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BSBMGT502

Manage people performance

Learner Workbook

Candidate Details 3

Assessment – BSBMGT502: Manage people performance 3

Competency Record to be completed by Assessor 4

Observation/Demonstration 5

Activities 6

Activity 1.1 6

Activity 1.2 - 1.6 8

Activity 2.1 11

Activity 2.2 - 2.4 14

Activity 3.1 - 3.5 16

Activity 4.1 - 4.6 20

Activity 4.7 23

Skills and Knowledge Activity 24

Major Activity 25

Appendices 26

Appendix One –Individual Work Plan 26

Appendix Two – Quantifiable Risk Analysis 27

Appendix Three Performance Management 28

Appendix Four Coaching plan 29

Appendix Five: HR Professional Consultation Template 30

Appendix Seven: Counselling Plan 31

Appendix Eight: Performance Plan 32

Candidate Details

Assessment – BSBMGT502: Manage people performance

Please complete the following activities and hand in to your trainer for marking. This forms part of your assessment for BSBMGT502: Manage people performance. Remember to always keep a copy of your assessment before submitting.

Name: _____________________________________________________________

Email: _____________________________________________________________

Employer: _____________________________________________________________

Declaration

I declare that no part of this assessment has been copied from another person’s work with the exception of 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 with the exception of 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: ____________________________________________________________

Learner 3: ____________________________________________________________

Signed: ____________________________________________________________

Competency Record to be completed by Assessor

Learner Name: __________________________

Date of Submission: __________________________

Date of Assessment: __________________________

The learner has been assessed as competent in the elements and performance criteria and the evidence has been presented as:

	Satisfactory (S) Non-Satisfactory (NS)	Assessor Initials
Activities 1.1 – 4.7
Skills and Knowledge Questions
Major Project

Learner is deemed: COMPETENT NOT YET COMPETENT (Please Circle/Highlight)

1. Resubmission Date: ________________________

2. Resubmission Date: ________________________

3. Resubmission Date: ________________________

Comments from Trainer / Assessor:

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Assessor Signature: ___________________________ Date: _______________________

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 a 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 have to complete the task.

The learners will need to demonstrate they can:

1. Allocate work

2. Assess performance

3. Provide feedback

4. 4. Manage follow up

You should also demonstrate the following skills:

Learning

Reading

Writing

Oral communication

Numeracy

Navigate the world of work

Interact with others

Get the work done

Activities

Activity 1.1

Estimated Time

45 Minutes

Objective

To provide you with an opportunity to consult relevant groups and individuals on work to be allocated and resources available.

Activity

There are three goals that impact on a manager's decision-making process. List and briefly explain each in your own words.

------------------Strategic Goals : ---------------------------------------------------------------------are articulations of what your association would like to attain over the another five to ten along time.

Activity 1.2 - 1.6

Estimated Time

1 Hour

Objective

To provide you with an opportunity to develop work plans in accordance with operational plans; allocate work in a way that is efficient, cost effective and outcome focussed; 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; and conduct risk analysis in accordance with the organisational risk management plan and legal requirements.

Activity

Using your knowledge of your department and the nine steps of the allocation work plan, explain how your department allocates their resources.

In each step of this process, provide an example on how you believe the plan was researched, the stakeholders who were consulted and how work was allocated.

Do you believe that the plan that you organisation uses could be enhanced? Give examples of how you believe the system could be improved.

1. Providing clear instruction

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2. Identifying the consulting with key stakeholders

3. To make sure that work is allocation in alignment with operational plans

4. To allocate work as per the organisation’s policies and procedures and cost effectively – In this step you are to discuss what would happen if too many staff were off work sick and a large demand for an order needed to be processed. How would the resources be re-allocated?

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5. Communicating and collaborating plans with others. - What communication processes are in place? Are they sufficient for your needs? Give an example for your answer

6. Confirming performance requirements

7. Following performance indicators

8. Developing individual work plans

9. Undertaking risk analyses in accordance with the organisation’s risk management plans and legal requirements.

Activity 2.1

Estimated Time

45 Minutes

Objective

To provide you with the chance to design performance management and review processes to ensure consistency with organisational objectives and policies.

Activity

What is a performance management system?

------------------------is a method used to measure the ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Case study question – read the following:

Job Description

Purpose of the position

The Administrative Clerk is responsible for providing administrative and clerical services in order to ensure effective and efficient operations.

Scope

The Administrative Clerk reports to the Senior Administrative Officer and is responsible for providing administrative and clerical services. Providing these services in an effective and efficient manner will ensure that municipal operations are maintained in an effective and efficient manner.

