibility (within 150 words)
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Bring lee has a vision to become the number one electronic store in Australia. It understands the
importance of employee contribution and therefore it aims to support the employees and lend them
responsibilities that they will be able to carry out effectively according to their capabilities. Hence, it
lays out that it is the primary responsibility of all the team members to contribute their efforts to the
achievement of the team targets which will then help in contributing to organizational targets
(Borrego et al. 2013).
2B. Prepare a 12 step Procedure for Team Performance Management.
Instructions: Research “Performance Management Procedures” in www.google.com.au and find at
least one procedure of an organisation similar to Bing Lee.Based on the ideas and information from
your researched procedure, develop aperformance procedure for your sales team at Bing Lee.
The first step involves setting of the organization objective and
aims. It is extremely important to set the goals in an appropriate
manner which is reasonable and also helps in setting standards for
the performance.
The next step involves setting up performance standards. For
example the firm wants to achieve a target growth of 50000 units in
a month then it needs to set out the targets for individual goal
achievement
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The third step involves Human Resource Planning. The number of
employees which will be required in the given firm needs to be
analysed accordingly (Mahembe and Engelbrecht 2013). It has to be set up
according to the target and the employee will be required to analyse
how these employees will be involved in the proper achievement of
the goals. The sources from where they will be employed also need
to be set.
The fourth step involves hiring of the employees whom are good for
the organization and able to cope up with pressure in a similar set
up or environment (Kaplan, LaPort and Waller 2013).
The next step involves setting individual targets and set ups for the
team performance.
In the sixth step, a meeting will be held whereby the employees will
be conveyed as to how they are supposed to perform and what are
their expectations from the given job. A consensus is reached
whereby the employees are required to agree with the
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T-1.8.1
organizational targets as well (Joshi and Knight 2015).
The next step involves coaching the employees in order to enable
them to perform properly. They are required to be provided with
adequate training to reflect to them to perform in a manner the
company desires.
Taking feedback After the employees have been trained, it is very
important for them to attain feedback from the different employees
in order to find the gaps in the training and improve the individual
performance (Kilpatrick et al. 2013).
Running a test. The employees can be given a time frame of 2
months and then their actual period of performance begins. During
this dummy period the employees can be corrected if required to be
done so.
They should be provided with key performance indicators using
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T-1.8.1
which they will then be asked to perform accordingly
Conducting a proper appraisal using various methods like 360
degree evaluation is also considered to be extremely important as it
helps to understand and calculate the performance of the employee
from various aspects (Driedonks, Gevers and van Weele 2014). After that, each
review received needs to be analysed properly.
The good performers should be provided with awards and
appreciation whereas the poor performers should be terminated (Van
Dooren, Bouckaert and Halligan 2015).
2C. Based on the policies and procedures that you have written and using the TWO templates
provided below, prepare“TWO Feedback Letters” to follow-up on performance and to
encourage & reward for contributions.You should have consistency in both letters when
putting the dates and the performance issue.
Instructions for letter 1: Write a formal letter to your team because they did not reach the last quarter
sales targets. You may provide suggestions, advise, and gently remind them of consequences for not
meeting targets. (maximum 200 words)
<Bing Lee >
<Date>
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Private and confidential
Subject: Sales Target Letter
Dear Team Members,
The results for the last month are out and I regret to inform you all that the monthly sales target for the
given firm has not been achieved this time. It is heart wrenching to witness that despite consistent
efforts from my side as well as yours we have been unable to perform adequately.
It is advised that we take up the targets one at a time and form weekly goals accordingly. From your
side, you all need to indulge in more calls and the lead to sales percentage needs to be increased
effectively. Kindly try and perform to your full capacity failing to which, you might not be able to
continue the job and will be terminated by the senior management.
I will also be conducting a manner in this aspect, do attend the meeting and we shall discuss more
ways to perform well.
Expecting enthusiasm and cooperation from your side.
