BSBMGT502 - Manage People Performance Assignment - Revision Draft 1

This document presents a student's response to a BSBMGT502 assignment focused on managing people performance. The assignment involves analyzing a case study of a Loan Processing Centre at Ajax Loans and also includes the student's actual workplace at Mascot Steel. The student addresses key areas such as identifying Key Result Areas (KRAs) and drafting Key Performance Indicators (KPIs) for their team. They propose standards of conduct for customer interactions, and outline an approach to gaining staff input on KRAs, KPIs, and standards. The assignment further explores risk management in work allocation, detailing potential risks and mitigation strategies. A work plan is developed, considering staff roles, clerical tasks, and addressing planned and unplanned absences. The student also discusses staff upskilling needs and the importance of cost-effective and efficient work allocation. Short answer quizzes and practical exercises are also addressed. The assignment demonstrates an understanding of team management, communication, and performance improvement within a business context.

Instructions
 Use the provided Workbook to guide you through this Assessment
document.
 The Workbook will ask you to complete parts of this document
progressively – which are your assessment activities.
 By completing this document a part at a time – you will make
steady progress and be able to make the best use of small amounts
of available time.
 Upload this document on Webclass when completed, or earlier if
requested. Note that when uploading this document you are making
the following declaration about your assessment activities.
Manage People Performance
Assessment Declaration
Student Details
Students Name Mohammad Samad (SFT)
Employer Mascot Steel
Assessment for unit/s of competency:
BSBMGT502 Manage people performance
Declaration
 I declare that the answers in this Assessment are my own work.
 I acknowledge that it is a serious breach of academic policy to
copy from another student or the internet.
 I believe that I have satisfactorily met the requirements for
competence.
#Students Signature Submitted under Electronic Signature
via Webclass
Call 1 300 201 881 for student support and to book a
time to conduct Skills Checks
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Assessment Activities
To complete this assessment there are a range of assessment
activities:
 Short answer questions to ensure that you meet the required
knowledge requirements. Complete the listed Quizzes in Part A of
this document.
 Skills Checks – to practice and demonstrate on-the-job
performance feedback skills
 Case studies to enable you to show practical application of the
required skills and knowledge.
 Practical exercises to show practical application of the required
skills and knowledge in the Practical Skills section.
It is recommended that you complete each Part of the following
assessment activities before progressing to the next.
Workbook - Resource Materials
A College Workbook has been provided to assist you in learning or
refreshing your knowledge in this field. At the beginning of each
separate assessment activity you will be referred to the relevant
section of the Workbook and any other resources.
Alternative Assessment Activities
If you wish to substitute the assessment activities with up to date
workplace evidence, or equivalent activities, please contact your
College Student Adviser.
Please Call to Get Assistance
Phone or email the College to get assistance. Often a quick call can
solve a problem that you may spend too much time on.
Call 1 300 201 881 and ask to speak to a Student Adviser for this
subject.
Assessment Results
Your assessment results will be recorded on a separate document
called the Assessment Record that will be available on Webclass
once your assessment has been marked.
Comments on your assessment activities will be provided in the
copy of this document issued back to you in Webclass.
IMPORTANT NOTE: Performance Reviews are a high level communication
skill.
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It is normal to be required to undertake the Skills Checks multiple times
until you have gained and demonstrated the required skills level. Please
take the opportunity to practice and prepare before undertaking each
Skills Check.
Part A – Key Required Knowledge and Skills
Assessment Method: Short Answer Questions
Complete the following quizzes on Webclass.
The information to help you answer these quizzes is in on Webclass within the
Quiz.
Quiz 1: Key Communication Skills (for Leaders)
12/04/2019
Quiz 2: Discrimination Laws
16/04/2019
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Assessment Task Part B– Allocating Work
Answer the following using Sections 1 and 2 of the Manage People Performance
workbook.
Review the activities in this assessment and determine if you will be using
your current workplace as the basis for your answers OR the provided case
study option.
AJAX Loans Case Study Option
You are the Team Leader at Ajax Loans for the newly established Car Loan
Approval Processing Centre.
This centralised loans processing centre will receive all car loan
applications online, direct from customers. Previously all loans went to the
one larger loans centre. Your team will specialise in car loan applications.
Currently loans are taking on average 5 days to approve. This centre has
specifically been established to bring this down to 1 day approval for car
loans.
You are also aware that management has concerns about the number of
complaints from customers about the rude way they are asked to provide
missing documents like payslips and bank statements.
