Student Assessment Tasks: BSBMGT502 Manage People Performance

Student Assessment Tasks
BSBMGT502 Manage people performance
Student Name:
BSBWRT301 Write simple documents Student Assessment Tasks
Contents
Assessment information.................................................................................................................... 3
Assessment instructions.................................................................................................................... 5
Student assessment agreement........................................................................................................ 8
Assessment Task 1 Cover Sheet...................................................................................................... 9
Assessment Task 1: Written questions............................................................................................ 10
Assessment Task 1 Instructions as provided to students................................................................12
Assessment Task 1 Checklist.......................................................................................................... 14
Assessment Task 2: Work allocation project...................................................................................15
Assessment Task 3: Performance management system project.....................................................23
Assessment Task 4: Managing performance project.......................................................................28
Assessment Task 5: Disciplinary and termination project................................................................35
Final results record.......................................................................................................................... 41
© 2020 RTO Works <RTO Name and ID> Page 2

Assessment information
The assessment tasks for BSBMGT502 Manage people performance are included in this Student
Assessment Tasks booklet and outlined in the assessment plan below.
1. To be assessed as competent for this unit, you must complete all of the assessment tasks
satisfactorily.
Assessment plan
Assessment Task Overview

1. Written questions You must correctly answer all questions.
2. Work allocation project You must assume the role of Human
Resources Manager of a company, meet with
the Managing Director (the assessor) to
develop a work plan and then share this plan
with your team.
3. Performance management system You must research performance management
processes, develop a performance
management policy and procedure and
provide training to managers on this new
policy and procedure.
4. Managing performance project You must provide a staff member with informal
feedback about their workplace performance
and conduct a formal performance review.
5. Disciplinary and termination project You must provide a staff member with formal
feedback about ongoing poor performance and
develop a letter of termination.
Assessment preparation
Please read through this assessment thoroughly before beginning any tasks. Ask your assessor for
clarification if you have any questions.
When you have read and understood this unit’s assessment tasks, print out the Student
Assessment Agreement. Fill it out, sign it and hand it to your assessor, who will countersign it and
keep it on file.
Keep a copy of all of your work, as the work submitted to your assessor will not be returned to you.

Assessment appeals
If you do not agree with an assessment decision, you can make an assessment appeal as per your
RTO’s assessment appeals process.
You have the right to appeal the outcome of assessment decisions if you feel you have been dealt
with unfairly or have other appropriate grounds for an appeal.

Assessment instructions
Each assessment task in this booklet consists of the following:
Assessment Task Cover Sheet

This must be filled out, signed and submitted with your assessment responses.
If you are submitting hardcopy, the Assessment Task Cover Sheet should be the first page of each
task’s submission.
If you are submitting electronically, print out the Assessment Task Cover Sheet, fill it out, sign it
and then scan and submit the file.
The Assessment Task Cover Sheet will be returned to you with the outcome of the assessment,
which will be satisfactory (S) or unsatisfactory (U). If your work has been assessed as being not
satisfactory, your assessor will include written feedback on the Assessment Task Cover Sheet
giving reasons why. Your assessor will also discuss this verbally with you and provide advice on
reassessment opportunities as per your RTO’s reassessment policy.
Depending on the task, this may include
 resubmitting incorrect answers to questions (such as written questions and case studies)
 resubmitting part or all of a project, depending on how the error impacts on the total outcome
of the task
 redoing a role play after being provided with appropriate feedback about your performance
 being observed a second (or third time) undertaking any tasks/activities that were not
satisfactorily completed the first time, after being provided with appropriate feedback.
Assessment task information

This gives you:
 a summary of the assessment task
 information on the resources to be used
 submission requirements
 resubmission opportunities if required.
Assessment task instructions

This includes questions you will need to answer or tasks that you need to complete.
Your answers must be typed using software as indicated in the assessment task Instructions.
Copy and paste each task’s instructions into a new document and use this as the basis for your
assessment task submission. Include this document’s header and footer.
If you are submitting electronically, give the document a file name that includes the information as
indicated in the section called ‘Naming electronic documents’ (see below).

Naming electronic documents

It is important that you name the documents that you create for this Assessment Task in a logical
manner.
Each should include:
 Course identification code
 Assessment Task number
 Document title (if appropriate)
 Student name
 Date it was created
For example, BSBMGT502 AT2 Risk Management Plan Joan Smith 20/10/20.
Icons
Icons are used in task instructions to indicate three of the common stages within the task.
This icon indicates that you will need to meet with your assessor (and possibly other
students) to complete a meeting or role play.
This icon indicates that you will need to communicate via email or send documents to
via email.
This icon indicates that you will need to submit an item of evidence.
This icon indicates all other stages during the task, which may include research,
developing documents, brainstorming ideas and so on.
Additional resources
You will be provided with the following resources before you begin each assessment task.
Assessment Task 2:
 Strategic Plan
 Action Plan Template
 Staff Code of Conduct
 Risk Management Plan Template
Assessment Task 4:
 Performance Review Assessment

Performance Review Template Checklist

This will be used by your assessor to mark your assessment. Read through this checklist as part of
your preparation before beginning the assessment task. It will give you a good idea of what your
assessor will be looking for when marking your responses or observing your performance.

Student assessment agreement

Make sure you read through the assessments in this booklet before you fill out and sign the
agreement below.
If there is anything that you are unsure of, consult your assessor prior to signing this agreement.
Have you read the assessment requirements for this unit?  Yes  No
Do you understand the requirements of the assessments for this unit?  Yes  No
Do you agree to the way in which you are being assessed  Yes  No
Do you have any specific needs that should be considered  Yes  No
If so, explain these in the space below.
Do you understand your rights to reassessment?  Yes  No

Do you understand your right to appeal the decisions made in an  Yes  No
assessment?
Student name Wai Man Lee

Student ID number 5645
Student signature
Date 26/10/2020
Assessor name Umesh
Assessor signature
Date
Assessment Task 1 Cover Sheet
Student declaration
To be filled out and submitted with assessment responses

 I declare that this task is all my own work and I have not cheated or plagiarised the work or
colluded with any other student(s).
 I understand that if I am found to have plagiarised, cheated or colluded, action will be taken
against me according to the process explained to me.
 I have correctly referenced all resources and reference texts throughout these assessment
tasks.
Student name Wai Man Lee

Student ID number 5645
Student signature
Date 26/10/2020
Assessor declaration
 I hereby certify that this student has been assessed by me and that the assessment has been
carried out according to the required assessment procedures.
Assessor name
Assessor signature
Date
Assessment outcome S NS DNS Resubmission Y N
Feedback
Student result response

 My performance in this assessment task has been discussed and explained to me.
 I would like to appeal this assessment decision.
Student signature
Date
A copy of this page must be supplied to the office and kept in the student’s file with the evidence.

Assessment Task 1: Written questions
Task summary
This is an open-book test, to be completed in the classroom.
A time limit of 1 hour to answer the questions is provided.
You need to answer all of the written questions correctly.
Your answers must be word processed and sent to the assessor as an email attachment.

Required
 Access to textbooks and other learning materials.
 Computer with Microsoft Office and internet access.
Timing
Your assessor will advise you of the due date of this assessment.
Submit
 Answers to all questions.
Assessment criteria
All questions must be answered correctly in order for you to be assessed as having completed the
task satisfactorily.
Resubmission opportunities
You will be provided feedback on your performance by the assessor. The feedback will indicate if
you have satisfactorily addressed the requirements of each part of this task.
If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide
you with written feedback along with guidance on what you must undertake to demonstrate
satisfactory performance. Reassessment attempt(s) will be arranged at a later time and date.
You have the right to appeal the outcome of assessment decisions if you feel you have been dealt
with unfairly or have other appropriate grounds for an appeal.
You are encouraged to consult with the assessor prior to attempting this task if you do not
understand any part of this task or if you have any learning issues or needs that may hinder you
when attempting any part of the assessment.

Written answer question guidance

The following written questions use a range of “instructional words” such as “identify” or “explain”,
which tell you how you should answer the question. Use the definitions below to assist you to
provide the type of response expected.
Note that the following guidance is the minimum level of response required.
Analyse: when a question asks you to analyse something, you should do so in detail, and
identify important points and key features. Generally, you are expected to write a response one
or two paragraphs long.
Compare: when a question asks you to compare something, you will need to show how two or
more things are similar, ensuring that you also indicate the relevance of the consequences.
Generally, you are expected to write a response one or two paragraphs long.
Contrast: when a question asks you to contrast something, you will need to show how two or
more things are different, ensuring you indicate the relevance or the consequences. Generally,
you are expected to write a response one or two paragraphs long.
Describe: when a question asks you to describe something, you should state the most
noticeable qualities or features. Generally, you are expected to write a response two or three
sentences long.
Discuss: when a question asks you to discuss something, you are required to point out
important issues or features and express some form of critical judgement. Generally, you are
expected to write a response one or two paragraphs long.
Evaluate: when a question asks you to evaluate something, you should put forward arguments
for and against something. Generally, you are expected to write a response one or two
paragraphs long.
Examine: when a question asks you to examine something, this is similar to “analyse”, where
you should provide a detailed response with key points and features and provide critical
analysis. Generally, you are expected to write a response one or two paragraphs long.
Explain: when a question asks you to explain something, you should make clear how or why
something happened or the way it is. Generally, you are expected to write a response two or
three sentences long.
Identify: when a question asks you to identify something, this means that you are asked to
briefly describe the required information. Generally, you are expected to write a response two or
three sentences long.
List: when a question asks you to list something, this means that you are asked to briefly state
information in a list format.
Outline: when a question asks you to outline something, this means giving only the main points,
Generally, you are expected to write a response a few sentences long.
Summarise: when a question asks you to summarise something, this means (like “outline”) only
giving the main points. Generally, you are expected to write a response a few sentences long.