Insert name
<Team Leader>
Instructions for letter 2: Write a letter appreciation and encouragement to your same sales team
because they have reached the sales targets this quarter of the year. You may provide motivation and
may reward them for reaching the sales targets. (maximum 200 words)
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<Bing Lee>
<Date>
Private and confidential
Subject: Appreciation Letter
Dear Team Members,
I am very pleased to inform you that the previous month analysis has just been completed and it gives
me extreme pleasure to inform you all that we have been able to achieve the sales target for the given
quarter. All the employees have performed extremely well and your effort has been appreciated by the
senior management.
This effort has been praised by all and the management has decided to provide you all an incentive of
500$ each for the quarter. The management expects you to perform in a similar manner hereafter and
various motivational programs and rewards will be provided in order to receive a positive response
from your side.
Yours sincerely,
<Insert name>
<Team Leader>
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T-1.8.1
TASK 3:Your TASK 3 as a manager is to facilitate teamwork
within your departmental sales team. To complete this task, you are required to perform
TWO role-play sessions.
3A. the first role-play session is based on maintain an open communication process with your team
and to clarify the organisational policies and objectives.
3B. the second role-play session is based on supporting the team, identifying performance problems,
resolving problems and advising them on better work methods that you personally use.
3C. fill out the recordkeeping form
ROLE-PLAY INSTRUCTIONS:
Pairs are required in this assessment. One learner will play the role of the team with performance
issues and you will play the role of the manager. To participate in the role-play, you will have to
prepare scripts for both roles. You will work on the role-script in electronic document and submit the
assessment in a hard copy. Your role-play partner will not be assessed for this task.
You are required to:
1. Develop the role-play scripts for two sessions with questions and possible answers as
structured.
2. Attach both the role –play scripts (in APPENDIX 2)
3. Conduct the performance review meetings (Participate in role-play sessions)
4. Completed performance review recordkeeping form
ROLE PLAY SESSIONS – 20 MINUTES
3A. first role-play session. Assess Performance (10 minutes)
The first section of the role play is to train the team members on the performance management
system, organisational policy and time lines. This must include:
 Introduction & greetings
 Highlight the organisational policy and team targets for performance management
 Highlight the key performance indicators (KPIs)
 Train the team on how the team performance will be assessed
 Explain the timeline of performance evaluation
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3B. second role-play session. Performance Feedback (10 minutes)
Instructions: Additional information on providing feedback and coaching is available at University of
Leicester websitehttp://www2.le.ac.uk/offices/academic-practice/research-development/mentoring/
feedback and also at Small Biz Connect website http://toolkit.smallbiz.nsw.gov.au/part/8/40/195
Provide formal and informal feedback on team performance. Your feedback must include (but not
limited to):
 Introduction and Ice breakers (Greetings)
 Informal suggestions and praise on team strengths
 Identifying and notifying work performance problems (identify at least 2 areas)
 State your actions to address poor performance identified (at least 2 action plans)
 Based on performance issues identified, support and advise the team on areas to improve.
 Explain your work methods and your contributions to the team as a leader to influence them
to work efficiently.
3C. fill out the performance recordkeeping form
Team Performance Review & Recordkeeping Form
Team: Sales
Review date: 04.03.2018
Next review date: 05.03.2018
Supervisor/Reviewer Name:
Key Performance Indicators Performance Standards Actual Staff
Performance
Actions
Lead to Sale conversion rate The employee should
be receiving at least 100
The present conversion The employees need to
improve their skills
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T-1.8.1
leads in a month out of
which he should be
converting 60 percent
of them to sales
rate is 50% and communicate in a
better manner with the
employees in order to
see to it that they are
attracted to the firm.
Calls made to the
consumers
The employee needs to
receive a certain
number of leads. These
can be received by
calling the consumers.
The employee should
be making at least 20
calls in a month
The team on the whole
should be making 800
calls but is only being
able to make 500 calls.
Provide them
suggestions as to how
the data base needs to
be collected from the
sources and telecom
providers
Sales Target The employees must be
able to make $20000
worth sales in a month
Currently a target of
17000$ is being
achieved by each of
the members (Mone
and London 2014)
They need to put in
more efforts to
improve the sales.
