Manage People Performance

ASSESSMENT RECEIPT FORM
STUDENT NAME:
STUDENT ID:
COURSE NAME: BSB51918 Diploma of Leadership and Management
TRAINER’S/ASSESSOR’S NAME:
DATE SUBMITTED:
UNIT CODE AND DESCRIPTION: BSBMGT502 Manage People Performance
NOTE:
1. This form must be stapled on top of the Learner Guide/Assessment upon submission.
2. This Assessment Receipt Form must be stamped and signed in.
DECLARATION
1. I am aware that penalties exist for plagiarism and assessment dishonesty.

2. I am aware of the requirements set by my Trainer/Assessor.
3. I have retained a copy of my Assessment.
Date Stamp
Student Signature ….
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Assessment Received by NMC Staff
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Signature: …………………………...……...……...
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Students must retain this as a Record of Submission
Assessment Handed On: ____________________________________________________________
Unit Code & Description: ___________________________________________________________
Assessment Received by NMC Staff

Student Signature
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Form148: Assessment Receipt Form

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STUDENT ASSESSMENT DOCUMENTS QUALITY ASSURANCE CHECKLIST
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A. Assessment Cover Page (Assessor)

Student ID recorded
Student and Assessor name
Student declaration, signed and dated
B. Assessment Cover Sheet (Assessor)
Unit Code and Description of Competency
Student name, ID and date of submission
recorded
Properly marked if satisfactory or not
Comments filled by Assessor
Assessor Declaration signed and dated
Student declaration signed and dated
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Student name and ID recorded
Assessor name, date of completion and
unit of competency recorded
Student results properly ticked
Comments box completed by Assessor
Unit outcome /reassessment properly
ticked
Assessor and Student signed and dated
Supplementary Assessment Details (if
applicable)
D. Unit Completion Feedback
(Assessor)
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Completed by student
E. Result Report (Assessor Summary)
Assessor filled student task/unit outcome
Assessor affixed signature
Assessor dated the report
F. Others (Coordinator)
Student Assessment properly marked /
submitted
Student Unit Completion Feedback
submitted
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recorded /submitted
Assessment Result approved for encoding
to Wisent
G. Administration Use
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folder
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Form 224 Student Assessment Documents Quality Assurance Checklist
Berkeley College Pty Ltd ABN 85 136 626 956 Page3
UNIT SUMMARY RESULT
Student’s Name: Student’s ID:
Trainer/ Assessor’s Date of

Name: completion:
Unit of Competency:
BSBMGT502 Manage People Performance
Results
Assessments
Satisfactory Not Satisfactory
Assessment 1: Written Question  
Assessment 2: Case Study  
Assessment 3: Project  
To achieve competency for the unit, student must be S in all tasks.

Unit Outcome:
 Competent  Not Yet Competent
Is re-assessment  Yes  No
required
Final Feedback for the

Student
Trainer/Assessor’s
Signature: Date:
Student’s Signature: Date:
USE FOR RE-ASSESSMENT ONLY

Date Completed Assessment/Comments Satisfactorily
Completed
Yes No
Yes No
Yes No
 Competent  Not Yet Competent

Unit Outcome:
Trainer/Assessor’s
Signature: Date:
BSBMGT502
MANAGE PEOPLE PERFORMANCE
Learner Guide/Student Assessments
AURTTA3017 Carry out vehicle safety and roadworthy inspect

Student ID _________________________________________
Student Name _________________________________________
Trainer/Assessor _________________________________________
Assessment Outline
Unit Code BSBMGT502

Unit Name Manage People Performance
There are three (3) assessments required for this unit. To attain competence in this unit you must
successfully complete all assessments and submit on the due date specified by your
Trainer/Assessor.
Type of Assessment Place of Assessment

Assessment Task 1 Written Questions Classroom
Assessment Task 2 Project – Simulated Workplace Classroom
Environment
Assessment Task 3 Observation Classroom
Resources
For this assessment, NMC ensure that students will have access to:
 NMC workplace
 office equipment and resources within NMC
 relevant legislation, regulations, standards and code
 examples of documentation relating to Manage People Performance
 case studies, where possible real situations
 Aspire workbook
 Relevant websites such as
 http://www.risk.com.au/
 http://www.business.vic.gov.au/disputes-disasters-and-succession-planning/how-to-manage-
risk-in-your-business/prepare-a-risk-management-plan
 http://www.skillmaker.edu.au/risk-management-tools-and-techniques/
 https://manager.clearrisk.com/Resources/RiskTool/Risk_Identification_Methods_-_12_Types
 https://www.mindtools.com/pages/article/newTMC_07.htm
 http://broadleaf.com.au/resource-material/risk-assessment-and-risk-treatment/
 http://www.managementstudyguide.com/evaluation-of-risk-management-plan.htm
Support
Assessor /Trainer will provide assistance / intervention during the assessments in the event that there
is a risk of injury to yourself or from other students.
If you have special needs, you may be allowed reasonable adjustment in accordance with NMC
Policies and Procedures which means there may be modification in which the evidences are gathered.
It could include alternative methods of assessment. However, it will not change the standards or
outcomes you achieve.
If you consider that you need any special considerations in relation to assessment of the unit, please
speak with your Trainer/Assessor.
Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Unit of Competency: Overview
Application
This unit describes skills and knowledge required to Manage People Performances in a range of
contexts across an organisation or for a specific business unit or area in any industry setting.
It applies to individuals who are working in positions of authority and are approved to implement
change across the organisation, business unit, and program or project area. They may or may not have
responsibility for directly supervising others.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Management and Leadership – Management

Elements
1. Allocate work
2. Assess performance
3. Provide feedback
4. Manage follow up
Performance Evidence
Evidence of the ability to:

 consult with relevant stakeholders to identify work requirements, performance standards and
agreed performance indicators
 develop work plans and allocate work to achieve outcomes efficiently and within organisational
and legal requirements
 monitor, evaluate and provide feedback on performance and provide coaching or training, as
needed
 reinforce excellence in performance through recognition and continuous feedback
 seek assistance from human resources specialists where appropriate
 Keep records and documentation in accordance with the organisational performance
management system.
 Note: If a specific volume or frequency is not stated, then evidence must be provided at least
once.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
 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
Information and Instruction for Students