Assessment Task 1 Instructions as provided to students

Provide answers to all of the questions below:
1. Explain the key provisions of the Fair Work Act 2009.
The Fair Work Act 2009 is the main legislation which the companies govern the employee and
employer relationship in the Australia. It provides a safety net of minimum entitlements,
enables flexible working arrangements and fairness at the work and prevents discriminations
against employees. The Fair Work system is the name use for the minimum employment laws
and agency bodies that were created by the Fair Work Act. It is the national workplace
relations system. The key features of the Fair Work system are ’10 minimum National
Employment Standards’ awards that apply nationally for specific industries and occupations,
‘the national minimum wages’ promote the protection from unfair dismissal to provide safety
net of entitlements for employees covered by the Fair Work system. The fair Work system
covers most of the Australian workplaces.
2. Explain the key provisions of each of the following Acts:

a. The Racial Discrimination Act 1975
It gives effect to Australia’s obligations under the international Convention on the
Elimination of All Forms of Racial Discrimination. Its major objectives are to promote
equity before the law for all persons, regardless of their race, colour or national or ethnic
origin and make discrimination against people on the basis of their race, colour descent or
national or ethnic origin unlawful.
b. Sex Discrimination Act 1984
It is an Act of the Parliament of Australia which prohibits discrimination on the basic of sex,
marital or relationship status, actual or potential pregnancy, sexual orientation, gender
identify, intersex status or breastfeeding in a range of areas of public life.
c. Disability Discrimination Act 1992
It makes it unlawful to discrimination against a person, in many areas of public life,
including employment, education, getting or using services, renting or buying a house or
unit, and accessing public places, because of their disability.
3. Explain the purpose of the National Employment Standards and the 10 minimum entitlements.
The National Employment Standards (NES) are 10 minimum employments that have to be
provided to all employees. The NES makes up the minimum entitlements for employees in
Australia. An award, employment contract, enterprise agreement or other registered
agreement cannot provide for conditions that are less than the national minimum wage or the
NES. They cannot exclude the NES.
10 minimum entitlements:
1) Maximum weekly hours

2) Requests for flexible working arrangements
3) Parental leave and related entitlements
4) Annual leave
5) Personal/ Carer’s leave, compassionate leave and unpaid family and domestic violence
leave
6) Community service leave
7) Long service leave
8) Public holidays
9) Notice of termination and redundancy pay
10) Fair Work Information Statement
The certain entitlements apply to casual employees:
1) Maximum weekly hours
2) Two days unpaid carer’s leave and two days unpaid compassionate leave per occasion
3) Fives days unpaid family and domestic violence leave in a 12 months period
4) Community service leave excluding jury service
5) Public holidays
6) Provision of the Fair Work Information Statement
4. Explain the use of modern awards in workplaces.
It is a document which sets out the minimum terms and conditions of employment on top of
the NES.
Modern award provide entitlements:

1) Pay
2) Hours of work
3) Rosters
4) Breaks
5) Allowances
6) Penalty rates
7) Overtime
 Modern awards apply to all employees covered by the national workplace relations system.
 Modern awards are industry or occupation-based, and apply to employers and employees
who perform work covered by the awards.
 You can find out which modern award applies using our Award Finder Tool.
 A modern award may not cover managers or higher income employees even if one applies
to the industry in which they work.
5. Identify at least two examples of modern awards using the Fair Work Ombudsman website.
Write down the name of the award and the minimum wages under the award and minimum
working hours.
It is a document, which sets out the minimum terms and conditions of employment on top of
the NES.
 Aged Care Award 2010
Classification Per week
Aged care employee- level 1 787.6

The ordinary hours of work will be 38 hours per weeks, or an average of 38 hours per week worked
over 76 hours per fortnight, and will be worker either:
a) In a period of 28 calendar days of not more than 20 work days in a roster cycle;
b) In a period of 28 calendar days of not more than 19 work days in a roster cycle, with the
twentieth day taken as an accrued paid day off (ADO); or
c) Eight hours on a day shift or 10 hours on a night shift
 Commercial Sales Award 2010
This Fair Work commission consolidated modern award incorporates all amendments up to
and including 10/12/2019 Employees will be paid weekly, fortnightly or monthly.
Wages will be paid by cash, cheque or electronic funds transfer into the employee’s
nominated bank account.
a) Maximum weekly hours and requests for flexible working arrangements are provided for in
the NES.
b) The ordinary hours of work for a full-time employee will be an average of 38 hours per
week with a maximum of 152 hours over 28 consecutive days.
c) The ordinary hours of work may be worked on any days of the week.
d) The ordinary hours of work will not exceed 10 hours on any day.
6. Outline the purpose of an enterprise agreement and with which entity must the agreement be
registered.
An enterprise agreement is negotiated between employers, employees and bargaining

representatives to establish a fair working wage and conditions of employment.

The Fair Work Act 2009 sets out strict rules and guidelines for all parties to follow to ensure
the process is fair. Enterprise agreements:
- Rates of pay
- Employment conditions e.g. hours of work, meal breaks, overtime
- How and when employees and their representatives will be consulted
- Dispute resolution procedures
- Deductions from wages for any purpose authorised by an employee
They cannot, however, include anything unlawful.
7. Outline minimum terms and conditions that must be included in an enterprise agreement.
An enterprise agreement must contain the following terms: a nominal expiry date for the
agreement which is on longer than four years from the date the Fair Work Commission
approves the agreement.
There are four things that you must include in any enterprise agreement:
a) A nominal expiry date
b) A dispute settlement procedure
c) A flexibility term
d) A consultation term
8. Explain the process of performance management and the purpose of using performance
management systems in the workplace.
Performance management is a communication process by which managers and employees

work together to plan, monitor and review an employee’s work objectives and overall
contribution to the organization. More than just an annual performance review, performance
management is the continuous process of setting objectives, assessing progress and
providing ongoing coaching and feedback to ensure that employees are meeting their
objectives and career goals.
The Performance Management Process can be thought of as a continuous cycle focusing on

planning performance, coaching, reviewing, and rewarding.

The process of performance management:
a) Planning performance is the way in which we define what we expect of people and how
they are to contribute to achieving the agency’s goals
b) Individuals in pursuit of those same goals throughout the year, modifying priorities and
resources with the changing external world, about reinforcing and supporting the efforts
make Coaching Performance
c) Reviewing Performance concerns evaluating the successes and failures of the year,
learning from them, and preparing for the coming year
d) Rewarding Performance is the means by which performance is to be recognized
The major purpose of performance management:
a) To enable the employees towards achievement of superior standards of work performance
b) To help the employees in identifying the knowledge and skills required for performing the
job efficiently as this would drive their focus towards performing the right task in the right
way
c) Boosting the performance of the employees by encouraging employee empowerment,

motivation and implementation of an effective reward mechanism.
d) Promoting a two ways system of communication between the supervisors and the
employees for clarifying expectations about the roles and accountabilities, communicating
the functional and organizational goals, providing a regular and a transparent feedback for
improving employee performance and continuous coaching
e) Identifying the barriers to effective performance and resolving those barriers through
constant monitoring, coaching and development interventions
f) Creating a basis for several administrative decisions strategic planning, succession

planning, promotions and performance based payment
g) Promoting personal growth and advancement in the career of the employees by helping
them in acquiring the desired knowledge and skills.
9. Explain two types of performance management systems that can be used at work.
a) 360-degree feedback

It is a system or process in which employees receive confidential, anonymous feedback

from the people who work around them. This typically includes the employee’s manager,
peers and direct reports. It can also be a useful development tool for people who are not in
a management role. Organizations have most commonly utilized 360-degree feedback for
developmental purposes, providing it to employees to assist in developing work skills and
behaviours.
b) Behaviourally anchored rating scales
It is also known as BARS are a type of performance management scale that use
behaviour ‘statement’ as a reference point instead of generic descriptors commonly found
on traditional rating scale. Designed to add the benefits of both qualitative and quantitative
information to the appraisal process, BARS measures an employee’s performance against
specific examples of behaviour that are given a number rating for the purpose of collecting
data.
The advantages of this management tools:
- The standards upon which the employee is being appraised are significantly clear which
makes the entire process much less confusing.
- It is based on behaviours. The ultimate goal of employee appraisals is to improve

performance. Having a better understanding of the behaviours and what leads to them,
allows the company an added perspective to what works and what doesn’t.
- It is impartial because BARS is heavily focused on behaviour, the evaluation process

seemingly has more fairness to it.
- It is completely individualized that BARS creates the ability to design a unique

performance management experience for every position within an organization.
10. In what form must an employer provide an employee with notice of termination.
An employer must provide an employee with written notice of the day of termination when
ending their employment.
11. Under the Fair Work Act, what amount of notice must be given to employees who have
worked for a company for less than one year.
An employer must not terminate an employee unless they have either:
- Given the minimum period of notice

