BSBLDR522 Manage People Performance Assignment for BSB50420 Diploma of Leadership and Management Term 2 2022

This assignment is about managing people performance and includes short answer questions and a case study for BSB50420 Diploma of Leadership and Management Term 2 2022.

BSB50420 Diploma of Leadership and Management
Term 2 2022 assignment
Student Details/ Declaration
Unit of competency BSBLDR522 Manage people performance
I declare that (please tick):
☐ I fully understand the context and purpose of this assignment.
☐ I am fully aware of the competency standard/ criteria against which I will be assessed.
☐ I am aware of the resources I need and how the assignment will be conducted.
☐ I have had the appeals process and confidentiality explained to me.
☐ I understand that the assignment is an individual effort and that all written work is my own.
☐
I am aware that if I am caught with either collusion or plagiarism of another student’s work, I will be
penalized for academic which could result in the suspension or cancellation of my course enrolment/
student visa.
☐
I understand that I will not disclose any assignment question or answer, in whole or in part, in any
form or by any means before, during, or after I have submitted my assignment to Canvas on any
internet ‘share space/ chat room, or otherwise, which will constitute a breach of academic
misconduct and would result in the suspension or cancellation of my course enrolment/ student visa.
Student’s Name
Student ID ECS Submission date
Submission Note
(please read this prior to
submission)
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Assessor Use Only
Assignment Breakdown Result Assessor Declaration
Knowledge criteria S NYS  I declare that I have conducted a fair, valid, reliable, and flexible
assignment with this student.
 I have provided appropriate feedback (including verifying all answer pages
within this assignment either on the check box or at the answer fields as
well as leaving comments in Canvas).
Performance criteria S NYS
Unit of Competency
Outcome C NYC
Assessor’s Initials and Date

Knowledge criteria: short answer questions
1. Briefly explain how the identified service supports employee performance development (answers must
not exceed 50-word count limit).
 Performance
evaluations
With the help of performance evaluation, an employee can receive meaningful
feedback with respect to its performance within the company. This helps the
employees in enhancing their productivity and performance within the organization.
 Training and
development
Training and development provides the employees with enhanced knowledge in areas
in which the employee needs improvement. It helps the employees in enhancing their
skills and provide them with a basis for their for the development in the organizational
performance.
2. Answer the following questions about unfair dismissal and unlawful termination in accordance with
Fair Work Act 2009 in terms of criteria for considering harshness (refer to URL:
https://www.fwc.gov.au/what-makes-dismissal-unfair)
 In considering
whether a
dismissal was
harsh, unjust, or
unreasonable, the
Commission must
consider (list
answers)
1. Check whether the reason for dismissal is valid or not. Also, determine the impact
of the dismissal on other employees.
2. Determine whether the person knows about its dismissal.
3. Identify if the person was provided with an opportunity to present his justifications
4. If the dismissal was because of poor performance of the employee, determine if
the employee got an opportunity for improvement or not
5. Determine the extent to which the organization can influence the procedure of
dismissal.
6. Check the impact of HRM with respect to the procedures of dismissal within the
company.
7. Any kind of unreasonable refusal by the organization in order to allow the person.
8. Any other matters that the commissioner wants to consider.

3. An employer is considered to have followed due process for a dismissal if the employee was given
procedural fairness (answers should not exceed 50-word count limit)
 Define what
procedural
fairness means in
the context of
termination of
employment
In terms of termination of employment of an individual, the procedural fairness can
be defined as a providing the employee with a fair and just trail and allow him to
present his views and justification in front of the employer.
4. Identify the grounds on which employment cannot be terminated, as set out in s. 772(1) of the Fair
Work Act 2009 (refer to URL: http://www5.austlii.edu.au/au/legis/cth/num_act/fwa2009114/s772.html)
 Employment not
to be terminated
on certain
grounds (list
answers)
1. Temporary unavailability from work because of any kind of illness or injury.
2. Participating in trade union activities after working hours.
3. Not participating in the activities associated with the trade union
4. Getting in touch with office in the capacity of an employee.
5. If an employee has filed a complaint against the employer or participated in
legal proceeding with respect to violation of laws
6.
On the basis of race, color, sex, sexual preference, age, physical or mental
disability, marital status, family, or carer's responsibility, pregnancy, national
extraction, or social origin.
7. Absence from work because of maternal or paternal leave
8. Absence from work because of voluntary emergency management.

5. Briefly explain the following sources of information that can be used to determine training and
development needs
Sources of information Type of information each source provides (answers should not exceed 50-word
count limit)
 Type of information
each source provides
Strategies helps an organization in planning a training and development
program for individuals that are different within an enterprise. Planning a budget
helps them in determining the amount that will be incurred in order to provide
the workforce with required training and help them in enhancing their skills.
 Training plan for
individuals
A training plan provides will include includes skill gaps within the individuals
that includes communication skills, interpersonal skills and many more. There
are certain options and strategies which will help them in developing the
required skills within themselves. The training plan also includes a certain time
frame in which the required goals will be achieved.

Checklist/ performance criteria matrix for Short Answers Questions (for Assessor use only)
Instructions to Assessors
This checklist is to be used to record the student’s responses to the questions outlined in Q1. to Q5. When completing this checklist,
you must ensure that:
 Each checklist item is assessed against the criteria listed.
 An assignment result, either Yes or No, is recorded in one of the two columns on the right of the checklist.
 Feedback is provided to the student in the assignment cover sheet and/ or, at the Canvas commentary section.
Did the learner: Yes No
Answer all short questions covering: Relating to unit’s performance criteria:
 Briefly explained how the identified service supports
employee performance development, including:
2.4 Monitor and evaluate performance according
to performance standards and key performance
indicators
4.1 Develop performance improvement and
development plans according to organisational
policies
o Performance evaluations
o Training and development
 Answered the following questions about unfair
dismissal and unlawful termination in accordance
with Fair Work Act 2009 in terms of criteria for
considering harshness in terms of:
2.1 Review performance management and
processes according to legislation,
organisational objectives and policies
2.2 Train participants in the performance
management and review process
2.3 Conduct performance management
according to organisational policies procedures
and relevant timelines
2.4 Monitor and evaluate performance according
to performance standards and key performance
indicators
o In considering whether a dismissal was harsh,
unjust, or unreasonable, the Commission must
bear in mind:
 An employer is considered to have followed due
process for a dismissal if the employee was given
procedural fairness in terms of context of termination
of employment
 Identify the grounds on which employment cannot be
terminated, as set out in s. 772(1) of the Fair Work
Act 2009
 Briefly explain the following sources of information
that can be used to determine training and
development needs:
o Type of information each source provides
o Training plan for individuals
Short Answers section has met satisfactory
performance requirements ☐ Short Answers section has not met satisfactory
performance requirements (please refer to the
feedback on Canvas commentary section)
☐

Performance criteria: Case study/ project portfolio/ observation
The Practical Assessment is a set of tasks that must be completed in a workplace, or in an environment
with conditions like that of a real workplace.
To be assessed for this unit of competency, you must demonstrate your skills and knowledge to manage
the performance of staff that are direct reports.
The Practical Assessments in this assignment include:
o Workplace Project Assessment - A series of written practical tests assessing the learner’s
practical knowledge and skills underpinning of the unit of competency. This includes the learner
completing workplace documents or similar as evidence of competent performance.
o Workplace Practical Observation - A set of assessment tasks where the learner must
demonstrate practical skills relevant to the unit of competency. These skills are to be demonstrated
while being observed by the assessor.
Tasks and activities in this project assessment require you to have access to a workplace or a similar
environment.
Case study
Introduction
Bounce Fitness is made up of four fitness centres. Head office is currently established in Cairns,
Queensland. The other centres are in Brisbane, (Queensland), Sydney, (New South Wales) and
Melbourne, (Victoria). It is the intention of the Board of Directors that a new centre will be opened in
Perth, (Western Australia).
It was established in 2001 by Margaret House as a single aerobic studio. After two years membership
increases demanded the small, leased centre be expanded and a new facility was built on land purchased
by the organisation. In 2004 a second centre was established in leased premises in Brisbane and then
Sydney and Melbourne in the subsequent two years.
The Head Office remains in Cairns and a Board of Directors has been established to oversee the function
of the business in all the centres. Each centre has a manager, who reports to the CEO in Cairns, and a
team of permanently employed fitness instructors and other casual instructors, all of whom report to the
Centre Manager. The business is operated on best business practice and complies with all legislative
requirements, local by-laws and is registered with the national body.
Bounce Fitness intends to market its brand through excellence in service and expertise to establish itself
as a premier provider of fitness and wellness in Australia. Much time is invested in training the Centre
staff to upgrade their professional skills and in customer service to foster a loyal member base. Classes are
innovative and varied with regular changes to routines and activities

(cont.)
Bounce Fitness has developed choreographed fitness moves with accompanying music which is geared to
the varying interests, needs and goals of the member group. It is intended that all around Australia, gym
and fitness centre members will continue to be enhancing personal performance through classes
designed and produced by this business. Classes are coupled with state-of-the-art fitness equipment to
cater to those who prefer resistance training to aerobic workouts. Additional free weights allow for use by
even die-hard lifters.
All centres are carpeted in areas used for stationary activities, spacious, well-ventilated, and air-
conditioned to make the environment as safe and comfortable as possible. They are light and feature
wrap-around mirrored walls. The decor was designed by a Brisbane firm and is updated every three years.
There are showers, toilets, lockers.
Each centre features a retail section selling fitness shoes, clothes, and other related fitness items. There is
a small cafeteria which is leased to a provider who supplies healthy, low-calorie drinks and light food.
Each Centre has regularly scheduled aerobic classes ranging from high intensity to low intensity. The
scheduling is left to each Centre but must sustain a minimum average of twelve in each class for them to
continue to be held. The style of classes changes as new methods are developed to sustain interest and
provide variety.
Circuit classes are also scheduled for groups who move in a circuitous rotation around the different
resistance equipment sequentially as instructed by the instructor. They are required to complete interval
aerobic exercises during the completion of a class to enhance the value of the workout. Very low intensity
classes are also held in age care facilities to keep residents active and incorporate light weights to keep
them healthy. This exercise contributes to the physical and mental health of participants as well as
providing an interest in their day.
Special classes are held in high schools for senior students, sheltered workshops and other special
situations as requested and are operated at minimal or no cost as a community service. Funding is
primarily from memberships. Memberships are sold on one-, three-, six- and twelve-monthly basis on a
decreasing fee scale. Casual members are welcome, but the daily rate is a premium one.
Each Centre sells memberships to 120%. This means that at peak times it could be quite crowded, but
experience demonstrates that there is a maximum of 80% usage. The retail arm of the business accounts
for about 30% of the takings from each centre. The strategic plan for retail is set to increase investment in
sales this year to 35%. Each Centre will be given a budget to develop and implement a sales and
marketing plan to trial. The most successful may be implemented nationally and will attract an incentive
for the most successful Centre. The catering facilities are currently leased to private operators, and this is
reconsidered during each annual planning session by the Board, which produces 5% of the income, less
than the rent off-set.

Scenario
You are currently working as a General Manager – Human Resource Management for Bounce Fitness, a
dynamic fitness corporation centred on providing premier personal training services in Cairns, Brisbane,
Sydney, and Melbourne.
You have reviewed the results from the recently conducted quarterly customer satisfaction survey, the third
of four to be conducted for the year. The findings highlight some issues about the performance of two
fitness instructors:
 Monica Lange
Monica, a newly recruited team member, has received some great feedback from customers
regarding her skills and knowledge as a fitness instructor. Most customers have provided her
with a rating of ‘excellent’ as an instructor as they are well on the way to meeting or
exceeding their goals. This means Monica is on track to exceeding her key performance
indicator of an ‘excellent’ customer satisfactory rating of 60% by the end of the year (in three
months’ time).
A couple of customers, however, are feeling pressured at the end of sessions into booking
additional private sessions and joining classes, despite being on track to meet their goals.
One customer stated she felt Monica is making assumptions about what was best for her
instead of carefully listening to what she wanted. As a result, Monica is not meeting the
requirements of the Customer Service Standard Policy. By the end of the year, Monica must
demonstrate the ability to meet each of the requirements of Customer Service Standard
Policy.
You feel that Monica is an extremely skilled and enthusiastic fitness instructor but needs to understand Bounce’s
approach to being customer-centred, which involves making sure the customers are the one who makes the
decisions about their needs and plan, and in making any adjustments to goals.
 John Ward
John has always been popular with customers, working with them to develop and achieve
their goals. He works mainly one on one with customers, rarely taking classes.
The latest survey’s findings reveal that many of his customers rated John as a ‘good’
instructor, none considered him to be ‘excellent’ and a few rated him as ‘satisfactory’. One of
John’s key performance indicators is to achieve, by the end of the year, an ‘excellent’
customer rating of 90 per cent. The indicator was not unrealistic as John has received ratings
in the high 80s for the past two years. Previous survey results and the current results indicate
John will not be able to meet the standard.
Some responses indicate that John has not been very enthusiastic. One customer stated he
was ‘uninterested’, another that he was ‘bored’ and a new customer is considering asking for
a new instructor because they don’t feel motivated by John.