Read carefully all information contained in this assessments. If you are in doubt about certain part/s,
please approach your Assessor/Trainer for further clarification. A Student sign off “declaration” is
provided below which will be signed by you. This signifies the full understanding of the
information/instruction herein mentioned.
These assessments are designed to assess your understanding of the unit and demonstrate your
skills and knowledge. You are expected to complete these assessments in plain and simple
(understandable/legible) English and must be submitted on the due date specified by your Assessor /
Trainer.
In order to be assessed as Competent (C) in this unit, you need to provide evidence which
demonstrates that you can perform the required competencies to the required standard. Competency
depends on consistently demonstrating the skills, attitude and knowledge that enables you to
complete workplace tasks confidently in a variety of situations.
This unit covers skills and knowledge required to Manage People Performance.
Submitting Assessment Tasks
You must submit assessment tasks with the provided cover sheet.
ALL tasks must be completed in plain and simple (understandable/legible) English. It is preferable that
tasks submitted for assessment are typed. Where this is not possible or where room is provided on a
paper for short answers, you must write clearly. Unreadable assessment tasks will be returned
unmarked.
You must submit assessments on or before the due date. Extensions for individual assessment tasks
may be negotiated in specific circumstances according to NMC Policy and Procedures. To arrange an
extension you must speak to your Trainer/Assessor prior to the due date. Extensions due to illness
will require a medical certificate. Extensions must be confirmed by Trainer/Assessor in writing.
Assessment Outcomes
There are two outcomes of the Assessment Task:
S = Satisfactory and NS = Not Satisfactory (requires more training and experience).
You will be awarded C = Competent on completion of the unit when your Trainer/Assessor is satisfied
that you have completed all assessments and have provided the appropriate evidence required to
meet all criteria. If you fail to meet this requirement you will receive the result NYC = Not Yet
Competent and will be eligible to be re-assessed in accordance with the NMC’s policies and
procedures.
The outcome and feedback of your Unit Assessment will be summarized in the Unit Summary Result
and this will be discussed with you by your Trainer/Assessor. To evidence that a discussion has
occurred regarding the result and feedback, you will be provided a photocopy of the Unit Summary
Result.
Re-assessment (Re-sit/Re-submit)
If you have NOT achieved Competency, you will be allowed to re-submit or whenever applicable will
be given a supplementary assessment. The first Re-submission or Supplementary assessment will be
at no cost. Second Re-submission will be charged in accordance with the rates specified in the NMC
Policy and Procedure.
If you are requiring a re-sit assessment you must meet with your Trainer/Assessor to coordinate the
re-sit requirements. Outcomes of the re-sit tasks and documentation will be stored in your academic
file. Re-sit assessment may incur applicable fees in accordance with NMC Policy and Procedure.
Student Access to Records

Students have the right to access current and accurate records of their participation and results at any
time. You may request to see your results on request by completing Form 074 Record Access Form
and submitting to NMC Office.
Appeals
If you have any concern and/or not happy with your results;
1. Please speak with your Trainer/Assessor and you may be provided with alternate options of
assessment in order to gain competency depending on initial results
2. Your assessment may be re-assessed upon appeal
3. If you are still unhappy about your assessment results after following the steps mentioned above,
you may submit a formal complaint in accordance with NMC’s Complaints and Appeals Policy.
Plagiarism and Assessment Dishonesty
NMC is committed to ensuring that all students behave with integrity when undertaking an
assessment. Therefore, it is essential that you understand the principles underlying assessment
integrity and behave in a manner according to these principles.
1. You must not present and/or paraphrased other people’s work without a reference;
2. You must not copy or partly copy other students’ work
3. You must not use phrases and passages verbatim, without quotation marks and/or without a
reference to the author or a web page
4. You must not submit any assessable item that were already previously submitted as assessable
item
5. You must not submit an assignment that were collaboratively done when it is intended as individual
work
Please read the following information and please ensure you have access to and have read the
plagiarism and assessment dishonesty policy. This policy can be found on the NMC website and is
also discussed in your induction prior to commencing the course.
Student must adhere to the abovementioned to avoid plagiarism / assessment dishonesty. Otherwise,
it will form as an academic misconduct which will lead to academic counselling, suspension or
cancellation.
For more information, please refer to the Plagiarism and Academic Dishonesty Policy and Procedure
available upon request at the Reception or download from NMC website.
Assessment Instructions
There are three (3) assessments for this unit of competency BSBMGT502
Manage People Performance. You are required to complete them all.
1. Written Question
This consists of thirteen (13) questions. You are required to successfully answer all questions to be
deemed satisfactory. There is no restriction as to the length of the responses.
A timeframe will be provided by your Trainer/Assessor for you to complete this task.
2. Project – Simulated Workplace Environment
You will demonstrate your skills and knowledge by completing a scenario based project. You will need
to access and read the following BizOps templates, policies and procedures:
 Company Profile
 Company Business Plan
 Organisation Operational plan
 Organisation Chart
 Vision, Mission, value Statement
 Risk Management Policy
 Risk Management procedure
 Risk Management plan template
Your answer to this task must be in a typewritten format. A timeframe will be provided by your
Trainer/Assessor for you to complete this task.
All project criteria are outlined in the project checklist. This checklist will be completed by your
Trainer/Assessor to judge your project work. You must attained satisfactory mark in all criteria to be
deemed satisfactory for this Assessment Task 2.
3. Observation
You will be observed by your Assessor in regards to your performance in a simulated scenario. Your
Assessor will use an observation checklist to judge and record the skills and knowledge you apply.
A timeframe will be provided by your Trainer/Assessor for you to complete this task.
Student Declaration

.............................................................................. (Student Name) have
read and understand the information and instruction provided above and also understand and accept
that any act of plagiarism and academic dishonesty will lead to academic counselling, suspension or
cancellation of my enrolment with North Melbourne College.
I further declare that:

 All assessment work submitted for this unit of competency is my own original work and plagiarism
and collusion has not occurred.
 Assessment work is not copied nor has not been submitted for any other unit/course.
 I have taken proper care and effort to ensure my work has not been copied by another person.
 I understand the consequences of engaging in plagiarism as described in NMC’s Plagiarism and
Assessment Dishonesty Policy and I have obtained and read the Plagiarism and Assessment
Dishonesty Policy.
Student signature: ............................................................... Date: ....../....../.......