There are also very strict rules on getting Credit Checks completed on
customers only when they agree, and you know that your team must
strictly follow policy when doing these.
The workflow can be set so that the computer allocates work (loan
applications to review) either to the next available processing person; or
based on the $ value for the loan application.
The clerical steps in the process (like asking for additional documents) can
be done by the person processing the loan or that person can tick a field in
the computer system that makes these clerical tasks appear on someone
elses job list to do.
OR If you are using your workplace: explain the type of workplace and the
role of your team here for our benefit and understanding.
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Your team members in the new centre at AJAX Loans are:
Lisa: Previously a senior loan approval officer in the centre with 20 years
lending experience. She has authority to approve loans of all values, but
has Parental Leave starting in 3 months and plans to take 12 months off.
Kim: Previously a clerical assistant for over 10 years– but her new role will
be to approve loans up to $10 000.
And you have 2 new staff – Jack and Kareem - both with 3 years of
experience in car loans with a competitor. Neither have specific
awareness of your lending approval processes, but will be given authority
to approve loans up to $20 000. Kareem has however used the same
computer system before.
Bob – a new trainee who can undertake clerical jobs as well as do jobs like
the office mail and ordering stationery.
You expect that the volume of loans received will be manageable with this
staffing level (even with new staff) as Kareem is technically the
replacement for Lisa – but you have him from now. That means you have
an extra person in the next 3 months in anticipation for when Lisa will be
on leave.
OR If you are using your workplace: explain the type of specific job roles
and what their work tasks are here.
Q1. Identify 2 Key Result Areas that would apply to your team in the Ajax
Loans - Loan Processing Centre case study (or for your actual team where
you currently work).
Actual Team (Mascot Steel)
1. Customer Complaints and Satisfaction. This will be recorded in a
spread sheet end of the day with the number of complaints
received.
2. Sales Register to record all sales done on that day including dollar
value.
3. Estimator register to record all estimation done that day including
dollar value.
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Q2. Draft 2 Key Performance Indicators that you would like to apply to
your team members in the Loan Processing Centre case study (or for your
actual team where you currently work)
Mascot Steel
1. Attend to all enquiries from the VIP customers ASAP (maximum
within 1 hour).
2. Attend to all other enquiries within 24 hours.
Q3. Draft the standards of conduct would you would like staff in the Loan
Processing Centre case study (or for your actual team where you currently
work) to adhere to when communicating with customers (to avoid the
complaints now being received).
Mascot Steel
1. Never say “NO” to the customer rather use “unfortunately will not
be able to help you”
2. Never give further discount on a quote done by your colleague.
Q4. What approach would you take to gaining staff input into the KRAs,
KPIs and Standards of Conduct? Why would you take this approach?
I will consult and get feedback from the whole team and the team
members. This will help us to improve the team involvement in setting
targets and make them more involved and work effectively towards their
targets. This is a very effective communications in KPI and KRA and very
often overlooked without understanding the effectiveness of it.
Q5. Before allocating work between your team members – what risks are
there about the work tasks and team structure that you need to consider?
Identify the 3 major risks and for each – 2 ways you would address that
risk.
Three major risks.
1. Superiority – I could consider the task carefully before allocate them
to a team member as of what’s the importance and seriousness of
the task. This might cause confusion and de motivate other team
members.
- I will discuss this with the team member first and get his
willingness or convince him to accept the task
- Then I will task this through the team and inform why I preferred
to allocated this to him rather than others.
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The above will give the persona and others clear view and will avoid
conflict within themselves.
2. Equally loaded – I will set and allocate KPI based on each person’s
strength and weakness.
- I will allocate the Load between each of the team members
based on their capacity and strength. To do this I need to study
the strength and weakness which is a key factor in setting KPI
and KRA’s.
- I usually use the soccer team as an example. Usually a good
team consists of strikers, defence etc, in which each player has a
specific strength. I ask them always what will happen if all the
players are goal strikers. The team will be a disaster since
everyone will want to score a goal and not pass the ball.
3. Help – I will tell them not to hesitate to contact me if they need any
help in fulfilling their task.
- I will make sure I explain the task to them and ask them to
usually repeat what they understood.
- Even after this I will tell them not to hesitate to contact me if
they need any further clarification and help if needed.
Q6. Draft your planned approach to developing the teams work plan.