- Paid the employee instead of giving notice. This is paid at the employee’s full pay rate as if
they had worked the minimum notice period.
An employee’s full pay rate includes the following:
- Incentive-based payments and bonuses
- Loadings
- Monetary allowances
- Overtime or penalty rates
Any other separately identifiable amounts
Period of continuous service Minimum notice period
1 year or less 1 week
More than 1 year to 3 years 2 weeks
More than 3 years to 5 years 3 weeks
More than 5 years 4 weeks
12. List two types of employees to whom notice of termination would not need to be provided.
- Casual
- Employed for a specific period of time or task
13. Under what circumstances is an employee entitled to redundancy pay?
Redundancy occurs when an employer either decides they no longer need an employee’s job
to be done by anyone, or the employer becomes insolvent or bankrupt, and terminates their
employment.
The job itself, not the employee, becomes redundant. Redundancy can happen when the
business:
- Introduces new technology

- Slows down due to lower sales or production
- Closes down
- Relocates interstate or overseas
- Restructures or reorganises because a merger or takeover happens
14. Explain at least three circumstances that can constitute unfair dismissal.
If you have been unfairly dismissed or sacked by your employer, or you were forced to resign
because of something your employer did, you may be able to make an application to the Fair
Work Commission for reinstatement or compensation. This I called an unfair dismissal claim.
Your dismissal may be considered unfair if:
- You were dismissed
- Your dismissal was harsh, unjust or unreasonable
- Your dismissal was not a case of genuine redundancy
15. Which circumstances must apply for the Fair Work Commission to determine that an
employee has been unfairly dismissed?
- Whether there was a valid reason for the dismissal related to the person’s capacity or
conduct
- Whether the person was notified of that reason
- Whether the person was given an opportunity to respond to any reason related to the
capacity or conduct of the person
- Anu unreasonable refusal by the employer to allow the person to have a support person
present to assist at any discussions relating to dismissal
- If the dismissal related to unsatisfactory performance by the person- whether the person
had been warned about that unsatisfactory performance before the dismissal
- The degree to which the size of the employer’s enterprise would be likely to impact on the
procedures followed in effecting the dismissal

- The degree to which the absence of dedicated human resource management specialists
or expertise in the enterprise would be likely to impact on the procedures followed in
effecting the dismissal
- Any other matters that the Commission considers relevant
16. Outline five ways of that staff can develop skills at work
I. Get a mentor & be a mentor
A good mentor will help you solve some of the challenges and roadblocks you face. The
best mentors will help you figure out next steps that work for you and help guide you over
hurdles that sit squarely in your blind spot. They tell you what you need to hear and not
what you want to hear, and also they will give you the real feedback you need to fill in your
blind spots that put you in a position to advance. In many cases, taking that next step in
your career means you may have to manage people. The best way to practice is to
become a mentor to someone else. You pay your learnings forward to others to help them
advance as well.
II. Raise your hand for new challenges
When you see new opportunities to learn new skills, go for it. Do a little extra when it’s
required to learn those new skills that you need to advance. People who progress in their
careers find ways to elegantly make grabs for new opportunity and learning. When a new
project comes up and it aligns with the skills you are looking to obtain, raise the hand. Let
your manager or HR team know that you want to learn some new skills or gain new, more
advanced experience. Be clear on what you can offer to the project and get involved.
III. Read, read, read and look for problems to solve
Study everything there is to know about your company and their competitors. Know the
company goals and unique selling points of your company like the back of your hand.
Become an expert in these things and be able to talk about it. Think about some solutions
to the company’s chief challenges. When there are not many special projects to make a
grab for, you can develop and pitch your own special project by knowing what challenges
you can solve for the company. This way, you learn new skills and stand out because you
have taken the time to solve a company problem.
IV. Make friends in other department
Many times new skills are outside your department or area of influence and responsibility.
Learn everything you can about skills from other departments.
V. Find the learning opportunities internally

Many companies have some sort of internal learning system. Go talk to your benefits team.
Find out about training opportunities available to you. Learn about any tuition re-
imbursement benefits you may have.
17. As a manager, list three types of information that you could provide to staff to help them to
develop their knowledge base.
I. Encourage professional development
High-potential employees are bit satisfied with the status que. If given the proper
guidance in their development, they will become the future leaders of your
organization.
II. Create a development plan
Help your employees establish goals that are aligned with their strengths, interest and
experience, as well as with the overall business strategy. Establish goals and
expectations to help them set their sights on career opportunities.
III. Help them build their networks
Recommend opportunities within the organization, as well as networking or

professional groups that will help them build strong connections.

Assessment Task 1 Checklist
Student’s name:
Did the student provide a Completed

sufficient and clear answer successfully? Comments
that addresses the
suggested answer for the Yes No
following?
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Question 9
Question 10
Question 11
Question 12
Question 13
Question 14
Question 15
Question 16
Question 17
Task outcome:  Satisfactory  Not satisfactory
Assessor signature:
Assessor name:
Date:
Assessment Task 2: Work allocation project

Task summary
This assessment task requires you, in the role of Human Resources Manager of Boutique Build
Australia, to meet with the Managing Director to discuss the company’s human resources priorities
for the upcoming year and as documented in the company’s Strategic Business Plan. You will then
need to develop a work plan for your team, as well as a risk assessment.
You will then need to meet your team to allocate the work based on the work plan that you have
developed, as well as use the opportunity to remind your team about their Code of Conduct
responsibilities.
This assessment is to be completed in the simulated work environment in the RTO.
Required
 Access to textbooks and other learning materials
 Computer with Microsoft Office and internet access
 Strategic Plan
 Human Resources Action Plan Template
 Risk Management Plan Template
 Staff Code of Conduct
 Printer
 Space for a meeting
 Roleplay participants
Timing
Your assessor will advise you of the due date of these submissions.
Submit
 Email with Completed Human Resources Action Plan and Completed Risk Management Plan
attached.
Assessment criteria
For your performance to be deemed satisfactory in this assessment task, you must satisfactorily
address all of the assessment criteria. If part of this task is not satisfactorily completed, you will be
asked to complete further assessment to demonstrate competence.

you with written feedback along with guidance on what you must undertake to demonstrate
satisfactory performance. Reassessment attempt(s) will be arranged at a later time and date.
You have the right to appeal the outcome of assessment decisions if you feel that you have been
dealt with unfairly or have other appropriate grounds for an appeal.


Complete the following activities:
Carefully read the following.
Boutique Build Australia Pty Ltd is a boutique building company based in Sydney
that specialises in the design and build of high quality designer homes for the
Sydney metropolitan and surrounding areas. The company has been operational
for three years.
As the Human Resources Manager for the company, you are responsible for a
small team of staff including the Human Resources Support Officer and the
Learning and Development Coordinator. The Learning and Development
Coordinator is a new appointment in place for the last two months.
As the Human Resources Manager, you are responsible for:
 Taking a key, and at times, leadership role in the development and
implementation of generalist HR strategies, policies and projects.
 Identifying, designing and implementing general HR strategies and solutions to
achieve agreed outcomes relating to: organisational design, organisational
change, performance management, workforce and strategic planning and
other generalist HR activities inclusive of effective negotiation and consultation
with staff.
 Taking ownership of the HR results and outcomes.
 Providing high level, timely and professional advice to senior managers and
staff, in interpreting and implementing human resource policy including:
change management; HR planning; industrial relations; retention, performance
management; workplace health; and organisation development and change.
 Delivering a high level of proactive and reactive support, management and
advice to managers and staff in employee relations, encompassing, equal
employment opportunity/diversity case management.
 Leading developing and motivating a small team.
 Contributing as a HR team member to develop and/or enhance policies,
procedures and systems to support HR ‘best practice”.
 Representing and providing high level advice and support on internal and
external forums and committees.
 Developing effective, collaborative relationships and networking with all
internal clients and external stakeholders.
 Assisting the team to produce best practice learning aids and presentations
 Producing a quarterly review of people statistics and analysis for distribution to
internal stakeholders.
The Human Resources Support Officer is responsible for:
 Recruitment processes ensuring the needs of the business are met in addition
to adherence to legislative and internal policy requirements.
 Delivery of inductions to new employees within the office meeting legislative
compliance measures as well as equipping new employees with necessary
orientation information.