(cont.)
In line with the requirements of the Bounce Performance Management Policy and Procedure, you take
steps to manage underperformance. You initiate performance improvement coaching by checking in with
Monica and John and to provide feedback via email before meeting with them to plan for improvement.
This gives each team member with an opportunity to carefully consider the feedback to identify ways to
address concerns, and how you can support them in this.
Supplementary Case Study Materials (please use these documents to assist in your assignment)
1. BSBLDR522 - Case Study - Bounce Fitness - Continuous Improvement Policy V2022.1 1 of 5
2. BSBLDR522 - Case Study - Bounce Fitness - Personal Development Policy V2022.1 2 of 5
3. BSBLDR522 – Case Study – Bounce Fitness – Performance Management Policy and Procedures V2022.1 3 of 5
4. BSBLDR522 - Case Study - Bounce Fitness - Job Description Fitness Instructors V2022.1 4 of 5
5. BSBLDR522 - Case Study - Bounce Fitness - Customer Relationship Management Policies and Procedures
V2022.1 5 of 5

Case study/ workplace project/ workplace practical observation form
Candidate’s name
Assessor’s name Erwan Tjan
Work activity
For satisfactory performance, learner’s submission must include the following
tasks:
o Task 1: Plan facilitation of performance development process
 Activity 1 - Performance Development Facilitation Plan
 Activity 2 - Consult with Stakeholders on Performance Development
Facilitation Plan
 Activity 3 - Conduct risk analysis according to organizational risk
management plan and legal requirements
o Task 2: Conduct performance development through assessment of
performance, provision of feedback and follow-up
 Activity 1 - Develop one Work Plan for each team member
 Activity 2 - Assess performance and provide feedback
 Activity 3 - Manage follow up through performance
 Activity 4 - Monitoring performance and provide feedback
Observation done ☐ In person ☐ Via remote (insert screenshot below)
Date of observation
Please note:
 Include a Zoom
Meeting Screenshot
(of yourself only; strictly
no group nor selfie shots)
with your name in
the image.
 Resize landscape
image to fit into
space provided on
the right.
Insert your Zoom Meeting Image # 1 (own image in
landscape orientation)

Task 1: Plan facilitation of performance development process
As General Manager – Human Resource Management for Bounce Fitness, you are required to develop a
Performance Development Facilitation Plan for Bounce Fitness. To complete this task, you must:
 Access and review the following:
Activity 1 - Performance Development Facilitation Plan
o Identify the organization’s Objectives and at least two (2) Key Results for each objective
to be addressed in the performance development processes
o Identify at least two (2) workplace policies to be addressed in the performance
development processes, including:
- the organization’s continuous improvement policy
- the organization’s personal development policy
- Identify the human resource objective/s to be addressed in the performance
development processes
o Selecting at least two (2) performance strategy for the team
o Selecting appropriate support for the team:
- At least one (1) method of approach
- At least one (1) frequency timing to check-in on the team
- At least one (1) mode of development
- At least one (1) expected outcomes
- At least one (1) outsourced training activity
- At least one (1) in-house training activity
- At least one (1) follow-up support review
- At least one (1) fostering positivity activity
- At least one (1) coaching methodology
- At least one (1) conflict management approach
- At least one (1) leadership approach
o Determine the performance planning and management to be addressed in the
performance development processes:
- At least one (1) performance evaluation approach

(cont.)
o Identify goal setting parameters to be addressed in the performance development
processes:
- At least one (1) alignment between individual employee goals and the organization’s
goals
- At least one (1) re-accessing and setting competency requirements that will be
needed for optimum performance of the job
o Identify at least one (1) type of performance review system/s to be used for performance
development in the organisation.
o Identify at least two (2) learning and development opportunities to be addressed in the
performance development processes:
o Determine the 70-20-10 model for learning and development to be addressed in the
performance development processes in terms of formal learning solutions, including:
- At least one (1) 70 (learning by working) activity
- At least one (1) 20 (learning by working together) activity
- At least one (1) 10 (learning by formal intervention) activity
o Determine the recognition and rewards for employee performance included in the
performance development processes of the organisation:
- At least one (1) financial reward category
- At least one (1) non-monetary reward category
- At least one (1) rewarding innovation category
- At least one (1) gamification and reward category
o Select at least one (1) key characteristics to foster a learner culture to be addressed in
the performance development processes
o Determine the relevant legislative/ regulatory guidelines to support work practices and
organizational culture, including:
- Fair Work Act 2009
- Workplace Gender Equality Act 2012
- Bully and harassment
- Disputes at work
- Privacy Act 1988
- Anti-discrimination laws

(cont.)
Activity 2 - Consult with Stakeholders on Performance Development Facilitation Plan
Conduct a meeting with a group of newly recruits (your classmate or alternatively, your Trainer can undertake this
role) at the Sydney Fitness Centre to communicate the completed Performance Development
Facilitation Plan to your team members by ensuring that they are aware of:
o The employee knows exactly where he or she stands in relation to achieving goals and
reaching performance milestones that contribute to career development, promotions and
more.
o The manager gains insights into the motivations of the people working for him or her
through the required conversations.
o The organization retains motivated employees who understand their role and the roles of
others in contributing to the overall success of the organization.
You will be assessed on your oral interaction skills to:
o Review the Performance Development Facilitation Plan in Activity 1
o Obtain consultative advice and approval for all sections of the Performance Development
Facilitation Plan by enlisting one of your team members (your classmate or alternatively, your
Trainer can undertake this role) to complete the Stakeholder Consultation form below.
Complete the Meeting Minutes template provided and should be written in such a way that a person
not in attendance at the meeting can follow the decisions made as minutes are read by variety of
individuals.
Activity 3 - Conduct risk analysis according to organizational risk management plan and legal
requirements
Conduct risk analysis according to organisational risk management plan and legal requirements
covering:
o At least four (4) organizational risks in terms of human resources aspects
o At least two (2) legislation/ regulatory risks, including:
 WHS Act 2011
 Fair Work Act 2009

Activity 1 - Performance Development Facilitation Plan
This task will require you to develop a Performance Development Facilitation Plan and to complete this
task, you would need to:
o Establish clear performance expectations through which employees can easily understand
what to expect out of their job
o To reinforce individual accountability to meet their goals and evaluate their own performance
for employees.
Performance Development Facilitation Plan
Document purpose
(select only one option)
☒ Identifying the desired level and quality of performance (in quantifiable terms)
☐ Identifying the methods to attain and secure the required level of performance
☐ Identifying the administrative and managerial support which will be provided
☐ Identifying the ways to measure progress towards the expected performance
Prepared for Bounce Fitness
Prepared by
Position General Manager – HRM Date prepared
In consultation with ☐ CEO ☐ External Consultant
Document version V2022.1 Document ID PDFP - 2022-04-01
 Background
introduction
(provide a brief on
why it is important
to plan for
performance
development;
answers should not
exceed 60-word
count limit)
The performance development is an essential within an organization as it helps the
organization in enhancing the employee engagement within the company and also
help them in enhancing their skills. This in turn helps the company in increasing their
profits associated with the organization.

Performance Development Facilitation Plan (cont.)
Identify the
organization’s
Objective Key
Results (select the
appropriate OKR
options)
Objectives (select all) Key Results (select at least two KR options for each objective)
☒
- Advance and
grow the
business
☒ Convert at least 20% of existing monthly subscriptions to
annual subscriptions.
☐ Reduce churn to less than 2% monthly.
☒ Increase average number of seats by 20% for monthly and
annual subscriptions.
☒
- Improve lead
processes to
increase the
number of
qualified leads.
☒ Reduce the number of fields on the signup page to
streamline the demo request process.
☐ Respond to 80% of inbound inquiries within 12 hours.
☒ Each rep demos the product to 25 new leads each week.
☒
- Elevate customer
engagement
program
☒ Develop and launch bi-monthly customer communication
strategy
☒ Increase customer engagement via email and in-app
messages from 20% to 30%
☐ Receive 90% satisfaction rate on post-meeting survey
☒
- Improve
efficiency of the
marketing system
☒ Generate 100 more lead than last year with the same
budget
☒ Deploy an intelligent marketing automation system in Q1
☐ Deploy two new channels for marketing in Q1
☒
- Build a great
corporate culture
& engage
employees better
☒ Conduct team-building workshops
☐ Set up regular “coffee hour” sessions with teams
☒ Launch an Employee Engagement Survey to identify the top
engagement indicators
☒
- Build an effective
coach/
mentorship
program
☒ Increase the participation rate from 30% to 60%
☐ Increase the talent retention rate from 80% to 95%
☒ Increase employee satisfaction rate from 65% to 90%

Performance Development Facilitation Plan (cont.)
Identify workplace policies for continuous improvement, and learning (the goal of continuous improvement in any
organisation is to discover any inefficiencies or performance gaps in key business processes and systems and design solutions to fix
these gaps on an ongoing basis)
Identify the
organization’s
continuous
improvement
policy (refer to 1.
BSBLDR522 - Case
Study - Bounce Fitness
- Continuous
Improvement Policy
V2022.1):
1. The Bounce Fitness Studio will provide its customers with a cafeteria that provides
the customers with healthy food products
2. The Fitness Studio will conduct high as well as low intensity aerobic classes.
3. Special classes will conduct in schools for the senior students at minimal or no cost.
4. Special classes as per the requirements of the clients will also be provided.
Identify the
organization’s
personal
development
policy (refer to 2.
BSBLDR522 - Case
Study - Bounce Fitness
- Personal
Development Policy
V2022.1)
Principles of personal development include:
1. Conducting training programs in order to enhance the professional skills of the
employees within the company.
2. Enhancing the level of customer satisfaction within the bounce Fitness studio.
3. Work rewards increasing the employee engagement within the company in order to
increase their job satisfaction.
4. Development of personal fitness moves in order to enhance the performance of the
employees within the studio.
5. Providing the clients with special classes in order to fulfill their needs.

Performance Development Facilitation Plan (cont.)
Identify the
human resource
objective/s (select
the appropriate
option/s)
☒ Ensure effective utilization and maximum development of the internal employees.
☒ Define the job roles and goals to help maximize productivity and effectiveness.
☒ Focus on the employee’s capabilities to perform the present job and develops skills for
future projects and roles.
☐ Create effective communication channels across the levels of the organization to set
clear objectives and expectations.
☒ Develop a fair and transparent process for employee development and succession
planning.
Selecting
appropriate
performance
strategy for the
team (select at least
two options and
provide a brief
explanation on how it
works; answers must
not exceed 40-word
count limit)
Type of performance
strategy
How does this strategy work? (Provide answers to the
selected option only; answers must not exceed 40-word count limit)
☒
- Communicate
company goals
and performance
objectives
Communicating the organizational goals and objectives
associated with the employees in an organization will help
the studio in making the workforce understand about the
expectations of the company as a whole. This will help them
in molding their performance.
☒
- Utilize
performance
management
software
This software will help the company in constantly tracking
the performance of employees and guiding them accordingly.
☒
- Offer frequent
performance
feedback
Feedback work as a guide within the company. Providing
the feedback will allow the employees to determine the
areas where there is a need for improvement.
☒ - Use peer reviews
Peer reviews will help the workforce in understanding the
ways in which the employees can work on their existing skills
easily.
☒
- Set regular
meetings to
discuss
outcomes and
results
Conducting regular meetings will help the employees in
determining the issues and challenges faced by the
employees and thus providing them with an effective
solution.

Performance Development Facilitation Plan (cont.)
Identify performance supporting initiatives (highlight how you can support the team members to achieve their expected
performance).
Selecting
appropriate
support for the
team (select all
support categories)
Support category Support activities (select at least one activity option from each
selected support category)
☐ - Method of
approach
☐ One-on-one ☒ Team
☐
- Regularly
check-in on the
team (how
frequent would this
meeting be?)
☐ Random ☐ Random
☐ Weekly ☒ Weekly
☐ Bi-weekly ☐ Bi-weekly
☐
- Develop
employees’
skills (select the
supporting activities
option/s)
☐ Setting & achieving
goals ☒ Managing time & work
effectively
☐ Decision-making
techniques ☒ Managing conflict in the
workplace
☐ Motivating and
engaging employees ☒ Teamwork, delegation,
empowerment
☐ Continuous
improvement ☒ Innovative and critical
thinking
☐
- Mode of
development
(select the
supporting activities
option/s)
☒ In-house training (involves using a company's own expertise
and resources)
☒ Outsource training (the use an external company, a supplier, to
manage and deliver their training)
☐ - Expected
outcomes (select
the supporting
activities option/s)
☒ Connect with purpose, values and core strengths in
areas that make a difference
☒ Create synergy by building meaningful relationships and
high levels of trust
☒ Learn how to shift from producing results to enabling
and empowering others to produce the results
☒ Understand skills to manage and lead ‘adaptive
challenges and ambiguity
☒ Learn how to build rapport effortlessly and
communicate effectively

☒ Develop organizational capability to change, adapt and
build resilience to external forces
☒
Gain a deep understanding and develop the requisite
skills to create a high-performance culture through
alignment
☒ Learn about the team’s needs and receive feedback on
management and leadership style

