Assessment Criteria for BSBHRM512

This document provides the foundation and requirements for becoming competent in BSBHRM512 - Develop and Manage Performance Management Processes. It includes the elements for competency demonstration, assessment criteria, performance evidence, foundation skills, and assessment conditions. Students must complete workbook activities, case studies, and major activities to become competent in this unit.

Name: __________________________
Assessment Criteria forBSBHRM512
Develop and Manage Performance Management Processes
In this document, you will find the foundation of what is required to become competent in
this unit. For further information on each element, you can refer to the Assessment Matrix.
Included in this document are the elements for the unit, foundation skills, assessment

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requirements as well as an assessment tool definition list and the crucial observation and
third-party check lists. As well as all the areas covered here, each student must also complete
all workbook activities, case studies and major activities, where stated, to become competent
within this unit.
NOTE – Re-assessment:
Students will have maximum of two (2) reassessments attempts if competency is not
achieved in the first instance.
The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the
completion of the unit of competency when all components or parts of the assessment are
graded as ‘S’ for Satisfactory. Unsatisfactory results are marked as NS.
Elements for Competency Demonstration
Elements for Competency Assessment:
Develop integrated performance-management processes.
Facilitate the implementation of performance-management processes.
Coordinate individual or group learning and development.
Performance Evidence:
Evidence of the ability to:
Develop, implement, monitor and review an organisational performance
management process which supports business goals including analysing the
organisational strategic and operational plan
Design methods for the development of key performance indicators and
formal performance management sessions by line managers
Consult with stakeholders to gain support.
Design, develop, coordinate and implement individual and group learning and
development.
Train line managers and other relevant people to manage performance.
Provide support to line managers to effectively manage performance issues,
including dispute resolution and termination of employment.
Develop approaches to improve performance and address identified
performance gaps.
Foundation Skills:
Reading
Interprets and critically analyses organisational strategic and operational plans
to identify relevant policies and objectives to be addressed.
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Writing
Uses broad vocabulary, grammatical structure and conventions appropriate to
text when developing objectives, designing methods and processes and
reporting.
Oral communication
Conveys information using language, format and style appropriate to a
specific audience.
Uses listening and questioning to extract main ideas from oral texts or to
confirm and clarify understanding.
Numeracy
Selects from, and applies, mathematical and problem-solving strategies when
reporting on success rates of activities.
Navigate the world of work.
Understands and interprets organisational policies and procedures to
formulate processes relevant to own role requirements.
Monitors adherence to legal and regulatory rights and responsibilities for self
and possibly others.
Interact with others
Selects and implements appropriate communication protocols to liaise with
personnel in a range of work contexts
Supports line managers to achieve goals, playing an active role in facilitating
effective group interaction, influencing direction and taking a leadership role
on occasion
Negotiates with others to achieve agreeable outcomes playing an active role
in facilitating consensus in contentious situations
Get the work done
Takes responsibility for developing, implementing and monitoring processes
and strategies to manage performance
Accepts responsibility for planning, scheduling and sequencing complex tasks
to meet organisational and legislative requirements
Uses systematic, analytical processes in complex, non-routine situations,
setting goals, gathering relevant information, and identifying and evaluating
options against agreed criteria
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Uses digital systems and tools to store, access and organise digital
information
Knowledge Evidence:
To complete the unit requirements safely and effectively, the individual must:
List characteristics of a learning organisation
Outline policies and legislation relevant to performance management
Summarise grievance procedures
Explain models for giving feedback and options for skill development
Describe options in the design of performance management processes
Outline role of performance management in relation to broader human
resources and business objectives
Assessment Conditions:
Assessment must be conducted in a safe environment where evidence gathered demonstrates
consistent performance of typical activities experienced in the workforce development –
human resource development field of work and include access to:
Organisational strategic and operational plans
Workplace policies and procedures
Relevant legislation, regulations and codes of practice
Case studies and, where possible, real situations
Interaction with others
Assessors must satisfy NVR/AQTF assessor requirements.
