(BSBMGT502B) Manage people performance

 Written Questions:

Question 1:
(A) Why is it important to consult relevant groups and individuals when allocating work?
It is an important aspect of work allocation because everyone must be involved in the work
processes. Consultation means communicating, asking and building good rapport with co-workers so
that job responsibilities are clearly defined and properly anchored on the goals of the organization as
well.

(B) Work plans need to be in accordance with operational plans. What does this mean to you?
The work of the people must be in line with the operations of the organization in order to
achieve maximum organizational performance. Both are plans and they are meant to align each and
every component of the organization to one another.

(C) When you allocate work, why do you need to pay attention to efficiency, cost and outcome?
Workers efficiency is a vital component of job completion and this has also something to do
with achieving it at least possible cost without sacrificing the quality of the outcome. The keen details
when it comes to efficiency, cost and outcome should always be the priority mainly for organizational
success.

(D) How will you convey performance standards and Code of Practice to your teammates?
A meeting must be set and all employees must attend an orientation about this – orientation
for new ones and re-orientation for current employees. There are standards that need to be
communicated formally and there are some that can be done informally or thru the efforts of both the
superior and the colleagues.

Question 2:
(A) Please give an example of the KPI that is used in your workplace. Also explain how does your
workplace measure this KPI?

KPI Organizational Concerns Measurements Assessment

of…
Time to detection  How long is it taking your  Measured in  Detection
organization to detect a minutes, Success
security event? hours or  Process
 Is this acceptable? days… Success
 Are there ways this time to  Average time
detection can be reduced? to detection
How?  Average time
to detection /
technology
  Average time
to detection /
event type
 Outliers

(B) List three (3) organisational risks facing your workplace, e.g. workplace environment, legal
requirements, etc.

1. Security
2. Data Privacy
3. Wide scope/geographical distance of various offices

Question 3:
(A) If you were in charge of developing the performance evaluation processes in your workplace,
what KPIs (that are not used by your organisation) will you use?

KPI Organizational Concerns Measurements Assessment

of…
Number of  How many events are  Number of  Key risks
events per received per geographic events
location location, office, etc.? /department
 Are certain locations more  Number of
prone to security events? events/ office
Why?  Number of
events/
region

(B) Why is it important to evaluate performance on a continuous basis?

At its core, a KPI is a way of measuring the success or failure of a business goal,
function or objective, and a means of providing actionable information on which decisions can
be based.

Much of the security operations process focuses around the analysis of data and the
identification of patterns and trends. This is true of both the tactical functions of security
operations – looking for attack patterns and trends of malicious activity, as well as the strategic
functions of security operations – identifying program gaps and making long-term program
decisions. The measurement and analysis of well thought out KPIs can have a tremendously
positive impact on both the tactical and strategic functions of a security
operations program.
Quality KPIs serve as a security program enabler and driver for continuous
improvement. The threat landscape is a dynamic and ever-changing environment, and
effective security operations programs require actionable information on which decisive action
can be based. KPIs help ensure that a security operations program continues to remain
effective and that any process or technology gaps are addressed appropriately.
Question 4:
(A) Your colleague Jack has been having some problems with his family. At work, he spends quite
a lot of time checking his mobile and sending text messages. Unsurprisingly, his performance
in that month plummeted. Please draft a written feedback to Jack regarding his work
performance (less than 100 words).

Dear Jack,

Jack, on behalf of the entire management, it is my joy to let you know that your job for the past
months has not gone unnoticed by the management. We can acknowledge it was not an easy
assignment to deal with especially it being new, but you always had a great attitude and a
genuine concern to find the right solution.

We know you faced a lot of challenge with the newbies on your team that at times both tempers
and voices rose, but we understand that you had pressure to see the job completed promptly.
From what we have analyzed, there is so much potential in you, and we are confident that you
thrive so well under any challenge, and we are sure you can attest to that. Of course, we do
not always intend to put you under pressure, but when it comes knocking, then we are assured
of quality work from you no matter what.

Everyone in the management hopes that you will be the one to set a standard that others can
follow. We hope that in future you will partake more accounts with such courage and
enthusiasm as you have taken this particular one. Once again, receive our sincere gratitude
and keep doing your very best all the time.

(B) Do you think it is important to document employees’ performance evaluation? Why?