Performance Development Facilitation Plan (cont.)
Identify performance supporting initiatives (highlight how you can support the team members to achieve their expected
performance; cont.)
Selecting
appropriate
support for the
team (select all
support category;
cont.)
Support category Support activities (select at least one activity option from each selected
support category)
☐ - Resources
required (select
the supporting
activities option/s)
Outsourced training In-house training
☒ Training budget ☒ Coach/ mentor
☒ Training need analysis ☒ Training plan
☒ Training provider ☒ Training materials
☒ Training leave ☒ LMS (online learning)
☒ Evaluation session ☒ Feedback session
☐ - Follow-up (select
the appropriate
option)
☒ Monthly review ☒ Bi-monthly review
☒ Quarterly review ☐ Bi-annually review
☐ - Inspire the team
(select the
supporting activities
option/s)
☒ Encourage them to take ownership of an assignment to
ensure everyone is on the same page by providing a clear
and positive company culture
☒ Provide a forum for staff to voice their ideas and opinions;
encourage face-to-face communication between
departments
☒ Build relationships through team-building activities,
organize fun get-togethers outside of the office
☐ - Coaching staff
(select the
supporting activities
option/s)
☒ Grow Coaching Model (Goal, Reality, Options, Will)
☒ Group & Team Coaching Model (learning group, training
group, development group)
☒ STEPPA Coaching Model (subject, target identification,
emotion, perception, plan/ pace, action/ amend)
☒ Instructional Coaching (content focus, active learning,
coherence, sustained duration, collective participation)
☒ OSCAR Coaching Model (outcome, situation, choices,
actions, reviews)
☒ CLEAR Coaching Model (contract, listen, explore, action,
review)

Performance Development Facilitation Plan (cont.)
Identify performance supporting initiatives (highlight how you can support the team members to achieve their expected
performance; cont.).
Selecting
appropriate
support for the
team (select all
support category;
cont.)
Support category Support activities (select at least one activity option from each
selected support category)
☐
- Conflict
management
approach (select
the supporting
activities option/s)
☒ Problem Solving / Collaboration / Confronting (focus
on resolving the conflict and finding the best
alternative/solution for the team)
☒ Compromising/Reconciling (involved parties to think of a
middle path wherein both parties decide to give up something
and identify a resolution)
☒ Withdrawing/Avoiding (avoiding any conflict resolution
provides a “cooling off” period to the people involved so that
they can later come back for meaningful resolution)
☒ Forcing/Competing (technique can be used if we see the
conflicts are unnecessary and mostly destructive for the team)
☒ Smoothing/Accommodating (technique to be used when
the atmosphere seems to be filled with apprehension/distrust
among the parties involved)
☐ - Leadership
approach (select
the supporting
activities option/s)
☒ Transformational Leadership (leader is a visionary who
inspires others and encourages critical thinking and innovation)
☒ Participatory Leadership (leaders empower employees who
will be most affected by certain decisions to have participation
and/or decision-making capabilities in addressing those issues)
☒ Value-based Leadership (leaders guide their teams by
encouraging others to act in accordance with the organization’s
shared core values)
☒ Situational Leadership (a framework for leaders to match their
behaviors to the performance needs of those they are working to
influence)
☒ Servant Leadership (leaders who makes a conscious decision to
aspire to lead in a way that places other people’s needs as their
highest priority)

Performance Development Facilitation Plan (cont.)
Determine the performance planning and management (focuses on objective goal setting so that every employee
receives direction and communication about what they are expected to do).
Performance
evaluation
approach (select
the appropriate
option/s)
☒ A broader approach to get the best out of all the employees – even the top-
performing ones
☒ A process that inputs to the total rewards process and ensures that employees are
paid appropriately for the value to bring to the organization
☒
A continuous two-way process of planning, observation, conversation, and coaching
that allows for improved performance that has a direct impact on the goals of the
organization
☒ A robust approach that holds both the manager/supervisor and the employee
accountable
Identify goal
setting
parameters
(select at least one
option from each
category)
Alignment between individual employee
goals and the organization’s goals
Re-accessing and setting competency
requirements that will be needed for
optimum performance of the job
☒ Gaining an understanding of the
business goals for the year ☒ Job competencies are generally
defined during the hiring process
☒ Creating team goals / departmental
goals that align to the business goals ☒ Job competencies form part of job
description
☒ Setting individual employee goals
Identify type of
performance
review system/s
to be used (select
the appropriate
option/s)
☒
Competency-based (focuses on
performance as measured against specified
competencies as opposed to specific tasks or
behaviors that are identified for each position)
☒
360-degree feedback (collects
information from the employee's supervisor,
colleagues and subordinates about an
individual's work-related behavior and its
impact)
☒ Management by objectives (goals are
set collaboratively for the organization, various
departments, and each individual member)
☒ Ranking (list all employees in a designated
group from highest to lowest in order of
performance.)
☒ Graphic rating scales (evaluates on
several factors, including general behaviors
and characteristics)
☒ Behaviorally anchored rating scales
(assess employee behavior rather than specific
characteristics)

Performance Development Facilitation Plan (cont.)
Identify learning and development opportunities (effective learning and development evaluation needs to be strongly
linked with identified performance gaps; it is essential to have clearly identified organisational performance targets and subsequent
learning needs and agree what measures of success will look like.)
Coverage of
learning and
development
evaluation (select
the appropriate
option/s)
Type of evaluation activities
☒ Impact (where L&D can work with the organization to show how the learning interventions have
impacted on performance – these can include links to key performance indicators, i.e., financial, and
operational)
☐ Transfer (where L&D can work with the organization to show how any learning undertaken on L&D
events has been transferred back into the employee’s role and work area – these can include
performance goals and how new skills and knowledge have been used)
☒ Engagement (where L&D can demonstrate how stakeholders are engaged with learning, this can be
at an organizational level where a positive learning environment is the goal, at team levels or at an
individual level)
Identify type of
learning &
development
evaluation
methods to be
used (answer only
one option)
Type of methods Provide a brief explanation on the selected model (answers should
not exceed 50-word count limit)
☒ The Kirkpatrick
model
There are four levels in the Kirkpatrick Model which involves
reaction, learning, behavior, and results. This method of evaluating
the training program will be used by the Fitness center for the
purpose of evaluating the efficiency and productivity of the training
programme. In the first level of this model, the reaction of the
employees will be considered. In this level, the company will aim to
determine the level of employee engagement within the training
programme. In the next level of this model, the learning,
knowledge, skills, attitudes confidence of the employees are
evaluated on the basis of the training provided to them. In the next
step, the organization tries to identify how much the employees are
being able to use the knowledge in the practical aspects and finally
the results are shared on the basis of the same.
For more info, please go to URL: https://www.kirkpatrickpartners.com/the-kirkpatrick-
model/
☐
Brinkerhoff
success case
method
For more info, please refer to URL:
https://www.betterevaluation.org/en/plan/approach/success-case-method

Performance Development Facilitation Plan (cont.)
Type of learning
& development
evaluation
methods to be
used (answer only
one option)
Type of methods Provide a brief explanation on the selected model (answers should
not exceed 50-word count limit)
☐ Pendleton’s
Model
For more info, please refer to URL: https://www.thecoach.zone/a-method-of-delivering-a-
great-feedback-session-pendletons-rules/
☐ DESC Model
For more info, please refer to URL: https://www.targettraining.eu/feedback-desc-model/
Determine the 70-20-10 model for learning and development (is a commonly used formula within the training
profession to describe the optimal sources of learning by successful managers. It holds that individuals obtain 70 percent of their
knowledge from job-related experiences, 20 percent from interactions with others, and 10 percent from formal educational events)
Selecting formal
learning
solutions (select
the appropriate
option/s)
Learning and development breakdown (select at least one from each category)
70 (learning by working) 20 (learning by working
together)
10 (learning by formal
intervention)
☒ Problem-solving ☒ Coaching colleagues in
the workplace ☐ Courses
☒ Challenging tasks ☒
Collaboration and
continuous
improvement
☒ Training modules

Performance Development Facilitation Plan (cont.)
Selecting formal
learning
solutions (select
the appropriate
option/s)
Learning and development breakdown (select at least one from each category)
70 (learning by working) 20 (learning by working
together)
10 (learning by formal
intervention)
☐ Other roles and
responsibilities ☒ Giving and receiving
feedback ☐ Workshops/ masterclass
☐ Auditing/ review ☐ Learning in networks ☒ eLearning
☒ Innovation ☒ Action learning ☐ Seminars
☒ Reflection ☒ After-action reviews ☒ Reflections
Determine the recognition and rewards for employee performance (keeping employees engaged and motivated is
vitally important to ensure the continued success of a company; programs should be crafted to include both financial rewards and
non-monetary rewards; this can be used to highlight innovation and positive behaviour while taking advantage of new HR trends)
Select the
reward systems
to be used (select
the appropriate
option/s; cont.)
Reward category (select at least one from each category)
Financial rewards Non-monetary rewards Rewarding innovation Gamification and
rewards
☒ Cash bonuses/ gift
cards ☒
Personal
recognition notes
from CEO
☐
Opportunities to
complete special
projects
☐
Game-based
learning and
employee training
☐ Charity giving ☒
Certificates,
plaque, and
trophies
☒ Time perks ☒ Badging and
achievements
☒ Coffee
memberships ☒
Perks, i.e., car
maintenance,
subsidized
commute
☐
Celebratory
lunch/dinner with
colleagues or with
family/friends
☐
Social media-style
recognition
platforms
☐ Subsidized
recreation ☒ Departmental
party ☐ Learning/
conference ☐
Spin-to-wins and
scratch off
bonuses
☒ Extra paid time off ☒
Experiential
packages, i.e.,
health and
wellness
☒ Award nominations ☐ Interactive
leaderboards
☒ Branded clothing /
swag
☐ Sponsored
content on
LinkedIn or
Forbes
☐ Tickets to a concert,
movie, sports game,
festival
☒ Rewards for
company
competitions

☐
Money for a
personal growth
experience
☐ Wall of fame ☐
Invest in their
continued
education
☐ Branded tech

Performance Development Facilitation Plan (cont.)
Fostering a learning culture (a culture of learning, or learning culture, is one in which employees continuously seek, share, and
apply new knowledge and skills to improve individual and organizational performance)
Select key
characteristics to
foster a learner
culture (select the
appropriate option/s)
☒ Focused on long term
goals ☒ Seamless
communication ☒ Collaboration across
teams
☒
Commitment to
learning and personal
development
☒ Innovation is valued ☒ Knowledge sharing
☐ Contributions are
valued ☐ Invested in ideas and
innovation ☒ Experiential learning
encouraged

Activity 2 - Consult with Stakeholders on Performance Development Facilitation Plan
To ensure that the Performance Development Facilitation Plan sets clear and specific performance
expectations and providing informal and/or formal feedback about the respective departmental
employees’ performance relative to those stated goals.
As a General Manager – HRM, conduct a meeting with a group of newly recruits (your classmate or
alternatively, your Trainer can undertake this role) at the Sydney Fitness Centre to communicate the completed
Performance Development Facilitation Plan to your team members by ensuring that they are aware of:
o The employee knows exactly where he or she stands in relation to achieving goals and
reaching performance milestones that contribute to career development, promotions and
more.
o The manager gains insights into the motivations of the people working for him or her
through the required conversations.
o The organization retains motivated employees who understand their role and the roles of
others in contributing to the overall success of the organization.
When conducting the meeting based on the completed Performance Development Facilitation Plan in
Activity 1, ensure that you:
o A dialogue that includes performance feedback measured against clear and specific goals
and expectations established at the outset of the performance management cycle.
o A process for acknowledging the outcomes of the performance review process that is
documented between the manager and the employee.
Complete the Meeting Minutes template provided and should be written in such a way that a person not in
attendance at the meeting can follow the decisions made as minutes are read by variety of individuals. Key
points to take on board when writing more formal minutes, include:
o Always write minutes in reported speech which is usually written in past tense
o Use verbs such as ‘would’ rather than ‘will’ and ‘should’ rather than ‘shall’ to denote future
action’; e.g. “The Chair would amend the report in light of the points raised”.

