BSBMGT502 Manage People Performance Assessment

This assessment is for BSB51915 Diploma of Leadership and Management unit BSBMGT502 Manage people performance. It covers work allocation, performance management, feedback, and follow-up. The assessment requires the student to role-play consultation on acquiring a (human) resource, setting performance expectations and risk management. Get professional help from Desklib.

ASSESSMENT
Qualification: BSB51915 Diploma of Leadership and
Management
Unit of Competency: BSBMGT502 Manage people performance
Student Name:
Student ID:
Assessment Due
Date:

BSBMGT502 Manage people performance
This unit describes the skills and knowledge required to manage the performance of staff who
report to them directly. Development of key result areas and key performance indicators and
standards, coupled with regular and timely coaching and feedback, provide the basis for
performance management.It applies to individuals who manage people. It covers work
allocation and the methods to review performance, reward excellence and provide feedback
where there is a need for improvement.
The unit makes the link between performance management and performance development,
and reinforces both functions as a key requirement for effective managers.
Elements Performance Criteria
1. Allocate work 1.1 Consult relevant groups and individuals on work to be allocated and
resources available
1.2 Develop work plans in accordance with operational plans
1.3 Allocate work in a way that is efficient, cost effective and outcome
focussed
1.4 Confirm performance standards, Code of Conduct and work outputs
with relevant teams and individuals
1.5 Develop and agree performance indicators with relevant staff prior to
commencement of work
1.6 Conduct risk analysis in accordance with the organisational risk
management plan and legal requirements
2. Assess
performance
2.1 Design performance management and review processes to ensure
consistency with organisational objectives and policies
2.2 Train participants in the performance management and review
process
2.3 Conduct performance management in accordance with
organisational protocols and time lines
2.4 Monitor and evaluate performance on a continuous basis
3. Provide
feedback
3.1 Provide informal feedback to staff on a regular basis
3.2 Advise relevant people where there is poor performance and take
necessary actions
3.3 Provide on-the-job coaching when necessary to improve
performance and to confirm excellence in performance
3.4 Document performance in accordance with the organisational
performance management system
3.5 Conduct formal structured feedback sessions as necessary and in
accordance with organisational policy
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4. Manage follow
up
4.1 Write and agree on performance improvement and development plans in
accordance with organisational policies
4.2 Seek assistance from human resources specialists, where appropriate
4.3 Reinforce excellence in performance through recognition and continuous
feedback
4.4 Monitor and coach individuals with poor performance
4.5 Provide support services where necessary
4.6 Counsel individuals who continue to perform below expectations and
implement the disciplinary process if necessary
4.7 Terminate staff in accordance with legal and organisational requirements
where serious misconduct occurs or ongoing poor-performance continues
Performance Evidence
Evidence of the ability to:
 consult with relevant stakeholders to identify work requirements, performance standards and
agreed performance indicators
 develop work plans and allocate work to achieve outcomes efficiently and within organisational
and legal requirements
 monitor, evaluate and provide feedback on performance and provide coaching or training, as
needed
 reinforce excellence in performance through recognition and continuous feedback
 seek assistance from human resources specialists where appropriate
 keep records and documentation in accordance with the organisational performance
management system
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
 outline relevant legislative and regulatory requirements
 outline relevant awards and certified agreements
 explain performance measurement systems utilised within the organisation
 explain unlawful dismissal rules and due process
 describe staff development options and information.
Foundation Skills
Learning  Consolidates and improves own knowledge and skills by coaching,
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mentoring or training others
Reading  Gathers, interprets and analyses texts in organisational documents to
facilitate performance management
Writing  Plans and prepares documents for allocating work and managing
performance suitable for the target audience and in accordance with
organisational requirements
Oral Communication  Uses language and structure appropriate to context and audience to
explain expected standards of performance, provide feedback and coach
staff
Numeracy  Extracts and evaluates mathematical information embedded in a range
of tasks and text relating to performance standards and risk analysis
Navigate the world of
work
 Appreciates the implications of legal and regulatory responsibilities
related to own work and the organisation as a whole
 Monitors adherence to organisational policies and procedures
Interact with others  Recognises and applies the protocols governing what to communicate to
whom and how in a range of work contexts
 Collaborates with others to achieve joint outcomes, influencing direction
and taking a leadership role on occasion
Get the work done  Sequences and schedules complex activities, monitors implementation
and manages relevant communication
 Seeks advice, feedback and support as required to assist in the
decision-making process
 Uses experiences to reflect on the ways in which variables impact on
performance
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ASSESSMENT INFORMATION:
To be deemed competent for this unit of competency, you are required to satisfactorily
complete the following assessment tasks:
 Assessment Task 1: Allocate work and provide feedback
 Assessment Task 2: Design and train performance management systems
 Assessment Task 3: Manage performance
 Assessment Task 4: Manage follow up
Assessment Instructions
Your assessment will be required to be typed in Arial font size 12 only. You will provide your
completed assessment for all of questions in one document and MUST be uploaded into
MOODLE (No other method of submission will be accepted).
You are required to professionally format your document including spell-check and indicating
each Task answer [e.g. Task 1 (a.) then the answer, Task 1 (b.) then the answer etc.]
according to this Assignment requirement. You may lose marks if you have not spell-checked
your document (as this is a professional formatting requirement, a business skill).
This assessment can be completed in one of several ways. Assessment candidates may
identify unit requirement within their own work environment or organisation, or with reference
to a scenario provided by the trainer/assessor.
Be sure to properly reference your sources of information using the Harvard referencing
system. For more information go to:-
 Student Handbook - latest version
 Ask your Trainer/Assessor to provide you with this information
In order to determine if you are addressing this assignment adequately in terms of
competency/comprehension (prior to due date) a draft copy of your assessment should be
discussed during class time in consultation with your Trainer/Assessor. For this
feedback/ support from your Trainer/Assessor, you will need to bring to class your “draft copy”
with any evidence of the research you have conducted to produce the assessment.
If, as a student you feel you have special needs that require your Trainer/Assessor to apply a
reasonable adjustment – please discuss this with your Trainer/Assessor at the beginning of
the subject studies.