Responsibilities

1) Provide administrative support to ensure that municipal operations are maintained in an effective, up to date and accurate manner

Main Activities:

· Type correspondence, reports and other documents

· Maintain office files

· Open and distribute the mail

· Take minutes at meetings

· Distribute minutes

· Coordinate repairs to office equipment

2) Provide support to Council to ensure that Council is provided with the resources to make effective decisions

Main Activities:

· Maintain confidential records and files

· Maintain records of decisions

· Arrange for payment of honorariums

· Research and assist with the preparation of motions, policies and procedures

· Review and edit reports to the Board

· Prepare correspondence for Board members

· Prepare documents and reports on the computer

· Schedule Board meetings

· Prepare agendas for Board meeting

Administrative Assistant

· Prepare packages for Board meetings

· Attend board meetings

· Record minutes and submit minutes for approval

3) Provide receptionist services

Main Activities:

· Greet and assist visitors

· Answer phones

· Direct calls and respond to inquiries

4) Perform other related duties as required

As a Manager, one of your responsibilities is to assist in the development of a management plan for members of your team. Sally has recently been employed in your organisation as an Administration Assistant.

Christine, a member of your HR team is unclear about what review procedures are sufficient for Sally. To assist Christine, you are to consult with your team and determine the Key Performance Indicators should be for this role as shown in the Job Description provided above.

Develop a Performance Management System for the position in the job description provided above.

What skills did Sally need to demonstrate that she was the person for the job?

Based on the skills in 3, briefly outline the performance requirements, standards and measures required. Consult and negotiate with the team.

Develop an individual performance plan.

How will you track the performance plan you completed in Appendix Eight? Should it be formal or informal? Why?

Reflect on this performance management plan. What were you hoping to achieve by using the performance system?

What should you do to make this system work?

Activity 2.2 - 2.4

Estimated Time

30 Minutes

Objective

To provide you with an opportunity to train participants in the performance management and review process; conduct performance management in accordance with organisational protocols and time lines; and monitor and evaluate performance on a continuous basis.

Activity

Succession planning is the process of identifying people within an organisation who have the potential to fill future management and leadership positions.

Case study exercise: You have been asked to choose a member of your team who can learn all aspects of your job (with succession planning in mind). With a person from your group acting as the identified person, discuss the skills that are required to perform your job and discuss their skills. Identify the variances in the skill level and determine what training is needed to bring their skills and knowledge to the level of manager within your organisation.

Training Plan for: Dept: Date:

No need to full all of them

What training is needed	Business need solved	Priority link to Business Strategic Plan	Time Needed	Planning Needed	Budget & Notes

Use the Performance Management Time line to determine how the succession planning arranged above can be planned, including reviews, training and how the team leader can measure their performance.

Performance Management Time line

General

Probationary staff

Special cases/interim reviews

Performance planning/review meetings

Documentation

What behaviours should the team leader demonstrate?

Activity 3.1 - 3.5

Estimated Time

1 Hour

Objective

To provide you with an opportunity to provide feedback.

Activity

Feedback is important because it allows/provides management and staff information on areas where they can improve.

Using the information that you have developed in Activity 2.1-2.4, answer the following questions.

1. Why are you assessing this staff member?

2. On what functions, skills, behaviours, or activities is this assessment based?

3. On what standards is this assessment based?

4. What are the facts of the situation?

5. What do you plan to do with the results of your feedback?

6. What methods will be used to give feedback to the team leader?

7. Provide feedback to your appointed team leader to say that he/she is underperforming and requires more one-on-one training. The team leader is intimidated about the position. You need to build the team leader’s skills and knowledge to motivate the team leader and build his/her confidence.

8. Develop a coaching plan addressing these issues

Coaching Plan

Name: ____________________________________

Manager: __________________________________

Date of meeting: _____________________________

Areas where excellence in performance has been demonstrated

Performance areas needing improvement

Additional items (i.e. training and professional development needed)

Next steps

9. The informal feedback that the team leader has received does not seem to be working. With your team, develop a more structured feedback session that addresses the team leader’s needs and organisational policy.

10. Use the seven key elements of coaching by Larson and Richburg (2000) to analyse whether the plan that you have worked together to fulfil is effective. If you find a lacking in any area, may recommendations on how you may close the gap.

Context:

Clarity:

Commitment:

Course of Action:

Coachability:

Confidentiality:

Chemistry:

Activity 4.1 - 4.6

Estimated Time

1 Hour

Objective

To provide you with an opportunity to write and agree on performance improvement and development plans in accordance with organisational policies; seek assistance from human resources specialists where appropriate; reinforce excellence in performance through recognition and continuous feedback; monitor and coach individuals with poor performance; provide support services where necessary; and counsel individuals who continue to perform below expectations and implement the disciplinary process if necessary.

Activity

Case study exercise: The new sales figures are in and they are not good. All feedback shows that the fault is not due to the product, as the customers have advised you that the product exceeds their expectations, not only in terms of quality performance but also in terms of price.

You personally visit your team and find that morale is very low. Several weeks ago, a member of their team was killed when a wall of parts fell on them when a shelf snapped. After WorkSafe closed down the factory for a week, it was re-opened. The company hired to supply the shelving and build it did not maintain its duty of care to provide safe equipment. Both the client and to a lesser degree the company was fined.