Assessment Cover Sheet
Submission Details
Unit of Competency: BSBMGT502 Manage People Performance
Assessment Task 1. Written Questions
Student Name:
Student ID:
Student Submission and Plagiarism Declaration:
By submitting this assessment to the College, I declare that:
 This assessment task is original and has not been copied or taken from another source except where this
work has been correctly acknowledged.
 No part of this assessment has been written for me by another person.
 I have made a photocopy or electronic copy or photograph of my assessment task, which I can produce if
the original is lost.
Student Signature : __________________________ Date of Submission : ___________
Assessment Outcome
Student’s overall performance is: Student’s overall performance is:
Comments/Feedback to the Student:
Assessor Declaration: I declare that I have performed assessment for this student as per the principles of
assessment and collected assessment evidence in accordance with the rules of evidence. I further declare that
to the best of my knowledge all evidences attached are the student’s own work. I also provided appropriate
feedback to the student and have undertaken assessment integrity checks such as Google check for plagiarism,
Check for Copying/Collusion, Check for Authenticity(own work),Cheating or use of model answers.
Trainer/Assessor Name: __________________________
Signature : _____________________________________ Date : __________________

Student Declaration :I have received, discussed and accepted my result as above for this task and I am
aware of my appeal rights
Student Signature Date
This page is left intentionally blank

ASSESSMENT TASK 1 – WRITTEN QUESTIONS
Instructions:
You are to answer the following questions on lead and manage operational plan. Your answers will form part of the
evidence gathered for this unit.
Acceptable format for the answers of this task could be handwritten or typewritten. There is no restriction as to the
length of the responses. If the space provided is not enough, you use additional papers. All work should be
completed within designated timeframes.
Questions:
Question 1: Describe any 5 standards of employment? How you will identify relevant
legislation and regulatory requirement for employment?
Answer: The 5 standards of employment are

1) The maximum number of hours that an employee will work on,
before hiring an employee it is required by the law to inform the
employee about the hours he will be working on the hours should
not be higher than the limit given by the government.
2) Salary: This is the amount of pay the employee will get for the work
he does for the company, an employee should be informed about
the pay he will be getting for his hard work...
3) Holidays: When employing, it is a standard that the employee
should be given some rest of his work.
4) Firing an employee: If the organization choose to fire an employee,
the employee should be notified before time.
5) No racism: An employee should be hired regardless of his race,
ethnic background, religion. In order to identify what are the proper
standards of employment, we would have to look at the laws that
are given by the government, because usually government sets these
laws/act which every organization has to follow in the history and
then from there we would look at them and start doing those things.
Marking: Satisfactory Unsatisfactory

Question 2: Discuss the elements to facilitate a meaningful agreement between
supervisor and employee? How you identify which award to apply in
written agreement and what is certified agreement is?
Answer: The elements that are required in facilitating a meaningful agreement

between a supervisor and an employee are”
1) The agreement should be made in a legal binding contract.
2) The agreement should be carefully read by the employee so that the
employee is treated well with the right he deserve.
3) The agreement should be made on proper governing laws.
4) The agreement should be made with mutual acceptance.
So In order to identify which award should be given to the employee, firstly

we would have to look at the job he is doing, is it a required a job that
requires more hard work/longer working hours. If yes then he should be
assigned more bonuses. Is he working a sales type job which requires selling
things to the customer then it requires a commission. Then we would have
to look at his education, is he more qualified than others if yes then the
employer can give him a reward
Question 3: How to maintain motivation for employee through balancing to create a

sustained level of output?
Answer: In order to motivate the employees so that give a sustained level of output,
the employer should give incentive to the employees so that work harder to
keep producing consistently. Now those incentives can be financial
incentives such as more pay at the end of the month, or extra bonuses if the
desired output is reached every month.
Or it can be non-financial such as holidays in different countries. More
health benefits for the employees, flexible working hours for the employees.
All these things can motivate the employee to keep producing a consistent
amount of output while doing this the employer should also say some
positive words of reinforcement to the employees which will motivate them
more as well.

Satis
Uns
Question 5: Give examples of the metrics applied to traditional functional areas?
Answer: The different metrics that are applied to traditional functional areas are.
1) Marketing metrics: An e.g. of this metric will the social engagement
our business has with its customers on different social sites, such as
Facebook and integral. If the business has more engagement then it
means the customers are interested more in the business.
2) Sales Metrics: An e.g. of a sales metric would be the how much the
sales have grown in over a month, now in order to be successful the
sales growth rate should increase every month.
3) Financial metrics: An example of this metric will be the the
financial performance of the firm, if the firm is performing well then
it means that the financial ratios of the firm will improve. Now the
things that come under this metric Aare such as the quick ratio, the
profit margin ratio, the expenses ration, the net profit after tax ratio
and so on.