Your Assignment must:
a. Be of a professional standard (spelling, grammar, punctuation)
b. Size 12, Arial Font
c. 1.5 Spacing
d. All pages must have a Header/Footer with the following details:
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o Name
o Student ID
o The course & unit of competency
o Date
o Page numbering
e. Title page
f. Index page
g. Body of work
h. Referencing
How to upload your answered assessment into MOODLE
To upload your assignment into Moodle, follow these steps.
1. Log-in to Moodle and access the subject that you will be submitting the assignment in.
2. Locate the assessment you will be uploading into by scrolling down to the week that the
assessment is due in and then click on the assessment submission link.
3. Click on the name of the assignment.
4. Click the Browse button.
5. Select the file and click Open.
6. Click the Upload this file button.
7. If you have more than one file, repeat the process (steps 4-6) to attach additional files
up to the assignment's limit.
8. Once happy with your submission click the Send for marking button. The files are
locked and the student can no longer delete, or upload more, files.
Note: The date and time of the submission is recorded when the files are sent for marking, not
when they are first uploaded.
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ASSESSMENT 1: ALLOCATE WORK AND PROVIDE
FEEDBACK
Performance objective
You will demonstrate skills and knowledge required to allocate work and provide informal
feedback to employees in the context of managing people performance.
Assessment description
In response to a simulated workplace scenario, you will meet with a peer manager to role-play
consultation on acquiring a (human) resource, setting performance expectations and risk
management. You will then participate in a second role-play to provide initial, informal
feedback to the newly acquired human resource and set performance expectations for
ongoing work within your team.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by
your assessor.
2. Review the scenario below.
You are the Hardware and Homewares Manager at the Australian Hardware
Wollongong store. One of your customer service and sales representatives is
taking a year’s absence. A garden products employee, Kim Smith, has been
seconded to you after expressing an interest in the temporary hardware and
home products position to her manager.
You will need to meet with Kim’s manager to discuss the secondment and
Kim’s fitness for the role you have in mind.
You have a role description for the position (Appendix 1).
One of the main concerns you have is Kim’s ability to transfer the customer
service skills practiced and learned in the garden centre, and to learn new
homewares-specific product and service knowledge. Probably one of the key
determinants of whether the secondment will be a success will be Kim’s
attitude to acquiring new skills and knowledge and persevering through a
period of adjustment to her new work conditions.
After meeting with Kim’s manager, you will need to meet with Kim to negotiate
a work plan (Appendix 2), including two to three goals and KPIs, consistent
with the organisation’s operations planning. You are prepared to accept that
during a six-month transition period (one performance appraisal period) sales
performance may be as much as 20% off target. Currently sales
representatives in the hardware and homewares division are expected to
generate $10,000 of revenue monthly. Other objectives and KPIs may be
drawn from and negotiated on the basis of the role’s position description.
Finally, you will need to identify and analyse two to three risks associated with
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the secondment and record the analyses (Appendix 3).
3. Arrange with your assessor:
a. a time and place to conduct the two role-plays:
i. The time and place of the role-play can be done within the
premises of the company. This need to include the managers
of every department so that they can act in accordance with
the company and ensure that the welfare of the company and
the employees are discussed.
ii. The garden products manager needs to be involved so that
the meeting can be set up as per the time of the manager.
The meeting need to maintain performance expectations of
the employees so that it can help in establishing the objectives
of the company
b. timeframe and format requirements for submitting supporting documentation, as
set out in the specifications below.
4. Carry out the role-play with the peer manager. Ensure you:
a. Discuss your expectations for the employee and your needs for filling the position
with this resource:
i. The position required to be analysed is that of the customer
service representative. The expectations from the employees
in this position are that they need to maintain clear
communication with the customers. The employees need to
understand the needs and demands of the customers and
provide expert advice so that they can be guided in a proper
manner.
ii. At the same time, the aptitude of the employees is that they
need to take and process the orders that are provided by the
customers. In order to do so, it is necessary that the
employees have a proper knowledge about the market and
the products. At the same time, physical stamina is required to
maintain the composure of the customers.
b. The employees need to ensure that they develop a proper
understanding of the concept of customer service representative.
As stated by Blut et al. (2015) the needs of the customers are
required to be satisfied so that they can remain loyal to the
company. In the case of the Woolongong, the employees need to
posses knowledge of the products and understand the manner in
which technology can be adopted for meeting the needs of the
customers. The performance, skills and knowledge of the
employees need to be such that they can mitigate any problems of
the customers. The knowledge gap of the employees is mainly
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based on the type of products that the customers may demand.
This can be mitigated by effective marketing analysis.
5. Carry out the role-play with the seconded employee. Ensure you complete the
following:
a. The performance of the employees is measured by conducting a
performance appraisal after a convenient time. It has been stated
by Buckingham and Goodall (2015) that the performance of the
employees need to be judged based on the objectives set up by the
organisation. The objectives of an organisation like Woolongong
can be set by identifying the needs of the customers and the
expectations from the employees. At the same time, objectives are
determined by keeping in mind the mission and vision of the
organisations.
b. The performance objective of Woolongong can be set as follows:
 Achieve the goals that are set so that the company can benefit
financially
 Enhance the knowledge related to the products
 Set up small targets so that the broader target can be achieved.
(Refer to appendix 2)
c. The general expectations from the employees include maintaining
the objectives of the company. The objectives, mission and vision
of the companies need to be maintained by the employees so that
they can achieve the target provided to them. According to Anitha
(2014), the code of conduct that needs to be followed includes
maintaining ethnic behaviour and ensuring that rules related to the
welfare of the employees are maintained. For example, the
provisions of the health and safety act and the fair wage act need to
be maintained so that the organisation can continue with proper
business and maintain its reputation in the market.
6. After role-playing with the manager and employee, identify two to three risks associated
with the secondment in accordance with the organisation’s risk management plan.
Ensure you identify at least one compliance risk.
(Refer to appendix 3)
7. Submit supporting documentation to your assessor in accordance with the agreed
timeframe, format and the below specifications.
Specifications
You must:
● participate in two role-plays:
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○ one with the garden products manager
○ one with the seconded employee.
● submit an agreed work plan
● submit a risk management plan.