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T-1.8.1
Areas of concern (identify at least 2 work performance problems):
 Lead to Sales percentage
 Poor communication
Suggestions on improvement (coaching, training):
 The store can conduct a public speaking and communications class
 They can be provided with training as to how to improve their association with the consumers
Your Signature:
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T-1.8.1
TASK 4:Your final TASK as a manager is to liaise with various stakeholders of the
organisation. You will need to:
4A. Prepare a formal communication and liaison with organisational stakeholders such as top
management.
4B. Evaluate and take necessary corrective action using an Action Plan template regarding
unresolved issues and problems raised by the top manager.
4A. Using the template below, communicate with the top management by writing a formal letter
to the area manager of the store. Explain him/her about the individual and team performance
plans and also the performance results as mentioned in your-role play script. Also mention
how you are meeting the organisational goals. (Maximum 200 words)
Date: 05.03.2018
Subject: Team Performance
Dear Sir/John/Jane,
I hope you are doing well. I have addressed this letter to you to address and brief you about the
performance of the team as a whole and even the performance of separate employees. As per several
meetings which have been conducted and the separate reviews that had been held it can be stated that
the sales team on a whole has not been performing well and that they need to be sent into a training
program in order to enable them to perform well. I believe that if they will be provided with adequate
training opportunities, they will be able to perform as per the set performance criteria and standards.
However, apart from the performance of the team, I would like to state that the given team members
have been performing well and require no training :
Jane
Singh
Mary
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T-1.8.1
James
To further improve their performance I plan to conduct regular meetings and motivate them to
perform well along with several incentives in order to perform well.
The organization aims to become the number one store in the country and this cannot be possible
without making the employee performance number one which can be achieved if employee hard work
and involvement. Certain members are not being able to convert the calls due to the customer
complains of higher prices of the products. I have a request, kindly look into the given matter.
Regards,
Your Name:
Sign:
Position: Sales Team Manager
4B.Evaluate and take necessary corrective action using the Action Plan template below
regarding unresolved issues and problems raised by the top manager. The manager has
raised the following issues and problems to you.
 Sales targets not being met by some team members
 It will effect budget and operational costs for the store
 Performance bonuses will also be affected
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T-1.8.1
 To meet the whole team targets for the next quarter
QUARTERLY TEAM ACTION PLAN
Month Tasks, goals and objectives for the month Deadline Responsible
Person
September - To achieve the sales target of the month. 20000 $ each employee
To get higher conversion rates 75%
End of the
month
Team leader
and team
members
October Sales target -25000 $ each
Same conversion rate (Buckingham and Goodall 2015.)
End of the
month
Team leader
and team
members
November - Improving communication skills
25000$ sales each
Conversion rate 80%-
2 months
End of the
month
Training
specialist
Team leader
and team
members
December - Communication and customer service classes
- 26000+ sales
Sale conversion rate
3 months
End of the
month
Training
specialist
Team leader
and team
members
(Cascio 2018)
Additional comments:
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T-1.8.1
The aim of the action plan is to see to it that the members are able to ace their communication anilities and
achieve the sales target.
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MARKINGRUBRIC FOR ALL TASKS (for trainer use only)
The assessorneeds to use judgment in providing marks for the tasks based on learner performance.
TASK NO. MARK ALLOCATED MARK RECEIVED
TASK 1A. Roster for the TV sales
division
5
TASK 1B. Develop Key Performance
Indicators (KPIs) for team members
5
TASK 1C. Prepare a performance
agreement letter
5
TASK 1D. Prepare a planning meeting
agenda
5
TASK 2A. Develop a policy statement
for performance management and a
policy statement for team responsibility
10
TASK 2B. Develop a procedure for
team performance management
10
TASK 2C. Prepare feedback letters to
team members
10
TASK 3A. First role-play session 15
TASK 3B. Second role-play session 15
TASK 3C. Fill out the performance
recordkeeping form
10
TASK 4A. Prepare a formal
communication and liaison with
stakeholders
5
TASK 4B. Evaluate and take corrective
action on unresolved issues and
problems using an action plan
5
TOTAL 100
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References
Borrego, M., Karlin, J., McNair, L.D. and Beddoes, K., 2013. Team effectiveness theory
from industrial and organizational psychology applied to engineering student project teams:
A research review. Journal of Engineering Education, 102(4), pp.472-512.
Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard
Business Review, 93(4), pp.40-50.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Driedonks, B.A., Gevers, J.M. and van Weele, A.J., 2014. Success factors for sourcing teams:
How to foster sourcing team effectiveness. European Management Journal, 32(2), pp.288-
304.
Joshi, A. and Knight, A.P., 2015. Who defers to whom and why? Dual pathways linking
demographic differences and dyadic deference to team effectiveness. Academy of
Management Journal, 58(1), pp.59-84.
Kaplan, S., LaPort, K. and Waller, M.J., 2013. The role of positive affectivity in team
effectiveness during crises. Journal of Organizational Behavior, 34(4), pp.473-491.
Kilpatrick, K., Lavoie‐Tremblay, M., Lamothe, L., Ritchie, J.A. and Doran, D., 2013.
Conceptual framework of acute care nurse practitioner role enactment, boundary work, and
perceptions of team effectiveness. Journal of advanced nursing, 69(1), pp.205-217.
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T-1.8.1
Mahembe, B. and Engelbrecht, A.S., 2013. The relationship
between servant leadership, affective team commitment and team effectiveness. SA Journal
of Human Resource Management, 11(1), pp.1-10.
Mone, E.M. and London, M., 2014. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Pangil, F. and Moi Chan, J., 2014. The mediating effect of knowledge sharing on the
relationship between trust and virtual team effectiveness. Journal of Knowledge
Management, 18(1), pp.92-106.
Pulakos, E.D., Hanson, R.M., Arad, S. and Moye, N., 2015. Performance management can be
fixed: An on-the-job experiential learning approach for complex behavior change. Industrial
and Organizational Psychology, 8(1), pp.51-76.
Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the
public sector. Routledge.
Vukšić, V.B., Bach, M.P. and Popovič, A., 2013. Supporting performance management with
business process management and business intelligence: A case analysis of integration and
orchestration. International journal of information management, 33(4), pp.613-619.
Wang, D., Waldman, D.A. and Zhang, Z., 2014. A meta-analysis of shared leadership and
team effectiveness. Journal of applied psychology, 99(2), p.181.
Bibliography
Briantracy.com. ,2018. How to Delegate Work Effectively & Be A Successful Leader | Brian Tracy. [Online]
Available at: https://www.briantracy.com/blog/leadership-success/how-to-delegate-the-right-tasks-to-the-right-
people-effective-management-skills-for-leadership-success/ [Accessed 5 Mar. 2018].
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T-1.8.1
Brighthub Project Management. ,2018. Risk Assessment Matrix - How to Use It in Risk Management. [Online]
Available at: http://www.brighthubpm.com/risk-management/88566-tool-for-assessing-project-risk/ [Accessed 5
Mar. 2018].
Ethics Sage. ,2018. Business Ethics Resources. [Online] Available at: http://www.ethicssage.com/ethics-
resources.html [Accessed 5 Mar. 2018].
Fair Work Ombudsman. ,2018. Welcome to the Fair Work Ombudsman website. [Online] Available at:
https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-guides/consultation-and-
cooperation-in-the-workplace [Accessed 5 Mar. 2018].
Forbes.com. ,2018. Forbes Welcome. [Online] Available at:
https://www.forbes.com/sites/martinzwilling/2013/10/02/how-to-delegate-more-effectively-in-your-business/
#7870fcd469b [Accessed 5 Mar. 2018].
Ibe.org.uk. ,2018. Business Ethics Resources. [Online] Available at: http://www.ibe.org.uk/resources-and-
codes-of-ethics/52/52 [Accessed 5 Mar. 2018].
Informa. ,2018. Leadership styles: Understanding the top 10 most talked-about leadership styles. [Online]
Available at: https://www.informa.com.au/insight/leadership-styles-understanding-and-using-the-right-one-for-
your-situation/ [Accessed 5 Mar. 2018].
