BSBHRM403: Supporting the Performance Management Process - Q&A

This BSBHRM403 assignment provides solutions to short answer questions related to supporting the performance management process. It covers key aspects such as ensuring positions have current job descriptions with key requirements, assisting in reviewing the performance management system to align with the organization's strategic direction, ensuring managers provide consistent performance indicator reports, and checking that performance appraisal meetings are held on time with proper documentation. The assignment also addresses procedures for acknowledging good performance and addressing underperformance, highlighting the importance of aligning employee tasks with business objectives and documenting individual performance for career planning.

BSBHRM403: Support performance management process
Learner Short Answer Questions
Assessment A
Student Name:
Student Number:
Trainer/Assessor Name:
Due Date:
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BSBHRM403: Support performance management process
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Instructions to Assessor
Prior to conducting the assessment read this document in its entirety with the individual or group of
learners and seek feedback on the understanding of the assessment requirements and outcomes.
Contextualise the activities, observations/demonstrations and other submitted evidence to ensure it
reflects the individual learner or group. Check this against the mapping, to ensure it is still valid. This
assessment has been contextualised to better reflect the required learner information and outcome
of assessment.
Ensure that the learner is allocated the appropriate time and resources required for the tasks,
including that the workplace (or simulated environment for learners that are not working) is suitable
for the parameters of any required task, to ensure the learners will have an appropriate opportunity
to satisfactorily demonstrate their required skills and knowledge to result in a Satisfactory (S) result
for the assessment tool and Competent (CO) in the Unit of Competency (UOC) overall.
Advise the learner prior to conducting a practical observation assessment of;
 what will occur throughout the assessment process
 when the assessment will occur
 the level of competency expected
 how many times they must be assessed and demonstrate a satisfactory result as per the unit
training pack requirements
When appropriate, confirm arrangements for a third party to observe the learner in the workplace,
with the learner and the third party, including, that the third party understands the requirements
and instructions regarding the Third Party Observations/Demonstrations. The third party must be
someone in a position to make a valid comment on performance of the learner, e.g. Line Manger
Use the checklists and answer guides to assist you with marking, but never show or share them with
the learner or the third party. Gather supporting documents, where available and appropriate, as
evidence to help you make a judgement of the learner’s competency.
The learner needs to be deemed satisfactory for all of the criteria in the unit to gain competency.
When the assessment is complete, advise the learner of the outcome and record your comments in
the relevant section. You must determine whether they are CO or Not Competent (NC) and provide
appropriate and meaningful feedback.
If you are resulting the learner NC, ensure you outline why you have made this decision, and provide
advice on how the learner can improve skills/knowledge prior to their next attempt.
Where learners are unable to complete the tasks in the methods specified due to situations beyond
your/their control, you will need to make reasonable adjustments, without compromising the
assessment tool(s).
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Assessment Instructions to Learners
1. You must answer all questions/tasks in all sections below.
2. Read each question carefully and ensure you provide all the required information.
3. Submit the completed assessment on the specific date, time and location as advised by your
trainer/assessor.
4. This is an individual assessment task (or group subject to approval by the trainer/assessor).
5. Assessment answers must be typed using Microsoft Word (font size: 11, font: Calibri) or
handwritten as per the trainer/assessor instructions.
6. You are NOT allowed to copy straight from any internet-based or written materials available.
You must write your answers in your own words.
7. You are required to provide proper and appropriate referencing (if applicable).
8. You are NOT allowed to copy or attempt to copy the work of another student or permit
another student to copy or attempt to copy your work.
9. Penalties shall apply for copying, plagiarism and any improper use of materials or ignoring
instructions given by the trainer/assessor. Penalties may include failure of the unit and/or
other penalties as per the college’s academic misconduct policy.
10. It is your responsibility to attend to your classes and seek assistance from the trainer/assessor
to ensure you continuously succeed in good course progress and academic standing.
Remember all trainer/assessors are here to help so ask them if you feel you need it.
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Section 1 Questions/Tasks
Complete the following questions/tasks individually
Activity/Task 1
Objective To provide you with an opportunity to identify how to ensure all positions have current
position descriptions specifying key requirements of the role.
What should be included in the job role description?