Your assessor will be looking for demonstration of your ability to:
● consult with relevant stakeholders to identify work requirements, performance
standards and agreed performance indicators
● develop work plans and allocate work to achieve outcomes efficiently and within
organisational and legal requirements
● provide constructive feedback on performance
● outline how performance is measured and performance objectives are set within the
organisation.
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Appendix 1: Employee position description
Position Description
Job title: Customer Service Representative Date:
Job level: Reports
to:
Manager Homewares
Department/division: Hardware and home products
Summary of position
Provide expert advice to customers on hardware and homewares products, process sales
and refer sales to checkout staff.
Essential job requirements
● Determine customer needs.
● Provide expert advice to customers.
● Take and process orders.
Required competence/education
What are the minimum competence/educational requirements for this position?
Competence Level/standard
Product knowledge Ability to describe the use of each product; (on rare
occasions, where necessary) able to refer to others on team
with more expert knowledge and with minimal inconvenience
to customer.
Customer focus Can develop rapport, inspire confidence; Up-sell and cross-
sell when appropriate to meet customer’s needs.
Point-of-sale technology Able to complete and process orders within two minutes.
Learning and
development
Expected to take a self-directed and continuous approach to
learning on- and off-the-job in consultation with management
Health, safety, security
and environment
Can follow relevant policies and procedures for WHS,
recordkeeping and financial procedures, sustainability
policies and procedures.
Physical requirements
Must be able to stand for four-hour shifts; minimal lifting: 20 kg.
Mental requirements
N/A
Equipment used
Computer/point-of-sale terminal, telephone, forklift, fax machine, power tools.
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Supervisory responsibilities
N/A
Working conditions
● Indoor warehouse environment.
● Occasional outdoor work.
Signature:
Date:
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Appendix 2: Employee work plan
KRA Activities/goals Measurement/KPIs
Accountability/
dependencies
Financial Increase the
finance of the
company
Improve the budget
of the company
Financial manager
Internal
process
Maintain
efficiencies of the
employees
Identify capabilities
of the employees
HR manager
Customer
focus
Identify the
needs and
demands of the
customers
Satisfy the
customers
Customer Service Relationship
manager
Development Conduct training
and development
Provide theoretical
and practical training
Training manager

Signature:
Date:
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Appendix 3: Risk management plan template
Risk Risk likelihood
Risk
impact Controls Monitoring Timelines Responsible
Financial risk High High Plan a proper
budget for the
company
Monitor the
financial
improvement by
maintaining
proper budget
analysis
Within 3 months Financial manager
Turnover of the
employees
Medium Medium Motivate the
employees by
understanding
the demands
Monitor the work
of the employees
and reward them
with proper
monetary and
non-monetary
incentives
Within 5 months HR manager
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Risk Risk likelihood
Risk
impact Controls Monitoring Timelines Responsible
Work place safety
risk
High High Ensure that the
workplace
safety is
maintained by
keeping proper
distance
between
equipments
Check every
equipment
regularly so that
any accidents can
be avoided
Within 1 month HR manager
Bibliography
Agnihotri, R., Dingus, R., Hu, M.Y. and Krush, M.T., 2016. Social media: Influencing customer satisfaction in B2B sales. Industrial
Marketing Management, 53, pp.172-180.
Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of
productivity and performance management, 63(3), p.308.
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Blut, M., Frennea, C.M., Mittal, V. and Mothersbaugh, D.L., 2015. How procedural, financial and relational switching costs affect
customer satisfaction, repurchase intentions, and repurchase behavior: A meta-analysis. International Journal of Research in
Marketing, 32(2), pp.226-229.
Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50.
Hill, N. and Brierley, J., 2017. How to measure customer satisfaction. Routledge.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., O'Leary, P., Robinson, J. and
Plimmer, G., 2015. Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.
Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Routledge.
Vidyarthi, P.R., Singh, S., Erdogan, B., Chaudhry, A., Posthuma, R. and Anand, S., 2016. Individual deals within teams: Investigating
the role of relative i-deals for employee performance. Journal of Applied Psychology, 101(11), p.1536.
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ASSESSMENT 2: DESIGN AND TRAIN PERFORMANCE
MANAGEMENT SYSTEMS
Performance objective
You will demonstrate skills and knowledge required to design and train others on performance
management systems.
Assessment description
In response to a simulated workplace scenario, you will design a performance management system
and train peer managers.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by your
assessor, particularly policies and procedures relevant to the current performance management
system.
2. Review the scenario below.
It has been noted by senior management that employee performance has generally
fallen behind targets. Particular areas of concern are sales revenue and customer
satisfaction.
Looking at the results of organisational climate measures taken by Australian
Hardware’s HR team, employees complain of:
● the lack of apparent management commitment to training and advancement
● the lack of meaningful rewards and recognition
● the lack of management presence and ongoing feedback on work performance.
A large proportion of employees, 45%, always or often feel disengaged from work;
their sense of self-confidence and optimism is low.
There is a high risk of the organisation being unable to attract, retain and enact a
succession plan if trends continue.
You are the Hardware and Homewares Manager at the Australian Hardware
Wollongong store. As the most knowledgeable manager on matters of performance
management, you have been asked to deliver a short training session (15–20
minutes) on the current performance management system and your plans to improve
the current system to take account of HR information.
Your managerial audience is generally familiar with the current system, but would
benefit from a refresher as an introduction to learning about your approved
amendments.
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3. Arrange with your assessor:
a. The time and place of the role-play can be done within the premises of the
company. This need to include the managers of every department so that
they can act in accordance with the company and ensure that the welfare
of the company and the employees are discussed. The manager needs to
be involved so that the training can be set up as per the time of the
manager. The training need to address the weakness of the employees
and ensure that the development of the employees is continued so that it
can meet the organisational expectations
b. a timeframe and format requirements for submitting supporting documentation, as set out
in the specifications below.
4. Make appropriate amendments to the performance management system to address the
identified deficiencies.
The performance management system adopted in Woolongong can be
amended by considering certain changes. The changes can include developing
a proper performance management system that takes into account, the tasks
and responsibilities of the employees. Mone and London (2018) is of the
opinion that the performance management can help organisations to identify
the employee that continue to work in an effective manner. Therefore, it is
necessary that performance management be maintained by considering the
performance of the employees without biasness.