Leadership.org.au. ,2018. Leadership Models & Tools | Australian Leadership Foundation. [Online] Available
at: http://leadership.org.au/resources/leadership-models-tools/ [Accessed 5 Mar. 2018].
Leadership.org.au. ,2018. Leadership Models & Tools | Australian Leadership Foundation. [Online] Available
at: http://leadership.org.au/resources/leadership-models-tools/ [Accessed 5 Mar. 2018].
Melymbrose, J. ,2018. 10 Creative Presentation Ideas: That Will Inspire Your Audience to Action. [Online]
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Resource Guru Blog - resource scheduling news, tips & discussion. ,2018. 5
Ways top project managers allocate their resources. [Online] Available at: https://blog.resourceguruapp.com/5-
ways-top-project-managers-allocate-their-resources/ [Accessed 5 Mar. 2018].
Skillnets.ie ,2018. Cite a Website - Cite This for Me. [online] Skillnets.ie. Available at:
http://www.skillnets.ie/sites/skillnets.ie/files/imce/u7/tna_guide_2013.pdf [Accessed 5 Mar. 2018].
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ROLE-PLAY 1ASSESSINGRUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 3A using the role-play Checklist provided
below.
DID THE CANDIDATEDEMONSTRATE THE FOLLOWING C NYC
Introduction & greetings  
Highlight the organisational policy and team targets for performance
management
 
Highlight the key performance indicators (KPIs)  
Train the team on how the team performance will be assessed  
Explain the timeline of performance evaluation  
ROLE-PLAY 2ASSESSINGRUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 3B using the role-play Checklist provided
below.
DID THE CANDIDATE DEMONSTRATE THE FOLLOWING C NYC
Introduction and Ice breakers (Greetings)  
Informal suggestions and praise on team strengths  
Identifying and notifying work performance problems (identify at least 2
areas)
 
State your actions to address poor performance identified (at least 2 action
plans)
 
Based on performance issues identified, support and advise the team on
areas to improve.
 
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Explain your work methods and your contributions to the team as a leader
to influence them to work efficiently.
 
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APPENDIX 1
Links to further resources, theory, guides and templates
1. FAIRWORK Ombudsman (Consultation and cooperation in the workplace, Best Practice
Guide) - https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-
guides/consultation-and-cooperation-in-the-workplace
2. Develop a good presentation - https://business.tutsplus.com/tutorials/creative-presentation-
ideas--cms-27281
3. Pith and Presentation templates - https://slidebean.com/presentation-templates/
4. Institute of Business Ethics (Resources on Business Ethics) -
http://www.ibe.org.uk/resources-and-codes-of-ethics/52/52
5. Further links to business ethics - http://www.ethicssage.com/ethics-resources.html
6. How To Delegate The Right Tasks To The Right People -
https://www.briantracy.com/blog/leadership-success/how-to-delegate-the-right-tasks-to-the-
right-people-effective-management-skills-for-leadership-success/
7. How to delegate (with pictures) - http://www.wikihow.com/Delegate
8. Forbes (How to Delegate More Effectively in Your Business) -
https://www.forbes.com/sites/martinzwilling/2013/10/02/how-to-delegate-more-effectively-in-
your-business/#7870fcd469bc
9. Training Needs Analysis (TNA) Guide -
http://www.skillnets.ie/sites/skillnets.ie/files/imce/u7/tna_guide_2013.pdf
10. Risk Matrix - http://www.jakeman.com.au/media/whats-right-with-risk-matrices
11. How to conduct risk analysis and use the Risk Assessment Matrix -
http://www.brighthubpm.com/risk-management/88566-tool-for-assessing-project-risk/
12. Australian Leadership Foundation (LEADERSHIP TOOLS) -
http://leadership.org.au/resources/leadership-models-tools/
13. Leadership styles: Understanding and using the right one -
https://www.informa.com.au/insight/leadership-styles-understanding-and-using-the-right-one-
for-your-situation/
14. 5 Ways top project managers allocate their resources - hhttps://blog.resourceguruapp.com/5-
ways-top-project-managers-allocate-their-resources/
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