Consider the following issues for the Case Study (and equivalent questions
if you are basing your examples on your real work team)
A. Who you will allocate different loans to and why
B. Who the clerical aspects would get done by and why?
C. How will you address planned and unplanned staff absences?
D. What areas do you need to upskill staff in?
E. How will your work allocation be cost effective and efficient?
Darryl – I will allocate very small and quick jobs to him. Darryl span of
concentration is very small and also can’t not do continuous task but a
excellent person to do things quick. This strength of his also a draw back
since he cannot do continuous task and doesn’t like to be disturbed nor
will attend to anyone while doing it including me.
Matt – All tasks which need solutions and help will be allocated to him.
Matt’s strength is his selling and marketing talent. He will come up with
excellent solutions and ideas.
Vin – Vin gets all long and complicate tasks including clerical task since Vin
is young and dynamic and wants to learn. He is young fresh graduate from
University who wants to explore different aspects and love to take risk
(calculated risks)
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Hitesh – All tasks which needs more concentration and patient will be
allocated to him. Hitesh has 12 years experience in estimation and very
soft spoken and patient.
B. All clerical roll will be assigned to Vin due to his speed and nature of
interest in exploring things. Since this will be more of clerical job he is
young and knows all new technology.
C. Planned staff absence is very easy to handle. I will ask him to identify
critical issue before he leaves and will be allocated to another team
member. Since all are quotes and orders are done through Navisison it’s
easy to locate and track.
Unplanned absence will be dealt in the same way. Also, I have trained all
my staff as multi-tasking so ones work can be done by others.
D. I need to upskill my staff in customer care which needs a vast amount
of patient and talent. Understanding customers needs and frustration
requires a ultimate level of training.
E.I would understand the strength and weakness of every staff
before I allocate work to them. I have set up a self-gaol measuring
tool in spread sheet which id filled by every member at the end of
the day. This will give them self-motivation.
Save this document regularly, and make a spare backup copy on a
flash-drive or another computer.
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Q7. Skills Check 1 – Consulting about Work Plans
Note you can book to do this Skills Check when you undertake the Skills
Check for Q21 and complete them at the same time.
You decide to float your ideas about the new work plan with Lisa in your
team, given her experience.
Call your College Student Adviser who will play the role of Lisa and listen
to your thoughts about the work plan and give you input.
The criteria to apply to this Skills Check are:
Skills Checklist YES NO
Consulted on work to be allocated and resources available
Allocated work in a way that is efficient, cost effective and
outcome focussed
Conduct risk analysis in accordance with the organisational
risk management plan and legal requirements
Uses language and structure appropriate to context and
audience to explain expected standards of performance
Collaborates with others to achieve joint outcomes,
influencing direction and taking a leadership role on occasion
Enter here the date completed:
College Student Adviser:
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Q8. Skills Check 2
Note you can book to do this Skills Check when you undertake the Skills
Check for Q21and complete them at the same time.
Your College Student Adviser will then play the role of Kareem (or an
employer in your work team).
You will be talking to Kareem about your specific plans for his role and
discussing KPIs and expectations.
Ensure that you have specifics to discuss with Kareem and also take the
approach of seeking his input and level of commitment.
As well as the above criteria – these additional criteria apply to this Skills
Check:
Skills Checklist YES NO
Confirm performance standards, Code of Conduct and work
outputs with relevant teams and individuals
Develop and agree performance indicators with relevant
staff prior to commencement of work
Enter here the date completed:
College Student Adviser:
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Assessment Task Part C– Monitoring
Performance
Answer the following using Section 3 of the Manage People Performance
workbook.
Q9A. List three review or monitoring methods you could use (for the case
study or your real work) to identify that staff are performing their roles
satisfactorily.
1. Review of data / reports – I maintain a excel sheet of data for each team
member under me with their KPIs.
2. Regular 0ne on one meeting - Discussing their progress in work,
feedbacks from both ends and checking with their normal life.
3. Direct Observation
Q9B. How would you ensure that you monitored on a continual basis?
For continuous monitoring,
 Maintaining a single report will all KPI metrics and discussing them
weekly, to track their performance timely.
 Providing FAST feedback for critical incidents to solve the problems
and assist them.
 Asking their progress of the task at eod.
 Praise and Recognise the employee for their efforts in daily huddles
instead of waiting for a formal award ceremony.
Case Study Part 2 – Performance Issues
Note – A number of questions relate to this case study. Review all of the
questions before starting your answers.
Note - To complete this case study you will be required to make up some
assumptions about what each person’s view of the reasons for the conflict
and the acceptable resolutions are. Use realistic situations.