Question 6: Explain the between Quantitative and Qualitative performance measures?
Answer: The difference between quantities and qualities performance measures are
that quantitative measures deal with the numerical aspect of the business,
meaning how many units are being produced by the worker, how many
hours is he clocking in, or the amount of new customers he has brought in
while in the qualitative performance measures we can’t quantify the
performance for the quality of the goods he has produced, the type of
customer an employee has brought in and things like this.
Question 7: Define code of conduct for measuring employee performance?
Answer: The code of conduct of measuring employee performance is that:

1) The employee shouldn’t judge the employee based on his personal
liking, or he shouldn’t be bias.
2) The evaluation of the performance should be based on the results
meaning the quality and the quantity that employee has produced.
3) The employer shouldn’t judge the employee, based on a personal
grudge.
4) The employee shouldn’t be judged based on a race, ethnic
background.
5) The employee should be judged fairly.
6) The employee should be judged regarding his attitude as well.
7) The employee should be judge on how he did the work as well.
Question 8: Define KPIs and give some explains of meeting the “SMART” criteria
which employees are agreed?
Answer: KPI stand for key performance indicators which an organization sets in
order to achieve them.
So the employees always agreed on right decision which can be based on
SMART criteria like specific, measurable, achievable, realistic and timely.
For the aims and objectives of the business they should target this criteria for
the success of the goals. It improves the employee’s performance and
knowledge to manage the project in order t this criteria.
Question 9: What is effective performance management system, briefly describe? And

describe each stages of a performance management process?
Answer: And effective performance management system is a system which is

designed to give yearly review to employees, through feedback, coaching
and the support of the management in order to increase their performance.
Now in order for the system to be effective, the system should enable the
employees so that they can grow, the system should increase the
communication between the employees and employer and it should
somehow enable the individual goals to align with the organization goals.
Now the stages of a performance management process are :
1) The first stage is that the organizational goal and strategies should
be carefully created so that they can be easily carried out by the
employee and they should align with the employee goals as well.
2) The second stage is plan: The organization should set objectives that
are smart, and also create a plan which develops the skills and the
personality of the employee as well.
3) The third stage is act: In this stage the above plan should be carried
out, the roles of the employees that are set by the employer are told
to them and they start acting on them.
4) The third stage is track: In this stage the employee’s performance
are tracked so that they are kept on their feet, and feedback is given
as well on the work they are doing.
5) And finally after tracking, review is done to see if the set the goals
have been achieved or not and if they are achieved in the correct
time frame or not.

Question 10: Discuss the performance appraisals management tools and methods used
in for manage people performance?
Answer: The first tool that is available to use simply two way communication
between the employer and the employee, the employer should simply tell
the employee how he has performed and what should be done to improve.
The second tool that is availed is 360 feedback, this a tool in which a person
closely works with employee for a time and then give anonymous reviews
on it, the employer judge the reviews and then appraise on it.
The third tool that is available is MBO which means management by
objectives, in the employer sets different small goals and the employee tries
to achieve it.
The forth tool is business scorecard in which the three are different
statement said the employer then judges the performance of the employee
based on if it’s satisfactory or unsatisfactory.
Question 11: Define different types of feedback given after performance appraisals of an
employee? Give some examples of benefits of feedback?
Answer: The first type of feedback that is given to the employee is constructive
feedback, this feedback is usually information based and specific, there two
types of constructive feedback, positive feedback and negative feedback,
constructive feedback uplifts the employee moral while the negative
feedback brings it down. Then the other feedback is praise as they are
positive statements form the employers it increases the customer morale.
Then there is criticism which is usually negative and judgmental.
The benefits of feedback are that when an employer is giving me feedback
whether it is on the employee good performance or bad performance I feel
valued. if the feedback is good it motivates the employee to work harder and
also boosts the employer self-esteem while if the feedback is bad it
motivates the employer to fix his mistakes.

Question 12: Discuss what types of documents will be associated with performance
management? What are record management requirement according to
organisation policy and procedures for manage people performance?
Answer: The types of documents are:

Records of productivity: In this document there is information about what
the employer has produced.
Time records: In this document usually the time stamps are written which
means when the employee comes in the organization when the employee
leaves from work.
Consumer surveys: They can provide valuable feedback as well which can
be used for improving the performance of the business and the organization.
The requirements for record management are:
The first requirement is that the record is kept as an evidence to the
activities.
The second requirement is that they are kept for saving records so that they
can be used in the future.
The third requirement is that the records shouldn’t be tampered with.
The fourth requirement is they should be dated and organized correctly.
Question 13: Discuss some limitation of the performance excellence approach? Discuss
in brief the organizational performance management system record and
document keep strategies?
Answer: The limitation of performance excellence approach are that in order for it to
work the organization should have the willingness and the ability to develop
a culture which follows the basic values required to be a successful firm.
And the second limitation is that the organizations employers and employee
should be ready to work and learn non top in the organization for a long

period of time.
Question 14: Describe legal requirements for termination? If require how you will seek
assistance from external human resource specialist?
Answer: The legal requirements for termination are:

1) An employee shouldn’t be fired for telling the government
that the business is doing something illegal.
2) An employee should be fired if he breached the contract
3) An employee should be fired if he broke the rules and
regulation of the organization.
4) An employee should be fired if he/she takes a bribe.
5) An employee should be fired if he/she is not achieving the
goals that were set.
6) An employee should be fired if he is performing poorly.
In order to seek assistance form human resource specialist I all

just contact an organization or an office that deals with these
things, and call them to send the specialist and ask him for his
help. Obviously he would have to be paid for the services he will
be doing for me.

Learner Guide/Student Assessment

Submission Details
Assessment Task 2. Case Study
Student Name:
Student ID:
Assessment Outcome
Signature : _____________________________________ Date : __________________
Student Signature Date:

Form 111: Learner Guide/Student AssessmentBSBMGT502 Manage People Performance
Task 2: Case Study
Instructions:
Sam is a programmer at a small security company. She has recently missed a couple of deadlines on
a project. Sam has been pretty upset about this. She is a diligent worker; however the organisation
has started working on a new programming language and Sam is not familiar with it.
You are Sam’s manager and are familiar with your predecessor’s methods for dealing with her. She
would come out and yell at Sam and then go back to her office. Sam has a staff file that show that
there have been no verbal or written warnings recorded against her.
As Sam’s manager you have been managing Sam more effectively. You have been spending time to
try and understand Sam’s issues and have reallocated resources in order to give Sam some extra
time until she is confident and competent in using the new programming language. You have not
specified any timelines for a performance review to discuss the progress in meeting the required
standard of performance or taken notes. You have also offered extra training to her.
However, during a meeting about her inability to meet her latest deadline, Sam physically struck you
and walked out of the office. She has not returned.
Sam contacted her doctor after the meeting and was given a medical certificate claiming stress as the
reason for her absence and was advised 7 days leave. This was sent to and received by the
organization on the day following your meeting with Sam. Sam called and verified with the Human
Resources department that the certificate had been filed within the organization’s systems.
Three days after your meeting with Sam you advised your supervisor that she had struck you and has
since reported in ill; this advice being received from the Human Resources department. A meeting
between you, your supervisor and the Human Resources department is convened, and a decision is
made to dismiss Sam on the basis of serious misconduct. A letter was sent by registered mail to
Sam’s personal mail address.
Two days later Sam filed an unfair dismissal claim with the Australian Industrial Relations Commission
(AIRC). The organization received a letter from the AIRC to attend a hearing.
Sam wins the hearing as no evidence was provided by the company to support its case of dismissal
on the grounds of misconduct or serious misconduct.
The hearing went in Sam’s favour for the following reasons:
 The employer failed to follow a formal disciplinary process.
 There was no impartial investigation carried out.
 There were no records of any notes provided by the employer to back the claims that there
had been meetings and reviews. The only written evidence produced was the termination
letter.
 The original version of the medical certificate was not produced in the hearing by the
company.
 Sam produced a verified copy of her medical certificate in the hearing along with email
evidence from the Human Resources department confirming that the medical certificate had
been received by the organisation and entered into its files.
 No documented evidence of any meetings, coaching sessions had been kept by the
employer.
 No performance management review or development plans were presented by the employer.
 There were no copies of signed agreements reviewing Sam’s progress (performance reviews
and development plans) submitted by the employer.
 No written documents outlining timelines for monitoring or reviewing Sam’s progress were
submitted by the employer.
 No formal disciplinary hearings had taken place prior to Sam’s dismissal.
 Sam was not formally stood down while an investigation was carried out.

 There was no physical evidence to support the serious misconduct claim that the manager
has been struck as no witnesses were called to verify whether an attack had taken place.
 No senior managers or Human Resource department specialists were present in any meeting
where Sam was being warned of poor performance.
 There was no evidence to support the claim of misconduct by Sam. The manager had not
documented any written warnings in Sam’s file. The only agreements that had been reached
between Sam and the manager were verbal.
Sam was awarded costs of approximately $5000 for lost salary and wages and a further $5,000 for
emotional distress.
After the decision was handed down, Rob the Senior Human Resources Manager approaches you to
discuss the reasons behind the decision going in favour of Sam. Rob wants a written report on his
desk by the end of the week giving the background and reasons why the decision went in Sam’s
favour and against the organization.
As part of your brief from Rob, he would like to see a completed risk assessment identifying areas that
the organization needs to address and implement in order to prevent this type of situation occurring
again. The information in the report will guide whether the organisation will pursue an appeal.
Based on the findings of your report, Rob decides not to proceed with an appeal but to develop and
implement a new Performance Management System.
Rob recommends that the organisation follow the two processes as outlined below to handle:
a) Performance Reviews for all staff
b) Disciplinary Hearings
Questions:
Prepare a report that outlines the reasons as to why the organization lost its case and also what it
ought to have been doing for it to have successfully defended its position against Sam’s claim of unfair
dismissal.
In your report:
 Critically analyse the case and develop a report for senior management, as to why the
organization lost the case. Your analysis should include strategies to mitigate future risks,

should similar situations arise. Conduct risk analysis and code of conduct that relevant to
Sam’s work activity.
 Using examples from Sam’s case, describe the conditions under which misconduct and
serious misconduct may be deemed to exist.
1) The misconduct is bound to happen in places like these, because there no

strategies in place incise like something like this happens.
2) Warnings should be recorded because if they are not, the employees can
get away with their behaviour.
3) If the manager doesn’t take action in situation like these then employees
will do these things regularly.
 List the legislation that apply in situations similar to Sam’s case
.
Laws that apply to situation similar to Sam’s case are:
1) Firstly the warnings should be recorded.
2) Investigation should have been carried out by the firm.
3) Senior officials should be available when Sam was being
reviewed.
4) If the investigation was being carried, Sam should have
been suspended
 Develop policies and procedures that an organization would need to implement to avoid a
similar situation occurring and to ensure that disciplinary hearings and terminations are
considered to be fair and reasonable.

1) The policies should be that proper action should be taken on time meaning
at the day of incident.
2) The incident should be document.
3) There should be records of meetings that are being held.
4) Witnesses should be called when this type of incident happens.
5) Senior officials should be present at the type of meeting
6) Evidence should be stored and presented correctly.
7) If the employee is performing poorly, they should be warned then and there.
8) Warning should be given and should be recorded.
 Outline work plan which might implement by management for Sam.
She should be given training of the language she doesn’t know about in the morning and then
to work on it in the afternoon as she will do this every day for a short period of time. She
would be working and also working side to side which will help her and the organization.
 Outline what documents would have to be developed for the organization to evidence that it
has implemented a process to support non-performing employees?
 Access long term potential employees