 Management of WHS incident reporting identifying improvement processes to

minimise repeat incidents.
 The facilitation of ergonomic assessments and report analysis resulting in
recommendations for individual requirements.
 Liaison point for workers compensation claims between insurance company
and staff.
 Implementation and maintenance of the Human Resources Information
System.
 HR metrics and reporting.
 Assistance to the HR Manager in strategic HR projects.
 HR administrative support including tasks such as maintenance of personnel
files; maintenance of HR specific records on the share drive; reporting
requirements relating to surveys and performance management cycles etc.
 Other duties as required.
The Learning and Development Coordinator is responsible for:

 Contribute to the delivery and evaluation of training and education programs to
staff
 Contribute to the design and development of resource materials for use in the
delivery of education and training materials for use in the delivery of training
programs to staff
 Ensure that records are kept and maintained of all training activities
 Report to and cooperate with Human Resources Manager
 Ensure that all Policies and Procedures are implemented and complied with.
The company also employs the following staff:

Managing Director, Operations Manager, Marketing and Sales Manager, Sales
Consultants (4), Office Manager, Human Resources Manager, Construction
Manager, Site Manager (2), Production Draftsperson (2), 6 Carpenters and a range
of contract staff, including plumbers, electricians, tilers, painters and plasterers.
The workforce is predominantly male with the only four females employed (the
Office Manager and the three Human Resources positions).
The company’s vision as stated in its Strategic Plan is to be the best boutique home
builder in Australia. Its values are listed as quality, innovation, leadership, respect
and honesty and reliability.
1. Meet with the Managing Director (your assessor).
Review the case study information above, as well as the Strategic Plan prior to
attending attend a meeting with the Managing Director (your assessor).
The purpose of the meeting will be to discuss the development of a work plan for
your team for the coming year to ensure that operational objectives for 2020 - 2021
are met as outlined in the organisation’s Strategic Business Plan. Make notes on
any questions that you have.
The Managing Director will discuss the following information with you:

 Overall strategic goals

 Operational objectives
 Resources available.
The duration of the meeting will be approximately 15 minutes.
During the meeting, you will need to demonstrate effective communication skills
including:
 Speaking clearly and concisely
 Using non-verbal communication to assist with understanding
 Asking questions to identify required information
 Responding to questions as required
 Using active listening techniques to confirm understanding
MEETING AGENDA
Boutique Build Australia Pty Ltd
Meeting name: Developmental and strategic Business Plan
Date of meeting: 20/10/2020 Time: 1300hrs
Location: meeting room 1
Attendees:
Louis Lynch: Managing Director
Eugene Jo: Human Resource Manager
Meeting minutes:
Topic Time
Overall strategic goals
Operational objective
Resources available
The company is expected to continue to perform profitably by expending 10 mins

is business to gold coast and Brisbane, and ensuring that the customers
they serve are satisfied with the quality-oriented homes built for them.
Operational objectives
In order to ensure that BBA’s customers are served well 10 mins
Resources available 10 mins
Services must be provided in a cost-effective way and within available

resources. Resource availability is the access to the right resources for a
given project, at a given time with the necessary skills sets of the
necessary technology.
Action plan 20 mins
Based on the action plan developed, the meeting recommends that

management consider the information and feedback any changes as
necessary.
Risk management plan 20mins
It was noted at the risk management plan meeting that the risk
management plan had addressed potential problems in the action plan.
1. To be well led, high performing, profitable and accountable
- Ensure that all financial operations, performance indicators and result support the
strategic policies
- Identify new, and expand existing, sources of revenue
- Achieve profits of at least 10 % per annum
2. Building high quality residents to meet customer needs and aspirations
- Increase sales of homes in current Sydney marker by 10% per annum over the
next three years.
- Establish a presence in Queensland and build at least 100 new homes in Brisbane
and the Sunshine Coast during the period of the Strategic plan.
- Research and plan for the launch for new innovative, environmental friendly
homes.

3. Continues building deeper customer relationships
- Customer-centred practice, with a focus on meeting their total needs for a high-
quality home.
- Strengthen the skills of our people, to better support customers
- Drive innovation to better meet customer demands
4. Attract, engage and develop the best staff
- Continuing the drive to a customer centred, high performance workforce and

culture
- Strengthening the skills of our people, to better support customer needs
- Empowering innovation and responsiveness to change
- Continuing to enhance the diversity of our workforce
Date Priorities Key performance indicator
2020
June Employ at least 3 permanent site staff Site staff in place
July Commence recruiting for key Key staff established for Brisbane and
positions in Brisbane and Sunshine Sunshine Coast
Coast
August Develop and implement work-life Increased employee satisfaction as

balance programs measured by surveys
Oct - Commence promotions in Presence in Brisbane established

the Brisbane and Sunshine
Coast market
- Set up display entre in

Brisbane and Caloundra
QLD
Novembe Staff performance reviews - All staff performance reviews

r conducted using new
performance review system

- Learning and development

plans documented and
implemented for all staff
2021
Jan Develop and implement strategies for Number of females in company

increasing number of women in increased by at least 4 by mid
the workplace 2021
March Commence design of environmentally Designs completed

friendly homes
May Commence marketing environmental Build at least 4 environmentally

homes friendly homes by the end 2021
Novembe Staff performance reviews All staff performance reviews

r conducted
2022
Feb Review other potential markets Potential markets explored
Sept Analyse workforce diversity Number of women in workforce

continuing to increase
Nov Staff performance reviews All staff performance reviews

conducted
Resource available
Priority
(L/M/H)
Strategic
Human Resource Objectives Performance Indicators
Objectives
Performan 1. Develop and implement Performance Policy and procedure

H
ce Management policy and procedure approved in Jan 2020
Manageme
nt Process 2. Train all staff in performance All staff trained by mid-
management system February 2020
3. Create Remuneration on Performance Policy and procedure

policy and procedure approved by July 2020

Work-life 1. Implement health assessment program Assessments offered to all

M
balance with Bupa staff by May 2021
programs
2. Develop and implement a Drug and Policy and procedure
Alcohol policy approved by Aug 2021
3. Implement two ‘at work’ healthy Programs implemented by

lifestyle programs Sept 2021
4. Develop flexible working arrangement Policy and procedure

policy and procedure approved by Oct 2021
Workforce 1. Develop and implement diversity policy Policy and procedure

M
Diversity approved by Jun 2022
Programs
2. Develop diversity training module Training program developed
by Aug 2022
3. Train staff in diversity All staff trained by Nov 2022
18. Develop an action plan.
After the meeting, you will need to develop an action plan for the human resources
team based on the meeting discussion.
Use the Human Resources Action Plan Template to guide your work.
The plan you develop should take into account all of the information provided to you
at the meeting and include:
 Actions (focused on achieving operational objectives and must take budget

into consideration to ensure cost effectiveness)
 Priority (costs
 Timelines
 Responsibilities (ensuring that task are allocated as appropriate to the staff

member’s level of responsibility and to maximise efficiency in terms of
completing groups of similar actions)
 Performance indicators
You will also need to develop a risk assessment to assess the likelihood of negative
events preventing the company in meeting the actions as specified in the work plan
you have developed and the likely consequences of such events.
Save this document as Completed Human Resources Action Plan.
Human Resources Action Plan

Strategi Actions Pri Time Responsi Performance

es orit Fram bility Indicators
y es
(how)
(what) (who) (Measurement)
(L/ (whe
M/ n)
H)
Perform Develop and implement H Jan all Policy and procedure

ance performance management 2020 managers approved in Jan
Manage policy and procedure 2020
ment
Process
Train all staff in performance H Feb All staff All staff trained by
management system 2020 Feb 2020
Create remuneration on H Jul All Policy and procedure

performance policy and 2020 managers approved by Jul
procedure 2020
Work- Implement health assessment M May All staff Assessment offered

life program with Bupa 2021 to all staff by
balance May 2021
program
Develop and implement a drug and M Aug All Policy and procedure
alcohol policy 2021 managers approved by
Aug 2021
Implement two at work healthy M Sept All Programs

lifestyle programs 2021 managers implemented by
Sept 2021
Develop flexible working M Oct All Policy and procedure

arrangement policy and 2021 managers approved by Oct
procedure 2021
Workfor Develop and implement diversity M Jun All Policy and procedure
ce policy 2022 managers approved by Jun
diversity 2022
program
Develop diversity training module M Aug Human Training program

2022 resource develop by Aug
manager 2022
Train staff in diversity M Nov All staff All staff trained by

2022 Nov 2022

19. Write a risk management plan.
Review the Risk Management Plan Template and complete the risk assessment
table.
Save this document as Completed Risk Management Plan
Risk assessment
Risk Conseq Seve Likelih Treatment/ control methods Person

uences rity ood responsible
ratin rating
g
Australian Compa 4 4 - Accepting policy All

government nies changing will be a managers
changing need to constant factor to and CEO
policy in change manager
relation to the
industry policies
- Develop ability to
regularl
foresee and react
y due to
quickly to change
the
change
of the - Manage effective
govern communication channels
ment with stakeholders
situatio
n
- Diversification of source
markets
Significant Social- 4 3 - Identify operating costs Managers

drop in cash econom as per future plans and
flow ic past performance
conditio
ns are
- Identify available finance
affectin
available
g the
compan
y’s - Close monitoring of
market expenditure
Failure to Lose 5 3 - Swift reaction to All teams

recruit the feedback
planned clients’
number of resourc
- Skilled motivated staff
clients es
- Monitor performance

- Maintaining effective
communication channels
with all stakeholders
Failure to Lose 4 3 - Accurate and timely All staff

meet and the communication with
manage clients’ potential and current
client’s resourc clients
expectation es
s
- Continuous
improvement system
- Regularly review
learning and teaching
approaches, resources,
structure and systems
- Reviewing effectiveness
of communication
channels with clients
- Continuous market
research and action
- Systematic feedback on
management
performance and
personal reflection
Failure to Poor 3 3 - Consistently implement Managers

comply with service compliant policies and and CEO
legislation quality procedures
and
manag
- Continuous
ement
improvement system
- Commitment to training
and development
- Systematic review of
policies and procedures
- Regular reviews of all

operations
Failure to Over 4 4 - Effective financial Financial

control budget planning and review manager,
expenditure human
resource
- Systematic review of

practice manager
and CEO
- Financial management
and control systems
- Cost comparisons prior

to purchasing
Only Miss 3 2 - Weighting between All staff

providing out the diversification
boutique group
homes of
- Monitor recruitment
clients
trends per market
- Forecasting
- Cost benefit analysis
- Developing market
share for boutique
homes
Ineffective Poor 3 4 - Experienced All

planning manag management tram managers
ement and CEO
system
- Continuous market
research
- Planning system
- Regular of structure,
systems and procedures
- Maintaining effective
communication channels
with all stakeholders
Competitor Loss 3 4 - Maintain competitive All

undercutting the pricing policy managers
prices competi
tion
- Monitor competitors
with
prices vs quality
other
compan
ies - Regularly review
financial management
models