Lisa works in your team. She is an experienced operator and has always
achieved her Key Performance Indicators (KPIs). You have asked her to
mentor Kareem who is new to the team.
However you have noticed that Lisa is now not achieving her KPIs; nor is
Kareem getting any closer to achieving his (even though they are set
lower for new staff).
You overhear a big argument that Lisa and Kareem are having but are
unclear what they are arguing about.
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You now need to step in to resolve any conflict between the two and get
the KPIs back on target.
Explain how you would apply the steps to giving formal feedback in the
above case study by answering the specific questions below.
Q10. Although both are present, you decide to speak to Lisa first. How will
you “open the discussion” ie raise the issues of the KPIs not improving and
argument you overheard?
Opening the argument with Lisa, I would like to chat about the argument I
overheard between you and Kareem and have noticed a drop in yours and
Kareem’s KPIs for the last month. I would like to hear your views on this.
Q11. How will you explain your concerns about the KPIs and argument (ie
give good information)? Give some examples of where “ framing
statements” and “I statements” would be useful.
Lisa, I was disappointed on seeing yours KPIs not achieved for the first
time and your mentee Kareem also didn’t achieve his KPI. I'd like to find
out what is happening and what I can do to help get you in the track
again.
Q12. What 4 questions could you ask to get information from Lisa about
what is occurring? (ie gather good information)
1. Lisa I would like to hear your explanation of what happened in this
situation?
2. what barrier you had from achieving yours and Kareem’s KPI’s?
3. what could I done better for you during your mentoring?
4. how can we improve the situation together and get back on track?
Q13. Explain how you would use the "problem solving" process to resolve
this issue.
Initially it’s important to understand the problem leading to poor
performance and then resolve it with a mutually acceptable solution by
discussing with every possible solution with the concerned person and
finally deciding on it. Once it’s done, the required outcome performance is
clearly stated with the employee. Then the solution is implemented and its
evaluated and monitored for a certain period. If still the problem occurs,
then formal performance improvement program is implemented.
In this issue, solution can be a 20% production off for Lisa till the
mentoring period, but she should make sure Kareem achieve his KPI at the
end of his mentoring phase. This can be implemented by discussing with
her. From Lisa, I will be receiving a weekly report on both KPI to be in
track.
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Q14. What would be the appropriate way to document this performance
discussion and why?
E-mail is the best way to document this performance discussion. It’s
important to record performance discussions. Following are some of the
reason behind the importance of email performance discussion
1. Documentation helps in providing various proofs and evidence
that the issues of performance are discussed with the employee in
a concise and timely manner
2. Documentation also helps in offering the history of a worker or an
employee and also helps in knowing the improvements and failures
to improve the performance over time.
3. Documentation also helps in providing the evidence that supports
management decision to take an unfavourable actions such as the
discipline or the termination with the employees.
4. Documentation also offers that an employee or a worker deserves
an available opportunity as well as promotion over other employees
who are also eligible.
5. The documents also help in providing proofs regarding justification
for the increase and the decrease in salary or the reason behind not
receiving a raise.
Q15. Draft a Performance Plan that will put both Lisa and Kareem back on
track. Address the 5 points detailed in the workbook.
1. What needs to be done and achieved: in order to improve the
performance of Lisa and Kareem, both should be called for a
meeting and there should be a discussion about the issue they are
facing, further they should be given to complete within a certain
deadline
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2. How work will be done: since both of them are facing issues
together, it is important for them to learn the importance of
teamwork and thus the task should be done by both of them as a
team, so that they can solve all the issues and learn to work
together towards the same goals.
3. What support is required: in order to complete the task, they will
need two skills, problem solving and conflict resolution skills as this
will help them to complete the task successfully.
4. What good performance looks like: the performance will be
reviewed by documenting if both of them are able to meet the
deadlines on time without any conflicts.
5. Clarity on how and when further discussion about performance will
happen: the further discussion regarding the changes in
performance and behaviour will be discussed after 2 weeks
Save this document regularly, and make a spare backup
copy on a flash-drive or another computer.
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Part D – Performance Discussions
Answer the following using Section 4 and 5 of the Manage People Performance
workbook.
Q16A. What type of formal performance review system should be used in
the case study example (or at your workplace) as a regular review process
and why?
