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Assessment Summary / Cover Sheet: BSBMGT502 Manage People Performance
Assessment Summary / Cover Sheet: BSBMGT502 Manage People Performance
This form is to be completed by the assessor and used as a final record of student competency.
All student submissions including any associated checklists are to be attached to this cover sheet
before placing on the students file.
Student results are not to be entered onto the Student Management Database unless all relevant
paperwork is completed and attached to this form.
Result Reassessment
Please attach the following documentation to this form S = Satisfactory
NS = Not Satisfactory
S = Satisfactory
NS = Not Satisfactory
NA = Not Assessed NA = Not Assessed
__________________________________________________________________________
__________________________________________________________________________
Student Declaration: I declare that this assessment is my own Assessor Declaration: I declare that I have conducted a fair,
work based on personal study and research and not plagiarised or valid, reliable and flexible assessment with this student. I have
copied from another student’s work or source. provided appropriate feedback and advised the student of their result.
Performance objective
You will demonstrate skills and knowledge required to allocate work and provide informal
feedback to employees in the context of managing people performance.
Assessment description
In response to a simulated workplace scenario, you will meet with a peer manager to role-play
consultation on acquiring a (human) resource, setting performance expectations and risk
management. You will then participate in a second role-play to provide initial, informal
feedback to the newly acquired human resource and set performance expectations for ongoing
work within your team.
The role plays in this assessment will allow you the chance to practice in a simulated
environment about work performance and workforce planning.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by
your assessor.
2. Review the scenario below. (case study may be carried out as a group exercise in class)
You are the Hardware and Homewares Manager at the Australian Hardware
Wollongong store. One of your customer service and sales representatives is
taking a year’s absence. A garden products employee, Kim Smith, has been
seconded to you after expressing an interest in the temporary hardware and
home products position to her manager.
You will need to meet with Kim’s manager to discuss the secondment and
Kim’s fitness for the role you have in mind.
You have a role description for the position (Appendix 1).
One of the main concerns you have is Kim’s ability to transfer the customer
service skills practiced and learned in the garden centre, and to learn new
homewares-specific product and service knowledge. Probably one of the key
determinants of whether the secondment will be a success will be Kim’s
attitude to acquiring new skills and knowledge and persevering through a
period of adjustment to her new work conditions.
After meeting with Kim’s manager, you will need to meet with Kim to
negotiate a work plan (Appendix 2), including two to three goals and KPIs,
consistent with the organisation’s operations planning. You are prepared to
accept that during a six-month transition period (one performance appraisal
period) sales performance may be as much as 20% off target. Currently sales
representatives in the hardware and homewares division are expected to
generate $10,000 of revenue monthly. Other objectives and KPIs may be
drawn from and negotiated on the basis of the role’s position description.
Finally, you will need to identify and analyse two to three risks associated
with the secondment and record the analyses A suggestion would be to carry
out a gap analysis. (Appendix 3).
3. Arrange with your assessor (or this may be carried out with your class peers and your
assessor will observe you in the role plays).
a. a time and place to conduct the two role-plays:
i. a consultation with the garden products manager.
ii. a meeting to set performance expectations with the seconded employee.
b. timeframe and format requirements for submitting supporting documentation, as
set out in the specifications below.
4. Carry out the role-play with the peer manager. Ensure you:
a. Discuss your expectations for the employee and your needs for filling the
position with this resource:
i. Discuss the position description and how this will fit into the organisations
plans.
ii. Gather a sense of the employee’s aptitude and how you feel they will take
on this new role.
b. Gather informal feedback to relay to the employee that will allow the employee
to start off with a realistic sense of the expectations of the position and how hard
they may have to work to close any performance/skills/
knowledge gaps. Consider what the work may involve and the importance of
getting sales and being with customers that can affect the performance of the
staff member.
5. Carry out the role-play with the seconded employee. Ensure you complete the
following:
a. Briefly summarise how performance is measured and performance objectives are
set within the organisation. This needs to be clear and concise with details of
performance measurements and objectives for the employee.
b. In accordance with those processes, set performance objectives and complete a
work plan in consultation with the employee. The work plan in appendix two can
be added to with more detail.
c. Discuss general expectations and code of conduct with employee. Explain how
code of conduct is important and what it means if the employee were to breach
the code of conduct and how this would affect their employment.
6. After role-playing with the manager and employee, identify two to three risks
associated with the secondment in accordance with the organisation’s risk management
plan in appendix three. Ensure you identify at least one compliance risk . (Compliance
risk is the threat posed to a company's earnings or capital as a result of violation or non-conformance with
laws, regulations, or prescribed practices.)
Specifications
You must:
● participate in two role-plays:
● outline how performance is measured and performance objectives are set within the
organisation.