Activity 2 (cont.)
o Be conscious of how time is reported in minutes e.g., use ‘the following week’ instead of ‘next
week’; e.g. “The Chair would amend the report in light of the points raised and distribute it to the
Committee the following week”
o The Committee is singular not plural.
o In most cases the Committee as a collective should be used: “The Committee noted that...”
o When referring to a member of staff in the minutes do not refer to them by name, but by role
except in the attendance section in the header of Minutes and in any action e.g., the “Director of
AQS” not “Michael Wing”
o Start each minute with “The Committee considered/received” then continue with the item. Use
the following in the following circumstances:
o Considered where the Board is to make either a decision or endorse a decision or recommend
approval.
o Received where the item is for information or discussion but no decision to result apart from
the paper being noted. For example, ‘the Board received the summary of regulations’.
o For decisions use approved but ensure that it is a decision that the Board can make.
o For information received use noted.
o When assigning actions, this should be in bold at the end of the relevant minute and list the
role of the individual to whom action is assigned rather than their name.
In engaging with your relevant stakeholders, it is crucial to always utilize the appropriate structure and
language. Language refers to the words you use in speaking, while structure refers to how you put
these words together.
You will be assessed on your oral interaction skills to:
o Review the Performance Development Facilitation Plan in Activity 1
o Provide consultative advice and seek agreement for all sections of the Performance
Development Facilitation Plan by enlisting one of your team members (your classmate or
alternatively, your Trainer can undertake this role) to complete the Stakeholder Consultation form
below.
o Use appropriate communication techniques to relay information:
 Seize the audience’s attention by keeping informative presentation brief and to the
point.
 Disclose the problem or needs that your workforce planning will satisfy
 Captivate the audience by describing the advantages of solving the problem or need

Meeting Minutes
Meeting name Performance Development Prepared by
Date of the meeting Time
Location ☒ Sydney Centre Meeting Room ☐ Remote via Zoom Meeting
Meeting objectives
(select the appropriate
option/s)
☒ To ensure that the Performance Development Facilitation Plan sets clear and
specific performance expectations
☒ To provide performance feedback measured against clear and specific goals and
expectations established at the outset of the performance management cycle.
☐ To obtain acknowledgment of the outcomes of the performance review process
that is documented between the manager and the employee.
Meeting attendance
(select all options)
☒ General Manager – HRM (student) ☒ Jacinta Scott (Centre Manager)
☒ Monica Lange (New Fitness
Instructor) ☒ John Ward (New Fitness Instructor)
Meeting Agenda
# Topics Owner Time
1. Introduction Centre Manager 5 min
2. Identify the organization’s Objective Key Results GM - HRM 10 min
3.
Identify workplace policies for continuous improvement,
professional development, human resource objectives and
performance strategy
GM - HRM 10 min
4. Identify performance supporting initiatives GM - HRM 20 min
5. Performance planning and management GM - HRM 15 min
6. Identify learning and development opportunities GM - HRM 15 min
7. The 70-20-10 model for learning and development GM - HRM 10 min
8. Rewarding employee performance GM - HRM 30 min
9. Fostering a learning culture GM - HRM 10 min
10. Conclusion Centre Manager 5 min

Meeting Minutes (cont.)
Identify the organization’s Objective Key Results (meeting
minutes should not exceed 50-word count limit)
Meets
agreement
Does not
meet
agreement
Owner Time
It has been determined that the employee has got expertise in
their required field of knowledge.
Centre
Manager 10 min
- Advance and grow the business ☒ ☐
- Improve lead processes to increase the number of qualified
leads ☒ ☐
- Elevate customer engagement program ☒ ☐
- Improve efficiency of the marketing system ☐ ☒
- Build a great corporate culture & engage employees better ☒ ☐
- Build an effective coach/ mentorship program ☐ ☒
Identify workplace policies for continuous improvement,
professional development, human resource objectives and
performance strategy (meeting minutes should not exceed 50-word
count limit)
Meets
agreement
Does not
meet
agreement
Owner Time
The organization will conduct fitness and aerobic session in
schools at free of cost or minimal cost. Similarly, the fitness
center will provide the customers with a cafeteria that provides
its customers with healthy food products.
GM -
HRM 10 min
- Identify the organization’s continuous improvement policy ☒ ☐
- Identify the organization’s personal development policy ☒ ☐
- Identify the human resource objective/s ☒ ☐
- Selecting appropriate performance strategy for the team ☒ ☐
Identify performance supporting initiatives (meeting minutes
should not exceed 50-word count limit)
Meets
agreement
Does not
meet
agreement
Owner Time
In order to conduct performance supporting initiatives, the
fitness studio, will conduct training and development
programmes for the employees within the company.
GM -
HRM 20 min

Meeting Minutes (cont.)
Identify performance supporting initiatives (cont.) Meets
agreement
Does not
meet
agreement
Owner Time
- Method of approach ☒ ☐
- Regularly check-in on the team ☒ ☐
- Develop employees’ skills ☒ ☐
- Mode of development ☐ ☒
- Expected outcomes ☒ ☐ 15min
- Resources required ☒ ☐
- Follow-up ☒ ☐
- Inspire the team ☒ ☐
- Coaching staff ☒ ☐
- Conflict Management approach ☐ ☒
- Leadership approach ☒ ☐
Performance planning and management (meeting minutes
should not exceed 50-word count limit)
Meets
agreement
Does not
meet
agreement
Owner Time
In order to conduct performance planning and management,
the Fitness studio got in touch with each of the employees within
the studio and discussed with them about their performance and
what is expected from them.
GM -
HRM 15 min
- Performance evaluation approach ☒ ☐
- Goal setting parameters ☒ ☐
- Type of performance review system/s to be used ☐ ☒
Identify learning and development opportunities (meeting
minutes should not exceed 50-word count limit)
Meets
agreement
Does not
meet
agreement
Owner Time
In order to enhance the learning and development of
employees within the company, the organization or the studio
will conduct training and development programs within the
organization.
GM -
HRM 15 min

Meeting Minutes (cont.)
Identify learning and development opportunities (cont.) Meets
agreement
Does not
meet
agreement
Owner Time
- Coverage of learning and development evaluation ☒ ☐
- Type of learning & development evaluation methods to be used ☒ ☐
The 70-20-10 model for learning and development (meeting
minutes should not exceed 50-word count limit)
Meets
agreement
Does not
meet
agreement
Owner Time
This model helped the studio in enhancing the engagement of
the employees within the training programme and helps them in
their skill development with respect to the organization.
GM -
HRM 10 min
- Selecting formal learning solutions ☒ ☐
Rewarding employee performance (meeting minutes should not
exceed 50-word count limit)
Meets
agreement
Does not
meet
agreement
Owner Time
The Fitness studio has made use of different types of rewards
that will be used by the company in order to motivate them to
work hard. Some of the rewards includes providing the extra
benefits, compensation and bonuses to the employees.
GM -
HRM 30 min
- Reward systems to be used ☒ ☐
Fostering a learning culture (meeting minutes should not exceed
50-word count limit)
Meets
agreement
Does not
meet
agreement
Owner Time
The fitness studio will inculcate a learning environment within
the company, promotes a feedback culture within the
organization.
GM -
HRM 10 min
Selecting key characteristics to foster a learner culture ☒ ☐

Meeting Minutes (cont.)
Conclusion (provide a brief discussion on the collective agreement obtained for the
Performance Development Facilitation Plan; answer should not exceed 30-word count limit) Owner Time
It has been identified that overall the meeting was effective and has been found useful
in providing the employees with the required training and development program.
Centre
Manager 5 min
The next meeting is proposed to be scheduled on (DD/MM/YY):
1st
august
2022
Activity 3 - Conduct risk analysis according to organizational risk management plan and legal
requirements
Performance management programs can provide considerable benefits to government organizations;
help them align and track measurable goals, create ongoing feedback loops for coaching, and boost
engagement through recognition. However, poorly implemented performance management programs
can lead to detrimental organizational outcomes.
As a General Manager – HRM, you are required to ensure that the Performance Development Facilitation
Plan can be implemented in accordance with organizational requirements by developing a risk analysis
in the likelihood of a negative event preventing the organization meeting its objectives and, the likely
consequences of such an event on organizational performance.
This task would require you to conduct a risk assessment:
o Based on the plausible risks that can occur
o Rank the likely risk impact
o Estimate the consequences
o Define the risk rating
o Identify the contingency strategy options
Complete the Risk Assessment Plan template below.
Risk Assessment Plan
Document purpose
(select one option)
☐ To determine an accurate upside value for risk—and encourage a desired level of
risk-taking behavior in a bid to balance risks and rewards.
☒ to better manage strategic, regulatory, and other risks – while they make decisions
that impact performance.
Prepared for Bounce Fitness
Prepared by
Position General Manager - HRM Date prepared 15th July 2022

Risk Assessment Plan (cont.)
Assessing key human resources/ legislative/ regulatory risks impacting the organization performance (every
business needs to conduct a risk analysis when assigning responsibilities to staff and establishing performance standards; a good risk
analysis will help you manage everyday workplace risks, and it will ensure that you don’t fall afoul of organizational or legal
requirements.)
Plausible risks that
can occur
Risk assessment (select an option for each column) Contingency strategy options (select
only one option for each risk)Likely risk impact Consequences Risk rating
 Lack of employee
engagement (poor
performance
management
programs can quickly
erode employee
engagement)
☒ Rare ☐ Negligible ☒ 1 = Remote ☒
Two-way communication should be in
place that can allow employees to
make suggestions, share their
concerns, and talk about their day.
☐ Unlikely ☐ Minor ☐ 2 = Unlikely ☐
Leaders should maintain a positive
attitude by telling team members what
to do by demonstrating empathy as
trust in leadership
☐ Moderate ☐ Medium ☐ 3 = Average ☐
Managers to offer support to bring the
skills, empower team members, and
set organization goals.
☐ Likely ☒ Major ☐ 4 = Likely ☐
Strike the right balance between
empowering a team while guiding
members toward a unified strategy
☐ Certain ☐ Severe ☐ 5 = Extreme ☐
Make a coherent narrative in the
workplace by promoting company’s
mission and vision.
 Biased
performance
ratings (Varying
and unfair
performance
standards and ratings
can arise under a
fragmented
performance
management system)
☐ Rare ☐ Negligible ☐ 1 = Remote ☐
Build awareness of rater bias by
training staff about the most common
rater biases
☐ Unlikely ☐ Minor ☐ 2 = Unlikely ☐
Use objective, not subjective, ratings by
picking question anchors that ask
about observable, objective behaviors.
☒ Moderate ☒ Medium ☒ 3 = Average ☒
Reduce reliance on memory by
ensuring more frequent performance
reviews throughout the year
☐ Likely ☐ Major ☐ 4 = Likely ☐ Implement 360-degree feedback
systems which naturally allow for
feedback from a variety of sources,
including supervisors, direct reports,
peers, and even customers.

☐ Certain ☐ Severe ☐ 5 = Extreme ☐
Carefully monitor performance
feedback data using performance
management software, keep an eye
out for clues that bias may be in play.

Risk Assessment Plan (cont.)
Assessing key human resources/ legislative/ regulatory risks impacting the organization performance (cont.)
Plausible risks that
can occur
Risk assessment (select an option for each column) Contingency strategy options (select
only one option for each risk)Likely risk impact Consequences Risk rating
 Unclear reward
systems (due to poor
communication,
employees may not
understand the link
between their
behaviours and results,
and how those
translate into
performance rating)
☐ Rare ☐ Negligible ☐ 1 = Remote ☒
Offering a variety of unique and
valuable rewards can incentivize
employees to work harder and smarter
☐ Unlikely ☐ Minor ☐ 2 = Unlikely ☐
Ensure employees know how to earn
rewards that clearly announce and
communicate their judgment criteria
☐ Moderate ☐ Medium ☐ 3 = Average ☐
Align rewards and recognition with
employee performance so that
employees understand how their
productivity and behaviors influence
business outcomes
☒ Likely ☒ Major ☒ 4 = Likely ☐
Rewards program should be tiered,
offering up praise, perks, and
recognition throughout the lifecycle of
a project/ task
☐ Certain ☐ Severe ☐ 5 = Extreme ☐
Recognition announcements and
personal notes of appreciation are a
vital part of building a productive
workplace culture
 Work Health and
Safety Act 2011
(a safe and healthy
workplace does not
happen by chance or
guesswork as it is
important to
consider about what
could go wrong at
the workplace and
what the
consequences could
be)
☐ Rare ☐ Negligible ☐ 1 = Remote ☐
Eliminating the hazard and associated
risk by, firstly, not introducing the
hazard into the workplace
☐ Unlikely ☐ Minor ☐ 2 = Unlikely ☐
Isolate the hazard from people which
involves physically separating the
source of harm from people by
distance or using barriers.
☐ Moderate ☐ Medium ☐ 3 = Average ☐
Develop a safe work procedure that
describes the task, identifies the
hazards and documents how the task is
to be performed to minimize the risks.
☒ Likely ☒ Major ☒ 4 = Likely ☐
High levels of supervision are necessary
where inexperienced workers are
expected to follow new procedures or
carry out difficult and critical tasks.