Some of the ways to review the performance are given below, it is very
important to review the performance of employees as it helps in knowing
as to where the employee if heading towards. It is also important to know
the issues that the employees are facing. Some of the simple steps that
can help in effective reviews are as follows
1. Review on the basis of agreed standards and targets.
2. Comparing the current performance with the targets decided
3. Supporting the inputs with some of the specific incidents, data,
behaviour and actions.
4. Focus on the negative issues and areas that need improvement.
As a manager and a supervisor, I will remain and behave positive and will
focus on recognising the strong performance and will help and motivate
the employees to improve the poor performance.
Q16B. How regularly do you feel these should these occur and why?
It is important to have a formal and a semi-formal review of the performance at least
twice a year as once a year process in not that helpful and it does not help the
organization or the employees as it gets too late and it also becomes very hard to
remember what happened a year ago.
The performance reviews are very important as it helps both sides of the table and it
helps in gathering thoughts and becoming more familiar with the areas that require
improvement as well as those that are working well. If the reviews are done right then
it becomes one of the best tools for the growth and development of the career of the
employees and the company
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Q17. Review the process for a formal performance review. How would you
ensure that your team members were aware of the process and were
comfortable with it?
The process of the performance review has the following steps
1. Development of evaluation forms
The evaluation of performance should be conducted in a fair
manner and it should as well as protect the interests of the
employees and they should also protect the organization from any
kind of legal liability, one of the best ways to manage this is by
developing an evaluation form for each and every evaluation. The
form should include the important areas of performance.
2. Identifying the measures of performance
The standard measures of performance should allow evaluating the
employee with the performance of the job and the objective of the
performance. These objectives although can be very time
consuming but it is also very powerful.
3. Setting guidelines for the feedback
Feedback is what performance evaluation is all about. So before
implementing the performance evaluation system, it is important to
make sure that each and every one who will be a part of evaluation
should be aware about the kind of feedback to give and also how to
give it also the way to get it from the employee in return.
4. Create disciplinary and termination procedures.
In some of the cases, after the thorough evaluation of the
performance and the discussions of the expected improvement, the
employees will have to continue to perform in a poor manner and
thus one needs to be prepared with such situations. By having a
well-designed written disciplinary and termination procedures in a
place. These procedures should outline actions that will be taken
when the performance deteriorates which is also a verbal warning
and a written warning if there is no reassurance and improvement
and termination if the situation is not ultimately resolved.
5. Set an evaluation schedule.
Once the evaluation system is built the manager then can
decide the date and time of the performance evaluation.
Some practices do all employee evaluations at the same time
of year, while others conduct them within 30 days of each
employee’s anniversary of employment (the latter may work
better since it spreads the work of the evaluations out for
employer and employee). However you decide to schedule the
evaluations, ensure that each appraiser consistently meets
the deadline. Ignoring employees’ overdue evaluations will
make them feel devalued and may hurt morale and
performance.
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Q18. Select a pitfalls / traps in the appraisal process and explain how you
would ensure that it didn’t creep in to your practices.
Training, time and experience helps the people in learning the way to manage and
conduct strong appraisals that can lead to various positive outcomes. There are some
of the actions that can be taken, in order to increase the skills:
1. Talking to the people about the process and listening to their feedback.
2. Utilizing the training courses or resources in the organization.
3. Learning from the supervisors, learning from their success as well as mistakes.
Lack of participant training for the employees should be aware about the process if
review and become comfortable with it. This will need practice sessions, training and
information brochures and some of the guidelines if they complete the forms, one
should not overdo it, but do take steps to ensure people can get best value form the
process and effort.
It is very important to avoid traps as employees deserve a fair assessment and they
rely on the company for this and thus it is very important to spot the mistakes and
traps that can affect the effectiveness of the company
Traps to Avoid People deserve a fair assessment, and they rely on you to
deliver one. Learn to spot traps and mistakes then can take away from
the effectiveness of your effort.
Save this document regularly, and make a spare backup copy on a
flash-drive or another computer.
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Case Study Part 3 – Performance Discussions
George has also been transferred to your new Loan Approval Centre to
keep pace with growth in loan applications being received.
George in his first month with the team is well below average sales
results, refuses to wear a suit and tie when visiting important clients and
regularly takes long lunches at the local pub (and seems to be “tipsy”
when he returns to work).
Unfortunately, George is the older “father figure” who has been at the
company forever and is very good at relating to team members at a
personal level. So he has already established an “informal” leadership role
with the other team members.
A few of the other team members are also copying George's behaviour.
You know that you need to manage this situation to address the issues
and keep the team on track.