- Continue focusing on
quality
Rate of Number 3 3 - Systematic review of Marketing

growth in of client systems and practice manager
client will and
numbers decreas operational
- Buying in knowledge
e manager
and skills
- Sourcing reliable market

information
- Strategic and
operational planning
- Review management
structure
- Regular reviews of
capacity and operation
of all functional and
curriculum areas
- Recruitment policy
Unethical/ Reduci 3 4 - Staff selection Human

unprofessio ng the processes and resources
nal practice compan monitoring systems manager
of staff y and CEO
reputati
- Swift reaction to
on and
feedback
quality
of
service - Termination of
agreements
- Maintain currency of
market recruitment
trends
- Maintain relationships
with HR organizations
Casual staff Staff 3 5 - Develop database of Human

team shortag contract staff resource
e manager
- Employ a permanent
team of staff

- Planning for holidays or

leave
- Offer incentivised pay

structure for casual staff
20. Send an email to your assessor.
The text of the email should be in grammatically correct English, written in an

appropriate (polite, business-like) style.
It should introduce and summarise the contents of the attachment and ask for the
place, date and time of a meeting so you can discuss these documents with your
team.
Attach your Completed Human Resources Action Plan and Completed Risk
Management Plan to the email.
Dear colleagues,
I trust you al well. Please find here with a brief note for you diaries. I detail below the latest
information this year’s Boutique Build Australia’s meeting about Human resource and Risk
Management Plan.
Date and Time: 20/10/2020 1300-1500
Venue: meeting room 1
I am looking forward to our meeting next week. I am pleased that we have set aside to discuss
it.
Please find attach Human Resource Plan and Risk Management Plan. It would be a good
starting point for our brainstorming meeting.
Best regards,
Your sincerely,
Nicole Lee
21. Meet with the team to discuss the work plan and allocate tasks.

Meet with your work team to discuss the plans you have developed, allocate tasks
and confirm performance standards and work outputs as per your plan, as well as
agree on performance indicators for tasks.
As you have also decided that this is a good opportunity to remind staff of Code of
Conduct requirements, you should review the Code of Conduct provided to you
ahead of the meeting so that you are able to explain key requirements to staff.
The duration of the meeting will be approximately 30 minutes. Make sure you print
off the at least two copies of the plans you have developed to provide to meeting
participants.
At the meeting:
 Provide an introduction to the meeting, including the purpose of the meeting.
 Provide a copy of the plans.
 Explain that the plans are based on the Strategic Business Plan objectives.
 Go through each of the actions, responsibilities, timelines and performance

indicators.
 Explain the key themes of the Code of Conduct and employee responsibilities.
During the meeting, you will need to demonstrate the effective interpersonal and
communication skills including:
 Team building techniques including clear explanation of goals and outcomes
 Asking questions and listening to responses to clarify understanding
 Active listening skills
 Respecting and acknowledging the views of others
 Non-verbal communication skills that encourage discussion and feedback, for

example, nodding, smiling, eye contact.
MEETING AGENDA
Boutique Build Australia Pty Ltd
Meeting name: Developmental and strategic Business Plan
Date of meeting: 20/10/2020 Time: 1300hrs
Location: meeting room 1
Attendees:
Louis Lynch: Managing Director
Eugene Jo: Human Resource Manager

Meeting minutes:
Topic Time
Operational objective
Resources available
The company is expected to continue to perform profitably by expending 10 mins

is business to gold coast and Brisbane, and ensuring that the customers
they serve are satisfied with the quality-oriented homes built for them.
In order to ensure that BBA’s customers are served well 10 mins
Resources available 10 mins
Services must be provided in a cost-effective way and within available

resources. Resource availability is the access to the right resources for a
given project, at a given time with the necessary skills sets of the
necessary technology.
Action plan 20 mins
Based on the action plan developed, the meeting recommends that

management consider the information and feedback any changes as
necessary.
Risk management plan 20mins
It was noted at the risk management plan meeting that the risk
management plan had addressed potential problems in the action plan.
Code of Conduct 30 mins
Ethical principles: the fundamental ethical principles one which the code of
conduct is based are: respect for others, Integrity, conflicts of interest,
diligence, and economy and efficiency.
1. Respect of others: all staff are expected to treat others, including other
staff and customers with fairness and respect:

1.1. Courtesy and responsiveness in dealing with others
1.2. Being sensitive to and respecting the rights and dignity of others
1.3. Making reasonable, fair and consistent decisions
1.4. Avoiding behavior which might reasonably be perceived as

harassment, victimization or intimidation
1.5. Avoiding discrimination on grounds such as age, race, sex,

pregnancy, sexuality, ethnic background, nationality, disability,
pollical conviction, religion or other grounds covered by relevant
legislation
1.6. Allowing alternative points of view to be expressed and

reasonably debated
2. Integrity:
2.1. All Boutique Build Australia staff have an obligation as a citizen

and as an employee to observe the laws of the state and
commonwealth.
2.2. Staff are required to be familiar with and comply with, all relevant
Boutique Build Australia’s policies, procedures and codes of
practices pf the organization
3. Conflicts of interest:
3.1. Staff should be honest in performing their role, and avoid

conflicts between their private interests and those of their
responsibilities to Boutique Build Australia
3.2. Conflicts of interest may arise when a staff member is in a

situation where personal circumstances are affected by the
decisions or duties carried out in their role
3.2.1.1. Financial interests
3.2.1.2. Personal or sexual relationships
3.2.1.3. Personal beliefs
3.2.1.4. Outside employment
3.2.1.5. Political participation

3.2.1.6. Use of confidential information
3.2.1.7. Use of facilities, equipment and resources

acceptance of gifts or benefits
4. Diligence: staff are expected to carry out their duties in a professional,

ethical and diligent manner at all times
4.1. Make decisions fairly, impartially and without bias, using the best
information available
4.2. Keep records and documentation to support their decisions
4.3. Always aim to achieve the highest possible standard of

performance
4.4. Continuously develop their knowledge in their professional fields

and areas of responsibility. Trainers and assessors must
continue developing their vocational competencies to support
continuous improvements in the delivery of the services provided
by Boutique Build Australia
4.5. Exercise best judgment in the interests of Boutique Build

Australia
4.6. Maintain adequate documentation to support decisions made
4.7. Ensure outside interests do not interfere with ability to meet the
responsibilities of their role
4.8. Adhere to professional codes of conduct and standards of ethics
4.9. Act responsibility when becoming aware of any unethical

behaviour or wrong doing by ang other person
5. Economy and efficiency:
5.1. staff should use boutique Build Australia resources, facilities and
intellectual property only for legitimate purposes related to their
role with Boutique Build Australia
5.2. staff should avoid waste or minimize it where avoidance is not

possible


Student’s name:
Completed
successfully? Comments
Did the student: Yes No
Ask questions and confirm information

provided during the meeting with the
Managing Director to identify work
activities for human resources for the
year and the resources available?
Submit a completed work plan using the

template provided and that includes:
 Actions
 Priority
 Timelines
 Responsibilities
 Performance indicators
that all relate to the organisation’s

operational objectives and discussion at
the meeting?
Identify relevant risks and treatment

measures and document in the risk
management plan?
At the meeting with the team, explain the

work plan to the team, including all
actions, timelines, responsibilities and
performance measures?
At the meeting, explain the

organisation’s Code of Conduct?
Assessor signature:
Assessor name:
Date:

Assessment Task 3: Performance management system

project
Task summary
This assessment task requires you to develop policy and procedures for performance management
for Boutique Build Australia. While the organisation currently has a performance management
policy, it is outdated and needs revising.
Following this, you are also required to conduct a 30-minute training session for Boutique Build
Australia managers on the new performance management policy and procedure.
Required
 Space with a screen and projector for presentation
Timing
Submit
 Email with performance management policy and procedures and performance management
presentation attached.
Assessment criteria
you written feedback along with guidance on what you must undertake to demonstrate satisfactory
performance. Reassessment attempt(s) will be arranged at a later time and date.


1. Develop performance management policy and procedures.
Conduct research by identifying and reviewing a range of performance

management policies and procedures from other organisations.
Then develop a performance management policy and procedure for Boutique Build
Australia that addresses all of the following:
 Purpose of the policy
 To whom the policy applies
 Number of times a year that a performance review is to occur for each
employee.
 Summary of purpose of performance reviews
 Simple step-by-step procedure for organising and conducting the performance
review meeting.
 Templates used to record performance
 Identifying performance gaps and providing feedback.
The policy and procedures must be written in your own words and be clear and
concise. As a guide your policy and procedure should be approximately 2 pages.
Save the document as Performance Management Policy and Procedures.