☐ Certain ☐ Severe ☐ 5 = Extreme ☒
Regular monitoring and maintenance
of control measures to ensure
effectiveness by establishing a schedule
for routine checks and maintenance

Risk Assessment Plan (cont.)
Assessing key human resources/ legislative/ regulatory risks impacting the organization performance (cont.)
Plausible legislative
risks that can occur
Risk assessment (select an option for each column) Contingency strategy options (select
only one option for each risk)Likely risk impact Consequences Risk rating
 Fair Work Act
2009 (unlawful for an
employer to take
adverse action against
a person who is an
employee, former
employee or
prospective employee
because of the
person's race, colour,
sex, sexual orientation,
age, physical or mental
disability, marital
status, family or carer's
responsibilities,
pregnancy, religion,
political opinion,
national extraction, or
social origin)
☐ Rare ☐ Negligible ☐ 1 = Remote ☒
Undertake education and compliance
activities to train all managers/
supervisors
☐ Unlikely ☐ Minor ☐ 2 = Unlikely ☐
Download the Managing
Underperformance Best Practice guide
from FWO for information about how
to take reasonable management action
to ensure employees can do their job
properly.
☒ Moderate ☒ Medium ☒ 3 = Average ☐
Conduct a self-audit to evaluate where
the organization currently stands in
relation to Fair Work requirements.
☐ Likely ☐ Major ☐ 4 = Likely ☒
Inform your employees on updates to
company policies and procedures by
setting up information sessions for all
employees
☐ Certain ☐ Severe ☐ 5 = Extreme ☐
Keep records of self-audits and changes
in processes, as well as the actions the
organization has taken to address any
compliance issues.
 Retention Issues
(maintaining a staff
of fully qualified
employees is
essential to a
company remaining
competitive in a
changing
marketplace)
☐ Rare ☐ Negligible ☐ 1 = Remote ☐
Mentorship programs as pairing a new
employee with a mentor is a great
component to add to your extended
onboarding process
☐ Unlikely ☐ Minor ☐ 2 = Unlikely ☐
To evaluate and adjust salaries
regularly as employee compensation
must be competitive matched with
industry standards
☐ Moderate ☐ Medium ☐ 3 = Average ☒
Training and development to help
employees identify areas for
professional growth, such as the need
to learn new skills
☒ Likely ☒ Major ☒ 4 = Likely ☐ Set up formal rewards systems to
incentivize great ideas and innovation

☐ Certain ☐ Severe ☐ 5 = Extreme ☐
Work-life balance by providing staff
with flexibility, adoption of a family-
friendly policies and encouragement to
take annual leave

Risk Rating Guide (for Risk Register reference)
Likelihood
Scale
Level Description
Rare The event may occur in exceptional circumstances.
Unlikely The event will probably occur at some time.
Moderate The event will probably occur at some time.
Likely The event will occur in most circumstances.
Certain The event is expected to occur in all circumstances.
Consequence
Scale
0 Negligible (a risk event that, if it occurs, will have little or none impact on achieving desired results, to the extent
that one or more stated outcome objectives)
1 Minor (a risk event that, if it occurs, will have a minor impact on achieving desired results, to the extent that one or
more stated outcome objectives will fall well below goals but well above minimum acceptable levels)
2 Medium (a risk event that, if it occurs, will have a moderate impact on achieving desired results, to the extent that
one or more stated outcome objectives will fall well below goals but above minimum acceptable levels)
3 Major (a risk event that, if it occurs, will have a significant impact on achieving desired results, to the extent that
one or more stated outcome objectives will fall below acceptable levels)
4 Severe (a risk event that, if it occurs, will have a severe impact on achieving desired results, to the extent that one
or more of its critical outcome objectives will not be achieved)
Risk Matrix Guide + Risk Priority Scale
Likelihood
Rare Unlikely Moderate Likely Certain
Consequence Level 1 2 3 4 5
Negligible 0 0 0 0 0 0
Minor 1 1 2 3 4 5
Medium 2 2 4 6 8 10
Major 3 3 6 9 12 15
Severe 4 4 8 12 16 20
Risk rating Risk priority Description
0 N No Risk: The costs to treat the risk are disproportionately high compared to the negligible consequences.
1 – 3 L Low: May require consideration in any future changes to the work area or processes or can be fixed immediately.
4 – 6 M Moderate: May require corrective action through planning and budgeting process.

8 - 12 H High: Requires immediate corrective action.
15 - 20 E Extreme: Requires immediate prohibition of the work process and immediate corrective action.

Checklist/ performance criteria matrix for Task 1 (for Assessor use only)
Instructions to Assessors
This checklist is to be used to record the student’s responses to the questions outlined in Task 1 for Activities 1 - 3. When completing
this checklist, you must ensure that:
 Each checklist item is assessed against the criteria listed.
 An assignment result, either Yes or No, is recorded in one of the two columns on the right of the checklist.
 Feedback is provided to the student in the assignment cover sheet and/ or, at the Canvas commentary section.
Did the learner: Yes No
Evidence of interview with identified individual, submitted by
the learner: Relating to unit’s performance criteria:
 Completed the Performance Development
Facilitation Plan covering:
1.2 Develop work plans and allocate work
according to organisational requirements and
operational plans
1.3 Develop and confirm performance standards
and key performance indicators with relevant
staff
o Provided a background introduction
o Identified the organization’s Objective Key
Results in terms of:
- Advance and grow the business
- Improve lead processes to increase the
number of qualified leads.
- Elevate customer engagement program
- Improve efficiency of the marketing system
- Build a great corporate culture & engage
employees better
- Build an effective coach/ mentorship
program
o Identified workplace policies for continuous
improvement, professional development, human
resource objectives and performance strategy in
terms of: 1.2 Develop work plans and allocate work
according to organisational requirements and
operational plans
Develop performance improvement and
development plans according to organisational
policies
4.2 Monitor underperforming individuals
according to organisational policies
- Identified the organization’s continuous
improvement policy
- Identified the organization’s personal
development policy
- Identified the human resource objective/s
- Selected appropriate performance strategy
for the team

Did the learner (cont.): Yes No
Evidence of interview with identified individual, submitted by
the learner: Relating to unit’s performance criteria:
o Identified performance supporting initiatives,
including:
4.1 Develop performance improvement and
development plans according to organisational
policies
4.2 Monitor underperforming individuals
according to organisational policies
4.3 Respond to underperforming individuals, as
required
4.4 Reinforce excellence in performance through
recognition and continuous feedback
- Method of approach
- regularly check-in on the team
- Develop employees’ skills
- Mode of development
- Expected outcomes
- Resources required
- Follow-up
- Inspire the team
- Coaching staff
- Conflict management approach
- Leadership approach
o Determined the performance planning and
management, including:
- Performance evaluation approach
- Goal setting parameters covering:
 Alignment between individual employee
goals and the organization’s goals
 Re-accessing and setting competency
requirements that will be required for
optimum performance of the job
- Type of performance review system/s to be
used
o Identified learning and development opportunities in
terms of:
2.2 Train participants in the performance
management and review process
2.4 Monitor and evaluate performance according
to performance standards and key performance
indicators
- Coverage of learning and development
evaluation
- Type of learning & development evaluation
methods to be used
o Determined the 70-20-10 model for learning and
development:
- Selected formal learning solutions

Did the learner (cont.): Yes No
Evidence of interview with identified individual, submitted by
the learner: Relating to unit’s performance criteria:
o Determined the recognition and rewards for
employee performance: 4.4 Reinforce excellence in performance through
recognition and continuous feedback
- Selected the reward systems to be used
o Fostering a learning culture: 4.1 Develop performance improvement and
development plans according to organisational
policies- Selected key characteristics to foster a
learner culture
 Conduct a meeting with a group of newly recruits at
the Sydney Fitness Centre to communicate the
completed Performance Development Facilitation
Plan to the team members by ensuring that they are
aware of:
1.1 Consult relevant groups and individuals on
work to be allocated and resources available
1.3 Develop and confirm performance standards
and key performance indicators with relevant
staff
3.1 Provide informal feedback and coaching to
staff
3.2 Advise relevant personnel, where
performance is poor and take necessary actions
4.1 Develop performance improvement and
development plans according to organisational
policies
4.4 Reinforce excellence in performance through
recognition and continuous feedback
o The employee knows exactly where he or she
stands in relation to achieving goals and reaching
performance milestones that contribute to career
development, promotions and more.
o The manager gains insights into the motivations
of the people working for him or her through the
required conversations.
o The organization retains motivated employees
who understand their role and the roles of others
in contributing to the overall success of the
organization.
 Completed the meeting minutes covering:
1.1 Consult relevant groups and individuals on
work to be allocated and resources available
4.1 Develop performance improvement and
development plans according to organisational
policies
4.4 Reinforce excellence in performance through
recognition and continuous feedback
o A dialogue that includes performance feedback
measured against clear and specific goals and
expectations established at the outset of the
performance management cycle.
o A process for acknowledging the outcomes of the
performance review process that is documented
between the manager and the employee.
 Conduct risk analysis according to organizational risk
management plan and legal requirements, including:
1.4 Conduct risk analysis according to
organisational risk management plan and legal
requirements
2.1 Review performance management and
processes according to legislation,
organisational objectives and policies
o Key human resource risks
o Legislative/ regulatory risks

Did the learner (cont.): Yes No
Evidence of interview with identified individual, submitted
by the learner: Relating to unit’s performance criteria:
 Uses communication techniques appropriate to
audience to communicate:
1.1 Consult relevant groups and individuals on
work to be allocated and resources available
2.2 Train participants in the performance
management and review process
3.1 Provide informal feedback and coaching to
staff
3.2 Advise relevant personnel, where
performance is poor and take necessary actions
3.3 Document feedback according to the
organisational performance management system
4.4 Reinforce excellence in performance through
recognition and continuous feedback
o Follows logical sequence when discussion and
does not jump from topic to topic
o Ensures explanations are concise yet meaningful
o Provides sufficient evidence to support their
statements
o Answers questions raised by the audience about
concepts discussed
 Uses communication techniques appropriate to
environment to communicate:
o Projects voice sufficiently throughout the room in
the absence of a mic
o Maintains professional behaviour and standards
during communication to establish and ensure
credibility
o Uses appropriate body language (e.g., eye
contact) that can be observed throughout the
session
o Summarises discussion point or questions from
the speaker to confirm understanding
o Provides relevant responses to the person’s
questions
 Questioning techniques:
o Ask open-ended questions to the person they
are talking to
o Ask the speaker to elaborate on their response
(e.g., ‘what do you mean by that?’)
Task 1 has met satisfactory performance
requirements ☐
Task 1 has not met satisfactory performance
requirements (please refer to the feedback on Canvas
commentary section)
☐
Task 2: Conduct performance development through assessment of performance, provision of feedback and
follow-up

As the General Manager – Human Resource Management for Bounce Fitness, you have been directed by
Margaret House, CEO of Bounce Fitness, to prepare for and participate two role-play activities to:
o Provide positive feedback on current performance, including acknowledgement of any
achievement above ‘good’
o Describe the concerns with performance as identified in the case study, referencing current
performance and the risk to achieving their key performance indicators by the end of the year
initiate performance coaching by asking the team member:
- to carefully consider the feedback to identify strategies to improve performance,
including actions and development options
- to identify how you can support them to resolve the concern and improve performance
- to meet to plan for improvement.
To complete this task, you are required to:
- Review the completed the Performance Development Facilitation Plan in Task 1 Activity 1 to
determine the goals and objectives to be achieved and any relevant organisational standards to
meet
- Review the organization’s Performance Management Policy and Procedures (refer to 3.
BSBLDR522 – Case Study – Bounce Fitness – Performance Management Policy and Procedures V2022.1) on
the prescribed Preventive Action Process
- Review the Job Description for Fitness Instructors (refer to 4. BSBLDR522 - Case Study - Bounce
Fitness - Job Description Fitness Instructors V2022.1)
- Review the case scenario relating to the two underperforming team members
Activity 1 - Develop one Work Plan for each team member
o For each team member, set and record in the workplace plan part of the template at least two
objectives that align to workplace/ organisational and operational goals, objectives and/or
performance standards.
o Identify the following:
- At least two (2) Work Plan objectives for the Work Plan in accordance with the respective
case scenario for each employee:
a. Monica Lange
b. John Ward
- At least two (2) actions to the objectives
- The resources the team member will need to complete each action, including human,
financial and equipment
o A timeframe or due date for completion of each action

(cont.)
- At least one (1) performance standard for each action in accordance with the organization’s
Performance Management Policy and Procedures (refer to 3. BSBLDR522 – Case Study – Bounce
Fitness – Performance Management Policy and Procedures V2022.1)
- At least one (1) key performance indicator to measure performance against each standard.
o Use the completed Work Plans to support your meeting with the two-underperforming staff
Activity 2 – Access performance and provide feedback
- Develop a dialogue script on dealing with underperformance for the role play activity in
accordance with organizational requirements to provide feedback to:
a. Monica Lange
b. John Ward
- The feedback and coaching process should follow the organization’s Performance
Management Policy and Procedures
 Schedule two (2) meetings to provide informal feedback and coaching to two (2)
underperforming team members
 In your discussions with these two employees, you will identify the objective key
result/s (OKRs) and support needed by employees if they are to resolve their issues
and improve performance
 Confirm performance standards and key performance indicators with relevant staff
concerned in accordance with the proposed Work Plans in Activity 1
Activity 3 – Manage follow up through performance
o For each team member, set and record in the Performance Evaluation template on their
workplace performance, including:
- Discussing and determining actual performance (progress to date if not at the end of the
performance management period) for:
a. Monica Lange
b. John Ward
- Discussing team member’s views on their actual performance
- Providing feedback about what each team member if they:
 Category 1 – Performed well, you must take the following actions:
 Identify from performance evaluations an employee who has performed well in a
specific task or activity or who has achieved or exceeded expectations.