A target needs to be maintained so that the performance management can be
undertaken at regular intervals. Woolongong can conduct the performance
management after every 3 months. This can help in accessing the performance
of the employees and deciding upon the type of incentive can be provided to
them. Hence, it can be said that this is one of the changes that Woolongong
can make so that it can maintain effective monitoring of the employees. At the
same time, it is also necessary that Woolongong recruit people from outside the
organisation to conduct the appraisal.
This can help in reducing the biasness, as the neutral members cannot
distinguish between the employees (Ahmed et al. 2016). The suggested
changes can help Woolongong to gain advantages in the development of the
employees. The motivation of the employees can be attained if the
management system remain neutral and are conducted on the merit of the
employees
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5. Plan a short training session to convey the important features of the current performance
management system and your amendments. Assume that your amendments have been
approved and are supported by senior management for piloting at the Wollongong store.
Ensure you cover the following in your session:
a. Introduction to the main features of the performance management system in place,
including:
i. The goal setting and the performance measurement training need to
consist of identifying the goals of the organisation. The trainer at
Woolongong needs to consider the aspects of aligning the training
programme with the goals of the organisation
ii. The formal and informal feedback need to be provided by
maintaining the hierarchy of the organisational structure. The
feedback to the employees can be given formally by sending a mail
to the employees whereas the informal feedback can be in the form
of praising or warning the employees via word of mouth
iii. The training related to the performance appraisal need to be
provided based on understanding the system. This can be imparted
in a theoretical manner so that the people receiving the training at
Woolongong can understand the things that cannot be done while
conducting a performance appraisal. These acts include being
biased or asking questions unrelated to the job
iv. The HR managers can monitor the training and development by
identifying the daily schedules. The monitoring also needs to
consider the progress of the employees and the amount of
knowledge that they have gained since joining the organisation
v. In the modern world, record keeping can be done with the help of
computers and management information systems. Therefore,
technical expertise is required so that proper record is maintained
that can help in the progress of the organisation
b. The amendments made in the performance management system of
Woolongong can help the company maintain a steady performance
appraisal system. The focus is on the development of potential of the
employees rather than exposing the weakness that they possess. The
amendments made can help in developing the potential candidates and
ensuring that the performance management system considers the
capabilities of the employees.
c. Related questions that need to be answered after the training is
conducted provide an analysis of the potential capabilities of the
performance management plan. This can be achieved by analysing the
feedback of the employees and based on the responses tasks can be
delegated so that the employees can provide their full potential. It can
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address the problems of the inefficiencies of the employees and enhance
their productivity. The amended system is designed to achieve the
purpose of gaining the loyalty and support of the employees.
The benefits derived from the amendment include a clean and dependable
performance management system of the organisation. It can help in the
development of Woolongong and ensure that the development of the company
takes place. Hence, a flowchart can be made that highlights the amendments
that are required to be done
.
6. Submit supporting documentation to your assessor in accordance with the agreed timeframe,
format and the below specifications.
Specifications
You must:
● participate in a training session role-play
● submit amended performance management system documentation, such as revised policy or
procedures for performance management
● submit training planning documentation, and presentation materials, such as PowerPoint
presentation and any handouts provided.
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DevelopmentofpropertrainingmethodsforthepurposeofimprovingtheefficiencyoftheemployeesMaintainethicalconsiderationsothatbiasnessdoesnotprevailwhileconductingtheappraisalEnsurethattheneutralpeopleconducttheperformanceapprasialtoreducethechancesofanytypeofbiasness

Your assessor will be looking for demonstration of your ability to:
● describe performance management systems, including monitoring, evaluation, providing
feedback on performance
● train participants (managers) in performance management systems to allow them to implement
the system with their own staff
● describe how to keep records and documentation in accordance with the organisational
performance management system
● list performance measurement systems utilised within the organisation
● describe staff development options and information.
Bibliography
Ahmed, T.M., Bezemer, C.P., Chen, T.H., Hassan, A.E. and Shang, W., 2016.
Studying the effectiveness of application performance management (APM) tools for
detecting performance regressions for web applications: An experience report. In
Proceedings of the 13th International Conference on Mining Software Repositories
(pp. 1-12). ACM.
Budworth, M.H., Latham, G.P. and Manroop, L., 2015. Looking forward to
performance improvement: A field test of the feedforward interview for performance
management. Human Resource Management, 54(1), pp.45-54.
Cascio, W.F., 2014. Leveraging employer branding, performance management and
human resource development to enhance employee retention.
DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance
management, and firm-level performance: A review, a proposed model, and new
directions for future research. The Academy of Management Annals, 8(1), pp.127-
179.
DeNisi, A.S. and Murphy, K.R., 2017. Performance appraisal and performance
management: 100 years of progress?. Journal of Applied Psychology, 102(3), p.421.
Metcalf, B., 2017. New police management, performance and accountability. In
Questioning the New Public Management (pp. 71-88). Routledge.
Mone, E.M. and London, M., 2018. Employee engagement through effective
performance management: A practical guide for managers. Routledge.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean,
P., Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee
Performance & Reward: Concepts, Practices, Strategies. Cambridge University
Press.
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ASSESSMENT 3: MANAGE PERFORMANCE
Performance objective
You will demonstrate the skills and knowledge required to performance manage people through
providing formal and informal feedback and coaching in an organisational context.
Assessment description
In response to a simulated workplace scenario, you will plan and role-play the delivery of a feedback
and coaching session. You will then complete formal performance development documentation with
the employee.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by your
assessor, particularly the performance management and performance appraisal processes.
2. Review the scenario below:
You are the Hardware and Homewares Manager at the Australian Hardware
Wollongong store. Kim Smith has been on your team for the past six months.
It is now performance review time. You will need to provide Kim with feedback
on her performance since she was seconded to you from the garden centre.
You are less than satisfied with Kim’s performance, but still hope you will be
able to get her to focus on areas she needs to develop in and help her
improve her performance to meet the expectations for the role. It is
particularly disappointing that after providing her with feedback and setting
goals at the outset, she has not lived up to her commitment. You allowed her
to reduce her sales targets, but she has not made any sustained effort to
develop herself to perform to a satisfactory level. She is even failing to reach
the low targets set for the initial six-month period.
While Kim has not performed to expectations, she has made some effort to
learn the required product information. You would like to recognise her efforts,
while not downplaying the fact that the organisation needs and expects more
from their sales staff.