Performance Management Policy and Procedures
Policy
Expectations of each employee’s role and responsibility should be clearly communicated to

them. As per the Contract and FWA, employees have a right to received just performance
evaluation and disciplinary processes.
Purpose and Scope
To cultivate an environment, which upholds and values the work of all employees as we seek to
achieve our shared goals
This policy and procedure applies to all Academic and Professional employees including casuals
employed
Responsibility
- Chief Executive
- Director of People and Culture
- Department Heads
- Supervisors
Purpose of performance reviews
Recognise signs of poor performance
- Absenteeism- multiple instances of unauthorised leave, excessive sick lean and

frequent unscheduled short-term absences
- On the job absenteeism- long tea breaks away from desk
- Reporting to work problems- arriving late or leaving early
- Failure to meet targets- consistently falls below targets
- Difficulty in concentration- continually forgets instructions or takes too long to complete

tasks
- Lowered job efficiency
- Poor relationships with management, colleagues or customers

- Failure to comply with regulations, polices and procedures
After recognising the poor performance, people need to consider whether they need a training or
communication to those poor performers to improve their performance.
Procedure for organising and conducting the performance review meeting
Step 1: prepare
Performance counselling interview
- Book a meeting room
- Prepare for the meeting by gathering information and evidence of the performance
Review the employee’s actual performance monthly
Step 2: open discussion
- Get straight to the point once the person is seated
- Frame the conversation by stating what will be discussed in the meeting and what
outcomes are expected from the discussion
- Make it sure you are only interested in improving performance not in seeking to blame
or punish
Step 3: provided information
- Focus on the performance gap and provide details, specific information and concrete
evidence to exemplify what you are talking about and make it easier for the employee to
understand
Step 4: listen actively
- Allow the person to speak freely
Step 5 focus on a solution
- It is usually best to allow the employee to come up with a solution
- Offer suggestions and ideas to the person
Step 6: Agreeing on a monitoring procedure

- Let the person knows the following up
- Decide a date for review- should not be any longer than one or two weeks
Step 7: make clear the consequences of continued poor performance
- Such as formal warning
Step 8: keep a record of all conversations
Documentation
Write a factual summary of the discussion including the employee’s performance gaps, dates of
performance gaps, details of discussion, outcomes and follow up as well as the persons
present. Ensure the documentation is:
- Accurate: record only objective facts and job related behaviour
- Behavioural: describe specific behaviours
- Consistent: keep the same basic format and level of detail for each person
Performance gap and providing feedback
Performance gap is a shortfall in the expected performance that can be precisely detailed,
measured or qualified in some ways. Performance gaps should cover the behaviours of the
employee or a work target. First you need a clear performance measure or standard against
which to measure the person’s current performance. This will assist you to be specific, objective
and clear in discussions avoiding personal attacks.
22. Develop training presentation.
Prepare a training session for your managers. The duration of the training session
will be approximately 30 minutes.
Prepare for the training session by developing a PowerPoint (or another
presentation program) presentation, including notes within your slides to assist you
in conducting the session.
The presentation should address the key points in the new performance
management processes that you developed in the previous activity.
You will also need to research effective communication skills for Managers for use
in conducting performance reviews.
You should prepare a minimum of 8 Power Point slides that include visuals and

images to add interest.

Save the file as Performance Management Presentation

It should introduce and summarise the contents of the attachments, ask them for
their feedback, and ask for the place, date and time of your training session.
Attach your Performance Management Policy and Procedures and Performance
Management Presentation to the email.
24. Conduct the training session.
Now conduct the training session as per your preparation, provide the opportunity
for questions and feedback.
You will need to demonstrate effective communication skills including:
Hi Sarah,
Hope you are doing well.
We believe in maintaining work-life balance and encourage employees to take time off
for leisure activities and rejuvenate themselves.
While studying leave records for the prior few months I noticed that you have a
significant number of unpaid days without approval of your manager. I would like to
understand if you are facing any specific problems that are leading to this situation.
besides impacting productivity of you and your team, this can impact your career as well
I am attaching Performance Management Policy and Procedure and performance
Presentation with this mail. Please go through this and let me know the suitable time for
your training session and feedback of this policy.
I would like to reassure you that I am always there to help all employees and ensure that
they enjoy the time being spent at office.
Please feel free to reach out to me and speak out your heart anytime.
Best wishes,
Nicole

Student’s name:
Completed
Develop performance management

policy and procedures that addresses all
of the following?
 Purpose of the policy
 To whom the policy applies
 Number of times a year that a

performance review is to occur for
each employee.
 Summary of purpose of
performance reviews
 Simple step-by-step procedure for

organising and conducting the
performance review meeting.
 Templates used to record

performance
 Identifying performance gaps and

providing feedback
Develop and provide a training session

on the performance management policy
and procedure and communication skills
required for performance review?
Demonstrate effective communication

skills including:
 Using non-verbal communication to

assist with understanding
 Asking questions to identify

required information
 Responding to questions as
required
 Using active listening techniques to

confirm understanding
Assessor signature:
Assessor name:
Date:

Assessment Task 4: Managing performance project
Task summary
This assessment task requires you to prepare for and participate in two roleplays.
In the first roleplay, you are required to provide information feedback to a staff member about their
workplace performance.
In the second roleplay, you are required to conduct a formal performance review for the same staff
member.
Required
 Performance Review Assessment
 Performance Review Template
Timing
Submit
 Email with the Performance Agreement Template attached
 Completed Performance Review
Assessment criteria



Carefully read the following scenario.
Role-Play A
Jamie is the learning and development officer at Boutique Build Australia. Jamie
has been with the company for two months and so far, has shown that she is hard
working and responsible. Up until this point, Jamie has mainly been delivering
training and education to staff, as well as organising professional development.
Jamie has recently been allocated a task to develop a new health and safety
manual for staff. Jamie has developed the first chapter of the manual and has
provided it to you for review. The content seems okay, but Jamie’s writing style is
confusing and difficult to understand.
As Jamie’s supervisor, you need to meet with her to provide feedback on her work,
expected performance, and provide some coaching.
1. Prepare for the meeting with Jamie.
To prepare for the meeting with Jamie you are required to:
 Research the STAR model of giving feedback and develop and practice a
script that you can use at the meeting with Jamie. Your script should also
include positive comments on Jamie’s performance to date. You will not be
required to submit your script and you should talk without referring to the script
at the assessment.
 Research ways of improving writing style and make notes on at least five tips
to talk through at the meeting with Jamie.
The duration of the meeting with Jamie will be approximately 15 minutes.
25. Meet with Jamie (your assessor).
At the meeting with Jamie, provide positive feedback on Jamie’s performance to

date and then using the STAR model of feedback to outline the areas where
improvement is required as per the script you have developed.
Talk through the five tips you have identified to improve writing style.
During the meeting, you are required to demonstrate effective communication skills
including:

The STAR feedback model is a great way to give valuable feedback, and it allows
managers to give examples of specific situations where an employee has performed in a
particular way.
S-Situation: Jamie is the learning and development officer. She has been with the
company for 2 months and so far. Presently she has been developing Health and Safety
manual for staff. The first part of being able to interpret and use feedback given is to
understand the situation or task. What happened that alerted you to the necessity of
taking care of this situation? In order to be able to determine the sort of feedback that is
appropriate, you'll need to take a minute to define what happened and what that meant in
terms of the project. By defining the situation or task that occurred, you can pinpoint
exactly what it is you need to address when it comes to the individual to whom you are
providing feedback. For example, a situation might involve an employee who has
arrived late to work every day for a week
T-Task: Jamie has been given the task of developing Health and Safety manual for staff.
A-Action: Explaining her how she can improve her writing skills which will help
organisation to get a good Trainer. What action was taken? Was that action good or bad?
What action should have been taken? It's important to identify the action involved with
the situation. When the action you are reviewing was positive, note that it was positive.
When the action was negative, explain first what should have happened. In keeping with
the current example, you would tell the tardy employee that he or she should have
arrived on time. If it's a case of an employee who had provided outstanding ideas in a
meeting, then point out the exact action that employee took that was worthy of praise.
R-Result: expecting improvement in written skills of Jamie

When an employer is giving feedback of a situation or number of situations, the STAR
model for feedback involves breaking it down into these four categories. Next, you need
to look at the results that action lead to. What happened as a result of that action? For
example, if the employee provided many good ideas during the brainstorming session
that impressed stakeholders, tell her! By acknowledging the situation, action, and results
that turned out well for her, you will increase her motivation and commitment to the
project.
Performance Review
Employee: Jamie
Role: learning and developing officer
Date: 20/04/2020

Performance Guidance Overall rating Comments
Work product N/A
Dependability N/A
Cooperativeness N/A
Adaptability neutral Written performance affecting
Communication poor Poor written performance
Decision-making N/A
Service to clients N/A
Use of equipment N/A
Project planning N/A
Work group management N/a
Development agreement
The following development needs have been discussed and agreed to be undertaken over the next
<number of> months.