Links:
Companion volumes available from the IBSA website:
http://www.ibsa.org.au/companion_volumes
Any observations and practical assessments must be recorded in the observation checklist. All
practical tasks should be demonstrated during the length of the course. As the instructor you
must maintain a record demonstrating the date of the practical activities and any comments
relevant to the performance of each student. Where a student is not able to demonstrate
competence in a practical observation activity, further questioning should be put in its place.
As the instructor, you could be assessing the student’s literacy, numeracy and language skills,
as well as the content and context of his/her answers.
In some cases, you will have to adjust and amend the assessment tools, using different and
varied methods (such as oral assessment), to allow students to be assessed according to their
needs and abilities.
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Assessment Tool Definitions
Assessment Tool How is it used? What is it?
Learner Workbook Activities
(Entire completion is required)
Each student should be given a Learner Workbook which
will hold many activities, both formative and summative,
that all need to be completed in conjunction with the
appropriate sessions. The PowerPoint, Learner Guide and
instructor should provide further information to help with
the activities.
Observation/Demonstration
(To be completed for each numbered point as
stated on the checklist)
An observation should be completed for each of the
students by the instructor. If the tasks aren’t everyday
actions, a simulated environment is acceptable, or a
demonstration can be set up. An observation checklist can
be found at the end of this document.
Major Activity
(Entire completion is required)
A Major Activity is a summative assessment and can be
found in the Learner Workbook, after all the activities are
completed. This is an extended piece of summative
assessment which should take anywhere between 1-2 hours
and every student should complete this work. It is a
requirement for each unit to check knowledge and
understanding.
Skills and Knowledge Activity
(Entire completion is required)
A Skills and Knowledge Activity is a summative assessment
and is found before the Major Activity in the Learner
Workbook. This should take between 1-2 hours and every
student should complete this work. It is a requirement for
each unit to check knowledge and understanding of the
foundation skills and knowledge evidence.
Case Study
(Entire completion is required)
Not all units will have Case Studies but those that do will be
clearly stated within the PowerPoint and the Learner
Workbook. It will appear as any other activity, but it will be
named ‘Case Study’ and will provide an example of a
possible real-life situation for the learner to read, interpret
and then answer questions on.
Learner Guide
(To be used as an informational guide)
The Learner Guide links with the Learner Workbook as it
provides the information given during sessions and more. It
can help students to further their knowledge and to also
complete the activities.
Evidence Document
(Not a necessity for completion of unit but
can be used as an aid or to collect further
evidence)
The Evidence Document lists all the Elements and
Performance Criteria with an area for written reports etc, to
add evidence to the student’s portfolio. It can be used for
any of the performance criteria, especially those which may
not have been covered by any other assessment tool. The
student can circle many the criteria that they may feel they
need further evidence of, or it can be used as a guide for
completing further Observations and Third-Party reports.
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Observation/Demonstration
Throughout this unit, the learner will be expected to show their competency of the elements
through observations or demonstrations. The observations and demonstrations will be
completed as well as the formative and summative assessments found in the Learner
Workbook. An explanation of demonstrations and observations:
Demonstration is off-the-job
A demonstration will require:
Performing a skill or task that is asked of you
Undertaking simulation exercise
Observation is on-the-job
The observation will usually require:
Performing a work-based skill or task
Interaction with colleagues and/or customers
The observation/demonstration will take place either in the workplace or the training
environment, depending on the task to be undertaken and whether it is an observation or
demonstration. Each task must be observed. You will need to ensure you provide the learner
with the correct equipment and/or materials to complete the task. You will also need to
inform the learner of the time they have to complete the task; this will once again vary,
depending on the task.