You will need to discuss and agree upon what development steps to take.
You have another experienced and high-performing staff member in the
hardware and homewares department who has agreed to act as a mentor to
Kim. You also have money in the budget for 30 hours of sales training for Kim
if she is willing to be trained.
You will need to follow the Australian Hardware policy and procedures for
performance management, including recordkeeping.
3. Arrange with your assessor:
a. The time and place of the role-play can be done within the premises of the
company. This need to include the managers of every department so that
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they can act in accordance with the company and ensure that the welfare
of the company and the employees are discussed. The training manager
needs to be involved so that the coaching and performance appraisal
session can be set up as per the time of the manager. The coaching and
performance appraisal session need to address the weakness of the
employees and ensure that the performance appraisal of the employees is
done in a proper manner
b. a timeframe and format requirements for submitting supporting documentation, as set out
in the specifications below.
4. Review the employee’s Performance Scorecard (Appendix 1).
The performance of Kim Smith is based on the initial six months performance of
the employee. It has been seen that the sales target of Kim has been kept at
low rate suggesting that Kim as underperformed in the organisation. However,
the customer relationship management of the employee is rated high and Kim
is said to form a good rapport with the customers. The communication ability of
Kim is such that employees as well as customers response to Kim in a proper
and respectable manner. At the same time, the unserious attitude of Kim
makes the customers turn off after the initial attraction.
This results in the low sales performance of Kim. Kim has also failed to master
the art of point-of-sale. The result shows that her internal process efficacy
averages about 5 minutes. Kim has also failed to attain proper training and
because of this, he has failed to earn the basic knowledge required for success
in the market. The employee is of the view that casual experience can help her
learn the necessities thereby; the overall record of Kim can be considered as
poor and she has been a regular underperformer for the organisation
5. Plan an informal coaching session for the employee. Use the Coaching Plan template provided
(Appendix 2) or a coaching planning model of your own design.
(Refer to appendix 2)
The focus of this part of the role-play should be on collaborating with the employee to identify
performance gaps and taking positive measures to close those gaps.
6. Prepare the formal performance development documentation for the employee. Use the
Performance Development Plan template provided (Appendix 3), in accordance with the
Australian Hardware performance management policy.
The focus of part of the role-play (done immediately after the coaching session) is to formally
establish with the employee the performance issues, remedial steps and work goals for the next
performance review period.
(Refer to appendix 3)
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7. Participate in a 10–15 minute role-play. Ensure you complete the following:
a. Conduct a coaching session where you:
i. discuss performance expectations
ii. establish and clarify the reality of the employee’s performance: describe how
performance was monitored and measured; your evaluation of the gap between
expectations and their performance; and discuss previous feedback given
(Assessment Task 1).
iii. recognise achievements, attitude and positive aspects of performance
iv. discuss opportunities for growth and meeting expectations
v. establish willingness of the employee to take concrete steps.
b. Complete formal performance development documentation, where you:
i. set targets and review dates for the next performance review
ii. complete performance management recordkeeping for HR (Appendix 3), including
signatures. Refer to the performance management procedures followed with the
employee.
8. Submit supporting documentation to your assessor in accordance with the agreed timeframe,
format and the below specifications.
Specifications
You must:
● participate in a 10–15 minute role-play
● submit a coaching plan
● submit your performance development planning:
○ the performance development plan as prepared by you prior to the role-play
○ the performance development plan as completed in agreement with the employee during
the role-play.
Your assessor will be looking for demonstration of your ability to:
● monitor, evaluate and provide feedback on performance; and provide coaching, training and
other performance management techniques as needed
● reinforce excellence in performance through recognition and continuous feedback
● keep records and documentation in accordance with the organisational performance
management system
● describe staff development options and information.
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Appendix 1: Performance scorecard – Kim Smith
KRA Target Result Comments
Financial $8,000 sales
revenue per month
$5,000 average over six
months
This low target was set for an initial period of six months. You would expect an
employee to reach a target of $10,000 at this stage.
Customer
focus
8/10 score on
customer focus
5/10 score The employee is personable and tries hard to develop a rapport with
customers. Customers and staff respond well to the employee. However, staff
cannot rely on the employee to support them and they are constantly being
asked for product information that the employee should know already.
Customers are initially attracted to the employee’s friendly manner but are
quickly turned off by her unserious attitude. Customers do not have
confidence in this employee’s ability to help them choose a product that will
meet their needs. Customers who do stick with the employee must then wait
longer to complete their purchases.
Internal
process
efficiency
Two minutes to
complete sales
transaction
Average five minutes The employee has never mastered the point-of-sale system; consequently
they make errors that need to be corrected before completing transactions.
Learning and
development
20–30 training hours Seven training hours The employee, while expressing initial enthusiasm for the role, has not made
any sustained effort to learn the basic skills and knowledge necessary to
reach targets, although the employee attended a one-day rapport-building
workshop. The employee appears to feel that they will learn by casual
experience without any effort or that they can constantly rely on others to help.
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Appendix 2: Coaching plan template
Coaching phase Notes/questions/planning
Goal and
performance
expectations
The plan for the development of Wollongong store
need to be aligned with the goal of the organisation
and performance of the employees.
Reality of actual
performance
The actual performance can be measured by
identifying the production of the organisation. This can
be done comparing the performance of the previous
years. The coaching session can include benchmarks
from other organisations or of other years
Opportunities to
develop
Training can be developed that highlights the key
aspects of the organisation. The development
opportunities can be provided during the coaching
session by providing the employees with the
knowledge about gaining promotion in the
organisations
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Willingness to
develop and
commitment
Employees need to be motivated so that they undergo
development process. The coaching session can
provide an analysis of the potential areas that can be
achieved in the organisation and the loyalty of the
employees can be maintained by providing them with
monetary and non-monetary benefits
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Appendix 3: Performance development plan template
Name and position: Kim (Customer Service Representative)
Manager: Review period: 6 months
Refere
nce
from
operati
onal
plan
Key
result
area
Indicato
r of
success
/
perform
ance
Status report/results
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Kim
works
as a
Custom
er
Service
Repres
entative
but has
been
unable
to gain
succes
s in the
busines
s
Custo
mer
satisfa
ction
Underac
hieve
The status of Kim is that she has
been underachieving in the sales
department as within 6 months she
needed to attain a sale of about
$10,000
Achievements: Have been
able to attract customers
due to her friendliness
Good communication skill
Areas of opportunity: Promotion
to sales executive
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Next performance review period: 6 months later
Manager’s comments:
Have not been able to provide the best performance despite being
involved with the company for more than 6 months
Signature: Date:
Staff member’s comments:
Provides excellent support to the peers and have the ability to
communicate well with others
Signature: Date:
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ASSESSMENT 4: MANAGE FOLLOW UP
Performance objective
You will demonstrate the skills and knowledge required to manage follow up to performance
management in an organisational context.