Apply the steps in conducting a formal performance discussion to
this case study.
Q19. What does George’s demonstrated “actions” tell clients about his
organisation’s real values and ethical standards, regardless of what the
promoted Code of Conduct might say?
One of the most destructive ways in which a bad employee behaviour can affect the
employees include the harm to the organization as employees are the representatives
of the company and in the above case George is continuously behaving rude with the
customers. All these things are destroying the reputation of the company, reputation is
something which take years on end to establish and unfortunately one wrong
behaviour of an employee can drain all the hard work for quality products, services,
and professionalism.
An unprofessional behaviour with the customer can harm the business and can also
leave the clients and the customers disgruntled and this makes the customer associate
with poor service and bad quality with the brand. A damaged reputation takes years to
bounce back from and in some extreme cases, it is irreversible.
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Q20. The workplace policy is that if an employee is being formally spoken
to about their performance they are to be invited to a private face to face
meeting. The invitation can be by email or memo – but must set an
agenda of the issues to be discussed; and allow the person the option of
bringing a support person with them (eg union rep)
Lisa Jones
Loan approval center
January 4, 2020
George
Personal meeting
(Lisa and company)
35/37, Ludgate Hill, London EC4M 7JN, United Kingdom
Dear George:
It has been brought to the notice of the management of the company that you have
behaved very non-professionally and rude on several occasions with our customers.
As a manager of the company, I would like to discuss the same with you as I want
you to your work with serious attitude and passion. Please consider this letter as a
warning.
We invite you to meet me on 5th Jan 2020; at 11:00am at the conference room as the
board of directors need to discuss these issues. This is also to inform you that if you
continue your bad behavior, we will have no choice but to terminate your job.
Lisa Jones
(Manager)
Q20B.Why do you think the organisation has such a policy in place? Do
you think it would be suitable for your work environment? Why or why not?
What value does this add?
The policy of the company to invite the employee and discuss the
performance or behaviour is the right policy as face o face discussion
gives a personal edge to the discussion and it helps in listening to the
employee issues and discussing the matter in a more effective manner.
This policy is a kind of policy that is suitable for every work environment.
This policy adds value to to the company as face to face discussions or
communication helps in expanding the network and also helps in
enhancing the future communication. It also provides a feel of friendliness,
which helps in building successful relationships professionally
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Q21. Skills Check – Formal Performance Review
Please note that this skill is a high level communication skill. Many
students require practice and may need to undertake this activity a
number of times to develop solid skills.
You must now plan and conduct the performance discussion with George.
You are required to conduct this as a Role Play with a College Student
Advisor playing the part of George. You will be the team leader.
Please contact your advisor to schedule a date and time. The Role Play will
take approximately 10-15 minutes.
The content of your Role Play will need to:
• Address organisational values and behaviour, such as integrity and
credibility
• Reinforce and agree on established KPIs for Performance and
Behaviour
You will need to take notes on the outcomes of your Role Play
discussion with “George” to complete later questions.
You will be assessed on the following Role Play Requirements:
Role Play / Observation Checklist YES NO
Established the reason for the meeting
Explained the process and opportunity for discussion
Remained respectful and positive throughout
Ensured a 2-way communication process by listening and
inviting input
Explained the performance issues one at a time
Sought the team member’s input and feedback on each
before moving to the next
Discuss risks to the business of unethical behaviour
Identified applicable business policies, procedures or
legislation relevant to the communication
Clarify and confirm understanding of required behaviour
Agree on action or changes required
Determine and communicate follow-up/monitoring actions
Closed the discussion in a positive and professional manner
Record date Skills Check completed here
With Student Adviser Name:
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Q22. Congratulations on a successful outcome from your meeting with
George! To complete the process you will need to document the results.
Draft a message to George that reflects the outcome of your Role Play
Your message must:
• Be positive about outcomes achieved
• Address improved leadership and role model expectations
• Outline required actions for behavioural requirements
• Include your follow-up/monitoring plan
• Seek feedback and agreement
Type your draft message here
Q23A. Why would it be important to not get involved in personal
counselling and involve your HR department?
In the complex business environment today, HR counselling is something which has
become very important and a big responsibility for the HR managers as counselling
plays a very important role in different aspects of management. In the context of the
organization, this is a kind of discussion with the employee about a certain problem
that usually has an emotional problem that can be personal as well. Employee’s
personal factors may be his personal and family life, unwelcome happening in his
family life, his inability to meet job requirements, etc. All these factors lead to
emotional mal-adjustment, and if it is not overcome by proper counselling, the
employee may show the sign of breaking up which is dysfunctional to both the
organization as well as the employee.