Areas for development Actions

Five tips to improve writing Style:
- Choose simple words: You may think you
sound smarter if you use complex words –
but that’s not true. What’s better is to ditch
those big fancy words and use simple, yet
effective words when you write. It’s almost
like you’re writing as you would be talking
– just without much slang and ums.
- Convey massage Easily: Clients want smart

writing that’s engaging and will capture
their message perfectly. As a writing tip,
you need to learn how to convey that
message from your client easily in your
writing. This means not being too wordy
when describing things.
Written skills - Create an outline: On of the best ways to

improve your writing skill is to create an
outline of everything you write. Clients
want a coherent and complete post, so
having an outline can help make sure you
include everything your client wants.
- Brainstorm. Before you start writing, think

about what you have to write and all the
possible answers. No idea is too silly at this
point!
- Organise your ideas. Decide which ideas

are the most important or the most
interesting. To create a balance opinion
essay you should include opposite
opinions
Employer Signature:
Employee Signature:

Role-Play B
It is now six months later, and it is time for Jamie’s performance review. As you
were busy working on a number of other projects, another staff member has been
supervising Jamie and has provided feedback to you on Jamie’s performance. You
will use this feedback as part of Jamie’s performance review.
Your assessor will roleplay Jamie during the performance review.
26. Prepare for the meeting with Jamie.
To prepare for the meeting with Jamie you are required to:
 Review the Performance Review Assessment from the person who has been
supervising Jamie so that you are able to provide this feedback to Jamie at her
performance review.
 Review the Performance Review Template to familiarise yourself with the

organisation’s procedure for performance reviews, as well as the template you
need to complete following the performance review.
 Research potential learning and development opportunities for Jamie based on

the Performance Review Assessment information provided to you. You will
discuss these at the performance review.
 Develop and practice a script to use at the performance review meeting with
Jamie. Ensure you review all the information that you will need to cover at the
meeting so that you can prepare your script accordingly.
The performance review will be for approximately 15 minutes.
27. Send an email to Jamie (your assessor).

It should introduce and summarise the contents of the attachment and give them
the place, date, time and expected duration of the meeting.
Attach the Performance Review Template to the email.
Hi Jamie,

It is Nicole from Boutique Build Australia. It was great to speak with you about your performance
feedback. I am getting in touch because I want to give you feedback about your performance. In
order to discuss your performance and highlights your role, a meeting has been scheduled On
Thursday Oct 29, 2020 in the conference room at 1000.
Please find the attached files.
Nicole
Boutique Build Australia
Performance Review Outcome

Employee: Jamie
Role: Learning and Developing Officer
Date: Apr- Oct 2020
Work product good
Dependability good
Cooperativeness good
Adaptability Good
Communication improving
Decision-making good
Service to clients good
Use of equipment good
Project planning good
Work group management good
Manager’s comments: Employer Signature:

These skills are essential for staff members. After 6 months
management should organize a training session for staff so they
can adapt the new skills according to the changing time and
manage the things properly.

Staff member’s comments: Employee Signature:

Interpersonal skills are not just important in the workplace, our
personal and social lives can also benefit from better
interpersonal skills. People with good interpersonal skills are
usually perceived as optimistic, clam and confident.

28. Conduct the meeting with Jamie.
At the performance review you will be required to:

 Explain the purpose of the performance review.
 Discuss the rating of Jamie’s work against each item in the checklist.
 Ensure you emphasise areas where Jamie has done well and others where
improvement is required.
 Respond to any questions.
In consultation with Jamie, agree on areas of improvement/development and
indicate that a learning and development plan will be documented. Make notes for
inclusion in the Performance Agreement Template.
During the performance review, use the effective communication skills for
performance management that you identified in Assessment Task 3.
29. Document the performance review.
Following the performance review, document the performance review in the

Performance Review Template.
Save this document as Performance Review.
Performance Review Outcome
Employee: Jammie
Role: Learning and Developing Officer
Date: 20/10/2020
Work product
Dependability
Cooperativeness
Adaptability
Communication
Decision-making
Service to clients

Use of equipment
Project planning
Work group management
Development agreement
The following development needs have been discussed and agreed to be undertaken over the next
<number of> months.
Areas for development Actions
Improve the writing skills Will be remove from the post
Convincing skills Terminate
Good trainer terminate
Employer Signature:
Employee Signature:
30. Send an email to Jamie (your assessor).

It should introduce and summarise the contents of the attachment and indicate that
this is the documented version of their performance review.
Attach your completed Performance Review to the email.
Hi Jammie,
You can log in to the system and see your objectives on the dashboard.
Your Review form has following sections:
1. Objectives
2. Training & Development
3. Highlights
As part of self-evaluation, you can go to the objectives section, and record your comments
against each Performance Measure. We encourage you to give your inputs on a regular
basis as this will help in clear discussion between you and your manager.

You can give your Professional Development and Training Program needs under the
Training and Development section. Feel free to recommend training plans, skill
development actions which will help you to perform better and develop your skill set.
The highlights section contains questions for your Qualitative and Subjective inputs on
Team and Culture, Personal and Professional objectives.
The system has an Instant Feedback mechanism which allows you to give/get feedback at
any point of time.
Log in to your account. There will be notifications to complete the task. Or what you can
do:
1. Go to Reviews
2. Go to My Tasks
3. Click on Do Self Review
At any point of time, you can connect to the Human Resource team at hr@your-
domain.com
Happy Work Ahead.
Team HR

Student’s name:
Did the student: Completed Comments

successfully?
Yes No
Role-Play A
At the meeting, provide positive

feedback?
At the meeting, provide feedback on

performance where improvement is
needed using the STAR model?
Provide coaching to improve writing style

by outlining five writing style tips?
During the meeting, demonstrate

effective communication skills including:
 Using non-verbal communication to

assist with understanding
 Asking questions to identify

required information
 Responding to questions as
required
 Using active listening techniques to

confirm understanding
Role-Play B
Demonstrate the ability to prepare for

performance management according to
procedures by sending an email to
Jamie advising of:
 Time and date of performance

review?
 Duration of performance review?
 Template that will be used?
Conduct performance review including:

Student’s name:
Did the student: Completed Comments

successfully?
Yes No
 Explain the purpose of the

performance review?
 Discuss Jamie’s work against each

item in checklist?
 Emphasise areas where Jamie has

done well and others where
improvement is required?
 Respond to any questions?
 In consultation with Jamie, agree on

areas of improvement/development
and indicate that a learning and
development plan will be
documented?
 Use effective communication skills

for performance management?
Document performance as discussed at

the performance review meeting in the
performance review template?
Assessor signature:
Assessor name:
Date:

Assessment Task 5: Disciplinary and termination project
Task summary
This assessment task requires you to prepare for and participate in a roleplay to provide formal
feedback to a staff member, Janice about ongoing poor work performance.
You will also be required to terminate an employee.
Required
 Space for a meeting
Timing
Submit
 Email with a request to attend a meeting with Termination Procedure attached
 Email summarising the meeting and the required actions
 Email with a request to attend a meeting
 Email with termination letter attached
Assessment criteria


Janice is a new Administration Assistant at Boutique Build Australia. She has been
with the company for 3 months. Janice’s work is of consistently high standard, but
she is also consistently late for work.
You have mentioned this to Janice informally, but her punctuality hasn’t improved.
The situation is also impacting client’s calls, as Janice is not there to answer the
phone, which is a key part of her duties. Now you need to formally meet with Janice
to discuss the situation.
Janice’s official start time is 9am and her finish time is 5.30pm with 30 minutes for
lunch.
In the last week Janice has arrived at work at the following times:
 Monday: 9.05 am
 Tuesday: 9.25 am
 Wednesday: 9.20 am
 Thursday: 9.10 am
 Friday: 9.30 am
Janice has also been offered access to a counsellor with whom the company has
an ongoing arrangement. As far as you know, she hasn’t accessed this service.
1. Prepare for meeting.
This assessment task requires you to assume the role of the Human Resources
Manager and provide formal feedback to Janice (roleplayed by your assessor)
about her ongoing poor work performance and to offer counselling and support.
Before you commence this assessment, download and read the following guide
about managing underperformance. You will be assessed on your demonstration of
the skill referred to under Step 3 key points for employers to remember.
http://www.fairwork.gov.au/about-us/policies-and-guides/best-practice-
guides/managing-underperformance
Summarise the correct procedure for termination of an employee as set out in the
Fairwork Ombudsman website. Your summary should be about one page in length.
Save the document as Termination Procedure.
The duration of the meeting with Janice will be approximately 15 minutes.