The job description should entail the following :
The job title: job title summarises the activities that the job entails. Having ambitions job titles will most likely attract
applicants who are not qualified for the job or those with too much qualification for the job post. Having the right
selection of the job title is essential to avoid waste of time.
The duties that are main: the job description should detail the applicants on what they will be doing and what is
expected of them. Main duties details enable the applicants to assess themselves and weigh if they have the right
skills for the job to be done.
The role: the role of the applicants should be well documented and precise. What role will the applicant play in the
organization? If the job title is a supervisory position it should be documented. If the applicant is expected to work
in a team or independent the information should be captured.
Job location: the location where the applicant will be based should be detailed. Are they expected to work within
the organization premise? Are they allowed to telecommute? Is there traveling that requires one to go outside the
country?
Wages: it's important for employees to know how they will be paid. The employer should detail the starting basic
salary that the applicant will receive. Allowances and benefits should also be documented in the job details.
The organization: many applicants will like to have an idea of the company. They would like to know about the
organizational culture, the employee its has and the products that the company manufactures. The applicants would
also like to know what they should expect working for the organization.
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What are the key requirements of a job role?
Key roles are the relevant experience, skills qualification that an applicant should pose in order to handle a
particular task.
Relevant experience: different job level requires different experience in the similar field. The role requirement
highlights the experience needed for the job to be done.
Qualification: requirement role highlights the major qualification that the applicant should have. This can be degree
certification, other certificates and so on.
Attributes: the role requirement specify the graduate attributes that an individual should have. This can include the
ability to communicate effectively, the ability to work independently or in a teamwork. Attributes such as critical
and creative thinker are also specified.
Activity/Task 2
Objective To provide you with an opportunity to identify how to assist in reviewing the performance
management system to ensure it aligns with the strategic direction of the organisation.
What does a performance management system set out to achieve?
Performance management systems are used by the organization so as to get out certain outcomes from the
employee's given recent methods to drive employee behaviours. In the occasion where employee key drive it
rewards or incentive the method worked very well, but in occurrence where the management used development of
employee skills and learning as the key drive, the organization performance dropped drastically. The performance
management system assesses the employee performance at the end of the year then reward employees accordingly
to their performance. Most organization do reward employees who have been the most innovative during the year.
The performance management systems help employees in assessing their work progress and their career paths. The
system reaches out to developing employees in their specific job roles, which can have a positive impact on their
productivity and organization productivity in the end.
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How can you determine your organisation’s strategic direction?
Organization strategic direction can be determined through the use of the KPI, and development of the key
performance indicators of the organisation. When an organization has documented mission, vision and the
core values that drive the organization, this act as a pointer in the direction that the organization should
follow.
Activity/Task 3
Objective To provide you with an opportunity to identify how to ensure managers have provided reports
of performance indicators consistent with the position description requirements.
As a simulated workplace activity, you will need to engage in the following spoken communication:
 You must speak with a work manager and request the employee reports/records of performance
indicators that they have (as part of the organisation’s performance management system)
 You must use speak clearly, concisely and use appropriate interpersonal skills to facilitate cooperation
(e.g., a friendly manner and relaxed body language).
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Following on from question 1, you will need to read through two different employee reports and their
corresponding position descriptions (as provided to you by the organisation, under the direction of the assessor)
and confirm whether these are consistent with the position descriptions.
Write up your findings for each employee stating whether the performance indicators are consistent or whether
these are not appropriate to the role descriptions and why (approximately 70-100 words for each employee).
Employee 1.perfomance indicators consistent because the employee skills are in match with the job description.
Employee 2.perfomance indicator not appropriate because task allocated to the employee does not match the
employee skills.
Employee 3.perfomance indicators consistent because the employee skills are in match with the job description.
Employee 4.perfomance indicator not appropriate because task allocated to the employee does not match the
employee skills.
Employee 5.perfomance indicators consistent because the employee skills are in match with the job description
Activity/Task 4
Objective
To provide you with an opportunity to identify how to check performance appraisal meetings are
held in line with organisational timeframes, that correct documentation has been completed, and
necessary parties have recorded agreement.
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For an example organisation, determine an appropriate schedule for completing the process of performance
management.