Assessment description
You will answer a series of scenario-based questions on the general topic of following up on
performance management, and on discipline and dismissal processes.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by your
assessor, particularly relating to performance management requirements.
2. Review and answer the scenario-based questions in Appendix 1.
3. Submit supporting documentation to your assessor in accordance with the agreed timeframe,
format and the below specifications. Keep a copy for your records.
Specifications
You must:
● submit written responses to the scenario-based questions.
Your assessor will be looking for demonstration of your ability to:
● seek assistance from human resources specialists where appropriate
● reinforce excellence in performance through recognition and continuous feedback
● outline the legislative and regulatory context of the organisation with reference to equal
employment opportunity, anti-discrimination, competition and consumer protection, privacy,
industrial relations, health and safety (OHS/WHS), environmental issues and other relevant
requirements
● outline relevant awards and certified agreements
● explain unlawful dismissal rules and due process.
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Appendix 1: Scenario-based questions
Question 1: Monitoring and coaching
Consider the following scenario.
You are the Hardware and Homewares Manager at the Australian Hardware Wollongong
store. You consider the organisation’s performance management policy and resolve to
undertake some research into ways to improve the system or its implementation.
Answer the following:
● How could variables such as recognition and continuous feedback help reinforce excellence in
performance? Give two examples that could work at Australian Hardware to affect
performance.
Recognition and continuous feedback helps the mangers to improve the
performance level as it provides more knowledge to the employees (Rothwell et
al. 2018). However, taking feedback from the employees the manager of
Australian Hardware Wollongong store will be able to understand their
viewpoints. On the other hand, recognition motivates the employees towards
their work. The manager of Australian Hardware Wollongong store needs to
consider performance management policy while providing recognition to the
employees. In this hardware company by giving salary rise and promoting the
employees to a new position are two effective ways to maximize their
performance. By increasing the salary this hardware company will be able to
meet the basic needs of the employees, which influences them in their work.
On the other hand, by giving promotion the manager of this organization will be
able to show respect to the employees, which leads the employees to feel
valued and concentrate in their work.
● How would you apply Australian Hardware procedures to monitor and coach individuals,
specifically those with poor performance?
It is important for the managers of Australian Hardware to identify the areas of
improvement as well as the fields where the employees show poor
performance. Identification of the areas that need to improve is an effective
approach to reach the root of the current issues (Ruggles and Harrington
2018). After identification of the areas, the manger of this Hardware Company
needs to apply the action plan to assists the employees in maximizing their
performance. The managers need to support them and provide them the
ongoing feedback regarding their performance. Therefore, the ongoing review
will help the manager to keep a track of the employee performance until they
can improve their performance level. Proper support and assistance can be
given by providing a rigid guideline to the employees those are poor
performers. Such support enables the employees to rectify their loopholes and
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increase their knowledge regarding their work. As a result, their performance
will be improved. It is important to leads the employees to feel valued and
respected as this will increase their confidence level and their performance.
Question 2: The legal context of performance management
Consider the following scenario.
You are the Hardware and Homewares Manager at the Australian Hardware Wollongong
store. You are concerned about your application of performance management and want to
work according to legal requirements.
Answer the following:
● For three of the following areas, what are the relevant pieces of legislation applicable to
performance management at Australian Hardware?
○ equal employment opportunity
● According to the provisions mentioned in this scenario, it should be stated that every
Australian company is under an obligation to maintain certain worker friendly rules in
the workplace. According to the ethical consideration, it can be stated that it is the
duty of every employer to maintain certain corporate culture and in this case, certain
provisions of the Acts are to be applied. In Australia, there are certain legislative
provisions presents that deal with the employment culture of a company. Certain
instances of the legislations are Fair Work Act 2009, Work Health and Safety Act 2011
and Corporation Act 2001. The provision of Work Health and Safety Act 2011 is
applicable in the whole provisions of Australia. This Act monitors whether all the
provisions relating to the fair employment process is maintaining in the workplaces or
not. An equal opportunity should be established. In addition to this, certain training
programs have been generated by the Act. According to the provision of the Act, a
company is under an obligation to make profit and the entity should not forget to
secure the interest of the employees. anti-discrimination
○ anti-discrimination
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The Act is based on the National compliance and enforcement policy. The main object
of the Act is to protect the interest of the workers so that they may not face any harm
in their due course of employment (Higgins 2018). The provisions of this Act have
promoted fair cooperation and representation. All the employees should be treated
equally and there should not be any discriminating policy.
○ competition and consumer protection
The processes of consumer policy should have to be maintained and being a manager,
it is the utmost duty to observe whether the protection of the consumer of the
company has been hampered or not.
○ Privacy
It has further been mentioned under section 183 of the Corporation Act 2001, every director
or manager of the company is under an obligation to maintain the privacy regarding any
employment related information. Therefore, the managers or the directors should have to
maintain the provision.
○ industrial relations
Every employer is under an obligation to make certain steps for the employees and in
case of any dilemma faced by the employees, they are required to arrange certain
training program for the employees. Further, certain commercial matter of companies
is affecting the particles of the environment at large (Lindsay 2015). Therefore, in
those cases, it is the duty of the employers to take close vigil over that issue.
○ health and safety (OHS/WHS)
According to section 20 of the Work Health and Safety Act 2011, the employers should
have to control the workplace and investigate into the any disputes crop up during the
course of business. The establishment of equal opportunities for the employees
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means no one should get extra benefit and all the employees will be treated without
any discrimination and that can secure the interest of the employees. According to the
Fair Work Act 2009, all the business of a company should be done by maintaining fair
work policies. Further, certain provisions of the Work Health and Safety Act 2011
provides health and safety policies for the employees.