Learner should be able to demonstrate they can:
1. Develop integrated performance-management processes
2. Facilitate the implementation of performance-management processes
3. Coordinate individual or group learning and development
Learners should also demonstrate the following skills:
Reading
Writing
Oral communication
Numeracy
Navigate the world of work
Interact with others
Get the work done
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Observation Checklist
Unit of Competence
(Code and Title)
BSBHRM512
Develop and
Manage
Performance
Management
Processes
Demonstration Tasks
Materials and Equipment
Tasks to be observed, demonstrated or simulated if appropriate Yes No
1. Develop integrated performance-management processes:
Did the learner demonstrate that they couldanalyseorganisational
strategic and operational plans to identify relevant policies and
objectives to be addressed in integrated performance-management
processes?
2. Develop integrated performance-management processes:
Did the learner demonstrate that they could develop objectives for
performance-management processes to support organizational strategy
and goals and to build organizational capability?
3. Develop integrated performance-management processes:
Did the learner demonstrate that they could design methods and
processes for line managers to develop key performance indicators for
those reporting to them?
4. Develop integrated performance-management processes:
Did the learner demonstrate that they could develop organizational
timeframes and processes for formal performance-management
sessions?
5. Develop integrated performance-management processes:
Did the learner demonstrate that they could ensure performance-
management processes are flexible enough to cover the range of the
organization's employment situations?
6. Develop integrated performance-management processes:
Did the learner demonstrate that they could consult with key
stakeholders about the processes and agree on process features?
7. Develop integrated performance-management processes:
Did the learner demonstrate that they could gain support for
implementation of the performance-management processes?
8. Facilitate the implementation of performance-management
processes:
Did the learner demonstrate that they could train relevant groups and
individuals to monitor performance, identify performance gaps,
provide feedback and manage talent?
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9. Facilitate the implementation of performance-management
processes:
Did the learner demonstrate that they could work with line managers to
ensure that performance is monitored regularly, and that intervention
occurs as required and complies with organizational policies and legal
requirements?
10. Facilitate the implementation of performance-
management processes:
Did the learner demonstrate that they could support line
managers to counsel and discipline employees who continually
perform below standard?
11. Facilitate the implementation of performance-
management processes:
Did the learner demonstrate that they could articulate dispute
resolution processes where necessary, mediating between line
managers and employees?
12. Facilitate the implementation of performance-
management processes:
Did the learner demonstrate that they could provide support to
terminate employees who fail to respond to interventions
according to organisational protocols and legislative
requirements?
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13. Facilitate the implementation of
performance-management processes:
Did the learner demonstrate that they
could ensure recorded outcomes of
performance-management sessions are
accessible and stored securely, according
to organisational policy?
14. Facilitate the implementation of
performance-management processes:
Did the learner demonstrate that they
could regularly evaluate and improve all
aspects of performance-management
processes in keeping with organisational
objectives and policies?
15. Coordinate individual or group
learning and development:
Did the learner demonstrate that they
could design and develop learning and
development plans and strategies to
encourage effective employee
performance?
16. Coordinate individual or group
learning and development:
Did the learner demonstrate that they
could deliver learning and development
plans according to agreed timeframes,
ensuring achievement of specified
outcomes?
17. Coordinate individual or group
learning and development:
Did the learner demonstrate that they
could contract appropriate providers for
performance development, as identified by
plans and according to organisational
policy?
18. Coordinate individual or group
learning and development:
Did the learner demonstrate that they
could monitor learning and development
activities to ensure compliance with
quality assurance standards?
19. Coordinate individual or group
learning and development:
Did the learner demonstrate that they
could negotiate remedial action with
providers, where necessary?
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20. Coordinate individual or group
learning and development:
Did the learner demonstrate that they
could generate reports to advise
appropriate managers on progress and
success rates of activities?