Position Description
Summary of position
Provide expert advice to customers on hardware and homewares products, process sales and refer
sales to checkout staff.
Required competence/education
What are the minimum competence/educational requirements for this position?
Competence Level/standard
Product knowledge Ability to describe the use of each product; (on rare occasions,
where necessary) able to refer to others on team with more expert
knowledge and with minimal inconvenience to customer.
Customer focus Can develop rapport, inspire confidence; Up-sell and cross-sell
when appropriate to meet customer’s needs.
Point-of-sale technology Able to complete and process orders within two minutes.
Health, safety, security and Can follow relevant policies and procedures for WHS,
environment recordkeeping and financial procedures, sustainability policies and
procedures.
Physical requirements
Must be able to stand for four-hour shifts; minimal lifting: 20 kg.
Mental requirements
N/A
Equipment used
Computer/point-of-sale terminal, telephone, forklift, fax machine, power tools.
Supervisory responsibilities
N/A
Working conditions
● Indoor warehouse environment.
● Occasional outdoor work.
Signature:
Date:
Financial
Internal process
Customer focus
Development
Signature:
Date:
Risk Risk
Risk likelihood impact Controls Monitoring Timelines Responsible
Employee job descriptions are written statements that describe the duties, responsibilities,
required qualifications and reporting relationships of a particular job. They are based on
objective information obtained through job analysis, an understanding of the competencies and
skills required to accomplish needed tasks, and the needs of the organization to produce work.
Employee job descriptions identify and spell out the responsibilities of a specific job. They also
include information about working conditions, tools, equipment used, knowledge and skills
needed, and relationships with other positions including the immediate boss.
Effectively developed, employee job descriptions are communication tools that are significant to
your organization's success. Poorly-written employee job descriptions, on the other hand, add to
workplace confusion, miscommunication, and make people feel they don't know what is
expected from them.
If you use employee job descriptions as living, breathing documents that are updated regularly to
reflect the changing requirements of each employee, these descriptions can become more of a job
plan than an irrelevant document.
Set Clear Expectations About What You Expect From People: Ferdinand Fournies, in Why,
Don't Employees Do What They're Supposed to Do and What To Do About It? says that worker
expectation is the first place to look if people aren't doing what you want them to do. He says
you need to make certain that all employees clearly understand your expectations—and that
understanding starts with the employee job description. It holds true whether you're recruiting
new employees or posting jobs for internal applicants.
Help You Cover Yourself Legally: As an example, for compliance with the Americans With
Disabilities Act (ADA), you'll want to make certain that the description of the physical
requirements of the job is accurate down to the letter.
Help Organizational Employees, Who Must Work With the New Hire, Understand the
Boundaries of the Person's Responsibilities: People who have been involved in the hiring process
are more likely to support the success of the new employee or promoted coworker. Developing
employee job descriptions is an easy way to involve people in your organization's success.
Remember, as you develop employee job descriptions, recognize that they are one component in
an effective performance management system. Consider these warnings about employee job
descriptions.
Need an employee and company friendly way to keep employee job descriptions, goals, and
plans up-to-date without Human Resources intervention? Consider writing a job plan as an
alternative to the traditional, normally not up-to-date, lengthy job description
The written job plan will guide an employee's use of his or her work time and inform the
employee of the priorities and needed outcomes. The job plan, done well, emphasizes an
employee's most significant goals and expectations. You can use a job plan to assess an
employee's progress on goals and core responsibilities.
It makes a useful starting discussion point during weekly one-to-one meetings and in any
meeting to discuss setting goals, planning the future, or desired changes to an employee's job.
Since the job plan is negotiated with the manager, he or she feels
Risks are not inherently bad - sometimes taking a risk can lead to big rewards. However, risks do
represent uncertainty, and if you’re managing an organization or project, having a clear
understanding of potential risks can help you move forward and make decisions with confidence.
Risk management is the process of identifying risks, analyzing them to assess their likelihood
and potential impact on a program, and developing and implementing methods for responding to
each risk. To support your risk management planning, this page offers multiple templates that are
free to download. Choose from simple matrix templates or more comprehensive risk
management plan templates for Excel, Word, and PDF, all of which are fully customizable to
meet the needs of your specific enterprise or project.
The Project Management Body of Knowledge (PMBOK® Guide, 5th Edition) defines project
risk as “an uncertain event or condition that, if it occurs, has a positive or negative effect on one
or more project objectives, such as scope, schedule, cost, or quality.” Notice that these risks can
be considered positive or negative depending on their effects. Project risk management seeks to
maximize positive risks while avoiding or mitigating negative risks. A risk management plan is
typically included as part of a larger project plan, and is initiated early in the project lifecycle;
the risk plan then evolves as the project progresses. It is generally the project manager’s role to
maintain the plan and update it periodically to ensure ongoing clarity and effectiveness.