(cont.)
 Determine an appropriate method of public recognition, e.g., nominating the
team member for a workplace/organisational award, developing a certificate to
present and display in a common area of the workplace or to post on the
intranet, or an email to staff or special mention in the workplace/organisation’s
newsletter.
 Implement your idea, communicating to the team member and other staff the
team member’s achievement/s.
 Category 2 – Performed not so well; you must take the following actions:
 Review your organisation’s policies and procedures for the performance
development of staff.
 Meet with your team member to plan for performance improvement.
 Determine two areas for skill or knowledge development, based on the
Performance Evaluation.
 Set two development objectives for continuous improvement in these areas.
 Identify at least four strategies to achieve both objectives; one strategy must be
a development option.
 Determine expected completion dates for strategies.
 Develop at least one indicator of achievement for each strategy to measure
achievement against objectives.
Activity 4 – Monitoring performance and provide feedback
- Develop a dialogue script on dealing with underperformance for the role play activity in
accordance with organizational requirements to provide feedback to:
a. Monica Lange
b. John Ward
- The feedback and coaching process should follow the organization’s Performance
Management Policy and Procedures
 Schedule two (2) meetings to provide informal feedback and coaching to two (2)
underperforming team members
 In your discussions with these two employees, you will identify the support needed by
employees if they are to resolve their issues and improve performance
 Confirm performance standards and key performance indicators with relevant staff
concerned in accordance with the proposed Performance Evaluation in Activity 3

Scenario
You have reviewed the results from the recently conducted quarterly workplace performance and
the findings for the two underperforming fitness instructors:
 Monica Lange
Monica, a newly recruited team member, has received some great feedback from customers
regarding her skills and knowledge as a fitness instructor. Most customers have provided her
with a rating of ‘excellent’ as an instructor as they are well on the way to meeting or exceeding
their goals. This means Monica is on track to exceeding her key performance indicator of an
‘excellent’ customer satisfactory rating of 60% by the end of the year (in three months’ time).
A couple of customers, however, are feeling pressured at the end of sessions into booking
additional private sessions and joining classes, despite being on track to meet their goals. One
customer stated she felt Monica is making assumptions about what was best for her instead of
carefully listening to what she wanted. As a result, Monica is not meeting the requirements of
the Customer Service Standard Policy. By the end of the year, Monica must demonstrate the
ability to meet each of the requirements of Customer Service Standard Policy.
You feel that Monica is an extremely skilled and enthusiastic fitness instructor but needs to
understand Bounce’s approach to being customer-centred, which involves making sure the
customers are the one who makes the decisions about their needs and plan, and in making any
adjustments to goals.
 John Ward
John has always been popular with customers, working with them to develop and achieve their
goals. He works mainly one on one with customers, rarely taking classes.
The latest survey’s findings reveal that many of his customers rated John as a ‘good’ instructor,
none considered him to be ‘excellent’ and a few rated him as ‘satisfactory’. One of John’s key
performance indicators is to achieve, by the end of the year, an ‘excellent’ customer rating of 90
per cent. The indicator was not unrealistic as John has received ratings in the high 80s for the
past two years. Previous survey results and the current results indicate John will not be able to
meet the standard.
Some responses indicate that John has not been very enthusiastic. One customer stated he was
‘uninterested’, another that he was ‘bored’ and a new customer is considering asking for a new
instructor because they don’t feel motivated by John.

(cont.)
In line with the requirements of the Bounce Performance Management Policy and Procedure, you
take steps to manage underperformance. You initiate performance improvement coaching by
checking in with Monica and John and to provide feedback via email before meeting with them to
plan for improvement. This gives each team member with an opportunity to carefully consider the
feedback to identify ways to address concerns, and how you can support them in this.
Activity 1 (a) – Develop one Work Plan for each team member (Monica Lange)
This task will require you (as General Manager – HRM) to develop a work plan, i.e., Monica Lange. To
complete this task, you must take the following actions:
o Determine the work required to be undertaken and the resources available by:
 Reviewing organisational planning documentation, including operational plans
relevant to your team, to determine the Objective and Key Result/s to be achieved
and any relevant organisational standards to meet (refer to 5. BSBLDR522 - Case Study -
Bounce Fitness - Customer Relationship Management Policies and Procedures V2022.1)
 Plan to deliver a training session to the specific team member to present
performance management requirements and the review process. Your plan must
include:
- Explanation on the purpose and benefits of performance management, for the
workplace/organisation and for individual
 Develop one work plan for the respective team member
o Set and record in the workplace plan part of the template at least two objectives that align
to workplace/organisational and operational goals, objectives and/or performance
standards.

Activity 1 (a): Work Plan # 1 (Monica Lange)
Work plan (a written document designed to set out how a partnership will achieve its Objective Key Result/s by converting big
picture goals into smaller, more manageable outcomes and tasks; work plans help ensure that the skills, experience, and resources
brought together by the partnership are used efficiently and sustainably; yellow-coded sections are to be used in Activity 3a again)
Staff name Monica Lange Position Fitness Instructor
Prepared by Denver james Position General Manager - HRM
Location ☒ Sydney ☐ Melbourne ☐ Brisbane ☐ Cairns
Period of plan ☐ First quarter ☒ Second quarter ☐ Third quarter ☐ Fourth
quarter
Interim review date 7/14/2022 Final review date 10/14/2022
o Objective (select
only one option)
☐ Create an Exceptional Customer Experience (ensure that our customers are so happy
with our service)
☒ Satisfying customers’ needs (ensure delivery of personalized customer experience)
o Expected outputs
(select all options)
☐ Lists of major action steps and monitoring tasks, especially those needing to
take place in the future.
☒ Performance development activities for specific individual and a rough
implementation timeline.
☐ Measurement of performance standards with specific key performance
indicators
(Select the appropriate option/s accordingly)
Key action/s Required
resource/s
Date of
completion
Performance
standard/s Key Result/s Follow-up
☐ Bringing positive
attitude ☒ Training plan ☒ Week 20 ☐ Understanding
customer needs ☐
Customer
Retention Rate
increases by
10%
☒ Week 23

☒ Listening to
customers ☒ Training
budget ☐ Week 21 ☐
Customers
rights and
responsibilities
☒
Customer
Satisfaction
Score increases
by 15%
☐ Week 24
☐ Cultivating
empathy ☒ Coach/
mentor ☐ Week 22 ☒
Matching
customer’s
needs
☐
Net Promoter
Score of 42 or
better
☐ Week 25

Activity 1 (a): Work Plan # 1 (Monica Lange; cont.)
Work plan (a written document designed to set out how a partnership will achieve its Objective Key Result/s by converting big
picture goals into smaller, more manageable outcomes and tasks; work plans help ensure that the skills, experience, and resources
brought together by the partnership are used efficiently and sustainably; yellow-coded sections are to be used in Activity 3a again;
cont.)
(Select the appropriate option/s accordingly)
Key action/s Required
resource/s
Date of
completion
Performance
standard/s Key Result/s Follow-up
☐ Improving
communication ☒ Training
materials ☒ Week 23 ☒ Communicating
with customers ☒
Achieve service
quality rating 9
out of 10 based
on anonymous
poll
☒ Week 26
☐
Learning de-
escalation
strategies
☐ LMS (online
learning) ☐ Week 24 ☐
Targeting
services to
meet
customer’s
needs
☐
Increase end-
user satisfaction
rating from 4.0
to 4.5
☐ Week 27
☒ Quality assurance ☐ Feedback
session ☐ Week 25 ☐
Handling
difficult
customer
service delivery
☐
Increase at least
30% thumbs up
rate from
customer
support chats
☐ Week 28
By signing, both parties acknowledge that they are committed to the Work Plan (to obtain Monica’s initials upon
discussion in Activity 2a)
Team member’s
initials M.L. Supervisor/
Manager’s Initials Denver
Date 10/14/2022 Date 15/14/2022

Activity 2 (a) - Access performance and provide feedback (for Monica Lange)
This task will require you (taking the role of General Manager – HRM) to evaluate the performance of a team
member’s performance from Activity 1 (a): Work Plan, i.e., Monica Lange, against performance standards
and indicators recorded in the plan.
o Be guided by the prompts in the Performance Evaluation part of the Work Plan
o Meet with the team member (your classmate or alternatively, your Trainer can undertake this role) when
their performance is due to be reviewed, according to your organisation’s policy and
procedures, to discuss performance. This must involve:
 Discussing and determining actual performance (progress to date if not at the end of the
performance management period)
 Discussing team member’s views on their actual performance
 Providing feedback about what each team member did well and not so well

Activity 2 (a): Dialogue Script # 1 (Monica Lange)
Staff name Monica Lange Position Fitness Instructor
Conducted by Denver James Position General Manager - HRM
Date of meeting 7/14/2022 Venue ☒ Meeting
Room ☒ Remote
o Welcome note
(each answer should
not exceed 20-word
count limit)
o You: Hello Monica, how are you?
o Monica: I am good sir, how are you?
- Step 1 – Document behaviour & outcome expectations to position description (6 answer rows have
been allocated for this section; each answer should not exceed 30-word count limit for each respective answer row)
- Clarifying the
issues or
concerns at hand
and actively
listening to the
employee’s
explanation
 You:
Monica your performance is up to the mark, however we have
received certain feedback from customer regarding their fitness
instruction service.
 Monica:
Thank you for your kind words, I would like to hear what kind of
feedback customer are provider so that I can bring improvement
accordingly.
 You:
Customer are concerning about your behaviour in the instruction
process where they complaining about the speed of providing
instruction is too fast.
 Monica:
I believe in providing professional service to the client, I try to
maintain professional service but if there is any negative feedback
then I will try to bring change accordingly.
 You:
It is believe that your instruction are way too fast in which customer
do not get right instruction, your behaviour is way too argument
which impact customer satisfaction.
 Monica:
I will bring change in instruction process according to the demand, I
believe my service was fast, I will carefully provide instruction to
customer from now.
o Step 2 – Manage any issues as soon as possible (14 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row)
 Discussing
options for a
solution to be
 You: I am providing you solution regarding your fitness instruction, you
need to develop a plan that include every activity with certain time
period.

agreed upon by
both parties  Monica:
I understood what exactly what you are trying to say, I will develop
three plan for three session of fitness training.

Activity 2 (a): Dialogue Script # 1 (Monica Lange; cont.)
- Step 2 – Manage any issues as soon as possible (14 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row; cont.)
- Discussing
options for a
solution to be
agreed upon by
both parties (cont.)
 You: You should also listen to customer to provide better solution.
 Monica: I will listen to customer and will change fitness instruction accordingly.
 You:
Good to hear that you will develop plan but try to be more specific
regarding each plan.
 Monica: Yes, I will cover every important area.
- Agreeing on an
option as an
appeasement or
solution
 You: I would like to hear an effective solution from your side.
 Monica:
I will change accordingly but I need some resource, these can be
included in the plan.
 You:
I hope you will consider our feedback and will try to bring change
accordingly.
 Monica: Yes, no complain will arrive from now.
 You:
Monica, with our agreement on the feedback provided as well as the
prescribed Work Plan proposed, can I obtain your initials on the
document to confirm your acceptance? Thank heaps, Monica.
 Monica: Thank you

Activity 2 (a): Dialogue Script # 1 (Monica Lange; cont.)
- Step 2 – Manage any issues as soon as possible (14 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row; cont.)
- Plotting clear and
reasonable steps
for improvement
or prevention of
the issue from
reoccurring
 You:
Monica we will like to hear some key points and solution regarding
the same, if there is still improvement then will consider another way.
 Monica: I will improve as per the feedback and requirement
 Concluding
discussions
 You: Hope to see you performing well
 Monica: I will be performing well, thank you for your advice
Activity 1 (b) – Develop one Work Plan for each team member (John Ward)
This task will require you (as General Manager – HRM) to develop a work plan, i.e., John Ward. To
complete this task, you must take the following actions:
o Determine the work required to be undertaken and the resources available by:
 Reviewing organisational planning documentation, including operational plans
relevant to your team, to determine the Objective and Key Result/s to be achieved
and any relevant organisational standards to meet (refer to 5. BSBLDR522 - Case Study -
Bounce Fitness - Customer Relationship Management Policies and Procedures V2022.1)
 Plan to deliver a training session to the specific team member to present
performance management requirements and the review process. Your plan must
include:
- Explanation on the purpose and benefits of performance management, for the
workplace/organisation and for individual
 Develop one work plan for the respective team member
Set and record in the workplace plan part of the template at least two objectives that align to
workplace/organisational and operational goals, objectives and/or performance standards.

Activity 1 (b): Work Plan # 1 (John Ward)
Work plan (a written document designed to set out how a partnership will achieve its goals by converting big picture goals into
smaller, more manageable outcomes and tasks; work plans help ensure that the skills, experience, and resources brought together by
the partnership are used efficiently and sustainably; green-coded sections are to be used in Activity 3b again)
Staff name John Ward Position Fitness Instructor
Prepared by Denver James Position General Manager - HRM
Location ☒ Sydney ☐ Melbourne ☐ Brisbane ☐ Cairns
Period of plan ☐ First quarter ☒ Second quarter ☐ Third quarter ☐ Fourth
quarter
Interim review date 15/7/2022 Final review date 16/7/2022
o Objective (select
only one option)
☒ Delight customers (ensure that our customers are so happy with our service)
☐ Satisfying customers’ needs (ensure delivery of personalized customer experience)
o Expected outputs
(select all options)
☐ Lists of major action steps and monitoring tasks, especially those needing to
take place in the future.
☒ Performance development activities for specific individual and a rough
implementation timeline.
☐ Measurement of performance standards with specific key performance
indicators
(Select the appropriate option/s accordingly)
Key actions Required resources Date of
completion Performance standard Key Performance
Indicators Follow-up
☒
Provide
mentorship
opportunities
☒ Training plan ☒ Week 20 ☐
Dedicated to
giving customers
the best possible
customer service.
☒
Achieving a
fortnightly
Employee
Satisfaction /
Pulse Score of
8+
☒ Week 23

☐
Incentivise and
recognise
employee
achievements
☐ Training
budget ☐ Week 21 ☐
Sees all the
customer’s needs
as varied and
acceptable
☐
Increase good
and great
ratings from
40 to 60
☐ Week 24
☐
Offer both
financial and
intrinsic rewards
☐ Coach/
mentor ☐ Week 22 ☒
Will not assume
they know what
the customer
wants.
☐ Week 25

Activity 1 (b): Work Plan # 1 (John Ward; cont.)
Work plan (a written document designed to set out how a partnership will achieve its goals by converting big picture goals into
smaller, more manageable outcomes and tasks; work plans help ensure that the skills, experience, and resources brought together by
the partnership are used efficiently and sustainably; green-coded sections are to be used in Activity 3b again; cont.)
(Select the appropriate option/s accordingly)
Key actions Required resources Date of
completion Performance standard Key Performance
Indicators Follow-up
☒ Reward growth
and upskilling ☒ Training
materials ☒ Week 23 ☒
Will address any
enquiry/
complaint in an
easily understood
way
☒
Customer
Satisfaction
Score
increases by
15%
☒ Week 26
☒
Offer interesting
and challenging
work
☒ LMS (online
learning) ☒ Week 24 ☒
Considers anyone
who contacts or
communicates
with as a valued
customer
☒
Net Promoter
Score of 42 or
better
☒ Week 27
☒
Look for
opportunities to
empower and
demonstrate trust
☒ Feedback
session ☒ Week 25 ☒
Dedicated to
meeting
customer’s
realistic
expectations in
the highest
quality of
services.
☒
Achieving
"small wins"
and any type
of progress
every single
week
☒ Week 28
By signing, both parties acknowledge that they are committed to the Work Plan (to obtain John’s initials upon
discussion in Activity 2b)
Team member’s
initials J.W. Supervisor/ Manager’s
Initials Oslo macgrove
Date 8/7/2022 Date 9/7/2022

Activity 2 (b) - Access performance and provide feedback (for John Ward)
This task will require you (taking the role of General Manager – HRM) to evaluate the performance of a team
member’s performance from Activity 1 (a): Work Plan, i.e., John Ward, against performance standards
and indicators recorded in the plan.
o Be guided by the prompts in the Performance Evaluation part of the Work Plan
o Meet with the team member (your classmate or alternatively, your Trainer can undertake this role) when
their performance is due to be reviewed, according to your organisation’s policy and
procedures, to discuss performance.