Q23B. What support services may HR be able to assist with when staff
have personal issues?
Following are some of the things that an HR can do in order to help the staff with
personal issues.
 The HR should set a tone of compassion in office as this will give the
employees confidence to approach the HR with their struggles.
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 The HR should also be creative with the solutions. A flexible schedule may
allow a person to maintain their output without much disruption.
 The HR should also check in from time to time, both to reassure the employee
and to make sure that further adjustments or accommodations aren’t needed.
Q24. Describe the activities you would undertake to recognise excellence
in performance from specific staff members. What would you do and how
regularly and why?
One of the best ways to recognise excellence in the performance of staff members is
to distribute the non-cash rewards, it is the best way to thank the employees for
putting in extra hours on a deadline, and monetary incentives are fine but instead
giving a gift card for shopping for a coffee shop scratch tickets, movie tickets, or
other universally-appreciated gifts that will let them know you appreciate them,
while giving them a reason to have some fun.
Save this document regularly, and make a spare backup copy on a
flash-drive or another computer.
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Assessment Task Part E – Follow Up
Answer the following using Section 6 from the Managing People Performance
workbook.
Q25. Provide an example of when you would use on-the-job coaching to
help improve performance or to verify the required skills existed.
One of the best examples of this situation is, for example:
When an employee’s long term goal is to take up the new responsibilities
that are more aligned to his/her passion, in this case the employee can be
given on job training and skills so that they would develop the knowledge
and skills needed for new projects and this would also help the employee
in aligning with the new teammates which will bring in wider goals for the
team
Q26. You will recall that in your case study – you have 2 new staff and one new to
their role. Draft a development plan for one of them that addresses specific follow up
and development activities that would be appropriate to improve the speed of their
ability to perform at the required level.
Step 1: Consider business goals
Before setting the objectives for the employee’s development plan it is important to
align the development needs of the company and the needs of the business. It is
important to consider the long and the short term business objectives
Step 2: Talk to your employees
The manager should not assume the skills and career aspirations of the employees,
thus it would be important to talk to the employee members to get a better
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understanding of what their career goals are. You should also ask your employees to
assess their own work and discuss any challenges they’re having in their current
position
Step 3: Recognize potential vs. readiness
After assessing the employee, it would be important to remember that there is a
different among the potential and reediness.
Step 4: Consider all types of training and development
Once the objectives are clear, it is now time to figure out the employee and the way in
which the employee will acquire new skills Formal classroom training or online
courses are only one way to help your team expand their talents.
Step 5: Create a plan for before, during and after
Once all of this is done, it is important to learn some of the specific opportunities and
also to create a plan in a timely manner, one pan before the training, during the
training and at last after the training, this makes the process much easy
Q27. Skills Check – On the Job Coaching
You observe that one of your staff members uses very direct language
when requesting documents from customers. This comes across as rude
and triggers complaints.
You determine that you will provide them with some on-the-job coaching
to address this specific skill.
You will undertake this activity with your College Student Adviser playing
the role of your new staff member.
You will be assessed on the following Role Play Requirements:
Role Play / Observation Checklist YES NO
Explain the purpose of the coaching session
Demonstrate to them how you want the phone calls
conducted
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Explain the key aspects of the procedure you want used
Prompt them to practice and demonstrate
Provide realistic feedback
Record date Skills Check completed here
With Student Adviser Name:
Assessment Task Part F – Escalation &
Termination
Answer the following using Section 7 from the Managing People Performance
workbook.
Q28. Draft a written warning for a fictional member of your team who has
consistently gets complaints of rudeness from customers (despite 2 on-
the-job coaching sessions that show they have the skills).
Make up details and specifics as needed to prepare your warning and be
sure to include the points listed in the workbook.
Dear Mr Joseph Delgado:
This warning letter is for rude behavior is being issued for violation of our
employee conduct policy confined in our employee policy manual.
On April 12, 2009, at approximately 2:20 pm you told a customer to "get out”
After your supervisor asked you about the happening you acknowledged that
you had said this to them Mr Delgado, you are to continue professional at all
times. This Business was founded on a reputation of having an excellent
working atmosphere. In the forthcoming if you ever have an issue with a
customer it is very significant that you pursue out your supervisor to help you
with sorting out any matter. Our employee handbook also clearly outlines our
policy on disrespectful behavior on page 22.