Staff had reported the shelving and the company had failed to take the correct action. Your first aim is to suggest ways in which to change this negative attitude. As this is outside your field of knowledge, identify what HR experts will be able to assist you in changing the negative morale of staff.

As a group exercise – choose a member of the group to act as your HR contact, a trainer, and a member of the work team and answer the following questions.

1. Consult with your HR contact on the above issue and discuss what you can do to help your team and their performance at work.

Make recommendations in regards of ways in which the team has more control of the environment. What training could you provide the team to give them the skills to take more control of their environment?

2. What recognition do you believe that team members should be given to build confidence and morale?

3. How can you determine whether the training, coaching or mentoring is successful?

Include feedback discussions with both the trainer and the team member to further investigate this.

4. What support services should the team be supplied with?

After three months, two members of your team are not making any effort to respond to the changes made internally and have not taken advantage of the opportunities to improve their skills. They are still negative and this is not having a good impact on the rest of the team.

5. Use your knowledge of counselling to develop a counselling session to address these issues.

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Activity 4.7 no need to do it

Estimated Time

45 Minutes

Objective

To provide you with an opportunity to terminate staff in accordance with legal and organisational requirements where serious misconduct occurs or ongoing poor-performance continues.

Activity

Your organisation does not have procedures on how to terminate an employee.

Access the FairWork Australia site URL Address: www.fwa.gov.au

1. Discuss what you will need to do to initiate and terminate a member of your team’s employment. If necessary, set the procedure out in a flow chart.

Skills and Knowledge Activity

Estimated Time

1 Hour

Objective

To provide you with an opportunity to demonstrate your knowledge of the foundation skills, knowledge evidence and performance evidence.

Activity

Complete the following individually and attach your completed work to your workbook.

The answers to the following questions will enable you to demonstrate your knowledge of:

· Learning

· Reading

· Writing

· Oral communication

· Numeracy

· Navigate the world of work

· Interact with others

· Get the work done

· Outline relevant legislative and regulatory requirements

· Outline relevant awards and certified agreements

· Explain performance measurement systems utilised within the organisation

· Explain unlawful dismissal rules and due process

· Describe staff development options and information.

Answer each question in as much detail as possible, considering your organisational requirements for each one.

1. How would you communicate expected standards of performance, effective feedback and to coach staff who need development?

2. How would you use risk management skills to analyse, identify and develop mitigation strategies for identified risks?

3. How would you ensure a planned and objective approach to the performance management system?

4. Document your company’s policies, or an organisation that you can use as an example, on Work Health and Safety, environmental issues, equal opportunity, industrial relations and anti-discrimination.

5. Identify three relevant awards and certified agreements. What are the benefits of attaining them?

6. What performance measurement systems are utilised in your organisation, or another organisation that you can use as an example?

7. As in the question above, what options do staff have for development and where can they find this information?

Major Activity

Estimated Time

1 Hour

Objective

To provide you with an opportunity to demonstrate your knowledge of the entire unit.

Activity

This is a major activity – you should let the learner’s know whether they will complete it during class or in their own time.

You must individually, answer the following questions in full to show your competency of each element;

1. Allocate work

2. Assess performance

3. Provide feedback

4. Manage follow up

1. What do you have to consider when allocating work?

2. How would you assess performance?

3. What is the difference between formal and informal feedback?

4. What is involved when managing follow up? (Discuss using all of the criteria).

Appendices

Appendix One –Individual Work Plan

Goal:
Description for Year 1:
Measureable Objective for Year 1	Activities for Year 1	Impact for Year 1	Evaluation for Year 1

Appendix Two – Quantifiable Risk Analysis

Task description	Risks	Levels of risk

Appendix Three Performance Management

PERFORMANCE MANAGEMENT TIMELINE

General

Probationary staff

Special cases/interim reviews

Performance planning/review meetings

Documentation

Appendix Four Coaching plan

Name: _______________________________________________________________

Manager: _____________________________________________________________

Date of meeting: _______________________________________________________

Areas where excellence in performance has been demonstrated

Performance areas needing improvement

Additional items (i.e. training and professional development needed)

Next steps

Appendix Five: HR Professional Consultation Template

HR Professional Consulted: Position: Date:
Feedback	Response
1.
2.
3.

Appendix Seven: Counselling Plan

Counselling Session Plan

1. Schedule a confidential meeting with the employee

2. Set and maintain a positive attitude

3. Be cooperative, professional and focused

4. Seek clarification

5. End on a positive note

6. Prepare a written summary

7. Follow up with the employee

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MSA Training and Professional Development Phone: 03 9905 3180

Room 159, 21 Chancellors Walk Website: msatraining.edu.au

Monash University Clayton, Vic 3800

BSBMGT502 Manage people performance V3.2 22/07/2020

Appendix Eight: Performance Plan

Performance Plan
Key Result Area
Key Performance Indicator/Target
Activity	Targets/Measures/Milestones/Timing	Results/Comments