(cont.)
o This must involve:
 Discussing and determining actual performance (progress to date if not at the end of the
performance management period)
 Discussing team member’s views on their actual performance
Providing feedback about what each team member did well and not so well
Activity 2 (b): Dialogue Script # 2 (John Ward)
Staff name John Ward Position Fitness Instructor
Conducted by Denver James Position General Manager - HRM
Date of meeting 7/8/2022 Venue ☒ Meeting
Room ☒ Remote
 Welcome note
(each answer should
not exceed 20-word
count limit)
You: Hello john, how you doing?
John: I am doing well sir.
 Step 1 – Document behaviour & outcome expectations to position description (6 answer rows have
been allocated for this section; each answer should not exceed 30-word count limit for each respective answer row)
o Clarifying the
issues or
concerns at hand
and actively
listening to the
employee’s
explanation
You: We have concern about your performance in the fitness area, you
have been working good but still there are negative feedback.
John: I have been providing professional service from last two years, I would
like to hear what negative feedback you have received.
You:
Many of our customer are concern about your ineffective instruction,
you have been less effective and active during your instruction
session.
John:
I have been providing professional service to each and every
customer, however if there is any complain then I will bring
improvement accordingly.

Activity 2 (b): Dialogue Script # 2 (John Ward)
 Step 1 – Document behaviour & outcome expectations to position description (6 answer rows have
been allocated for this section; each answer should not exceed 30-word count limit for each respective answer row;
cont.)
- Clarifying the
issues or
concerns at hand
and actively
listening to the
employee’s
explanation (cont.)
 You:
You need to reach satisfactory level of the rating, if you fail to reach it
then we are free to take certain decision.
 John:
You are free to make decision I will accept, I will bring change
according to the demand.
 Step 2 – Manage any issues as soon as possible (14 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row)
- Discussing
options for a
solution to be
agreed upon by
both parties
 You:
We are suggesting some solution regarding your performance, I want
out to take these action.
 John:
I am listening to each solution you provide, I will bring change
according to the solution provided by you.
 You:
You need to consider training material while improving you service,
we will provide training instruction booklet to solve this issue.
 John:
I will consider training material you provide, I will review the booklet
and will bring improvement in my performance.
 You:
I want you to go through the training session with your senior, I want
you to understand their instruction carefully.
 John:
I am providing training from last two years, because of certain
negative feedback I do not think I need to bring such change or to get
training from senior.
- Agreeing on an
option as an
appeasement or
solution
 You:
John I want you to bring change accordingly, I do not know how you
will reach excellent criteria but I need you to become effective.
 John:
I will bring major modification to my instruction, I will cover every
important feedback to manage this issue.

Activity 2 (b): Dialogue Script # 2 (John Ward)
o Step 2 – Manage any issues as soon as possible (14 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row)
- Agreeing on an
option as an
appeasement or
solution
 You:
If you need anything, please let me know John, me and management
are ready to provide every resource you want.
 John:
Thank you for your mentorship, I will let you know if I need
something.
 You:
Looks like our agreement on the feedback provided as well as the
prescribed Work Plan proposed and as such, would you be able to
place your initials on the document to confirm your acceptance?
Thank you, John.
 John:
I confirm to consider feedback comment and bring change
accordingly.
- Plotting clear and
reasonable steps
for improvement
or prevention of
the issue from
reoccurring
 You: I want your performance to be more effective.
 John:
After considering feedback comment, I would change then there will
be improvement which will not allow issue from reoccurring.
 Concluding
discussions
 You: I think you will improve
 John: I will improve

Scenario
You have reviewed the results from the recently conducted quarterly workplace performance and the
findings for the two underperforming fitness instructors:
 Monica Lange
Monica, a recruit who joined the team a few months ago, had been observed to have improved in
her work performance where several customers have provided her with a rating of ‘excellent’ as an
instructor as she demonstrated meeting the required customer service standards set by the
organization.
The Centre Manager has observed that she has been consistently applying what she has learned
and by seeking and reflecting on informal feedback.

(cont.)
Monica is expected to exceed the objective by Week 30 and be able to meet the key
performance indicators by the end of the year. Monica indicated that she would like the Centre
Manager to continue his support in securing access to feedback and to ensure she can continue
with the training and development programs that the company has provided.
 John Ward
John has yet to meet his continuous improvement objective despite he was close to achieving
it. He had been admitted to hospital with a virus and was unable to work for three weeks. He
has a medical certificate for it, but this means he is unable to participate in a development
option identified in the Work Plan in Activity 1.
John feels that he could meet the prescribed performance objective if given more time to be
able to implement all the identified strategies/ key result/s. He has added that he would also
like to pursue an accredited leadership training with classes to be undertaken in their own time.
He expressed that he would like the Centre Manager to support him in continuing to lead group
classes and to facilitate access to the development opportunities.
Activity 3 (a) – Manage follow up through performance evaluation (for Monica Lange)
This task will require you (as General Manager – HRM) to give recognition to a team member, i.e., Monica
Lange, who has recently or continuously demonstrated strong or excellent performance. To
complete this task, you must take the following actions:
o Identify from performance evaluations an employee who has performed well in a specific task
or activity or who has achieved or exceeded expectations, including:
 Discussing and determining performance improvement based on performance standard/s
against key result/s in Activity 1 (a).
 Discussing team member’s views on their performance progress in meeting the objective
and key result/s
 Providing feedback about what the team member did well and not so well
 Identify at least two (2) strategies/ actions to take and/ or development
 Identify at least four (4) Supervisor/ Manager supporting methods
o Complete the Performance Improvement Plan to:
 Determine an appropriate method of recognition, e.g., nominating the team member for
a workplace/organisational award, developing a certificate to present and display in a
common area of the workplace or to post on the intranet, or an email to staff or special
mention in the workplace/organisation’s newsletter.

Activity 3 (a): Performance Improvement Plan # 1 (Monica Lange)
Performance Improvement Plan (a performance improvement plan (PIP), also known as a performance action plan, is a tool to
give an employee with performance deficiencies the opportunity to succeed; it may be used to address failures to meet specific job
goals or to ameliorate behaviour-related concerns; selection of objective, key action/s, performance standard/ s and key result/s
should be the same as the Performance Evaluation # 1 for Monica Lange located in the yellow-coded section in Activity 1a and
evaluation is based on the case scenario assumption)
Staff name Monica Lange Position Fitness Instructor
Prepared by Denver James Position General Manager - HRM
Location ☒ Sydney ☐ Melbourne ☐ Brisbane ☐ Cairns
Period of plan ☐ First quarter ☒ Second quarter ☐ Third quarter ☐ Fourth
quarter
Review date 14/8/2022 Next review date 15/10/2022
o Objective (option
selected must be the
same as on page
45)
☐ Create an Exceptional Customer Experience (ensure that our customers are so happy
with our service)
☒ Satisfying customers’ needs (ensure delivery of personalized customer experience)
Performance Improvement based on Performance Standard/s against Key Result/s
(Select the appropriate option/s in accordance with Monica’s Performance Evaluation) (Select one option)
Key action/s Performance standard/s Key Result/s
Meet
satisfactory
competency
Not Yet
competent
☒ Bringing positive attitude ☒ Understanding customer
needs ☐ Customer Retention Rate
increases by 10% ☒ ☐
☐ Listening to customers ☒ Customers rights and
responsibilities ☒ Customer Satisfaction
Score increases by 15% ☒ ☐
☒ Cultivating empathy ☒ Matching customer’s needs ☒ Net Promoter Score of 42
or better ☒ ☐
☒ Improving
communication ☐ Communicating with
customers ☐
Achieve service quality
rating 9 out of 10 based
on the after meeting
anonymous poll
☒ ☐

☐ Learning de-escalation
strategies ☐ Targeting services to meet
customer’s needs ☐
Increase end-user
satisfaction rating from
4.0 to 4.5
☒ ☐
☐ Quality assurance ☐ Handling difficult customer
service delivery ☐
Increase at least 30%
thumbs up rate from
customer support chats
☒ ☐

Activity 3 (a): Performance Improvement Plan # 1 (Monica Lang; cont.)
Strategies (actions to take
and/ or development
options; select option/s
accordingly)
☒ Increasing job-related skills ☒ Offering education and training
opportunities
☒ Improving teamwork ☒ Developing honesty, respect, and
communication skills
Supervisor/ Manager
support method/s
(select type/s support
you’re going to provide to
the team member to meet
the performance objective)
☒ Motivate and inspire ☒ Recognize strengths & weaknesses
☒ Provide/ encourage feedback ☐ Be available
☒ Focus on employee development ☒ Reward achievements
☒ Embrace flexibility ☒ Foster a culture of wellbeing and
support
☒ Create opportunities for collaboration ☒ Celebrate wins
Determine the recognition and rewards for employee performance (keeping employees engaged and motivated is
vitally important to ensure the continued success of a company; programs should be crafted to include both financial rewards and
non-monetary rewards; this can be used to highlight innovation and positive behaviour while taking advantage of new HR trends)
Select the reward
systems to be used
(select the appropriate
option/s)
Reward category (select at least one from each category)
Financial rewards Non-monetary
rewards Rewarding innovation Gamification and
rewards
☐ Cash bonuses/
gift cards ☐
Personal
recognition notes
from CEO
☒
Opportunities to
complete special
projects
☐
Game-based
learning and
employee training
☐ Charity giving ☒
Certificates,
plaque, and
trophies
☐ Time perks ☐ Badging and
achievements
☐ Coffee
memberships ☐
Perks, i.e., car
maintenance,
subsidized
commute
☐
Celebratory
lunch/ dinner
with colleagues
or with
family/friends
☒
Social media-style
recognition
platforms
☐ Subsidized
recreation
☐ Departmental
party
☐ Learning/
conference
☐ Spin-to-wins and
scratch off
bonuses

☒ Extra paid time
off ☐
Experiential
packages, i.e.,
health and
wellness
☐ Award
nominations ☐ Interactive
leaderboards

Activity 3 (a): Performance Improvement Plan # 1 (Monica Lang; cont.)
By signing, both parties acknowledge that they are committed to the Performance Improvement Plan (to
obtain Monica’s initials upon discussion in Activity 4a)
Team member’s initials M.L. Supervisor/ Manager’s
Initials Moscow
Date 18/8/2022 Date 19/8/2022
Activity 4 (a) – Monitor performance and provide feedback (for Monica Lange)
This task will require you (taking the role of General Manager – HRM) to monitor the performance of a team
member’s performance from Activity 3 (a): Performance Improvement Plan, i.e., Monica Lange, against
performance standards and indicators recorded in the Work Plan (Activity 1).
o Be guided by the prompts in the Performance Improvement Plan
o Meet with the team member (your classmate or alternatively, your Trainer can undertake this role) when
their performance is due to be reviewed, according to the specified objective and key results,
to discuss improving performance. This must involve:
 Discussing and providing team member’s performance (progress to date if not at the end
of the performance management period)
 Discussing team member’s views on their actual performance
Providing feedback about what each team member can do to improve their work performance, including:
o Strategies/ actions to take to support the team member
o Supervisor/ Manager supporting methods to be provided to the team member
Activity 4 (a): Dialogue Script # 3 (Monica Lange)
Staff name Monica Lange Position Fitness Instructor
Conducted by Denver Position General Manager - HRM
Date of meeting 20/8/2022 Venue ☒ Meeting
Room ☐ Remote
Welcome note (each
answer should not exceed
 You: Hello Monica how are you doing?

20-word count limit)  Monica: Hello sir, I am doing well.