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further Comments:
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Support Questions for observation checklist
Unit of Competence
(Code and Title)
BSBHRM512 Develop and Manage
Performance Management Processes
The candidate’s performance was: Not Satisfactory
Client Feedback
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Table of Contents
1.Assessment Criteria forBSBHRM512....................................................................1
Develop and Manage Performance Management Processes .................................1
Elements for Competency Demonstration.............................................................2
Develop integrated performance-management processes....................................2
Facilitate the implementation of performance-management processes..............2
Coordinate individual or group learning and development...................................2
Assessment Tool Definitions..................................................................................6
Observation/Demonstration...................................................................................7
Observation Checklist............................................................................................8
2.BSBHRM512 Develop and Manage Performance Management Processes......8
Support Questions for observation checklist.......................................................12
4.Table of Contents...................................................................................................13
5.Candidate Details...................................................................................................14
Assessment – BSBHRM512: Develop and Manage Performance
Managementprocesses........................................................................................14
Competency Record to be completed by Assessor.............................................16
6.Observation/Demonstration.................................................................................17
Activity 1A.............................................................................................................19
Activity 1B.............................................................................................................20
Activity 1C............................................................................................................22
Activity 2A.............................................................................................................24
Activity 2B.............................................................................................................26
Activity 3A.............................................................................................................27
Activity 3B.............................................................................................................31
Skills and Knowledge Activity...............................................................................33
Major Activity ................................................................................................35
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Candidate Details
Assessment – BSBHRM512: Develop and Manage Performance
Managementprocesses
Please complete the following activities and hand in to your trainer for marking. This forms
part of your assessment for BSBHRM512: Develop and Manage Performance
ManagementProcesses.
Name: _____________________________________________________________
Address: _____________________________________________________________
_____________________________________________________________
Email: _____________________________________________________________
Mobile No: _____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s work except
for where I have listed or referenced documents or work and that no part of this assessment
has been written for me by another person.
Signed:
____________________________________________________________
Date: ____________________________________________________________
If activities have been completed as part of a small group or in pairs, details of the
learners involved should be provided below;
This activity workbook has been completed by the following persons and we acknowledge
that it was a fair team effort where everyone contributed equally to the work completed. We
declare that no part of this assessment has been copied from another person’s work except for
where we have listed or referenced documents or work and that no part of this assessment has
been written for us by another person.
Learner 1: ____________________________________________________________
Signed:
____________________________________________________________
Learner 2: ____________________________________________________________
Signed:
____________________________________________________________
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Learner 3: ____________________________________________________________
Signed:
____________________________________________________________
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Competency Record to be completed by Assessor.
Learner Name:
_______________________________________________________
The learner has been assessed as competent in the elements and performance criteria and the
evidence has been presented as;
Assessor Initials
Authentic
Valid
Reliable
Current
Sufficient
Learner is deemed: COMPETENT NOT YET COMPETENT
(Please circle)
If not yet competent, date for re-assessment:
____________________________________
Comments from Trainer / Assessor:
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________
Assessor Signature: Muskan Aneja
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Observation/Demonstration
Throughout this unit, you will be expected to show your competency of the elements through
observations or demonstrations. Your instructor will have a list of demonstrations you must
complete or tasks to be observed. The observations and demonstrations will be completed as
well as the activities found in this workbook. An explanation of demonstrations and
observations:
Demonstration is off-the-job
A demonstration will require:
Performing a skill or task that is asked of you
Undertaking simulation exercise
Observation is on-the-job
The observation will usually require:
Performing a work-based skill or task
Interaction with colleagues and/or customers
Your instructor will inform you of which one of the above they would like you to do. The
demonstration/observation will cover one of the unit’s elements.
The observation/demonstration will take place either in the workplace or the training
environment, depending on the task to be undertaken and whether it is an observation or
demonstration. Your instructor will ensure you are provided with the correct equipment
and/or materials to complete the task. They will also inform you of how long you must
complete the task.
You should be able to demonstrate you can:
1. Develop integrated performance-management processes
2. Facilitate the implementation of performance-management processes
3. Coordinate individual or group learning and development
You should also demonstrate the following skills:
Reading
Writing
Oral communication
Numeracy
Navigate the world of work
Interact with others
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Get the work done
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Activities
Activity 1A
Estimated
Time
90 Minutes
Objective To provide you with an opportunity to analysesorganizational strategic and
operational plans to identify relevant policies and objectives to be addressed
in integrated performance-management processes; and develop objectives for
performance-management processes to support organizational strategy and
goals and to build organizational capability.