The overall goal of a risk management plan is to manage risk in a way that ensures a successful
project outcome. The planning process enables managers to clearly identify risks, and then
develop and document risk mitigation strategies and contingency plans. The process also
includes identifying both the costs and actions necessary for implementing the plan. Once
completed, the plan serves as a guide for everyone involved in a project and is particularly
important as a tool to communicate with key stakeholders.
Marking Guide
Assessment Task 1: Allocate work and provide initial
feedback
Assessment site
Outcomes
Satisfactory
Performance indicators
Satisfactory
Satisfactory
Comments/feedback to participant
Assessor name:
Assessor signature:
Performance objective
You will demonstrate skills and knowledge required to design and train others on performance
management systems.
Assessment description
In response to a simulated workplace scenario, you will design a performance management system and
train peer managers.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by your
assessor, particularly policies and procedures relevant to the current performance management
system.
2. Review the scenario below.
It has been noted by senior management that employee performance has generally
fallen behind targets. Particular areas of concern are sales revenue and customer
satisfaction and targets that are not being meet by the employees.
A large proportion of employees, 45%, always or often feel disengaged from work;
their sense of self-confidence and optimism is low.
There is a high risk of the organisation being unable to attract, retain and enact a
succession plan if trends continue.
You are the Hardware and Homewares Manager at the Australian Hardware
Wollongong store. As the most knowledgeable manager on matters of performance
management, you have been asked to deliver a short training session (15–20 minutes)
on the current performance management system and your plans to improve the current
system to take account of HR information.
Your managerial audience is generally familiar with the current system, but would
benefit from a refresher as an introduction to learning about your approved
amendments.
Specifications
You must:
● participate in a training session role-play
Provide on-the-job coaching when necessary to improve performance and to confirm excellence
in performance
Excellence in performance...
Means regularly and consistently exceeding the performance targets established while meeting
the organisation's performance standards.
www.ntis.gov.au
Business Services Package - BSBMGT502A
To maximise the performance of employees while maintaining high levels of morale and
retention, is the key to an organisation obtaining a competitive edge. Coaching is the process that
assists employees to deepen their learning and improve their performance.
On-the-job coaching
Giving feedback on performance issues is part of
coaching. You need to be consistent when providing
information on the strengths and weaknesses of your
staff performance. Individuals that perform well are
coached into developing their skills further.
However, those performing below acceptable
standards are given advice and coached or counselled to help improve their performance.
Coaching is a learning process that is aimed at bringing out the best in a person. It can assist in
long and short term goals that in turn assist in career development. Coaching helps individuals
improve their general skills as well as helping in areas that need improvement. For this reason, it
is a valuable tool for increasing an organisation’s overall productivity as well as increasing
morale.
Developing a coaching plan
To ensure the coaching process is effective you should:
➢ Make an assessment on how quickly you think the individual can be coached to an
appropriate performance level.
➢ Identify and brief the person or persons who will be conducting the coaching.
➢ Set clearly defined performance targets and deadlines in conjunction with the employee which
are agreed to in writing.
➢ Identify and follow up any particular training needs for that individual.
If the individual is able to meet these specific goals or targets within the timeframe
given then you can be sure that the coaching program has been a success
Marking Guide
Assessment Task 2: Design and train performance
management systems
Assessment site
Outcomes
Satisfactory
Performance indicators
Satisfactory
Satisfactory
Comments/feedback to participant
Assessor name:
Assessor signature:
Manage performance
Submission details
The assessment task is due on the date specified by your assessor. Any variations to this arrangement
must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
Performance objective
You will demonstrate the skills and knowledge required to performance manage people through
providing formal and informal feedback and coaching in an organisational context.
Assessment description
In response to a simulated workplace scenario, you will plan and role-play the delivery of a feedback and
coaching session. You will then complete formal performance development documentation with the
employee.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by your
assessor, particularly the performance management and performance appraisal processes.
2. Review the scenario below:
You are the Hardware and Homewares Manager at the Australian Hardware
Wollongong store. Kim Smith has been on your team for the past six months.
It is now performance review time. You will need to provide Kim with
feedback on her performance since she was seconded to you from the garden
centre.
You are less than satisfied with Kim’s performance, but still hope you will be
able to get her to focus on areas she needs to develop in and help her improve
her performance to meet the expectations for the role. It is particularly
disappointing that after providing her with feedback and setting goals at the
outset, she has not lived up to her commitment. You allowed her to reduce her
sales targets, but she has not made any sustained effort to develop herself to
perform to a satisfactory level. She is even failing to reach the low targets set
for the initial six-month period.