Yes, this is very important. Records are very powerful and these can serve as bases
for many employee actions. In terms of the documentation of employees’ performance
evaluation, this is a vital function of the Human Resource as the records of the employees are
filed with them. The results of performance evaluation can also be a supplementary documents
for any employee movements such as promotion, scholarship, and the like.

Question 5:
(A) In your workplace, is it necessary to conduct formal feedback sessions pertaining to staff’s
performance? Why?

Yes, both formal and informal feedback sessions are very helpful in guiding the staff’s
performance. Formal feedback sessions give the staff and his superior that properly
documented information on how the job responsibilities can be best executed towards
organizational success.

(B) In your workplace, what kind of serious misconduct can lead to a person being fired?
 Falsification of documents and breaching the confidentiality agreement are non-
negotiable when it comes to firing an employees. They are considered grave given the
mandate, functions, and scope of our organization.

(C) Explain why performance management is conducted in accordance with organisational time
lines? Hint: why do companies have probationary period? What is the cost of keeping someone
that is not performing?

Organizations have their own timelines. Probationary period is like an initiation and will
ultimately test the commitment of the employee to his job and the organization in general. Time
is very important in every organization and this should be wasted in investing in ‘mismatched’
people for the organization.

Question 6:
(A) What are the benefits of providing recognition and positive feedback to those who perform
well? (list 3)

1. Inspired workers
2. Feeling of inclusivity
3. Lessen work fatigue

(B) Assume you are the general manager of an organisation with 500 employees. Think of three
(3) situations where you may need to seek help from human resources specialists. E.g. when
two departments need to be combined

1. When two equally competent employees qualify for promotion for the same position
2. When a specific job needs a competency based skills inventory
3. When merging job functions

Project:
You will be promoted soon and your organisation just hired Lily to fill your current position. She needs
to go through the normal induction procedure. The management wants you to give Lily an induction
on performance evaluation. Please prepare an instruction/manual that tells Lily how her work
performance is going to be evaluated. Your draft should cover the following areas.

 Areas to be evaluated
 Evaluation method
 Evaluation frequency
 Incentive for good performance
 Consequence of lasting bad performance

I. Planning Performance
Clarify the Roles (About the Job)
Attracting and selecting the right individual for a role is essential and relies on having a
well thought out ‘About the Job’ defining the key elements of the role, including:

 What it is there to achieve

 The key outputs
 The behaviours and skills needed
This should enable you to attract the right person through appropriate advertising and
selection processes.

Induction
The final step in the recruitment process: the first real contact that a new person has with
the team in which they will operate, thus the foundation of good performance management.

 Induction is a means of ensuring that they are made fully aware of their job
responsibilities, and the standards, and expectations of performance within their
new role.
 Employees who do not receive appropriate induction may take longer to become
fully effective in their role, or may not achieve their full potential, and are more likely
to leave in the early stages of their employment.
 The induction period could last for days or weeks. The duration depends on the
complexity of the role.

Probation
 Probation should be considered in accordance with current university policy
(currently applies to academic staff only).
 An offer of employment is based on the mutual expectation that the individual is
capable of and understands the requirements of the post.
 The probationary period is there to support the employer and employee in this
period of development and assessment.
 It includes the need to regularly develop plans that detail specific and clear
objectives for the probationary period, together with details of the
training/development and guidance to help the new member of staff achieve their
objectives. Regular review of performance against, and progress towards, these
stated objectives should also be carried out and recorded.

Setting and Agreeing Objectives

Short courses aimed at supporting the delivery of SRDS, including:

 Including objective setting

 Giving feedback
 Assessing contribution
 Providing support and identifying skills needs
 The provision of appropriate and aligned development opportunities contribute
towards a motivated and high performing work force.
 Development needs should be discussed and addressed during probation, during
regular 1:1 meetings, via the SRDS review process and also when an individual
takes on new duties as part of their role.
 To be effective, it has to respond to genuine needs and contribute to organisational
success.

II. On-going Management of Performance

Regular feedback and discussion

 On-going discussions with employees about their work should be an inevitable part
of the manager-employee relationship.
 Pep talks can be used regularly with staff performing to variable standards.
 Sometimes a short chat with a focus can help an employee to regain their
commitment. These are similar to one-to-ones, but are impromptu and are useful
where an issue can be handled immediately as it can help build competence by
supporting and rectifying the problem quickly.