Activity 4 (a): Dialogue Script # 3 (Monica Lange)
- Step 1 – Document behaviour & outcome expectations to position description (4 answer rows have
been allocated for this section; each answer should not exceed 30-word count limit for each respective answer row)
- Clarifying the
issues or
concerns at hand
and actively
listening to the
employee’s
explanation
 You:
We have analyse your performance from last one to one session and
your performance was up to the mark.
 Monica: Thank you sir
 You: We have consider your effectiveness towards improvement.
 Monica: Thank you sir
o Step 2 – Manage any issues as soon as possible (10 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row)
 Discussing
options for a
solution to be
agreed upon by
both parties
 You:
There is no other issue, you already been performing excellent and I
know how to support you.
 Monica: I have got enough support from you and the management.
 You:
Your performance is excellent but we want you to keep this
performance, we do not want to get any further negative comment.
 Monica:
I have been receiving positive comment from every customer, hope I
am doing better.
 You: I need you to become more effective
 Monica: I will be more effective.

Activity 4 (a): Dialogue Script # 3 (Monica Lange; cont.)
- Step 2 – Manage any issues as soon as possible (10 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row; cont.)
- Agreeing on an
option as an
appeasement or
solution
 You:
There is comment on your performance where you were too quick on
instruction, however we are concern if you have any personal
problem.
 Monica:
Thank you for your concern, I have no such problem and will let you
know.
 You:
Moving forward, Monica, let us go with the prescribed Performance
Improvement Plan proposed and, on that note, can I you initial on
this document to confirm your acceptance? Thanks.
 Monica: I confirm, thank you.
- Plotting clear and
reasonable steps
for improvement
or prevention of
the issue from
reoccurring
 You: Do you keep the performance as per the requirement
 Monica: I will keep the performance as per the requirement
- Concluding
discussions
 You: I and management hope to keep you satisfy
 Monica: Thank you.
Activity 3 (b) – Manage follow up through performance evaluation (for John ward)
This task will require you (as General Manager – HRM) to evaluate the performance of a team member, i.e.,
John Ward, on his performance from the Work Plan in Activity 1, against performance standards and
indicators recorded in the plan. To complete this task, you must take the following actions:
o Identify the team member’s performance based on the case scenario to evaluate performance
o Complete the Performance Improvement Plan # 2 for team member
o Meet with the team member when the team member’s performance is due to be reviewed,
according to the organization’s policy and procedures, to discuss performance, including:
 Discussing and determining performance improvement based on performance
standard/s against key result/s in Activity 1 (b).

(cont.)
o Meet with the team member when the team member’s performance is due to be reviewed,
according to the organization’s policy and procedures, to discuss performance, including:
 Discussing and determining performance improvement based on performance
standard/s against key result/s in Activity 1 (b).
 Discussing team member’s views on their performance progress in meeting the
objective and key result/s
 Providing feedback about what the team member did well and not so well
 Identify at least two (2) strategies/ actions to take and/ or development
 Identify at least four (4) Supervisor/ Manager supporting methods
Activity 3 (b): Performance Improvement Plan # 2 (John Ward)
Performance Improvement Plan (a performance improvement plan (PIP), also known as a performance action plan, is a tool to
give an employee with performance deficiencies the opportunity to succeed; it may be used to address failures to meet specific job
goals or to ameliorate behaviour-related concerns; selection of objective, key action/s, performance standard/ s and key result/s
should be the same as the Performance Evaluation # 2 for John Ward located in the green-coded section in Activity 1a and evaluation
is based on the case scenario assumption)
Staff name John Ward Position Fitness Instructor
Prepared by Denver Position General Manager - HRM
Location ☒ Sydney ☐ Melbourne ☐ Brisbane ☐ Cairns
Period of plan ☐ First quarter ☒ Second quarter ☐ Third quarter ☐ Fourth
quarter
Review date 18/8/2022 Next review date 19/8/2022
o Objective (option
selected must be the
same as on page
50)
☒ Delight customers (ensure that our customers are so happy with our service)
☐ Satisfying customers’ needs (ensure delivery of personalized customer experience)

Activity 3 (b): Performance Improvement Plan # 2 (John Ward)
Performance Improvement based on Performance Standard/s against Key Result/s
(Select the appropriate option/s in accordance with Monica’s Performance Evaluation) (Select one option)
Key action/s Performance standard/s Key Result/s
Meet
satisfactory
competency
Not Yet
competent
☒
Provide mentorship
opportunities ☒
Dedicated to giving
customers the best possible
customer service.
☒
Achieving a fortnightly
Employee Satisfaction /
Pulse Score of 8+
☐ ☒
☒
Incentivise and recognise
employee achievements ☒
Sees all the customer’s
needs as varied and
acceptable ☒ Increase good and great
ratings from 40 to 60
☐ ☒
☒ Offer both financial and
intrinsic rewards ☒ Will not assume they know
what the customer wants. ☐ ☒
☒ Reward growth and
upskilling ☒
Will address any enquiry/
complaint in an easily
understood way
☒ Customer Satisfaction
Score increases by 15% ☐ ☒
☒ Offer interesting and
challenging work ☐
Considers anyone who
contacts or communicates
with as a valued customer
☒ Net Promoter Score of 42
or better ☐ ☒
☐
Look for opportunities to
empower and
demonstrate trust
☐
Dedicated to meeting
customer’s realistic
expectations in the highest
quality of services.
☐
Achieving "small wins"
and any type of progress
every single week
☐ ☐
Strategies (actions to take
and/ or development
options; select option/s
accordingly)
☒ Increasing job-related skills ☐ Offering education and training
opportunities
☒ Improving teamwork ☐ Developing honesty, respect, and
communication skills
Supervisor/ Manager
support method/s (select
type/s support you’re going to
provide to the team member to
meet the performance
objective)
☒ Motivate and inspire ☐ Recognize strengths & weaknesses
☐ Provide/ encourage feedback ☐ Be available
☒ Focus on employee development ☐ Reward achievements

☐ Embrace flexibility ☒ Foster a culture of wellbeing and
support
☐ Create opportunities for
collaboration ☒ Celebrate wins

Activity 3 (b): Performance Improvement Plan # 2 (John Ward; cont.)
By signing, both parties acknowledge that they are committed to the Performance Improvement Plan (to
obtain John’s initials upon discussion in Activity 4b)
Team member’s initials J.W. Supervisor/ Manager’s
Initials Moscow
Date 18/8/2022 Date 19/8/2022
Activity 4 (b) – Monitor performance and provide feedback (for John Ward)
This task will require you (taking the role of General Manager – HRM) to monitor the performance of a team
member’s performance from Activity 3 (b): Performance Improvement Plan, i.e., John Ward, against
performance standards and indicators recorded in the Work Plan (Activity 1).
o Be guided by the prompts in the Performance Improvement Plan
o Meet with the team member (your classmate or alternatively, your Trainer can undertake this role) when
their performance is due to be reviewed, according to the specified objective and key results,
to discuss improving performance. This must involve:
 Discussing and providing team member’s performance (progress to date if not at the end
of the performance management period)
 Discussing team member’s views on their actual performance
Providing feedback about what each team member can do to improve their work performance, including:
o Strategies/ actions to take to support the team member
o Supervisor/ Manager supporting methods to be provided to the team member
Activity 4 (b): Dialogue Script # 4 (John Ward)
Staff name John Ward Position Fitness Instructor
Conducted by Denver Position General Manager - HRM
Date of meeting 18/8/2022 Venue ☒ Meeting
Room ☐ Remote
Welcome note (each
answer should not exceed
You: Hello john, how you doing, hope you are well know as you were been
hospitalized for three weeks.

20-word count limit) John: I doing well sir, thank you for your concern

Activity 4 (b): Dialogue Script # 4 (John Ward; cont.)
- Clarifying the
issues or
concerns at hand
and actively
listening to the
employee’s
explanation
 You:
I was examining the performance of yours and I am still concern about
it.
 John:
I did as per the requirement, I tried to manage my performance as per
the requirement.
 You:
You did but your performance is still under required criteria, hence
management want you to improve.
 John:
I have bring major improvement in my performance but still I need
some time to improve.
o Step 2 – Manage any issues as soon as possible (10 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row)
- Discussing
options for a
solution to be
agreed upon by
both parties
 You:
We will be providing extra time to you when you required to improve
your performance.
 John: I will improve if time is been provided.
 You: I and management will monitor you performance by the given time.
 John: Yes you can.
 You:
I want you to carefully understand the feedback comment which is
been provided to you.
 John: I have listened and I will bring improvement accordingly
- Agreeing on an
option as an
appeasement or
solution
 You: I want you to agree on provided time.
 John: I do agree on the provided time.

Activity 4 (b): Dialogue Script # 4 (John Ward; cont.)
- Step 2 – Manage any issues as soon as possible (10 answer rows have been allocated for this section; each
answer should not exceed 30-word count limit for each respective answer row; cont.)
- Agreeing on an
option as an
appeasement or
solution
 You:
So, John; let’s go with the prescribed Performance Improvement
Plan proposed and see how that supports your future undertaking.
Can you initial on this document to confirm your acceptance? Thanks
a bunch.
 John: Yes I confirm, thank you
- Plotting clear and
reasonable steps
for improvement
or prevention of
the issue from
reoccurring
 You: Training material will be provided to you
 John: Thank you
- Concluding
discussions
 You: I hope you will meet the required criteria.
 John: Yes I will

Checklist/ performance criteria matrix for Case study/ project portfolio/ observation for Task 2
(For Assessor use only)
Instructions to Assessors
This checklist is to be used to record the student’s responses to the questions outlined in Task 2 Activities 1 - 4. When completing this
checklist, you must ensure that:
 Each checklist item is assessed against the criteria listed.
 An assignment result, either Yes or No, is recorded in one of the two columns on the right of the checklist.
 Feedback is provided to the student in the assignment cover sheet and/ or, at the Canvas commentary section.
Did the learner: Yes No
Answer all case study covering: Relating to unit’s performance criteria:
 Developed Work Plans for two (2) team members
covering:
o At least one (1) Work Plan objectives for the
Work Plan in accordance with the respective
case scenario for each employee
1.2 Develop work plans and allocate work according to
organisational requirements and operational plans
o At least two (2) actions to the objectives
o The resources the team member will need to
complete each action, including human, financial
and equipment
o A timeframe or due date for completion of each
action
o At least one (1) performance standard for each
action in accordance with the organization’s
Performance Management Policy and
Procedures
1.3 Develop and confirm performance standards and
key performance indicators with relevant staff
o At least one (1) Key Result to measure
performance against each standard.
 Assessed performance and provide feedback,
including:
2.3 Conduct performance management according to
organisational policies procedures and relevant
timelines
2.2 Train participants in the performance management
and review process
o Prepared a dialogue script on dealing with
underperformance for role-play activity in
accordance with organizational requirements in
terms of feedback and coaching process
 Manage follow up through performance using a
Performance Evaluation Form covering:
2.1 Review performance management and processes
according to legislation, organisational objectives and
policies
2.4 Monitor and evaluate performance according to
o Discussing and determining actual performance
for each team member

performance standards and key performance
indicators
o Discussing team member’s views on their actual
performance

Did the learner (cont.): Yes No
Answer all case study covering: Relating to unit’s performance criteria:
o Providing feedback about what each team
member if they:
2.1 Review performance management and processes
according to legislation, organisational objectives and
policies
2.3 Conduct performance management according to
organisational policies procedures and relevant
timelines
2.4 Monitor and evaluate performance according to
performance standards and key performance
indicators
3.3 Document feedback according to the
organisational performance management system
4.1 Develop performance improvement and
development plans according to organisational
policies
4.2 Monitor underperforming individuals according to
organisational policies
4.3 Respond to underperforming individuals, as
required
4.4 Reinforce excellence in performance through
recognition and continuous feedback
- Performed well
- Performed not so well
 Monitored performance and provided feedback,
including:
o Scheduled two (2) meetings to provide informal
feedback and coaching to two (2)
underperforming team members
o identified the support needed by employees if
they are to resolve their issues and improve
performance
o Confirmed performance standards and key
performance indicators with relevant staff
concerned in accordance with the proposed
Performance Evaluation
 Conducts the consultation meeting and presents all
details of the policy and procedures document:
o Implementation processes of the policy 2.1 Review performance management and processes
according to legislation, organisational objectives and
policies
2.2 Train participants in the performance
management and review process
2.3 Conduct performance management according to
organisational policies procedures and relevant
timelines
2.4 Monitor and evaluate performance according to
performance standards and key performance
indicators 3.1 Provide informal feedback and coaching
to staff
3.2 Advise relevant personnel, where performance is
poor and take necessary actions
3.4 Conduct formal structured feedback sessions as
necessary and according to organisational policy
o Speaks clearly and in an appropriate volume
o Establishes and maintains eye contact
o Using hand or arm gestures to emphasise points
in the discussion
o Explains concepts or jargons that are unclear to
audience
 Seek feedback from stakeholders on the
performance of processes developed:
o Asks follow-up questions to clarify information
received
o Provides relevant responses to the person’s
questions
o Uses open-ended questions to quickly review the
topic discussed

4.3 Respond to underperforming individuals, as
required
o Summarises discussion point or questions from
speaker to confirm understanding
Task 2 has met satisfactory performance
requirements ☐
Task 2 has not met satisfactory performance
requirements (please refer to the feedback on Canvas
commentary section)
☐