 Use listening skills
 Give clear feedback
 Extend support
 Easy collaboration
 Follow up
 Reward
 Clear standard
 Motivate
 Using Sam’s case as an example, describe what steps would you follow in the disciplinary
and performance review process. Include the following points in your answer:

o What should have been done at each stage

 The employer should have filed a discipline hearing right at the moment.
 The employer should have kept documents about the meetings and coaching sessions that
Sam was sent to.
 Senior managers should have been present at the meetings where Sam was being
evaluated.
 Warnings should have been documented. If there were no warnings given then the
manager should have given her warnings.
 Evidence should have been gathered and submitted.
o when and where assistance from HR specialists would have been appropriate
 Assistance from HR specialist, would have been of use when Sam was most comfortable
with the new language that everyone was working with. The HR specialist would have
given advice on how to deal with it.
 Another area where his assistance would be of use was when the actual incident
happened, the manager should have contacted the specialist and the specialist would have
told him on what to do next.
o What support services could have been deployed in Sam’s case
 She could have been trained for the new language she was learning which would have
ease her stress.
 Therapy sessions could have been conducted or she could have sent to a doctor to get
help.
 Other than that any support would have been of no use because she was pushed to the
edge.
o What documentation would have been appropriate at each stage
 Document detailing the actual accident.
 Document detailing the evidence
 Document detailing performance review of Sam
 Document detailing warnings that were sent to Sam
o How you will assess Sam’s performance prior to case.
 By giving her training and then evaluating her regularly on her improvement on that alien
language to her. As she would have been evaluated regularly, she would be on her toes
and working hard and if there were any problems faced by her, I would have solved that
problem then and there.


Submission Details
Assessment Task 3. Project
Student Name:
Student ID:
Assessment Outcome
Signature : _____________________________________ Date : __________________
Student Signature Date:

Task 3: Project
Your performance will be documented while being observed by your Trainer/Assessor. You should
demonstrate skills in managing risk in a range of contexts across an organisation or a specific
business unit or area in any industry setting.
Project Questions
1. As part of your assessment task you are required to create a hypothetical company
pertaining to any industry of your choice (e.g. fitness firm, supermarket,
Transportation Company or advertising agency) and complete the operational and
departmental goals of that organization
Preacher supermarket:
Operational Goals Department Goals Progress
Goal Focus KPI Reason/ Department Deliverable Goal KPI Due 1 2 3 4

Barrier
s
Bakery At the end of Increas Increa At 30th People must work hard to achieve tha
month e net se cot goal.
profit sales 2019
To by 10
Increa
increase %
sing
our net our Meat At the end of Increas Increa At 30th People must work hard to achieve tha
profit Getting
sales month e net se cot goal.
every new
by profit sales 2019
month. custom
10^ by 10
ers
every %
mont
Medicine At the end of Increas Increa At 30th People must work hard to achieve tha
h
month e net se cot goal.
profit sales 2019
by 10
%
Findi Bakery At the end of Reduce Redu At 30th Our departments our working hard
To reduce ng month cost ce nova To find solutions for reducing cost
our cost Findin
new cost 2019
by 20% in g
suppli by
the near innovat
ers 20^
future ive
who
ways Meat At the end of Reduce Redu Reduce Our departments our working hard
provi
to month cost ce cost by To find solutions for reducing cost
de
reduce cost 20^
stock
our by
at a
cost 20^
lower
price
2. Create and develop profiles for 3 different ‘workers’ in that company to be ‘managed’
by you and your team mates (Identify job roles and departments).
Profile 1 Profile 2 Profile 3

Name : Pablo Name; Inane Name; Middy
Age:22 Age: 18 Age: 26
Sex; Male Sex: Female Sex: Male
Work Experience; 2 years Work Experience; None Work experience; 5 years
Role; Selling medicine to Role: Entertaining customers Role: Inventory Management
people. at the checkout counter
Department: Medicine Department: Counter Girl Department: Inventory
:
3. Develop a work plans in accordance with the operational plan
Name: Pablo Name: Inane Name: Middy

The work plan is that that she The work plan is that that she The work plan is that that he
would come at 9 o clock in would come at 9 o clock in would come at 9 o clock in
the morning and leave at 5 or the morning and leave at 5 or the morning and leave at 5 or
6 in the evening. As he puts 6 in the evening. She would 6 in the evening. He would
in more hours she will treat the customers nicely so try to keep our stock at our
entertain more customer they are impressed by the high level so when customers
which will lead to more sales service and comeback to our come they don’t go back
and more profit. market which will lead profit. empty handed.
The work plan is that he is There is no work plan related Work plan for him is to make
heavily advised that no to reducing costs for her as sure that the stock is not
medicine should be wasted in she can’t do anything in faulty and not wasted which
order to reduce cost. helping us achieve that will lead to in reduction in
cost.
4. You must then take responsibility for one of the ‘workers’ and be their manager.
I am taking the responsibility of Inane as she has no work experience and will need my
guidance.
5. Write an agreement on performance measurement prior to individual coaching and
mentoring program
The agreement for performance measurement is that they are no expectations form the new
employees for the first two months.
After two months they will start getting judged on their performances which will include their
behaviour with customers, how many customers they are dealing with in a day.
6. Develop individual goals, KPIs and tasks for your worker and document these in the
worker’s performance management plan. (Use the attached template- Appendix 2)
Name/Position: Manager: Mr Bradford Review Period: 30th nova

Inane
Reference from Operational Plan Key result area Indicator of By When Status
Success/Performance Report
The goal is that to deal with more Customer dealing More sales and more revenue 30 the Not
customers. November complet
ed
Manager’s comments: As she is new, she struggles to deal with more customers. Signature
Date
Staff member’s comments No comments Signature

Date

Pablo
The goal is that to deal with more Customer dealing More sales and more revenue 30 the Complet
customers and sell more medicine November ed
Manager’s comments: As he is experienced, he can deal with customers easily. Signature

Date

Date

Middy
The goal is that to deal with more Stock management Stock is kept up to date 30 the Complet
customers and sell more medicine November ed
Manager’s comments: As he is experienced, we haven’t had a day where we were short of Signature
something in the market. Everything was in stock. Date