Termination Procedure
Termination Policies
Employers should develop standard procedures governing both voluntary termination of
employment by employees and involuntary termination of employment by the employer.
Adopting and following such policies and procedures will help to reduce the risk of litigation by
employees and help to ensure the employer’s compliance with federal and state laws related to
termination of employment. Because of the numerous legal issues found within the context of
termination, employers are strongly encouraged to consult with experienced employment
counsel to review any termination policy.
Here are a few things to keep in mind before you get to that step.
1. Write down everything
Documentation is key. If you don’t write something down, it can be argued that it didn’t happen.
Even informal conversations written in a notebook can be helpful and count toward
documentation.
I know what you’re thinking – documentation takes time. Time you don’t have. Nonetheless, it
can be your friend should you have to defend your decision.
2. Clearly communicate expectations

Let’s start at the very beginning.
For every job, you should have a job description. Even if you don’t have anything formalized, you
should have a solid understanding of the functions and responsibilities of each role on your
team. You should also know what it takes for employees to be successful in each role.
And it’s essential that your employees know this, too.
Don’t assume. People come with their own perspectives that don’t always match their boss’.
Each role should be clearly defined. This makes it easier to pinpoint and correct problems.
Additionally, your progressive discipline policy should already be established, outlining how
corrective action and termination should take place should you need to go there. This helps
ensure every issue is handled consistently and fairly.
3. Be a good coach
Both new and existing employees should be coached. This is informal feedback and consists of
what’s right as well as what’s wrong. Think of a football coach. He gives praise for a good pass
or a solid tackle, but also points out the missed catches and holes in the defense.
Your employees need this feedback to understand how they are doing well before you get to the
point of considering disciplinary action or termination.
4. Initiate a performance improvement plan (PIP)

So, let’s say you’ve provided ongoing coaching, but you’re seeing some major concerns with
performance that the coaching hasn’t affected. This would be a good time to develop a
performance improvement plan (PIP).
The PIP should articulate specifically what the problem areas are and give detailed goals for
what is expected to correct it.
In some cases, a verbal counseling might be the better way to go. Use this in addressing things
like, attendance, communication and other behavioral issues.
5. Conduct a written counseling

If things are getting really egregious, you may need to move to a written counseling.
A written counseling is somewhat similar to the PIP. It should outline areas that employees need
to correct. Again, in writing, detail specifically what needs to improve and how this should be
accomplished.
The counseling form should also express that improvement needs to be immediate, marked
(noticeable) and sustained.
Employees should sign this form after you’ve discussed it with them. This doesn’t mean they
have to agree with what you’ve documented. Their signature simply indicates that they have
received the counseling.
6. When all else fails, here’s how to terminate an employee

Despite all of your efforts, you still may not see the type or quality of improvement needed, and
the only option left is to sever the relationship. However, by now, you should have clearly
documented what you did to help the under-performing employee improve.
Performance-based terminations should never come as a surprise to your employees.
Prior to terminating your employee, be sure to review all associated documentation. Also,
contact your legal counsel or HR representative to ensure your case is supported, justified and
sound. Confirm that you’re following all state-specific wage and hour regulations. And if you use
employment contracts or non-compete/non-solicitation agreements, you should ask your legal
counsel to provide you with validity and enforcement guidance.
31. Send an email to Janice (your assessor).

The email text should request her to attend a meeting with you to discuss her work.
Include a date and time for the meeting.
Attach your Termination Procedure to the email
Hi Janice,
This is to inform you that we need to have a one to one meeting which is planed tomorrow at 9: AM
at Meeting room. As you know the agenda of the meeting is to discuss your performance review.
Please come on time for the meeting. Looking forward to meet you.
Thanking you.
Yours sincerely,
Nicole
32. Conduct the meeting.
Conduct the meeting with Janice (with your assessor playing the role of Janice),
explaining to her what the problem is, why it is a problem, how it impacts on the
workplace and why there is a concern.
At the meeting you must:
 Explain the purpose of the meeting
 Explain to Janice what the problem is
 Explain how this behaviour impacts on the workplace and why it is a concern.
Ensure that you focus on the issue not the person.
 Demonstrate your interpersonal and communication skills by:
o Keeping your communication clear and simple
o Listening to Janice and confirming and clarifying information shared

o Asking questions to confirm information
o Emphasizing Janice’s strengths as per the scenario information
 Offer support as required, including accessing company support services.
 Confirm that Janice needs to meet her contractual requirements.
33. Send an email to Janice (your assessor).
Following the meeting, send a follow up email to Janice within 1 day of the meeting,
summarising the meeting and the required actions. You must meet this timeline in
order to demonstrate that you are able to meet timelines.
Hi Janice,
The last time we spoke, you asked that I get back in touch in 2 months regarding performance
review], so I wanted to reach out and follow through on that.
Have you had the chance to look over my proposal and think about what we previously discussed?
I’d be more than happy to do a quick recap of everything on the phone and to answer any pending
questions you may have.
How does your calendar look this week?
Thanking,
Yours sincerely
Nicole

Despite your informal feedback to Janice about her ongoing lateness, Janice’s work
arrival times have not improved. In accordance with workplace procedures, you
have discussed the situation with the Managing Director and had one further
meeting with Janice to remind her of the requirement to arrive at work on time.
The decision has been made to terminate Janice’s employment. Assume that the
company’s procedures for termination is as described below and follow it.
2. Prepare and provide a termination letter.
Research the Fair Work Ombudsman web site for guidance on termination and to
assist in developing a suitable letter of termination.
In accordance with your research, develop a written letter to Janice informing her
that her employment has been terminated.

The email text should introduce and summarise the contents of the attachment.
Attach your termination letter to the email.
Dear Janice,
This is to inform you that your employment with company Boutique Build Australia will end on
20/10/2020.This decision was based mainly on your non- punctuality. You are not following your
deadlines and no reasons for the delay have been reported yet. Due to your poor performance, our
clients are not happy, and we get complaints regularly.
Before allocating the projects to any employee, we make sure to discuss the subject matter and
deadlines in details. If you had any issues with your deadlines, you should have discussed with us.
Even after the deadline was closed, we did not hear from you regarding any issues with the
deadline.
We could have arranged more resources to complete the work in time. Not reporting any issues
shows a lack of commitment and poor work ethic on your end. We even arranged a performance
coaching session for you and expected better results. But you were still not able to achieve your
goals. We have discussed this issue with you during our multiple meetings. But we did not observe
any improvement in your work.
The company is ready to pay you your final salary along with a settlement. You are requested to
return any company property which is still in your custody. If you have any questions regarding
your termination or salary, you can directly contact the HR.
We would like to thank you for your services to the company and wish you good luck.
With thanks,
Nicole

Student’s name:
Completed
At the meeting with Janice:
 Explain the purpose of the meeting
 Outline the poor performance
 Explain how behaviour impacts on

the workplace and why it is a
concern, focussing on the issue not
the person?
Demonstrate interpersonal and

communication skills by:
 Keeping your communication clear

and simple?
 Listening, confirming and clarifying

information shared?
 Asking questions to confirm

information?
 Emphasising Janice’s strengths?
Provide guidance and support, including

discussing relevant actions required to
achieve required performance?
Advise Janice of the company’s

counselling services?
At the meeting, confirm that Janice

needs to meet her contractual
requirements?
Communicate the outcomes of the

meeting in writing, including:
 Information about achievement of

work responsibilities

 Agreed outcomes
 Within one day of the meeting?
Demonstrate ability to meet timelines?
Follow termination procedures?
Develop a termination letter that is

developed in accordance with advice on
the Fair Work Ombudsman site?
Outline termination procedure as per

Fair Work Ombudsman?
Assessor signature:
Assessor name:
Date:

Final results record
Student name:
Assessor name:
Date
Final assessment results
Result
Satisfactor
Task Type y Unsatisfactory Did not submit
Assessment Task 1 Written questions S U DNS
Assessment Task 2 Work allocation project S U DNS
Performance management
Assessment Task 3 S U DNS
system
Managing performance
project
Disciplinary and termination

project
Overall unit results C NYC
Feedback
 My performance in this unit has been discussed and explained to me.

 I would like to appeal this assessment decision.
Student signature: _________________________________________ Date: _________________
 I hereby certify that this student has been assessed by me and that the assessment has been
carried out according to the required assessment procedures.
Assessor signature: _______________________________________ Date: _________________

Student Assessment Tasks: BSBMGT502 Manage People Performance

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Student Assessment Tasks

BSBMGT502 Manage people performance

© 2020 RTO Works <RTO Name and ID> Page 2

Assessment Task Overview

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Assessment Task Cover Sheet

Assessment task information

 a summary of the assessment task

 information on the resources to be used

 resubmission opportunities if required.

Assessment task instructions

© 2020 RTO Works <RTO Name and ID> Page 5

Naming electronic documents

 Course identification code

 Assessment Task number

 Document title (if appropriate)

 Date it was created

 Action Plan Template

 Staff Code of Conduct

 Risk Management Plan Template

 Performance Review Assessment

© 2020 RTO Works <RTO Name and ID> Page 6

Performance Review Template Checklist

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Student assessment agreement

Do you understand your rights to reassessment?  Yes  No

Student name Wai Man Lee

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Student name Wai Man Lee

Student result response

Assessment Task 1: Written questions

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 Computer with Microsoft Office and internet access.

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Written answer question guidance

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Assessment Task 1 Instructions as provided to students

1. Explain the key provisions of the Fair Work Act 2009.

2. Explain the key provisions of each of the following Acts:

1) Maximum weekly hours

© 2020 RTO Works <RTO Name and ID> Page 12

2) Requests for flexible working arrangements

3) Parental leave and related entitlements

6) Community service leave

7) Long service leave

9) Notice of termination and redundancy pay

10) Fair Work Information Statement

The certain entitlements apply to casual employees:

1) Maximum weekly hours

4) Community service leave excluding jury service

6) Provision of the Fair Work Information Statement

4. Explain the use of modern awards in workplaces.

Modern award provide entitlements:

© 2020 RTO Works <RTO Name and ID> Page 13

 Aged Care Award 2010

Classification Per week

Aged care employee- level 1 787.6

Aged care employee- level 2 820.2

Aged care employee- level 3 852.4

© 2020 RTO Works <RTO Name and ID> Page 14

Aged care employee- level 4 862.5

Aged care employee- level 5 891.7