○ environmental issues.
The managers or the directors should have to maintain the provision. Further,
certain commercial matter of companies is affecting the particles of the
environment at large (Lindsay 2015). Therefore, in those cases, it is the duty of the
employers to take close vigil over that issue.
● For each piece of legislation identified above, identify at least one requirement relevant to
performance management at Australian Hardware.
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Question 3: Seeking advice
Consider the following scenario.
You are the Hardware and Homewares Manager at the Australian Hardware Wollongong
store. One of your customer service and sales representatives, Kim Smith, is consistently
not meeting performance expectations. You have tried setting goals in consultation with the
employee, ongoing coaching and feedback. You have conducted two formal performance
reviews. You are not sure what else you can do.
Answer the following:
● Name any positions of an internal source you could approach for HR or performance
management advice
One of the major internal sources of poor performance management is the
trainer. In the context of Australian Hardware Wollongong store, the manager
needs to hire the trainer or gives the power to the senior employees to develop
the performance of the other employees. The trainer can provide training to the
poor performer, which enables them to develop their knowledge and skills
(Prentiss and Butler 2018). Kim Smith needs to learn from the senior
employees, which will allow him to understand the working procedure of this
organization and to grab it properly. Senior employees can act as a good
trainer as they have much knowledge and good relationship with other
employees. Hence, by making the senior employees as the trainer the manager
of Australian Hardware Wollongong store can improve the performance level of
Kim.
● Name one external source (individual professional, consultancy or government) of HR or
performance management advice, particularly for managing poor performance.
Performance improvement consultancy is a good external source that allows an
organization to improve their employee performance. However, performance
improvement consultancy makes the employees flexible in the complex working
environment (Verma et al. 2017). In the context of Kim Smith, Australian
Hardware Wollongong store can take assistance from the consultancy to
develop the performance of this employee. This performance improvement
consultancy will help this employee to grab the opportunity and deal with the
threats. Therefore, they will give proper guideline to the employees as a result;
Kim Smith can gain competitive advantages. The performance improvement
consultancy includes pragmatic and focused approach through which they will
assist the employees those are poor performers. On the other hand, this type of
consultancy contains best practice knowledge and they provide benchmark
against the performance of the candidates. In the context of Australian
Hardware Wollongong store, the manager will get a well-executed performance
improvement plan within a reasonable time frame by the help of consultancy.
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Such plan will enable the manager to assist Kim Smith in proper way and
identify his exact needs to improve the performance.
Question 4: Counselling and support
Consider the following scenario.
You are the Hardware and Homewares Manager at the Australian Hardware Wollongong
store. One of your customer service and sales representatives, Kim Smith, is consistently
not meeting performance expectations. You have decided to counsel the employee to alert
her of poor performance in a formal way and to inform her that dismissal may be an option
for the future if her performance does not improve.
Answer the following:
● What steps would you take to counsel the employee in accordance with organisational policy
and relevant legislation for disciplinary meetings?
This part of the scenario is based on the provision of counselling and supports the weak
employees. According to the work place rules, the managers are under an obligation to make
certain decisions that secure the interest of the workers. Therefore, if any employee could not
able to achieve his target and make poor performance, dismissal should not be made at the first
instance (Davis 2014). There are certain other options available for the managers that can be
taken by them as their first options and can apply the same on the employees. Instances of those
options are counselling, discipline, warning and can impose fines on them. According to the
employment policy, communication is an effective provision in this case. It is the duty of every
employee to work in a reasonable way so the company can make profit. The nature of the duty is
reciprocal and the employers of a company should have to take certain steps to secure the
interest of the employees so that they can work in a healthy environment. The manager of the
hardware store should have to conduct meeting with the poor employees and could conduct
counsel if required (Regan and Lee 2015). However, before the same, a thorough communication
is required. In the case of problems faced by an employer regarding the poor acts of the
employees, certain disciplinary acts should be taken and in this case, the employer should have to
take the issues with great importance.
● What legislation is the most relevant in this scenario?
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According to the facts of the case, the manager of the company should have to specify certain
achievement targets for the employees and the target should be reasonable in nature. The
manager of the hardware store could give certain training program to the employees so that they
can upgrade their skills and proper advice could be given to them. Motivational approaches play
an important role in this case. The manager should have to identify the performance gap of the
employees and the dilemmas faced by the employees during their course of business.
● What is the relevant award for the employee’s role at Australian Hardware?
There are certain legal provisions that deal with the following matter in Australia. For instance, the
Code of Ethics and Practice is very helpful regarding the topic. The counselling association of
Australia regulates the provision of the Code of Ethics (Kirichenko 2015). Under this ethics, it is the
duty of the employer to maintain certain duty of care regarding the employees and the employers
are required to take certain ethical consideration regarding the mater while talking to the
employees (White, Phakoe and Rispel 2015). According to the Workplace Health and Safety Act, it
is the primary duty of the employers to take reasonable care for the employee’s health and for that,
they should have to keep the environment of the workplace clean.
● What support services could you offer the employee?
According to the Employee Handbook Manual, every employee is under an obligation to abide by
the rules of Australian Hardware Policies. Further, every employee should have to work for the
interest of the company and in this case, they have to work diligently. They should not take any
part in such matters where there is a possibility of conflict of interest. All the awards given to the
employees should be in accordance with the Fair Work Act 2009. The awards can be classified as
performance appraisal policies, incentives, and leave system. The manager of the Wollongong
Hardware Store should have to apply their employee manual.
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Question 5: Dismissal
Consider the following scenario.
You are the Hardware and Homewares Manager at the Australian Hardware Wollongong
store. One of your customer service and sales representatives, Kim Smith, is consistently
not meeting performance expectations. You have decided to
terminate her.
Answer the following:
● What is the process of termination in accordance with organisational policy and legal
requirements? Summarise the details
The process of terminate an employee is very fateful in nature. However, in
Australia, there are certain termination policies and the employers are required
to act in accordance with the policies. In case of any breach made in respect of
the termination policies, the employer can face certain steps such as unfair
dismissal, adverse action, discrimination and any other disruption. In case of
any working capabilities of the workers, the management should have to follow
certain standard care and policies. All the steps taken by the employer should
be fair and relevant to the internal policies of the internal policies of the
employment. All the employees should get reasonable opportunities to make
change regarding his performance (Adelstein and Clegg 2016).