Although you received a copy of the employee handbook at your orientation
on December 10, 2006, you are being provided another copy as part of this
notice.
Going forward if you disrespect anyone, or violate any work rule or policy you
will be subject to additional disciplinary action up to and including possible
termination.
As a reminder this Company recognizes that you are an "Employee-At-Will."
Because you are an "Employee-At-Will" either you or the Company can end
the employee employer relationship at any time for any reason or no reason at
all.
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Steven G. Colby
Supervisor
Q29. In your own words summarise the procedures or policies you must
follow to ensure the individual is treated fairly and the organisation meets
unfair dismissal legislation.
Even though termination can be justified, the termination occurs can result into an
unfair dismissal under the Fair Work Australia Act.
If the dismissal is thought to be "harsh, unjust or unreasonable" then it can be unfair
under this legislative act. For this some of the factors should be kept in mind: Whether here is a lawful reason founded on volume or conduct
 Whether the individual was informed of that reason
 Was the individual given an occasion to respond?
 Was the individual permitted to have a provision person present during
conferences?
 Was the individual cautioned about the unacceptable performance proceeding
to dismissal?
 The size of the organisation would be likely to influence on the procedures
 Was the lack of a devoted HR section, specialist or expertise a factor
Q30. Explain why Termination for Serious Misconduct is sometimes
appropriate, but should be reserved for special circumstances
Termination should only be for some of special circumstances and not for
any serious misconducts
The definition of special misconduct under the Fair Work Regulations
2009
 wilful or deliberate behaviour by an employee Depending on the
circumstance, examples of serious misconduct include:
 theft;
 fraud;
 assault;
 intoxication at work;
 refusal to carry out lawful and reasonable instructions
Q31. Where would you go to find out the relevant award or access the
Fair Work Information statement to ensure that your actions were not
breaching industrial law?
All employers in the national workplace relatives system must stretch
every new worker a copy of the Fair Work Information Statement before or
as soon as conceivable after they twitch their job. If in doubt about
presentation or termination matters an employee can speak to the HR or
contact Fair Work Australia
Save this document regularly, and make a spare backup copy on a
flash-drive or another computer.
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Part P – Practical Skills Demonstration Assessment
College qualifications are “vocational” qualifications, meaning that you must be able to demonstrate that you can apply the skills and
knowledge you have learned in a realistic workplace context. Add examples of how you have done this to the table below. Contact your College
Student Adviser if you have difficulty doing this.
Mohammad Samad (SFT)
Examples of allocating work to team members
Insert at least 2 examples here
Examples of assessing team member performance
Insert 2 examples here
Knowledge of providing feedback to team members about performance
Insert 2 examples here
SUBMIT ASSESSMENT on Webclass after completing and saving this update.
Trainees ALSO complete and SUBMIT the following page
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Part S - Supervisor Checklist
Students enrolled as Trainees must ask their Supervisor to complete this
section. Then scan it and lodge on Webclass under Submit Assessment.
It will confirm that competency has been demonstrated in the workplace.
1. Complete Part P - your evidence of Practical Skills and workplace
competency on the previous page and print that section.
2. Print this section - Part S.
3. Provide both Part P and S to your supervisor to sign to confirm
they agree that you have demonstrated the required skills in the
workplace.
4. Scan and upload both sections as one document to Webclass
Supervisor List of Skills to be Observed in the Workplace
Please confirm that the required activities have been carried out to
the level of skill and knowledge required at your workplace.
Employees Name: Mohammad Samad (SFT)
The employee has the skills and knowledge to: YES NO
Allocate work:
Consult with team members and manager
Develop work plans
Assess team member performance:
Ensure participants aware of processes
Conduct performance management in line with
procedures
Monitor and evaluate performance
Follow Up and escalate issues:
Seek assistance as needed
Escalate issues for advice

Supervisor Workplace Confirmation of
Competence:
Students Name: Mohammad Samad (SFT)
Supervisors Name:
Employer: Mascot Steel
Unit/s BSBMGT502 Manage people performance
 I verify that the participant has implemented our organisational procedures in
the workplace.
 I confirm that the employee has demonstrated competence in the workplace.
 I have signed off that unit on the Training Plan.
X Supervisor’s
Signature: / /
Once signed by your supervisor - scan and upload sections P
and S as one document to Webclass under SUBMIT
ASSESSMENT.
This section will be merged with your earlier submission of
your assessment activities.
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