Interim reviews (SRDS)

 Once objectives have been set they should be regularly reviewed between the
manager and the staff member to check on progress, and to ensure they are
still relevant.
 Holding an occasional interim review meeting during the year will allow the
manager and staff member to focus on objectives in more detail.
 Any agreed changes to objectives and expectations should be recorded and
regularly reviewed thereafter via on-going discussions and interim reviews to
ensure they remain relevant and achievable.

One-to-One interaction

 One-to-ones are meetings that take place regularly on a face-to-face basis.

 Weekly one-to-ones may be necessary in the early stages of employment,
where a new task or project has been introduced or where there are any
difficulties.
 Monthly one-to-ones work well with highly experienced staff that may see
increased regularity as micromanaging.

These meetings are a ‘conversation’ focusing on key areas that will make a difference
to the performance of the individual. Meetings should be uninterrupted, structured,
 planned and recorded. This may mean taking your own notes or recording agreed
actions by email. They do not need a formal SRDS appraisal form.

The key element of a one-to-one meeting is that it is open. It is an opportunity to give

and receive feedback, review the employee’s objectives, cover issues and problems
and discuss training and development needs and plans. It is also an opportunity to
correct and to praise performance. It is part of building a long-term relationship with
individuals.

III. Enabling and Enhancing Performance

Recognising and Reinforcing Good Performance

When an individual is performing well, feedbacks and discussions will be about recognising
their achievements and identifying areas where further support can be provided, for
example:

 Reinforcing the behaviours/actions etc, that contribute to the good performance;

 Identifying aspects of their current role they can continue to develop;
 Exploring ways to continue their development and skills;
 Opportunities to be involved in different activities to maintain motivation;
 Discussions around their aspirations and how they might work towards them.

Continuing Development

Employee development should be an on-going process aimed at supporting sustained

good performance as well as to facilitate excellence. It can be achieved through a range
of informal and formal learning that supports the individual to increase their range of
transferable skills/knowledge and experience.

Measures to support development can be provided, for example:

 When reviewing performance identify areas for development and set targets;
 Providing any appropriate on and off the job training e.g. learning from colleagues;
shared learning from networking; shadowing; mentoring; involvement in projects;
deputising for colleagues etc.
 Encourage and provide opportunities for employees to coach or train others in
specialist skills.
Supporting Aspirations
 Supporting aspirations resembles continuing development in a number of ways.
  Where it differs is that the focus is on understanding what the employee wants out
of their role that they are currently not getting, and how you can help them achieve
that.
 In performance review meetings discuss with the employee what they would like
to achieve.
 If able to, provide opportunities for employees to access new experiences and
training provisions, in line with business need.
 Encourage employees to take the initiative and generate ideas in how these can
be realistically supported.

IV. Reviewing and Recognizing Performance

Reviewing achievements and progress

This will typically take place via the SRDS annual meeting (or within the probationary
cycle), unless there are issues relating to under-performance which will need to be
addressed as early as possible.

This is an opportunity to:

 Review performance and contribution during the relevant period

 Discuss progress and provide feedback
 Review the effectiveness of the support that was put in place plan objectives and
relevant support for the next period.

Rewarding Good Performance

Acknowledging and rewarding good performance is most commonly associated with

financial reward, although non financial recognition can be incredibly effective and as
simple as:

 Giving praise/thanks at the time, sharing their achievements or contribution with

others;
 Giving the individual opportunity to have greater involvement in decisions and
planning; take part in new projects or take on additional responsibilities.

Analyse and present research information (BSBRES411)

Written Questions:
Question 1:
Managers in most organisations are regularly required to find, collect/ collate, at times analyse
and sometimes present
different types of information.
A) List four (4) examples of the types of information that you may need to find for your organisation?
1. Policy Guidelines
2. Procedural Guidelines
3. Organizational information from the database
4. International standards
B) List four (4) regular places/ ways or locations where you can find information that your organisation
needs?
1. Online Database
2. File Cabinets
3. Organization website
4. Internet
C) List four (4) different methods of collecting/ collating information?
1. Research
2. Manual retrieval
3. Interview (personal and virtual)
4. Narrative Report
D) In what ways do you analyse information for your organisation?
Various ways are being used in analyzing information and the most common one is turning
data into a narrative report. In this way, numbers are turned into words to easily understand. The
explanation is already there and the one who’s writing and analyzing the information can also input
his/her own take about the information.
E) List three (3) ways that you may be asked to present information for your organisation?
1. Written Report
2. Oral Presentation
3. Infographics

Question 2:
(A) What are the main considerations when deciding how the information you have researched should
be presented?