Therefore, it is to be stated that certain procedural fairness should have to be
maintained in this case. Further, the employers can give proper advice to the
employees that include consultation and negotiation process. after getting all
the opportunities, if no changes have observed in the employee, the process of
termination will be applied in the case. However, the employer or the
management staffs are restrained to maintain their own policies in these cases.
No employee should get terminated for his language or lack of special training
program. In this case, the employers should generate a special training
program. In case of termination, the management staff should have to show
that serious allegation regarding the misconduct done by the employees.
Further, the employers are required to maintain the policies of the Fair Work
Commission. The employers can avoid the allegation made against them
regarding the termination policies if they show reasonable proof regarding the
genuine redundancy policy. According to the National Employment Standards,
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before terminating an employee, notice regarding the termination should be
provided to the employee. In addition to this, if the employee is subjected to
certain outstanding payment, the employer is bound to provide them it.
● What are the relevant unlawful dismissal rules and due process that you must follow?
There are certain relevant unfair dismissal rules that should be maintained in case of
termination. The provision of unlawful dismissal has been discussed section 772(1)
of the Fair Work Act 2009. According to McIntyre v Special Broadcasting Services
Corporation T/A SBS Corporation [2015] FWC 6768, the employees who are
covered by national workplace system may make application under the unlawful
dismissal termination. Following are certain unlawful dismissal terms:
 According to the Fair Work Regulation 2009, if an employee will take leave
from office due to illness;
 If an employee get absence due to maternity leave;
 If an employee gets terminated for race, colour, sex, age and marital status;
 If an employee take temporary absence from the office by voluntarily
emergency management activities
After the termination, application for unlawful termination should be made within 21
days
Reference
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ENTITLEMENT OF INDUSTRIAL ASSOCIATION TO REPRESENT INDUSTRIAL
INTERESTS OF PERSONS-FAIR WORK (REGISTERED ORGANISATIONS) ACT
2009 (CTH).
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BSBMGT502 Manage people performanceAssessment – Version: 1.0 (Created: 07/09/17; Printed: 29/08/24)
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OVERALL ASSESSMENT RECORD
Student Name:
Student Number:
Unit of Competency: BSBMGT502 - Manage people performance
Assessor Name:
Assessment Date
Assessment 1:
Did the student:
Satisfactory
Yes No
In role-play with the Garden Centre Manager, consult on work to be
allocated and resources available?
In role-play with the seconded employee, develop work plans in
accordance with operational plans?
In role-play with the seconded employee, allocate work in a way that is
efficient, cost effective and outcome focused?
In role-play with the seconded employee, confirm performance standards,
code of conduct and work outputs?
In role-play with the seconded employee, develop and agree performance
indicators with relevant staff prior to commencement of work?
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In role-play with the seconded employee, provide preliminary feedback on
performance, as conveyed by previous manager, to set the initial level of
performance from which gains may be made through performance
management?
Conduct risk analysis in accordance with the organisational risk
management plan and legal requirements, for example, consistent with
risks in Australian Hardware risk management plan?
Assessment 2:
Did the student:
Satisfactory
Yes No
Make amendments that ensured the performance management system
aligned with organisational objectives and policies and procedures?
Make amendments to the performance management system that
appropriately address the identified deficiencies for the scenario
business?
Plan a training session and presentation materials for peer managers in
scenario business to convey the important features of the current
performance management system and their amendments? Train
participants in the performance management and review process?
Describe in their training session the main features of a performance
management system?
Discuss in their training session the focus on developing potential through
positive development options rather than on identifying and correcting
performance weaknesses?
Prepare to answer questions on their amendments to the performance
management system?
Lead others by winning support for their amendments to the performance
management system?
Conduct their training session making sure they:
Assessment 3:
BSBMGT502 Manage people performanceAssessment – Version: 1.0 (Created: 07/09/17; Printed: 29/08/24)
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Did the student:
Satisfactory
Yes No
Develop a coaching plan focusing the session on collaborating with the
employee to identify performance gaps and taking positive measures to
close those gaps?
Prepare the formal performance development documentation for the
employee in accordance with organisational requirements?
During the role-play, conduct performance management in accordance
with organisational policy and procedures for performance management?
During the coaching session phase of the role-play, monitor and evaluate
the employee’s performance on a continuous basis?
During the coaching session phase of the role-play, provide informal
feedback to the employee on a regular basis?
During the role-play, advise the employee where there is poor
performance and take necessary actions?
During the coaching session phase of the role-play, provide on-the-job
coaching when necessary to improve performance and to confirm
excellence in performance?
Completed the formal performance development documentation with the
employee in accordance with organisational requirements?
Assessment 4:
Did the student:
Satisfactory
Yes No
Question 1: Monitoring and coaching
Provide two examples of how variables such as recognition and
continuous feedback could help reinforce excellence in performance at
Australian Hardware?
Describe how they would apply Australian Hardware policies and
procedures to monitor and coach individuals, specifically those with poor
performance?
Question 2: The legal context of performance management
Identify three relevant pieces of legislation applicable to performance
management at Australian Hardware?
For each piece of legislation identified in the first part of the question,
identify at least one requirement relevant to performance management at
Australian Hardware?
Question 3: Seeking advice
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Name any positions of an internal source of HR or performance
management advice?
Name one external source (individual professional, consultancy or
government) of HR or performance management advice, particularly for
managing poor performance?
Question 4: Counselling and support
Outline steps to counsel the employee in accordance with organisational
policy and relevant legislation for disciplinary meetings?
Identify what legislation is the most relevant in this scenario?
Identify the relevant award for Kim’s role at Australian Hardware?
Identify what support services could be offered to the employee?
Question 5: Dismissal
Outline the process of termination in accordance with organisational policy
and legal requirements?
Identify the relevant unlawful dismissal rules and due process?
Assessor Feedback:
Overall Assessment Outcome: Competent Not Yet Competent
BSBMGT502 Manage people performanceAssessment – Version: 1.0 (Created: 07/09/17; Printed: 29/08/24)
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