Date
7. Create three reasons why your worker is not achieving their KPIs (performance
issues). You can select the reasons from the list below or develop your own:
 high levels of absenteeism at performance team meetings

 missing deadlines for task deliverables
 poor team work
 poor communication skills
 how to provide support were necessary for staff having poor performance
The first reason why my workers are not achieving their goals is that they are new and need
time to settle in my business as they are getting to use the environment they will start
making less and less mistakes which will make them achieve their goals.
The second reason is that there is no communication between the workers which makes the
environment being uncoordinated and as this a supermarket they need to work together in
order to achieve their Kip’s.
The third reason is as they are new, they are missing their deadlines which means that are
work is being delayed which will cause issues in our service to the customers.
8. Conduct a coaching session for your team and complete the following requirements:
 Coach the team member (your worker) on the identified performance issues while being
observed by team members (complete the observation template).
Coaching Session 1 – Observer’s Evaluation Sheet
Phone
Coach’s Name Mr Bradford
No.
Phone
Listener’s Name Inane
No.
Assessment Site
Coaching Date/s 1st nova Time/s 6:00 pm
Phone
Employee’s Name Inane
No.
Satisfactory
Standard of performance
Yes No
Did the coach utilise the GROW model for coaching his or her -------
employee?
Did the coach identify the performance issue? ____
Did the coach utilise a number of communication skills to ____

reflect and clarify the employee’s answers?
 Active Listening
 Clarifying
 Summarising
Did the coach ask probing questions? ____
Did the coach allow the employee time to think before replying ____
to questions?
Did the coach use body language cues to help put the ____
employee at ease?
Did the coach acknowledge the employee during the coaching ____
session using positive feedback?
Did the coach provide constructive feedback to the employee ____

during the session?
Did the coach provide strategies for continuous improvement ____

for the employee?
Did the coach identify his or her strengths and weaknesses as ____
a coach/manager?
Did the coach identify areas for self-improvement? ____

_
Comments/feedback to coach
You have done a great job at identifying the problem and helping inane overcome
that problem and also identified some areas which she can work on her own to
improve herself as an employee.
Coaching Session 1 – Coach’s Self Reflection Sheet
Coach’s Name Mr Bradford Phone No.
Listener’s Name Inane Phone No.
Assessment Site
Employee’s Name Inane Phone No.
Respond to these questions with your feelings and thoughts about coaching. What
was your initial reaction to the coaching exercise?
I felt that my coaching exercise was learning curve for her. As she was new she
should have learned many things from me which would have helped her in the
professional environment.
What is the overall assessment of your performance as a coach? Give reasons for this
assessment.
I think I did well, as the employee was asking me different things about the stuff I
was telling her, and as I was telling what to do and what not to do.
What do you think were some of your strengths during the exercise?
I listened to her problem.
I treated her like a kid who knows nothing and answer her questions.
What do you think were areas where there was room for improvement?
The only area which needed improvement was time. As there were other people
after her coaching as well I should have spent more time in coaching her,
What kind of strategies can you think of to help improve your coaching skills?
Spend more time with the employee in coaching them.
More time will lead to more details about the problems they are facing.
What do you think will be the cost of not implementing new strategies into your role as a
manager?
The most important cost will be that we will start losing customers which will lead
to less sales and less profit which won’t be good for the business.
What are some valuable skills that you have learned today to help you in your role as
manager/coach?
That I should listen to the employee as I listen to the employee, it will lead to
forming a connection with them which will make them wanting to work hard for the
manager and for the organization.
 Prepare a performance development plan on the basis of the coaching session

(Use the attached performance development plan template- Appendix 3)
Name/Position: Manager: Mr Bradford Review Period:

Inane
Skills to be How skills are to be Priority By Skills

developed: developed: (H,M,L) When? gained
(Y/N)
Customer dealing By training the employee on High In Two Yes
how to deal with customers. weeks
Confidence By making her deal with M In three No

more and more customers weeks
By making her deal with H In two Yes

Kindness rude customers weeks
By making her enter the data H In 1 Yes

Data entry on every product sold. week
Manager’s comments: Inane was very Signature
eager to learn these skills and want to Date
learn them quick.
Staff member’s comments: No Signature

comments Date
 Prepare file notes from these coaching sessions to be placed on the worker’s file
She just need time and training in order for her to perform better.
 Provide feedback
 Complete a coaching self-reflection sheet and observer evaluation sheet (Use attached
templates)
Phone
Coach’s Name Mr Bradford
No.
Phone
Listener’s Name Inane
No.
Assessment Site
Phone
Employee’s Name Inane
No.
Satisfactory
Yes No
Did the coach utilise the GROW model for coaching his or her -------
employee?
Did the coach identify the performance issue? ____

Did the coach utilise a number of communication skills to reflect and ____
clarify the employee’s answers?
 Clarifying
 Summarising
Did the coach ask probing questions? ____

Did the coach allow the employee time to think before replying to ____
questions?
Did the coach use body language cues to help put the employee at ____
ease?
Did the coach acknowledge the employee during the coaching ____
Did the coach provide constructive feedback to the employee during ____
the session?
Did the coach provide strategies for continuous improvement for the ____
employee?
Did the coach identify his or her strengths and weaknesses as a ____
coach/manager?
Did the coach identify areas for self-improvement? ____

_
You have done a great job at identifying the problem and helping inane overcome
that problem and also identified some areas which she can work on her own to
improve herself as an employee.

Coach’s Name Mr Bradford Phone No.
Listener’s Name Inane Phone No.
Assessment Site
Employee’s Name Inane Phone No.
I felt that my coaching exercise was learning curve for her. As she was new she
should have learned many things from me which would have helped her in the
professional environment.
assessment.
I think I did well, as the employee was asking me different things about the stuff I
was telling her, and as I was telling what to do and what not to do.
I listened to her problem.
I treated her like a kid who knows nothing and answer her questions.
The only area which needed improvement was time. As there were other people
after her coaching as well I should have spent more time in coaching her,
Spend more time with the employee in coaching them.
More time will lead to more details about the problems they are facing.
manager?
The most important cost will be that we will start losing customers which will lead
to less sales and less profit which won’t be good for the business.
manager/coach?
That I should listen to the employee as I listen to the employee, it will lead to
forming a connection with them which will make them wanting to work hard for the
manager and for the organization.
 How you will document staff performance according to organisational protocols within
timelines
By making regular time to time performance evaluations and recording it in the document and
then write my comments on it if the workers needs to work on something.
9. Present your finding to the class at a time allocated to you by your assessor.
Note: during the presentation, you will have access to data projection equipment and whiteboard if
required.
Appendix 1-Operational Plan
Operational Goals Department Goals Progress
Goal Focu KPI Reason/ Departmen Deliverable Goal KPI Due 1 2 3 4 5 6

s Barriers t
Appendix 2- Performance Management Plan
Name/Position: Manager: Review Period:
Manager’s comments Signature