Considerations should focus on the accuracy and validity of the information. Accuracy is the
state or quality of being correct or precise, while validity refers to the quality of being logically
and factually sound. Both are obviously needed in researching and presenting information.

(B) Fill in the missing words:

When accessing information held by the organisation or researching information on the internet you
need to make sure it is accurate , relevant and reliable and in line with the brief and organisational
requirements.
(C) List three (3) types of business technology that can be used
to organise and monitor information?
1. Business Hardware
2. Business Software
3. Communication Hardware
Question 3:
(A) Give an example of technology you use to update, modify, maintain and store information in your
current workplace?
1. Word processing and spreadsheets
2. Emails
3. Databases
4. Client management systems

(B) When analysing information, there needs to be clearly defined objectives so that conclusions
and key requirements of the brief are met.

(C) List three (3) of these objectives?

1. To determine specific needs of system.

2. Discuss approaches and tasks of system.
3. Evaluate tools and techniques
4. Use appropriate methods and techniques to design software.

(D) When searching for specific information on the internet, key words and phrases are very useful
for an effective search.
Give 2 examples of key words or phrases that you have recently searched on the internet AND
copy and paste the two examples with what you found on the internet ?
1. Information
a. https://en.wikipedia.org/wiki/Information
b. https://www.merriam-webster.com/dictionary/information
2. Research
a. https://en.wikipedia.org/wiki/Research
b. https://www.merriam-webster.com/dictionary/research

Question 4:
(A) Why is it important to ensure that assumptions and conclusions used in your analyses are clear,
justified, supported by evidence and in line with business objectives?

Because it is a product of an analysis. It is not based on own judgement and opinion. They need to be
clear, justified, supported by evidence and in line with business objectives because they are the end
results and business/organizational decisions may be based from them as well.

(B) Research and analysis of information needs to be:

1. suitable/ relevant - when it brings something new to an established body of knowedge, or when it is
against those views.
2. Sufficient - provides evidence that is robust, ethical, stands up to scrutiny and can be used to inform
policy making.
3. reliable - produces stable and consistent results. A specific measure is considered to be reliable if its
application on the same object of measurement number of times produces the same results.
4. Current – it should be new and abide the most recent guidelines
Write a sentence on each of these to explain WHY each is critical to research?
Question 5:
(A) List two (2) ways you are going to use to obtain feedback and comments on suitability and
sufficiency of findings.
1. Panel discussion
2. Research presentation
(B) List two (2) methods you can use to maintain and handle data and documents systematically.
1. Electronic File Management
2. Database Management

Question 6:
When searching online, "Boolean operators" can be used to help keep your search focused and effective.
A) Explain Boolean operators ?
In computer science, a Boolean expression is used expression in a programming language that produces
a Boolean value when evaluated, that is one of true or false.
B) Give two (2) examples of Boolean operators ?
The three Boolean operators are AND, OR and NOT.

Project Research:
Instructions:
You are required to conduct a major piece of relevant research for your organisation.
A minimum of 4 printed pages in the form of a report should cover this project.
This research can be current research you are already doing at your workplace OR any major research that
you have done in the last 12 months.
In doing this research you need to show you have used several methods of collecting
information and different types of technology.
In your answer you need to explain the strategies used to gather, organise and analyse the information in
line with the brief and objectives of the research.
Your project must be organised in a logical sequence and the information structured using the
criteria listed below:
Criteria for finding, gathering and organising information:

1. Gather and organise information in a format suitable for analysis, interpretation and dissemination.
2. Access information held by the organisation ensuring accuracy and relevance.
3. Ensure methods of collecting information are reliable.
4. Identify by referencing WHERE your research has come from:- online research or from non-
electronic sources of information.
5. Use business technology to access, organise and monitor information.
6. Update, modify, maintain and store information, in accordance with good research practice.