This should take into account:
 The size of the organisation and the different work roles
 The number of staff
 Manager to employee ratios
 Current workplace policies and procedures for performance management
 Available work hours to conduct performance review
 Other work duties and obligations that must be carried out.
The best approach to be used in determining and completion of process perfomance is through the development of
key performance indicators. This is because the role of management is made more straightforward when managers
are able to develop the key indicators.
How can you check/monitor that performance appraisal meetings take place and that all documentation is
completed to required timeframes?
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Through alignment of the employee daily task with the business objectives strategic. Documentation of individual
performance in support of the career planning decisions.
provision of visibility and accountability clarification in relation to performance expectation
Task/Activity 5
Objective
To provide you with an opportunity to identify how to check appropriate organisational
procedures have been followed for acknowledging good performance and addressing under-
performance.
With reference to simulated organisation, identify three procedures for both acknowledging good performance
and for addressing under-performance.
Underperformance is the failure of performing duties and poor performance posed by the employee. On the other
hand, good performance is the performance that is productive and all duties assigned to the employee has been
done to the best quality.
There are different approaches to acknowledging and addressing the performance issue.
Be aware of the causes of the underperformance or good performance. It is important to know the causes of
underperformance. Knowing the cause will dictate if the approach to performance management.
Create an informal action plan. Create an action plan to curb the causes of the poor performance.
Develop performance improvement plan that is formal through the use of objectives that considered smart. This
plan should explain to the employee of the replication of not meeting objectives set.
If there has been a good performance noted, it is important to note the strategy to use in order to maintain the
good performance.
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From your own thinking, provide four indicators that show good and under-performance (four indicators for
each)
Four indicators that show good performance.
Company revenue increase at the end of the financial ear posing a profit.
Goals and objectives of the company have been met.
Customer satisfaction and good feedback from the customer.
The task assigned to employees have been done to the best of their knowledge.
Four indicators of poor performance.
Many tasks that are not yet done by the employee.
Failure to achieve the company short-term goals given the required resources.
Loyal customers start to prefer competitors’ products to the organization product despite the price being low.
Poor management in the organization is an indicator of poor performance.
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Task/Activity 6
Objective To provide you with an opportunity to identify how to provide advice and support where there
is dissention about performance appraisal outcomes.
As a simulated workplace activity in the business industry, an employee visits you to discuss an issue they have
with their performance appraisal outcome. They have been asked to take on additional duties which although are
reasonable to the work role, they are not trained to do. The employee is not happy with the outcome; they are
unsure of the impact of these changes and what this will mean for them.
You must:
 Discuss how support can be given to them to achieve competency with these duties (for example, skills
training, instruction and/or initial supervision when undertaking the new duties).
The employee taking an initiative to discuss the negative outcome of their performance appraisal is a good indicator
that the employee is willing to learn and change the current state of their performance appraisal to a better
performance.
Support can be given to the employees through various ways: First, a review of the jobs allocated to the employee
should be done. The employee-supervisor should be advised to arrange for a training program for the employee. The
training goal is to equip the employee with the necessary skills to do the job. Motivating employee will continually
give them strength to do the new task and handle new challenges posed to them.
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Task/Activity 7
Objective To provide you with an opportunity to identify how to clarify goals and methods of the
performance-management system to employees.
As a simulated workplace activity, write down the goals of your organisation’s performance management and the
methods used to measure this (less than 150 words).
You should:
 Explain performance management and how this benefits the organisation and the employees
Performance management is the measurement of the organization objective against the overall achievement of
the organization. Performance management has numerous benefits to the employee such as clarifying the
employee expectations, promotes job satisfaction through a definition of the career path. To the organization, it
improves the performance of the organization, productivity and brings about cost advantage to the
organization.
 Define the organisation’s goals for performance management
Organisation goal for performance management may include the bonuses offered to the employee due to their
good performance. Organisation performance goal should be very clear to the employees.
 Clarify the methods used by the organisation to assess/measure employee performance.
Organisation uses various methods to assess the performance of the employee. This method includes rating of
the performance on a scale of 1 to 10.Assesing employee goals on the previous work and determines their
performance. Assessing employees skill and required skills to perform a certain task, compare if the employee is
performing to the expectation of the organization.
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