Date
Staff member’s comments Signature

Date

Phone
Coach’s Name
No.
Phone
Listener’s Name
No.
Assessment Site
Coaching Date/s Time/s
Phone
Employee’s Name
No.
Satisfactory
Yes No
Did the coach utilise the GROW model for coaching his or her
employee?
Did the coach identify the performance issue?
Did the coach utilise a number of communication skills to

reflect and clarify the employee’s answers?
 Clarifying
 Summarising
Did the coach ask probing questions?
Did the coach allow the employee time to think before replying
to questions?
Did the coach use body language cues to help put the
employee at ease?
Did the coach acknowledge the employee during the coaching

Did the coach provide constructive feedback to the employee

during the session?
Did the coach provide strategies for continuous improvement

for the employee?
Did the coach identify his or her strengths and weaknesses as

a coach/manager?
Did the coach identify areas for self-improvement?


Coach’s Name Phone No.
Listener’s Name Phone No.
Assessment Site
Coaching Date/s Time/s
Employee’s Name Phone No.
assessment.
manager?

manager/coach?

Appendix 3- Performance Development Plan

Name/Position: Manager: Review Period:
Skills to be How skills are to be Priority By Skills

developed: developed: (H,M,L) When? gained
(Y/N)
Manager’s comments Signature

Date
Staff member’s comments Signature

Date
Performance Review notes (To be placed in the worker’s file)

Attach additional notes as required.
Learner Guide / Student Assessment BSBMGT502 Mange People Performance

Issue History
Issue Date Revision Details

Oct 2015 Initial issue
Jan 2017 Assessment methods updated; template was revised to be
consistent with the rest of the units

Unit Completion Feedback Form
The purpose of this evaluation is to obtain your feedback on the content, delivery and assessments of the unit
of competency provided by North Melbourne College (NMC). Your response will be treated in strict confidence
and will assist us to review and improve our delivery.
Student
Name(Optional)
BSB51915 – Diploma of Leadership and Management
Qualification Enrolled
Unit BSBMGT502 Manage People Performance
DIRECTIONS: Along each scale given below, please tick the box that matches most closely with your opinion as
indicated below:
All completely new Mostly new but with Mostly refreshing ideas with All refreshing ideas
information some familiar ideas some new ideas
How would you rate the
content of the Unit?
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useful
How useful were the practical/class activities in helping you learn new
information or refreshing ideas you had previously learned?
How useful were the practical/ class activities in understanding of the Unit?
Very well Fairly Well Not Well
How well did your Trainer explain the concepts covered in the Unit?
Strongly Disagree Not Agree Strongly

Disagree sure agree
1 2 3 4 5
I received the assessment information prior to the date
Unit Competency standards were available or explained
The Assessor covered all WHS/OHS issues (if applicable)
Instructions were clear and easy to understand
I knew exactly what was expected from me
The Assessment procedure was explained
The Assessor used appropriate language
I was encouraged to participate
The Trainer / Assessor was professional with Industry experience
Definitely Somewhat Easy Somewhat Definitely

Easy Easy NOT Easy NOT Easy
How would you rate the degree of easiness of the
assessments?
FURTHER COMMENTS: If you have additional comments, please use the space below.

Manage People Performance

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ASSESSMENT RECEIPT FORM

1. I am aware that penalties exist for plagiarism and assessment dishonesty.

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Students must retain this as a Record of Submission

Assessment Handed On: ____________________________________________________________

Unit Code & Description: ___________________________________________________________

Assessment Received by NMC Staff

Form148: Assessment Receipt Form

Document/Particulars Assessor Name/Initial/ Date Comment

A. Assessment Cover Page (Assessor)

THIS PAGE IS LEFT INTENTIONALLY BLANK

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Final Feedback for the

Student’s Signature: Date:

USE FOR RE-ASSESSMENT ONLY

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Learner Guide/Student Assessments

AURTTA3017 Carry out vehicle safety and roadworthy inspect

Student Name _________________________________________

Unit Code BSBMGT502

Type of Assessment Place of Assessment

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Management and Leadership – Management

Evidence of the ability to:

 describe staff development options and information

Information and Instruction for Students

Student Access to Records

2. Project – Simulated Workplace Environment

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

I further declare that:

Student signature: ............................................................... Date: ....../....../.......

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Assessment Task 1. Written Questions

Student’s overall performance is: Student’s overall performance is:

Comments/Feedback to the Student:

Trainer/Assessor Name: __________________________

Signature : _____________________________________ Date : __________________

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Student Signature Date

This page is left intentionally blank

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Answer: The 5 standards of employment are

Marking: Satisfactory Unsatisfactory

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Answer: The elements that are required in facilitating a meaningful agreement

So In order to identify which award should be given to the employee, firstly

Marking: Satisfactory Unsatisfactory

Question 3: How to maintain motivation for employee through balancing to create a

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Question 5: Give examples of the metrics applied to traditional functional areas?

Marking: Satisfactory Unsatisfactory

Marking: Satisfactory Unsatisfactory

Question 7: Define code of conduct for measuring employee performance?

Answer: The code of conduct of measuring employee performance is that:

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Marking: Satisfactory Unsatisfactory

Marking: Satisfactory Unsatisfactory

Question 9: What is effective performance management system, briefly describe? And

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Answer: And effective performance management system is a system which is

Marking: Satisfactory Unsatisfactory

Form 111: Learner Guide/Student Assessment: BSBMGT502 Manage People Performance

Signature : ___________________ Date :

Signature : ___________________ Date :

Signature : ___________________ Date :