Criteria for researching, analysing and presenting information:

1. Clearly define objectives of the research into a brief, if not given a brief.
 2. Ensure data and research strategies used are valid and relevant to the brief.
3. Identify key words and phrases for use as part of any online search strategy.
4. Use reliable methods of data analysis that are suitable to research purposes
5. Ensure that assumptions and conclusions used in analyses are clear, justified, supported by
evidence and consistent with the research brief.

The power of investors investment in

decision making
The main purpose of this research is to study the power of investors investment in
decision making by examining the annual reports of companies that invested.

Investment in a company is very important long term decision. The global economic
forum the responsible investment defined in a method to take into account the crash of
benefit going on superior culture and the normal background, equally at present and in
the upcoming. The investor must be fully control of their investment decision. The
investors would know the characteristics of the other investors and they can straight
away switch the important information to a better investment decision.

In most companies dividend can be claim as high level payment. The dividend is form of
investment income and taxable. When issuing share, there will be high competition
between companies. Investment decision mostly reduces the risk and maximizes the
growth of a company.

Introduction

Unilever is a world wide company. Unilever was found in 1929 after two major company
merges. That is Margarine Unie and Lever sunlight. The investors in unilever are
improving a deep thoughtful of growth and profitability and change to meet the goals.
The reason of choosing Unilever Company is the presentation of pathway of growth, it
all along it strong cash flow is positives for the upcoming projection of Unilever. The
basic management structure will improved the operational decision.

Statement of problem

In this modern world, the investors facing many problems in decision making. The
problems of investor in investment decision are some investors misplace capital easily
through downturn in share market or because of inconvenient investments. But at the
same time, other investors mislay money, or fail to realize their correct gains, because of
events or inactions by their stockbroker or investment advisor. The Stockbrokers have an
obligation to deal logically with their customers. The other problem the investor facing
is the investors always alert of their relative ignorance, it will be reason that a decision
making not to problem shares signals as good news. The news convey by a problem is
bad or at least less good. These problems will affects the prices of investors are willing
to give for the problem, which is in turn, affects the problem of investment decision. For
this reason I was choose Unilever Company as a solution for problem to investors.

Methodology

The literature review on the investment decision of investor’s to appraisal the technique
of investment. The researcher collected the annual reports and other related financial
data’s’ from secondary sources through internet. Financial performance of the company
is to be analyzing by using both qualitative and quantitative methods. The quantitative
method includes ratio, trend and comparative balance sheet analysis. The qualitative
analysis performed through SWOT analysis of the Unilever Company.

Limitations

The limitations of ratio analysis and SWOT analysis are also applied in this report as well.
In this report the analysis has performed for Unilever Company. The data collected
through secondary sources, so the information may be biased. Due to the time
limitation the information collected in this report is restricted to 5 years.

History of Unilever Company

Unilever Company is the main example than other company. It is a big company in the
world. Unilever PLC in United Kingdom and Unilever N.V in Netherlands are the two
parent companies of the food and consumer giant products. Those two companies is
function nearly as a single business. It’s run by one group of directors and is connected
by a number of agreements. Unilever Company produces more brand name of product.
For example foods, personal care items and cleaning products. This company get
revenues around 52 percentage in food sectors. In the personal care areas get one-
quarter of sales. Unilever’s cleaning products is third major sector of that is 22
percentages of company sales. This cleaning product comprises the company
institutional cleaning products. The 88 countries keep making facilities of Unilever
Company and additional 70 countries sell the products. In Europe the revenue make
around 47 percent, 14 percent make by in Asia-pacific area, in North America make
about 21 percent, 6 percent in Africa and Middle East and also in Latin America make 12
percent.

Financial statement analysis

Investment ratio

Earning per share is division of a company profits owed to each outstanding share of
ordinary stock. Earning per share will serve as a pointer of productivity. Earning per
share is mostly regarded as the important variable in formative the share price. This is
also the main component used to calculate the ratio of price-to-earning valuation.

Profitability ratio

Return on Equity, is means calculate of companies productivity, specified by the return

of all the capital investment. The Return is due to be profit. For example, minority
interests preference dividends, and profit after tax.

Return on Assets, is means calculated the total return of all company assets. The return
is deemed to profit. For example profit after tax, minority interests and preference
dividends.

Net Profit Margin, is shows profit the latest reporting period as a percentage of sales for
and Net Profit Margin will calculate as:

Efficiency ratio

Asset turnover is defined as the total asset turnover of the company. Asset turnover is
competence of a company by using assets to produce sales.