While Kim has not performed to expectations, she has made some effort to
learn the required product information. You would like to recognise her
efforts, while not downplaying the fact that the organisation needs and
expects more from their sales staff.
You will need to discuss and agree upon what development steps to take. You
have another experienced and high-performing staff member in the hardware
and homewares department who has agreed to act as a mentor to Kim. You
also have money in the budget for 30 hours of sales training for Kim if she is
willing to be trained.
You will need to follow the Australian Hardware policy and procedures for
performance management, including recordkeeping.
3. Arrange with your assessor or class peers and be observed by the assessor:
a. a time and place to role-play a coaching session/performance appraisal
b. a timeframe and format requirements for submitting supporting documentation, as set out in
the specifications below.
4. Review the employee’s Performance Scorecard (Appendix 1). You need to have a full
understanding of this score card to be able to develop your meeting with the employee.
5. Plan an informal coaching session for the employee. Use the Coaching Plan template provided
(Appendix 2) or a coaching planning model of your own design.
The focus of this part of the role-play should be on collaborating with the employee to identify
performance gaps and taking positive measures to close those gaps. This may mean further
training, having a buddy system put in place, weekly check in meetings. This may be three weeks
to 12 weeks as you need to decide on the
6. Prepare the formal performance development documentation for the employee. Use the
Performance Development Plan template provided (Appendix 3), in accordance with the Australian
Hardware performance management policy.
The focus of part of the role-play (done immediately after the coaching session) is to formally
establish with the employee the performance issues, remedial steps and work goals for the next
performance review period. This may be three weeks to 12 weeks as you need to decide on the
review period and the performance of the employee.
ii. establish and clarify the reality of the employee’s performance: describe how
performance was monitored and measured; your evaluation of the gap between
expectations and their performance; and discuss previous feedback given (Assessment
Task 1).
iii. recognise achievements, attitude and positive aspects of performance
iv. discuss opportunities for growth and meeting expectations
v. establish willingness of the employee to take concrete steps.
b. Complete formal performance development documentation, where you:
i. set targets and review dates for the next performance review
ii. complete performance management recordkeeping for HR (Appendix 3), including
signatures. Refer to the performance management procedures followed with the
employee.
8. Submit supporting documentation to your assessor in accordance with the agreed timeframe,
format and the below specifications.
Specifications
You must:
● participate in a 10–15 minute role-play
● keep records and documentation in accordance with the organisational performance management
system
● describe staff development options and information.
Financial $8,000 sales revenue $5,000 average over six This low target was set for an initial period of six months. You would expect
per month months an employee to reach a target of $10,000 at this stage.
Customer 8/10 score on 5/10 score The employee is personable and tries hard to develop a rapport with
focus customer focus customers. Customers and staff respond well to the employee. However, staff
cannot rely on the employee to support them and they are constantly being
asked for product information that the employee should know already.
Customers are initially attracted to the employee’s friendly manner but are
quickly turned off by her unserious attitude. Customers do not have
confidence in this employee’s ability to help them choose a product that will
meet their needs. Customers who do stick with the employee must then wait
longer to complete their purchases.
Internal Two minutes to Average five minutes The employee has never mastered the point-of-sale system; consequently they
process complete sales make errors that need to be corrected before completing transactions.
efficiency transaction
Learning and 20–30 training hours Seven training hours The employee, while expressing initial enthusiasm for the role, has not made
development any sustained effort to learn the basic skills and knowledge necessary to reach
targets, although the employee attended a one-day rapport-building workshop.
The employee appears to feel that they will learn by casual experience without
any effort or that they can constantly rely on others to help.
Goal and performance employee is entitled to a meeting with the evaluators to discuss
expectations their performance over the 12 month period. After receiving a
written performance evaluation, an employee must request a
follow-up meeting with the evaluator to discuss the within 14
days of the request unless there are exceptional
circumstances.performance evaluation. This meeting will take
place
Opportunities to develop Once the performance appraisal for the previous year is complete,
it is up to you as a manager to thoroughly discuss specific
development goals with individual staff members and work on
creating a realistic plan for achieving these goals.
Manager’s comments:
Signature: Date:
Signature: Date:
Marking Guide
Assessment Task 3: Manage performance and provide
feedback
Assessment site
Outcomes
Satisfactory
Performance indicators
Satisfactory
Satisfactory
During the coaching session phase of the role-play, monitor and evaluate
the employee’s performance on a continuous basis?
Comments/feedback to participant
Assessor name:
Assessor signature:
Please help us to improve our services to you. We would appreciate your honest feedback on the training provided
for this unit.
Thinking about your experience while participating in the training for this unit, please read the following statements
and tick one response only.
Trainer name
Learner name
What did you find most challenging about studying this unit? Please specify.