Activity Written Exercise
 Select 2 electronic HR Information Systems from the internet.
 Review the Performance Management modules of each system.
 Compare the strengths and weaknesses of each module.
 Present a 1500-word report on the results of your research.
 Imagine the report will be read by a senior management team
deciding to choose one of the two products you have studied. They
will look for links to organisational objectives.
You can use the following website for information: .
www.comparehris.com – a site for comparing HR information systems.
Answer:
2 electronic HR information systems and review performance
management of each system:
HRIS:
Human resource information systems is the online solution which is
used for data management, data entry etc. which is related to the
human resource of the organization. With the increasing competition
and work load, HR systems are upgraded and shift from manual to
automatic. Software are equipped with advanced technology and user-
friendly. It is helpful for the company to achieve the objectives.
Two electronic HRIS are:
Netchex:
Netchex is the cloud based software, this technology can be used easily
and also provide relevant data which is required to run the company.
The software have complete package which is needed by HR to manage
the workforce lifestyle which starts from hiring till retirement. The
customer service which is provided by the software company is to
ranked. This is also the reason that big companies use netchex system
over other software. The main objective of software company is to give
good experience to HR so that HR can get satisfaction. It gives benefits
to the administration. Apart from admin work it also gives facility to
carry other work. It is helpful in storing attendance and also denote
attendance with time so that company can know that who is not coming
on time. It has systems installed that calculate salary after deducting
the amount of late comers. This online system help to review the
performance of employees with the help of snapshot approach. When
the employee's performance is noted on people then it is very difficult
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to see the employee development and their performance growth. Using
netchex employees data is safely saved at one place and can be used in
the future. It is easy to locate the improvements if any has made by the
employees and also HR can see opportunities through this. The data
which is tracked by HRIS related to the performance management is
moved in one direction. Managers can also use the software in
providing feedbacks to the employees on daily basis. As soon as the
project is completed manager review the performance of the staff and
give feedback, manager appreciate for the good work and guide
employees if they had done any mistake so that good quality of work
can get in the future. Faster feedbacks can be given using this tool. This
system has made payroll process easy. Payroll is the time-consuming
process and have to done carefully because it includes lot of data but
with the help of software company can do payroll easily with no delays
and accurately. It also helpful while doing tax payment as tax payment
is complex but via netchex software, tax can be paid easily.
APS payroll and HR:
APS is the effective software, the main aim of the software is to make
payroll work easy. The company which has made this software take
care about their clients and give them good services with the advanced
technology. The software is designed in such a manner that it makes
workforce management tasks easy. It is helpful in process the payrolls
in hours when earlier to process the payroll takes days. Through this
work of HR has shifted from manual to automatic. It is helpful at the
time of recruitment by making hectic recruitment process easy.
Applicants can be easily tracked with the help of aps payroll tool and
can be sorted that which applicant is suitable for the position and which
are not. Those applicants which are not suitable system make different
section of that. It gives benefits to the administration with the online
enrolment. Through this tool HR get help in the decision-making
process. Workforce planning can also be done using this tool. Employee
turnover rate can be easily viewed so that company can take action to
reduce the employee turnover rate. It is the helping hand of HR in
every activity.
HRIS which is APS payroll is used on regular basis for tracking the
employee achievement, errors and gives performance review swiftly.
Now managers does not need to remember every event and need to
remember overall progress of the workforce. As the software gives
automatic update. This system has the feature of notes options where
the review regarding employee performance get saved and give idea
about the work cycle of employees it is helpful in setting goals which
can be organization related or employee related. It gives clarity related
to goals to the employees which has to be achieved. It is helpful in talent
management which benefit the company because company can retain
high performer. As high turnover rate is not good for company because
it incurs cost and also adversely affect company's reputation. With the
growing competition where everything is getting automatic it is
required that HR also get automatic software because they are
responsible for hiring effective workforce.
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